1. In the model of planned change discussed in the text, _____.

a. external OD practitioners are not used

b. the practitioner generates change strategies based on his or her expertise without input
from organization members
c. institutionalizing the change is undesirable
d. a diagnostic step to define the problem is important
e. answers b and c
(d)

2. Key factors relevant to the diagnosis are _____.

a. separating fact from fiction
b. separating causes from symptoms
c. searching for underlying casual forces
d. all of the above
e. answers a and c
(d)

3. Ineffective change programs are usually the result of _____.

a. hostility among employees
b. inaccurate diagnosis
c. lack of authority
d. inadequate leadership
e. answers a and c
(b)

4. The performance gap is the difference between _____.

a. actual and desired performance
b. employer and employee performance
c. present and past performance
d. present and anticipated performance
e. all of the above
(a)

5. Questionnaires and surveys _____.

a. are a useful method of acquiring in-depth information
b. are often ambiguous, wordy, and redundant
c. will sometimes be answered falsely or not answered at all
d. must be followed by a survey to be effective
e. provide richness to the data that is missing in interviews
(c)

6. The sociogram approach is useful in _____.

a. finding subgroups or cliques that are disruptive to organization efficiency
b. evaluating the social structure of an organization
c. drawing a diagram of the social and technological network of the organization
d. identifying individuals who are informal leaders so that they may be promoted to
management
e. understanding communication patterns
(e)
7. One of the most widely used data-gathering techniques in OD programs is _____.
a. nonobtrusive investigation of employee performance through such methods as cameras
b. interviewing
c. sociotechnical instruments
d. force-field surveys
e. differentiation-and-integration data gathering
(b)

8. Individual and group performance that is influenced by the presence of an investigator is termed the
_____.
a. equilibrium effect
b. investigative effect
c. clique effect
d. Hawthorne effect
e. motivation effect
(d)

9. The diagnostic model that considers factors that include degrees of cooperation and collaboration is
_____.
a. the differentiation-and-integration model
b. the force-field analysis model
c. the management practitioner model
d. the sociotechnical-systems model
e. the social network analysis model
(a)

10. According to force-field analysis, _____.

a. change will occur when the sum of the opposing forces is zero
b. ignoring forces against change facilitates the change process
c. change occurs when forces in one direction exceed forces in the opposing direction
d. equilibrium occurs when there are no forces acting for or against change
e. answers a and d
(c)

11. Prior to implementing an OD strategy _____.

a. potential resistance to change must be dealt with
b. personal change, such as work procedures, should be brought about prior to other
changes
c. change on an organization level, such as changing structures, must be brought about after
other changes.
d. all resistance to change must be resolved
e. answers b and c
(a)

12. The last phase of the life cycle of resistance to change _____.
a. usually denotes complete acceptance of the change
b. is characterized by many resisters and a few believers
c. includes as few resisters as there were advocates in the beginning
 d. determines the future success of the change program
e. none of the above
(c)

13. An example of external pressures toward change is/are _____.

a. the management
b. laws and values held by society
c. work teams
d. exposure to the culture of other departments
e. all of the above
(b)

14. Restraining forces that work to block change are _____.

a. new products from competition
b. dissatisfaction with the present situation
c. disruption in routines and no potential benefits
d. all of the above
e. answers a and b
(c)

15. Strategies for structural change are designed to _____.

a. motivate employees through team building
b. redefine the way jobs are designed to enable jobs to accommodate new machinery
c. review and improve interpersonal relationships between organization members
d. improve the framework that relates elements of the organization to one another
e. answers a and c
(d)

16. The technical approach to change _____.

a. is human behavior oriented since new equipment is installed making it easier and faster
for employees to do their work
b. planning oriented
c. behavioral oriented
d. usually used to implement behavioral changes
e. is associated with helping employees do their work through improvements in
machinery
(e)

17. The factor to determine if a change strategy is an OD strategy is _____.

a. the credentials of the practitioner
b. the process used to carry out the strategy
c. if the strategy was developed after the diagnostic stage
d. if structural, technical, and behavioral strategies are all equally used
e. answers c and d
(b)

18. Indirect or deferred consequences that result from immediate change actions are _____.
a. not predictable and should be eliminated
 b. the same thing as overt organization components
c. second-order consequences that need to be considered in the selection of a change
strategy
d. not predictable and should be ignored as there is not much that can be done to control
them
e. none of the above
(c)

19. Stream analysis can be useful in a change program as it _____.

a. helps keep track of progress once the change program is underway
b. uses PERT and Gantt charts which already exist in most organizations
c. presents a time schedule that is easy to get upper management’s approval for
d. relies on the data gathering stage of an OD program
e. all of the above
(a)

20. OD intervention techniques can be categorized by focusing on organizational levels such as

_____.
a. practitioner
b. group and intergroup
c. subunits
d. overt elements within lower levels of an organization
e. answers b and c
(b)

21. Process interventions when used by a manager or leader _____.

a. help a work group to learn to diagnose and solve its own problems
b. solve the problem for the group
c. should be used only in the diagnostic phase of an OD program
d. have been carefully researched and shown to be statistically effective
e. both c and d
(a)

22. Which of the following areas does an OD practitioner using process interventions NOT participate?
a. making group decisions
b. understanding the impact of leadership styles
c. helping group members understand how they make decisions
d. observing patterns of communications
e. helping the group make decisions by conducting fair voting on group decisions
(a)

23. Group consensus as a method for making group decisions _____.

a. is the same thing as majority rule
b. results in a decision that all members can support
c. is not effective
d. is relatively easy to obtain
e. is normally obtained when the formal leader exercises enough power and influence
(b)

24. Feedback of observations may occur _____.

 a. during the meeting and at the time of the observation
b. to individuals so the entire team can benefit from the observation
c. any time the manager believes that it is important to correct inappropriate team or
individual behavior
d. all of the above
e. answers b and c
(a)

25. Process interventions can best be defined as _____.

a. a set of activities the practitioner can use to better diagnose the client’s problems
b. the practitioner helping the client to understand and act upon process events
c. a method used by most practitioners to make better decisions for the client
d. a set of data collection techniques such as a survey or questionnaire
e. answers a and c
(b)