Organization Development The Process of Leading Organizational Change 4th Edition by Donald L. Anderson Test Bank

Organization Development The Process of Leading Organizational Change  4th Edition by Donald L. Anderson  Test Bank
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Chapter 13: Whole Organization and Multiple Organization Interventions (Part 2)
Test Bank

Multiple Choice

1. TQM and Six Sigma are examples of which of the following?
a. Quality and productivity interventions
b. Interventions in mergers and acquisitions
c. Transorganization or interorganization development
d. Dialogic OD interventions
Ans: A
AACSB: Systems and processes in organizations
Cognitive Domain: Knowledge
Answer Location: Quality and Productivity Interventions
Difficulty Level: Easy

2. ______ involves many different practices, such as benchmarking, microprocess control, cross-function networking, and lean production.
a. Total quality management
b. Reengingeering
c. Six Sigma
d. Transorganization development
Ans: A
AACSB: Systems and processes in organizations
Cognitive Domain: Comprehension
Answer Location: Total Quality Management
Difficulty Level: Easy

3. In ______, processes are systematically measured using statistical techniques.
a. total quality management
b. reengineering
c. Six Sigma
d. transorganization development
Ans: A
AACSB: Statistics/quantitative methods
Cognitive Domain: Easy
Answer Location:
Difficulty Level:

4. Successful application of which intervention is noted by the annual Malcolm Baldrige Quality Award?
a. TQM
b. reengineering
c. Six Sigma
d. transorganization development
Ans: A
AACSB: Reflective thinking
Cognitive Domain: Knowledge
Answer Location: Total Quality Management
Difficulty Level: Medium

5. Rather than small incremental changes to existing process, ______ could save more time and money by rethinking and restructuring entire operations.
a. TQM
b. reengineering
c. Six Sigma
d. transorganization development
Ans: B
AACSB: Systems and processes in organizations
Cognitive Domain: Comprehension
Answer Location: Reengineering
Difficulty Level: Medium

6. Which intervention was made known by success at Motorola?
a. TQM
b. Reengineering
c. Six Sigma
d. Transorganization development
Ans: c
AACSB: Systems and processes in organizations
Cognitive Domain: Knowledge
Answer Location: Six Sigma
Difficulty Level: Easy

7. ______ is known as a statistical measure and as a business process improvement initiative that uses statistical methods.
a. TQM
b. Reengineering
c. Six Sigma
d. Transorganization development
Ans: C
AACSB: Systems and processes in organizations
Cognitive Domain: Knowledge
Answer Location: Six Sigma
Difficulty Level: Medium

8. Much research and simulation has demonstrated that ______ result in reasons why mergers do not live up to their expectations.
a. management styles
b. leadership factors
c. cultural factors
d. knowledge factors
Ans: C
AACSB: Contexts of organizations in a global society
Cognitive Domain: Analysis
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Medium

9. Of the four acculturation scenarios introduced, which one occurs when the acquired company relinquishes its cultural practices and adopts those of the acquiring company?
a. Assimilation
b. Integration
c. Separation
d. Deculturation
Ans: A
AACSB: Group and individual behaviors
Cognitive Domain: Application
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Medium

10. Of the four acculturation scenarios introduced, which one discusses the acquired company and acquiring company both retaining and relinquishing aspects of their cultural identities, perhaps sharing cultural elements between them?
a. Assimilation
b. Integration
c. Separation
d. Deculturation
Ans: B
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Medium

11. Of the four acculturation scenarios introduced, which one is when the acquired company retains most of its original cultural attributes, frequently remaining as a division or stand-alone part of the acquiring company?
a. Assimilation
b. Integration
c. Separation
d. Deculturation
Ans: C
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Medium

12. Of the four acculturation scenarios introduced, which is when the acquired company gives up its cultural attributes but is unwilling to adopt those of the acquiring company, usually leading to a dissolution of the old organization?
a. Assimilation
b. Integration
c. Separation
d. Deculturation
Ans: D
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Easy

13. Research suggests that leadership ______ will increase threefold after an acquisition, complicating the continuity often needed in a turbulent circumstance.
a. assertiveness
b. commitment
c. turnover
d. demands
Ans: C
AACSB: Leading in organizational situations
Cognitive Domain: Comprehension
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Hard

14. From research, nearly half (49 percent) of respondents reported their organization was in need of ______meaning there were issues that resulted from poorly conducted merger and acquisition efforts.
a. merger repair
b. intervention assistance
c. leadership
d. cultural review
Ans: A
AACSB: Making sound decisions
Cognitive Domain: Comprehension
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Medium

15. Which level often sees problems with employees spending too much time in finding information to get set up and employee lack of motivation and engagement in the postcombination phase of the merger and acquisition interventions?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: A
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.1
Difficulty Level: Medium

16. Which level often sees problems with employees not accepting or understanding new roles, long decision-making cycles as well as unproductive meetings and communication patterns, and acquired employees lack understanding of team goals, purpose, and process in the postcombination phase of the merger and acquisition interventions?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: B
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.1
Difficulty Level: Medium

17. Which level often sees problems of confusion regarding which team performs which tasks during the postcombination phase of the merger and acquisition interventions?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: C
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.1
Difficulty Level: Medium

18. Which level often sees problems of gridlock, or failure to make change over time during the postcombination phase of the merger and acquisition interventions?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: D
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.1
Difficulty Level: Medium

19. Onboarding and two-way communication sessions are appropriate interventions for which of the following levels?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: A
AACSB: Application of knowledge
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Easy

20. Team start-up meetings and management development are appropriate interventions for which of the following levels?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: B
AACSB: Application of knowledge
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Easy

21. Strategic planning and goal setting to develop superordinate goals and leadership development are appropriate interventions for which level?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: C
AACSB: Application of knowledge
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Medium

22. Organization design and large group interventions are appropriate for which level?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: D
AACSB: Application of knowledge
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Easy

23. At which level is the goal of M&A interventions to support employees?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: A
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Easy

24. At which level is the goal of M&A interventions to form productive teams?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: B
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Easy

25. At which level is the goal of M&A interventions to develop cooperative interactions between leaders and teams?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: C
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Easy

26. At which level is the goal of M&A interventions to remove gridlock and promote future potential?
a. Individual
b. Team
c. Cross-team/Department
d. Organizationwide
Ans: D
AACSB: Reflective thinking
Cognitive Domain: Analysis
Answer Location: Table 13.2
Difficulty Level: Medium

27. ______ are situations in which multiple organizations join together in networks or collaborative relationships with a shared purpose.
a. Intraorganizational systems
b. M&A systems
c. Transorganizational systems
d. Dialogic systems
Ans: C
AACSB: Systems and processes in organizations
Cognitive Domain: Knowledge
Answer Location: Transorganization or Interorganization Development
Difficulty Level: Medium

28. Interorganization networks are led by what is referred to as network choreographers; which of their identified roles requires them to hold the vision and be comfortable with the ambiguity inherent in creating and growing something new?
a. entrepreneurs
b. passionate advocates
c. coaches and mentors
d. indefatigable communicators
Ans: A
AACSB: Group and individual behaviors
Cognitive Domain: Comprehension
Answer Location: Transorganization or Interorganizational Development
Difficulty Level: Medium

29. Interorganization networks are led by what is referred to as network choreographers; which of their identified roles requires them to bridge silos that exist in traditional organizations and create links between organizations?
a. entrepreneurs
b. passionate advocates
c. coaches and mentors
d. indefatigable communicators
Ans: D
AACSB: Group and individual behaviors
Cognitive Domain: Comprehension
Answer Location: Transorganization or Interorganizational Development
Difficulty Level: Medium

30. In ______ OD, interaction and conversation are the priority, and participants are given ownership and responsibility to bring up the issues and topics that matter most to them.
a. interorganization
b. dialogic
c. intraorganization
d. diagnostic
Ans: B
AACSB: Reflective thinking
Cognitive Domain: Comprehension
Answer Location: Dialogic OD Consultation and Interventions
Difficulty Level: Medium

31. ______ is an intervention that makes use of the principle that in everday organizations, we self-organize as we bring new colleagues into conversations, debating ideas, sharing knowledge, challenging thinking, asking questions, and persuading others.
a. World Cafe
b. Open Space Technology
c. Appreciative Inquiry
d. Workout
Ans: A
AACSB: Systems and processes in organizations
Cognitive Domain: Comprehension
Answer Location: World Cafe
Difficulty Level: Hard

32. Which of the following is NOT a key principles of Open Space Technology?
a. Whoever comes is the right people.
b. Whenever it starts is the right time.
c. Whatever happens is not the only thing that could have happened.
d. When its over, its over.
Ans: C
AACSB: Reflective thinking
Cognitive Domain: Comprehension
Answer Location: Open Space Technology
Difficulty Level: Medium

33. Which of the following is NOT an identified characteristic that makes the application of traditional OD interventions challenging in transorganizational systems?
a. Hierarchy and structure
b. Membership relationships
c. Trust and collaboration
d. Identification
Ans: D
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Transorganization or Interorganization Development
Difficulty Level: Hard

34. Which activity within TQM relates to flowchart techniques being utilized?
a. Identify customers and what they value at all levels
b. Identify products and services provided
c. Define processes
d. Simplify the process
Ans: C
AACSB: Systems and processes in organizations
Cognitive Domain: Application
Answer Location: Total Quality Management
Difficulty Level: Medium

35. Relying on data to make decisions rather than making decisions on a hunch is central to which activity of TQM?
a. Identify products and services provided
b. Define processes
c. Simplify the process
d. Continuously improve
Ans: D
AACSB: Systems and processes in organizations
Cognitive Domain: Application
Answer Location: Total Quality Management
Difficulty Level: Easy

36. Which of the following is NOT one of the steps involved in implementing and sustaining a Six Sigma program?
a. An honest assessment of the organizations readiness to implement Six Sigma
b. Gathering qualitative data from participants
c. Willingness to expend the needed resources
d. Reflection on the objectives, scope, and timeframe of the program
Ans: B
AACSB: Systems and processes in organizations
Cognitive Domain: Analysis
Answer Location: Six Sigma
Difficulty Level: Medium

37. Targeting ______ during M&A, collective socialization tactics have been shown to increase embeddedness and reduce turnover among newcomers.
a. individual integration
b. team integration
c. cross-team/department integration
d. organizationwide integration
Ans: A
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Target 1: Individual Integration
Difficulty Level: Medium

38. Targeting ______ during M&A, specific interventions to clarify changes in membership, goals, purpose, roles, and expectations can help start them off quickly and can increased acquired employees identification within their new roles.
a. individual integration
b. team integration
c. cross-team/department integration
d. organizationwide integration
Ans: B
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Target 2: Team Integration
Difficulty Level: Medium

39. Targeting ______ during M&A, leaders of groups can demonstrate their agreement on combined strategies, allowing opportunties for increased networking and contact.
a. individual integration
b. team integration
c. cross-team/department integration
d. organizationwide integration
Ans: D
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Target 3: Cross-Team/Department Integration
Difficulty Level: Medium

40. Targeting ______ during M&A, leaders may ask themselves What untapped potential remains?, allowing future benefits of participative, large-group interventions that can engage employees from both the acquiring and acquired organizations.
a. individual integration
b. team integration
c. cross-team/department integration
d. organizationwide integration
Ans: D
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Target 4: Organizationwide Integration
Difficulty Level: Medium

True/False

1. TQM is known for its high success rate.
Ans: F
AACSB: Application of knowledge
Cognitive Domain: Comprehension
Answer Location: Total Quality Management
Difficulty Level: Medium

2. Reengineering is the same as automation, downsizing, and reorganizing.
Ans: F
AACSB: Application of knowledge
Cognitive Domain: Comprehension
Answer Location: Reengineering
Difficulty Level: Medium

3. Six Sigma stresses application of tools and diligently questions existing work processes to result in a dramatic, measurable impact to the bottom line.
Ans: T
AACSB: Systems and processes in organizations
Cognitive Domain: Application
Answer Location: Six Sigma
Difficulty Level: Medium

4. In acquisition of stronger cultures, integration and separation are more effective strategies.
Ans: T
AACSB: Application of knowledge
Cognitive Domain: Analysis
Answer Location: Intervention in Mergers and Acquisitions
Difficulty Level: Hard

5. Joint research and development consortia would be an example of interorganizational relationships.
Ans: T
AACSB: Integrating knowledge across fields
Cognitive Domain: Application
Answer Location: Transorganization or Interorganization Development
Difficulty Level: Medium

6. The hierarchy and structure in transorganizational systems make the application of traditional OD interventions particularly challenging, often requiring a slightly different approach.
Ans: T
AACSB: Leading in organizational situations
Cognitive Domain: Analysis
Answer Location: Transorganization or Interorganizational Development
Difficulty Level: Hard

7. In World Caf interventions, there are table hosts that lead rounds of conversations as themes begin to emerge from the various rounds of conversations.
Ans: T
AACSB: Systems and processes in organizations
Cognitive Domain: Application
Answer Location: World Cafe
Difficulty Level: Medium

8. Open Space Technology is appropriate for situations in which a decision has already been made.
Ans: F
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Open Space Technology
Difficulty Level: Medium

9. One principles of Open Space Technology is that when its over, its over.
Ans: T
AACSB: Application of knowledge
Cognitive Domain: Application
Answer Location: Open Space Technology
Difficulty Level: Medium

10. Some view diagnostic and dialogic OD as more of a continuum rather than a choice of two practices.
Ans: T
AACSB: Systems and processes in organizations
Cognitive Domain: Comprehension
Answer Location: Medium
Difficulty Level: [PE: No difficulty level given]

Essay

1. Discuss the basic activities of TQM.
Ans: Answers may vary, but the key points to include are (1) Identify customers and what they value at all levels; (2) Identify products and services provided; (3) Define processes; (4) Simplify the process; and (5) Continuously improve.
AACSB: Systems and processes in organizations
Cognitive Domain: Application
Answer Location: Total Quality Management
Difficulty Level: Medium

2. Provide details of the three phases within the merger and acquisition process.
Ans: Details should be shared regarding (1) Precontract Stage; (2) Postcontract combination phase; and (3) Postcombination.
AACSB: Systems and processes in organizations
Cognitive Domain: Comprehension
Answer Location: Interventions in Mergers and Acquisitions
Difficulty Level: Medium

3. Discuss the three-step process that transorganizational systems go through to develop.
Ans: The steps to discuss include (1) Identification; (2) Convention, and (3) Organization.
AACSB: Systems and processes in organizations
Cognitive Domain: Application
Answer Location: Transorganization or Interorganization Development
Difficulty Level: Medium

4. Differentiate the role of the practitioner in dialogic OD and diagnostic OD.
Ans: Answers may vary. Some useful items to include may be as follows: In diagnostic OD, the practitioner plays a principal role in gathering information about the system, feeding it back, and facilitating interventions designed to change the system. In dialogic OD, this role takes a different perspective because the consultant role is more about acting as a facilitator of events and constructor of a container in which client systems engage themselves rather than being a central actor in diagnosis, intervention, and/or facilitation of interpersonal and group interaction.
AACSB: Analytical thinking
Cognitive Domain: Analysis
Answer Location: Role of the OD Practitioner in Dialogic OD Interventions
Difficulty Level: Hard

5. What are some key conditions to ensure dialogic OD interventions can be successful?
Ans: Answers may vary, but items to consider include (1) a sponsor with the authority to commandeer necessary resources and support emergent change; (2) an effective sponsor-change agent working relationship; (3) reframed problem/challenge into possibility centric, future focused issue that is personally meaningful to community members; (4) identification of the appropriate community for addressing the issue and a way to get them to come to the event(s); (5) convening events that build the relationships among community members so that readiness to engage in the change issue is heightened; (6) convening events that create and/or utilize generative images to provoke new thinking and catalyze self-generated change proposals from the community; (7) slack resources are available to support emergent changes; and (8) processes for sponsors to track and fan emergent changes.
AACSB: Systems and processes in organizations
Cognitive Domain: Application
Answer Location: Table 13.3
Difficulty Level: Hard

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