Deck 14: Organisation Development and Change

Question 1

Organisational initiatives for change at Tata Motors were:

A) fully resisted despite full support from top management.
B) fully supported by top management but still experienced resistance at the middle levels.
C) resisted by top management despite being desired across the organisation.
D) fully resisted by senior managers but accepted at middle levels.

Answer 1

fully supported by top management but still experienced resistance at the middle levels.

Question 2

Which of the following is one of the four core management processes energised during an organisation development (OD) effort?

A) Marketing
B) Change management
C) Financial management
D) Empowerment

Answer 2

Empowerment

Question 3

Design of competency models and psychometric test reporting are examples of:

A) individual and group level OD interventions.
B) organisational level OD interventions.
C) group level OD interventions.
D) individual level OD interventions.

Answer 3

individual level OD interventions.

Question 4

Which process enables organisational members to develop and utilise their talents as fully as possible to bring about organisational improvements?

A) The OD process
B) The OB process
C) The empowerment process
D) The action research process

Question 5

In which process do people continually expand their capacity to create the results they truly desire, and learn how to learn together?

A) Empowerment
B) Learning
C) Organisational development
D) Action research

Question 6

The production of practical knowledge useful for problem-solving is the primary function of which process?

A) Empowerment
B) Learning
C) Organisational development
D) Action research

Question 7

The creation of increased wellbeing of persons and communities is:

A) the secondary function of action research.
B) the primary function of action research.
C) the secondary function of empowerment.
D) the primary function of empowerment.

Question 8

The job-level diagnosis model includes the broad categories of:

A) inputs, design components and outputs.
B) jobs, diagnosis and objectives.
C) data gathering, analysis and evaluation.
D) environment, jobs and expectations.

Question 9

The organisational input factors influencing job design include:

A) skill variety, task identity and task significance.
B) autonomy, feedback and skill variety.
C) inputs, outputs and processes.
D) organisational design, group design and personal characteristics.

Question 10

Which one of the following is not among the five design components of the model of job-level diagnosis?

A) Autocracy
B) Skill variety
C) Task identity
D) Task significance

Question 11

Which one of the options below is not a design component in the model of group-level diagnosis?

A) Goal clarity
B) Task structure
C) Remuneration
D) Group norms

Question 12

A set of sequenced actions intended to help an organisation increase its effectiveness is best defined as:

A) a change process.
B) an organisation design process.
C) an organisation development intervention.
D) a management intervention.

Question 13

Overcoming resistance, creating a vision, involving key stakeholders and sustaining momentum are key components of which process?

A) Implementing change
B) Organisational design
C) Organisation development
D) Evaluating the status quo

Question 14

Evaluation of an OD project:

A) happens at the end.
B) cannot deliver the necessary detail for strategic decisions.
C) is only of one type.
D) begins as early as the diagnostic phase.

Question 15

Evaluation to assess if the intervention is producing the intended effects can be termed:

A) circular feedback.
B) intentional feedback.
C) implementation feedback.
D) evaluation feedback.

Question 16

Evaluation intended to guide the implementation of changes can be termed:

A) circular feedback.
B) intentional feedback.
C) implementation feedback.
D) evaluation feedback.

Question 17

The process through which change management capability is transferred to the organisation is called:

A) institutionalisation.
B) implementation.
C) evaluation.
D) transference.

Question 18

OD practitioners:

A) are usually internal change agents.
B) are usually external consultants.
C) can be external consultants, internal change agents, or managers with OD knowledge and skills.
D) can be managers but not external consultants.

Question 19

In the context of OD technical skills, marketing skills are:

A) start-up skills.
B) entry skills.
C) adoption skills.
D) intervention skills.

Question 20

In the context of OD technical skills, the ability to integrate research with theory and practice is:

A) a start-up skill.
B) an evaluation skill.
C) an action and intervention planning skill.
D) an entry skill.

Question 21

In the context of OD technical skills, maintaining or increasing change momentum is:

A) a start-up skill.
B) an entry skill.
C) an adoption skill.
D) an intervention skill.

Question 22

What concern has been voiced regarding the use of organisational development in non-Western country settings?

A) Language difficulties
B) Power-distance issues
C) Cultural values
D) Health and safety concerns

Question 23

Define organisational development (OD) and briefly talk about the core management processes energised by OD.

Question 24

What are the five characteristics of job influence?

Question 25

What are some of the design components when undertaking group diagnosis?

Question 26

What are some of the points that should be kept in mind when designing the content of diagnostic feedback?

Question 27

From your perspective, how can a positive attitude towards the change project be created within the organisation?

Question 28

What is the difference between implementation versus evaluation feedback?

Question 29

Briefly discuss the stages of change implementation in organisations undertaken by a consultant.

Question 30

From your perspective what are the four fundamental technical skills required by an OD practitioner?