IOP3705 MCQs https://docs.google.com/forms/d/1IZUoilnlexxu2wVJEeDGly...

IOP3705 MCQs
Organisational Development & Change, Cummings & Worley, 10th Edition, 2015

Study Unit 1 | CH1: General Introduction to OD (p1-19)

1. Strategic change interventions involve improving ...

Exam 10/11 2013 (Q2); A2: S1 (Q3) | Answer: all of the options (CH1p13)(SGp57)
Mark only one oval.

the organisation's relationship with its environment

the fit between the organisation's technical, political and cultural systems
the alignment of the environment, strategy and design of an organisation
all of the options

2. The first "T-group" was formed ...

Exam 05/06 2014 (Q1) | Answer: as people related to data about their own behaviour
(CH1p8)
Mark only one oval.

as people related to data about their own behaviour

as people worked on group projects
to make the group more cohesive
to facilitate decision making

3. Which of the following is NOT one of the "stems" of OD?

Exam 05/06 2013 (Q2); SU1 (Q3) | Answer: environmental analysis (CH1p7)(SGp6)
Mark only one oval.

laboratory testing
participative management
environmental analysis
action research survey feedback

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4. As the quality-of-work-life (QWL) movement evolved, it fostered a new phase of

activities known as ...
Exam 05/06 2014 (Q2); 05/06 2013 (Q7) | Answer: employee involvement (CH1p12)
Mark only one oval.

large group interventions

reward system changes
team building
employee involvement

5. Organisational development distinguishes itself from organisation change and

change management by...
Exam 05/06 2013 (Q1); A2: S1 (Q1); SU1 (Q2) | Answer: focusing on the transfer of
knowledge and skills to help the system manage future change (CH1p4)
Mark only one oval.

addressing the effective sequence of leadership issues that produces

organisation improvements
focusing narrowly on cost, quality, and schedule
focusing on the transfer of knowledge and skills to help the system manage
future change
taking a broadly focused approach that can apply to any kind of change

Study Unit 1 | CH2: General Introduction to OD (p21-44)

6. The Action Research Model focuses on ...
A2: S1 (Q7); SU1 (Q7) | Answer: BOTH planned change as a cyclical process &
heavy diagnosis prior to acting, planning and implementing (CH2p24)
Mark only one oval.

BOTH planned change as a cyclical process & heavy diagnosis prior to

acting, planning and implementing
planned change as a cyclical process
heavy diagnosis prior to acting, planning and implementing
reporting new data from previous research

7. What is the correct sequence of events in the process of planned change that
an OD practitioner will follow?
Exam 05/06 2013 (Q3) | Answer: Entering, Contracting, Diagnosing, Intervening,
Evaluating (CH2p28)(SGp9)
Mark only one oval.

Entering, Contracting, Evaluating, Intervening, Exiting

Entering, Recording, Diagnosing, Intervening, Termination
Entering, Contracting, Diagnosing, Intervening, Evaluating
Diagnosing, Contracting, Intervention, Evaluating, Exiting

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8. Which activity is not part of the general model of planned change?

Exam 10/11 2014 (Q4); 05/06 2014 (Q4); A2: S1 (Q6) | Answer: Interviews and action
planning (CH2p28)(SGp9)
Mark only one oval.

Interviews and action planning

Diagnosis
Entering and contracting
Planning and implementing

9. Contemporary applications of action research emphasise ....

Exam 05/06 2013 (Q9); A2: S1 (Q4); SU1 (Q8) | Answer: an increased degree of
member involvement (CH2p26)
Mark only one oval.

consultation with a behavioural scientist

data gathering and analysis
an increased degree of member involvement
problem(s) identification

10. The three sequential steps in Lewin's change model are ...
Exam 10/11 2014 (Q3) A2: S2 (Q3); SU1 (Q6) | Answer: unfreezing, movement,
refreezing (CH2p22)(SGp7)
Mark only one oval.

changing, movement, freezing

freezing, movement, changing
unfreezing, refraining, refreezing
unfreezing, movement, refreezing

11. When dealing with an under-organised organisation, the steps taken by the
action researcher in the process of change are as follows
Exam 10/11 2013 (Q4); 05/06 2013 (Q12) | Answer: identification, feedback, action,
evaluation (CH2p24-6) identification, convention, organisation, evaluation (CH2p35)
Mark only one oval.

identification, action, convention, evaluation

identification, feedback, action, evaluation
definition, convention, action, evaluation
identification, convention, organisation, evaluation

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12. In Lewin's model of change, change is brought about by...

A2: S1 (Q5); SU1 (Q5) | Answer: BOTH modifying forces maintaining the status quo
& increasing forces for change (CH2p22)
Mark only one oval.

BOTH modifying forces maintaining the status quo & increasing forces for
change
providing laboratory training
modifying forces maintaining the status quo
increasing forces for change

13. Which of the following forms part of the definition of OD?

Exam 10/11 2014 (Q1); 10/11 2013 (Q1); A2: S1 (Q2); S2 (Q1) | Answer: All of the
options (CH2p3)
Mark only one oval.

All of the options

OD is based on knowledge of behavioural science knowledge
OD encompasses changes in strategy, structure, and processes
OD applies to the entire system / OD is concerned with planned change

14. Which theory of planned change serves as the foundation for appreciative
inquiry (AI)?
Exam 10/11 2014 (Q2); 05/06 2014 (Q3); 10/11 2013 (Q3); 05/06 2013 (Q4); A2: S1
(Q21) S2 (Q2); SU1 (Q4) | Answer: the Positive Model (CH2p26)(SGp12)
Mark only one oval.

the Action Research Model

Lewin's change model
the Positive Model
the Open Systems Model/ Strategic Change Model

15. Which of the following is NOT included in the definition of OD?

SU1 (Q1) | Answer: OD narrowly focuses on cost, quality and schedule (CH2p2)
Mark only one oval.

OD is based on behavioural science knowledge

OD narrowly focuses on cost, quality, and schedule
OD applies to the entire system
OD is concerned with planned change

Study Unit 2 | CH3: The OD Practitioner (p45-67)

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16. Ethical dilemmas of the OD practitioner concern ...

Exam 05/06 2014 (Q6); SU2 (Q4) | Answer: all of the options (CH3p62)(SGp19)
Mark only one oval.

misuse of data
misrepresentation
all of the options
coercion / value and goal conflict

17. Which of the following is NOT a "core" skills of an OD practitioner?

Exam 10/11 2014 (Q10); 10/11 2013 (Q7); 05/06 2013 (Q6); A2: S2 (Q10); SU2 (Q2) |
Answer: Financial management skills (CH3p48-52)(SGp19)
Mark only one oval.

Financial management skills

General consultation skills
Interpersonal skills
Intrapersonal skills

18. One of the major limitations of the internal consultant is there ...
Exam 10/11 2014 (Q11); 05/06 2013 (Q10); A2: S1 (Q8) | Answer: potential loss of
objectivity (CH3p54)(SGp18)
Mark only one oval.

access to information
lack of understanding of the organisation
potential loss of objectivity
lack of training

19. One of the ethical dilemmas of the OD practitioner concern ...

Exam 10/11 2014 (Q9); 10/11 2013 (Q5); 05/06 2013 (Q5); A2: S2 (Q9) | Answer:
misuse of data (CH3p62)(SGp19)
Mark only one oval.

lack of training
misuse of data
improper diagnosis
personality conflict

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20. The consultant-centred OD practioner may have to ...

SU2 (Q3) | Answer: take on a modified role of "expert" (CH3p58)
Mark only one oval.

always adopt the role of the "expert"

take on a fixed role of "expert"
never adopt the role of the "expert"
take on a modified role of "expert"

21. Which of the statements below is generally correct concerning OD

practitioners?
Exam 05/06 2014 (Q5); 10/11 2013 (Q6); A2: S1 (Q9); SU2 (Q1) | Answer: All of the
options (CH3p46)
Mark only one oval.

They may share a common set of humanistic values

They have similar training, skills and knowledge
All of the options
They are people utilising OD principles in their profession

Study Unit 3 | CH4: Entering & Contracting Process

(p75-87)
22. Which of the following is NOT a step in the contracting process?
Exam 10/11 2013 (Q9); SU3 (Q5) | Answer: determining the change project
(CH4p81-2)(SGp26)
Mark only one oval.

estimating the time and resources that will be devoted to the OD process
determining the ground rules for working together
determining what each party wants from the OD process
determining the change project

23. Which answer below best describes the "relevant" client?

Exam 10/11 2014 (Q7); 05/06 2014 (Q8); SU3 (Q3) | Answer: generally those who
can directly impact change issues (CH4p77)(SGp26)
Mark only one oval.

everyone who contributes to the problem

everyone in the organisation
generally those who can directly impact change issues
individuals who are included in a survey

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24. The presenting problem is ...

SU3 (Q2) | Answer: often a symptom of an underlying problem (CH4p76)
Mark only one oval.

often a symptom of an underlying problem

usually very specific
never the "real" problem
always the most important problem facing the organisation

25. The goal of the contracting process is to ...

Exam 10/11 2014 (Q6); 05/06 2013 (Q8); A2: S2 (Q6); SU3 (Q4) | Answer: make a
good decision about how to proceed with the OD process (CH4p79)
Mark only one oval.

create a positive situation for the OD practitioner

make the organisation dependent on the OD practitioner
make a good decision about how to proceed with the OD process
help the organisation to change

26. The process of entering a client system consists of ...

Exam 10/11 2014 (Q5); 05/06 2014 (Q7); 10/11 2013 (Q8); A2: S1 (Q10) S2 (Q5);
SU3 (Q1) | Answer: clarifying the issue; determining the relevant client and selecting
a practitioner (CH4p76)(SGp26)
Mark only one oval.

clarifying the issue, determining the relevant client and selecting a practitioner
agreeing that the client has a problem and determining the appropriate action
plan
clarifying the issue, mapping political processes and negotiating with the client
walking around and getting a sense of the culture / verifying the presenting
problem and organisational culture

Study Unit 4 | CH5: Diagnosing Organisations, Groups

and Jobs (p89-119)
27. Which of the following design components are appropriate for individual-level
diagnosis?
Exam 05/06 2013 (Q15) | Answer: Task identity (CH5p95)
Mark only one oval.

Task identity
Culture
Goal clarity
Task structure

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28. The major inputs at group level diagnosis consist of ...

Exam 10/11 2014 (Q13); 05/06 2013 (Q16); A2: S2 (Q13) | Answer: organisation
design (CH5p95)
Mark only one oval.

task structure
organisation design
general environment
performance norms

29. Which of the following definitions does NOT describe diagnosis?

SU4 (Q1) | Answer: the process whereby groups are confronted with their problems
and deal with them (CH5p90)
Mark only one oval.

the process of discovering specific problems or assessing overall functioning

of the organisation
concerned with identifying specific organisational problems
a road map of how organisations function
the process whereby groups are confronted with their problems and deal with
them

30. Group effectiveness is ...

A2: S1 (Q15); SU4 (Q5) | Answer: an output at the group level (CH5p108)
Mark only one oval.

an output at any level in the Open Systems Model

a design component at individual level
an output at group level
a design component at group level

31. Fit at individual job level represents the alignment between ...
Exam 10/11 2013 (Q12); A2: S1 (Q13); SU4 (Q4) | Answer: job design and personal
characteristics (CH5p114)
Mark only one oval.

the inputs and design components of groups

the organisation design and the group design
job design and personal characteristics
group design and the environment

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32. An output at individual level is ...

SU4 (Q6) | Answer: job satisfaction (CH5p95)
Mark only one oval.

evaluation of the organisation and group design

task identification and autonomy
quality of work life
job satisfaction

33. Diagnosis helps OD practitioners to ...

Exam 10/11 2014 (Q8); 10/11 2013 (Q20); A2: S2 (Q8) | Answer: gather information
necessary to design change interventions (CH5p90)
Mark only one oval.

gather information necessary to design change interventions

map change interventions to organisational functions / create positive change
actions and results
confront the organisation with its change related problem / address the
sequence of change activities
evaluate effective change interventions

34. Which of the following design components is NOT one of the group level
diagnoses?
Exam 05/06 2013 (Q13) | Answer: Task identity (CH5p95)
Mark only one oval.

Goal clarity
Team functioning
Task structure
Task identity

35. Which of the following is NOT one of Porter's five forces that define the task
environment?
Exam 05/06 2013 (Q14) | Answer: Organisation member perceptions (CH5p96)
Mark only one oval.

Rivalry among competitors

Supplier and buyer power
Threats of entry
Threats of substitutes
Organisation member perceptions

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36. The open systems model has the following properties:

Exam 10/11 2014 (Q12); 10/11 2013 (Q10); 05/06 2013 (Q11); A2: S2 (Q12) |
Answer: inputs, transformations and outputs (CH5p92)
Mark only one oval.

inputs, transformations and outputs

contribution, training and outputs
diagnosis, feedback and change
alignment, structure and measurement / inputs, outputs and measurement

37. Diagnostic models incorporate ...

Exam 10/11 2013 (Q11) | Answer: all of the above (CH5p91)
Mark only one oval.

scientific models of how organisations function

conceptual frameworks of how organisations function
intuitive "hunches" of how organisations function
all of the above

38. Analysis of inputs at the group level includes ...

Exam 05/06 2014 (Q12) | Answer: determining what larger organisation the group is
embedded in (CH5p106)
Mark only one oval.

evaluating personal characteristics of job holders

examining the job design
looking at design components
determining what larger organisation the group is embedded in

39. Which of the following two key inputs affect the way an organisation designs
its strategic orientation?
Exam 05/06 2014 (Q9); A2: S1 (Q12) | Answer: General environment and industry
structure (CH5p95-6)
Mark only one oval.

Employee effectiveness and morale

General environment and industry structure
Company culture and group interactions
None of the options

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40. The design components at organisation-level diagnosis consist of ...

Exam 05/06 2014 (Q10) | Answer: structure (CH5p95)
Mark only one oval.

personal characteristics
structure
group norms
organisational design

41. What are the key properties of a system?

A2: S1 (Q11) | Answer: All of the options (CH5p92-4)
Mark only one oval.

Feedback
All of the options
Inputs, transformations, and outputs
Boundaries

42. Which of the following design components are appropriate for group level
diagnosis?
Exam 10/11 2014 (Q14) A2: S2 (Q14) | Answer: Goal clarity (CH5p95)
Mark only one oval.

Goal clarity
Technology
Culture
Skill variety

43. Which general diagnostic model most underlies OD?

SU4 (Q2) | Answer: open systems model (CH5p92)
Mark only one oval.

open systems model

general systems model
variable systems model
closed systems model

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44. Group-level diagnosis examines ...

Exam 05/06 2014 (Q11); 10/11 2013 (Q13); A2: S1 (Q14); SU4 (Q3) | Answer: goal
clarity, task structure, group composition, team functioning and performance norms
(CH5p107-8)
Mark only one oval.

goal clarity, task structure, group composition, group functioning and

performance norms
human resource, structure, culture and measurement systems
job design and structure of a larger organisation
inputs, human resources, task variety, organisational culture, industry
structure and outputs

45. The major outputs at organisational level consist of ...

Exam 10/11 2014 (Q15) A2: S2 (Q15) | Answer: stakeholder satisfaction (CH5p95)
Mark only one oval.

quality of work life

personal development
job satisfaction
stakeholder satisfaction

Study Unit 5 | CH6: Collecting and Analysing Diagnostic

Information (p123-141)
46. Which is NOT a goal of data collection?
A2: S1 (Q19) | Answer: Justify the presenting problem's importance (CH6p125)
Mark only one oval.

Justify the presenting problem's importance

Help develop a collaborative, long term relationship
Create and direct energy for change
Obtain valid information about organisational functioning

47. Observations can be particularly helpful in diagnosing ...

Exam 05/06 2014 (Q13); 10/11 2013 (Q15); 05/06 2013 (Q17); A2: S1 (Q18) |
Answer: interpersonal relations (CH6p131)
Mark only one oval.

interpersonal relations
operational control structures
reward systems / organisation structure
performance appraisal systems

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48. A diagnostic relationship ultimately rests on ...

Exam 05/06 2014 (Q14) | Answer: gaining and building trust (CH6p125)
Mark only one oval.

the time taken to create the relationship

gaining and building trust
mutual influence
goal congruence

49. Which question does the OD practitioner ask when developing a diagnostic
relationship?
SU5 (Q2) | Answer: Why am I here? (CH6p124)
Mark only one oval.

Why am I here?
Who are you?
How much am I paid?
Who has political clout?

50. Establishing a "diagnostic relationship" refers to ...

Exam 10/11 2013 (Q14); SU5 (Q1) | Answer: clarifying expectations between relevant
organisational members and the consultant (CH6p124)
Mark only one oval.

meeting organisational members regularly

getting to know the client one-on-one
gathering data with organisational members
clarifying expectations between relevant organisational members and the
consultant

51. Questionnaires are often used because ...

SU5 (Q3) | Answer: BOTH they can collect data from many people & data can be
analysed quickly (CH6p127)(SGp40)
Mark only one oval.

they can collect data from many people

data can be analysed quickly
BOTH they can collect data from many people & data can be analysed quickly
their meaning is clear

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52. Which of the following is a major advantage of using questionnaires as a data

collection method?
Exam 10/11 2014 (Q16) A2: S2 (Q16) | Answer: Questionnaires can obtain large
volumes of data (CH6p127)(SGp40)
Mark only one oval.

Questionnaires can obtain large volumes of data

Questionnaires have high face validity
Questionnaires is a source of "rich" data
Questionnaires collect data on behaviour

53. Data analysis is usually guided by ...

Exam 10/11 2014 (Q17); 05/06 2013 (Q19); A2: S1 (Q17); S2 (Q17); SU5 (Q4) |
Answer: type of data collected (CH6p133-141)(SGp39)
Mark only one oval.

the client system

the conceptual model underlying diagnosis
the organisation
the type of data collected

54. Which method of gathering data is the most "objective"?

Exam 05/06 2013 (Q25); A2: S1 (Q16); SU5 (Q5) | Answer: unobtrusive measures
(CH6p131)
Mark only one oval.

unobtrusive measures
interviews
questionnaires
observations

Study Unit 6 | CH6: Feeding Back Diagnostic

Information (p142-154)
55. Which of the following are most important in designing data feedback?
Exam 05/06 2014 (Q15) | Answer: BOTH The content of the feedback & The process
of the feedback (CH6p142-4)(SGp49)
Mark only one oval.

BOTH The content of the feedback & The process of the feedback
The nature of the feedback
The process of the feedback
The content of the feedback

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56. Which answer below describes the "bottom-up" approach to data feedback?
SU6 (Q2) | Answer: All of the options (CH6p144)
Mark only one oval.

Group members provide data for specific work groups

All of the options
Group members address problems within their control
Group members note issues beyond their authority

57. Which of the following is most likely to produce change after feedback of
diagnostic data?
Exam 10/11 2013 (Q17); SU6 (Q1) | Answer: Organisational processes support
turning energy into action (CH6p142)
Mark only one oval.

The feedback process creates resistance and anxiety in organisation

members
The feedback creates no energy for change among members
Formal organisational structures exist
Organisational processes support turning energy into action

58. Successful use of data feedback includes ...

SU6 (Q4) | Answer: relevant and understandable data (CH6p142)(SGp50)
Mark only one oval.

relevant and understandable data

data that is subjective
data about specific people
data that is open ended

59. A key objective of the feedback process is to be sure that the client has ...
Exam 05/06 2014 (Q16); SU6 (Q3) | Answer: ownership of the data (CH6p142)
(SGp51)
Mark only one oval.

been given a wide range of information

ownership of the data
heard all of the data presented together
no time to resist the information

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60. Which of the following is an important feature of successful feedback

processes?
Exam 10/11 2014 (Q18) | Answer: The power possessed by the group (CH6p144)
(SGp51)
Mark only one oval.

The energy created by the feedback

The power possessed by the group
The time of the day
The meeting should be unstructured

61. Which item is NOT one of the features of a successful feedback meeting?
Exam 05/06 2013 (Q21); SU6 (Q5) | Answer: The meeting should be unstructured
(CH6p144)
Mark only one oval.

People with common problems are included in the meeting

The power of the feedback group is clarified
The meeting should be unstructured
People are motivated to work with the data

62. The assumption underlying the use of survey feedback in OD is that surveys ...
Exam 10/11 2013 (Q16) | Answer: can provide feedback to the organisation and be
used to initiate change (CH6p145)
Mark only one oval.

can provide feedback to the organisation and be used to initiate change

and their responses are very accurate and easy to interpret
allow one to collect a great deal of data to be used only by management
are the quickest way to collect data

63. A key objective of the feedback process is to be sure the client has ...
A2: S1 (Q20) | Answer: ownership of data (CH6p144)(SGp49)
Mark only one oval.

heard all the data at once

been supplied a wide range of information
no time to resist the information
ownership of data

Study Unit 7 | CH7: Designing Interventions (p157-175)

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64. For training and development to be considered an OD intervention, it must

teach group members ...
Exam 05/06 2014 (Q22) | Answer: new skills that improve their effectiveness
(CH7p160)
Mark only one oval.

new skills that improve their effectiveness

about behavioural sciences
new instructional objectives that improve functioning
about characteristics of the organisation

65. Interventions mainly strive to change ... an organisation

Exam 10/11 2014 (Q20) A2: S1 (Q22) S2 (Q20); SU7 (Q2) | Answer: specific features
of (CH7p171)
Mark only one oval.

the cultural context of

specific features of
the external environment of
the number of people in

66. Which of the following is NOT a type of OD intervention?

Exam 05/06 2014 (Q19); 10/11 2013 (Q19); 05/06 2013 (Q18); A2: S1 (Q23) |
Answer: Management style interventions (CH7p172)((SGp56-7)
Mark only one oval.

Strategic interventions
Management style interventions
Technostructural interventions
Human process interventions

67. Which of the following is a strategic issue that might affect an intervention?
SU7 (Q4) | Answer: an impending acquisition (CH7p162)
Mark only one oval.

a work group's decision-making process

an impending acquisition
an organisation's information systems
an antiquated performance management system

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68. Human resources issues refer to ...

SU7 (Q3) | Answer: the personnel practices of the organisation (CH7p160)
Mark only one oval.

the chain of command

the personnel practices of the organisation
the number of organisation members in conflict
job design and labour

69. What is a change intervention?

Exam 10/11 2014 (Q19); 05/06 2014 (Q17); A2: S2 (Q19); SU7 (Q1) | Answer:
Planned actions or events intended to increase effectiveness (CH7p162)(SGp54)
Mark only one oval.

Unplanned management manipulations

Planned actions or events intended to increase effectiveness
Valid information on the change process
Change activities outside the organisation

70. Which of the following best describes technostructural interventions?

SU7 (Q5) | Answer: changing job design and division of labour (CH7p159)
Mark only one oval.

helping organisations decide on markets, products or services

changing the high-tech areas within the organisation
changing approaches to pay and promotion
changing job design and division of labour

71. Which of the following is an example of a technostructural intervention?

Exam 10/11 2014 (Q21) A2: S2 (Q21) | Answer: Reengineering (CH7p159)(SGp57)
Mark only one oval.

Culture change
Process consultation
Team-building
Reengineering

72. Which of the following are true about OD interventions?

Exam 10/11 2013 (Q18) | Answer: None of the options (CH7p162-3)
Mark only one oval.

They are derived from strong "causal" relationships

None of the options
Only a few interventions have been subject to evaluative research
They always have great impact on organisational functioning

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73. Human process interventions focus on ...

Exam 10/11 2014 (Q22) A2: S2 (Q22) | Answer: people within organisations and the
processes through which they accomplish goals (CH7p157)
Mark only one oval.

the internal functioning of an organisation to keep pace with changing

conditions
an organisation's core work processes to create coordination among different
tasks
interventions used to develop, integrate and support people in organisations
people within organisations and the processes through which they accomplish
goals

Study Unit 8 | CH8: Leading and Managing Change

(p179-205)
74. Activity planning involves ...
SU8 (Q5) | Answer: making a road map of key activities (CH8p196)
Mark only one oval.

making a road map of key activities

creating new change strategies
identifying key people
creating special structures

75. Which of the following is NOT considered a strategy for dealing with resistance
to change?
Exam 05/06 2014 (Q20); 10/11 2013 (Q21); A2: S1 (Q24); SU8 (Q2) | Answer:
Diagnosis of resistance (CH8p183-4)
Mark only one oval.

E05/06;A2: Participation and involvement

E05/06;A2: Communication
E10/11;SG: Avoid conflict
E05/06;A2: Diagnosis of resistance
E10/11;SG: Practice active listening
E10/11;SG: Making change information available and salient
E05/06;A2: Empathy and support
E10/11;SG: Include members directly in planning and implementing change

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76. Developing political supprt ...

SU8 (Q3) | Answer: involves identifying key stakeholders (CH8p180/188)(SGp60)
Mark only one oval.

both is the same as addressing power issues & is unrelated to the goals of the
change
is the same as addressing power issues
involves identifying key stakeholders
is unrelated to the goals of the change

77. Which power strategy is most clearly alligned with OD's traditional humanistic
values?
SU8 (Q4) | Answer: playing it straight (CH8p192)
Mark only one oval.

circumventing the formal system

using social networks
playing it straight
avoiding confrontation

78. Which of the following is NOT one of the five activities of change management?
Exam 10/11 2014 (Q23) A2: S2 (Q23); SU8 (Q1) | Answer: diagnosis (CH8p180)
Mark only one oval.

creating a vision
developing political support
motivating change
diagnosis

Study Unit 9 | CH9: Evaluating and Institutionalising

Change (p207-29)
79. Which of the following is NOT an intervention characteristic that affects
institutionalisation?
Exam 05/06 2013 (Q23); SU9 (Q4) | Answer: worker satisfaction (CH9p223-4)
Mark only one oval.

internal support
programmability
worker satisfaction
goal specificity

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80. Understanding how an intervention is progressing is an example of ... feedback

Exam 05/06 2014 (Q18); 05/06 2013 (Q20); A2: S2 (Q7); SG: SU9 (Q2) | Answer:
implementation (CH9p208)
Mark only one oval.

intervention
implementation
evaluation
personal

81. When should you identify the measurement variables to be used for evaluation
and feedback?
SU9 (Q3) | Answer: diagnosis stage (CH9p211)
Mark only one oval.

implementation stage
intervention stage
evaluation stage
diagnosis stage

82. Which indicator represents the highest degree of institutionalisation?

SU9 (Q5) | Answer: values consensus (CH9p226)
Mark only one oval.

norms
knowledge
values consensus
performance

83. Testing the internal consistency of the questions in a survey is a measure of its
...
Exam 05/06 2013 (Q22); A2: S2 (Q18) | Answer: reliability (CH9p212)
Mark only one oval.

instrument bias
sufficiency
validity
reliability

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84. Evaluation provides information to ...

Exam 05/06 2014 (Q21); A2: S1 (Q25); SU9 (Q1) | Answer: assess the long-term
results of OD interventions (CH9p207-8)
Mark only one oval.

implement change programmes

BOTH assess the long-term results of OD interventions & implement change
programmes
assess the long-term results of OD interventions
assess an organisation's normal functioning

Study Unit 10 | CH10: Approaches to Human Process

Interventions (p265-94)
85. Which of the following is NOT a process consultation intervention?
SU10 (Q4) | Answer: coaching (CH10p270)
Mark only one oval.

coaching
group norms and growth
agenda setting
feedback of observations

86. Group process interventions help groups ...

SU10 (Q3) | Answer: generate interest in analysing relationships within the group
(CH10p270)
Mark only one oval.

increase the skills and knowledge of group members

increase individuals' awareness of their behaviour
generate interest in analysing relationships within the group
all of the options

87. Coaching focuses on ...

SU10 (Q1) | Answer: using behavioural science to help individuals (CH10p285)
Mark only one oval.

all of the options

solving an executive's past problems
working with large groups to teach new skills
using behavioural science to help individuals

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88. The most common focus of teambuilding activities is behaviour related to

Exam 10/11 2013 (Q23) | Answer: group processes (CH10p277)
Mark only one oval.

individual performance
organisational structure
leadership skills
group processes

89. The results of team building can be classified into three main areas. Which of
the following is NOT one of these areas?
Exam 05/06 2014 (Q23); 10/11 2013 (Q22); SU10 (Q5) | Answer: the results specific
to only one individual (CH10p292)
Mark only one oval.

the results affecting the group's relationships

the results specific to the group's operation and behaviour
the results specific to only one individual
the results specific to one or more individuals

90. Group communications, roles and functions and group norms are the focus of
...
SU10 (Q2) | Answer: process consultation (CH10p266)(SGp71)
Mark only one oval.

training/ coaching
diagnostic activities
survey feedback
process consultation

Study Unit 11 | CH11: Organisation Process

Interventions (p297-320)
91. Open-space methods for large-group interventions are NOT characterised by ...
SU11 (Q4) | Answer: a formal agenda and structure (CH11p313/317)
Mark only one oval.

regular summaries of information for all members to review

the "law of two feet"
the "Four Principles"
a formal agenda and structure

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92. When resolving intergroup conflict, attitudinal solutions require ... then
behavioural solutions
SU11 (Q5) | Answer: more skill and more time (CH11p306)
Mark only one oval.

more skill and more time

more time and less skill
less time and more skill
less time and less skill

93. Which of the following should be avoided in a confrontation meeting?

SU11 (Q1) | Answer: superiors and subordinates in the same group (CH11p299)
Mark only one oval.

superiors and subordinates in the same group

top management separated from other groups
members from different departments in the same group
working on relevant problems

94. Successful large-group interventions require ...

SU11 (Q2) | Answer: all of the options (CH11p310)
Mark only one oval.

appropriate participants
all of the options
a compelling conference theme
relevant tasks

95. From the choices below, which best describes the focus of a confrontation
meeting?
SU11 (Q3) | Answer: a place to mobilise organisational problem-solving (CH11p298)
Mark only one oval.

a place to complain
a place to negotiate employee contracts
a place to reward individual contributors
a place to mobilise organisational problem-solving

Study Unit 12 | CH18: Organisation Transformation

(p529-63)

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96. The key roles of leadership in transformational change are ...

Exam 05/06 2013 (Q24); A2: S2 (Q11) | Answer: envisioning, energising, enabling
(CH18p531)
Mark only one oval.

diagnosis, change, enabling

enabling, creating, energising
envisioning, energising, enabling
envisioning, change, refreezing

97. According to the text, which of the following is NOT an effective guideline for
changing corporate culture?
SU12 (Q5) | Answer: Keep top management from being part of the process
(CH18p559)
Mark only one oval.

Formulate a clear strategic vision

Keep top management from being part of the process
Model culture change at the highest levels
Change organisational membership by socialising newcomers and terminating
deviants

98. Which of the following elements is included in an organisation's culture

A2: S2 (Q25) | Answer: Artifacts, norms and basic assumptions (CH18p552/555)
Mark only one oval.

Products and services supplied to customers

Strategies that identify what is important in the organisation
Symbols that guide members' behaviour
Artifacts, norms and basic assumptions

99. Organisational culture does NOT include ...

Exam 10/11 2014 (Q25); 05/06 2014 (Q25); SU12 (Q2) | Answer: products and
services supplied to customers (CH18p552/555)
Mark only one oval.

products and services supplied to customers

values that identify what is important in the organisation
basic assumptions on how organisational problems should be solved / visible
symbols or artefacts
norms guiding how members behave

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100. Which of the three approaches to diagnosing culture is the most difficult to
interpret?
Exam 10/11 2014 (Q24); 05/06 2014 (Q24); A2: S2 (Q24); SU12 (Q3) | Answer: the
deep assumptions approach (CH18p557)
Mark only one oval.

the normative approach/ basic assumptions approach

the competing values approach
the deep assumptions approach
the behavioural approach

101. Organisations undertake transformational change when ...

SU12 (Q1) | Answer: there are changes in executive leadership (CH18p531)
Mark only one oval.

there are changes in executive leadership

the organisation's survival is threatened
there are changes in products that require new strategies
there are sharp changes in economic conditions that change competition
within an industry

102. Which of the following is NOT a characteristic of transformational change?

Change is ...
Exam 10/11 2013 (Q25) | Answer: triggered by patterns of assumptions
(CH18p530-4)
Mark only one oval.

triggered by environmental disruptions

driven by management
triggered by patterns of assumptions
systematic and revolutionary

103. The competing values approach views culture as a ...

Exam 10/11 2013 (Q24); A2: S2 (Q4); SU12 (Q4) | Answer: resolution of value
dilemmas (CH18p557)
Mark only one oval.

fight among functional groups for the best culture

simple clarification of what is most important
resolution of value dilemmas
search for the right set of values

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