Deck 14: Culture, Change, and Organization Development

Question 1

Accounts of past events that illustrate and transmit deeper cultural values are called myths.

Answer 1

False

Question 2

An organizational logo can be an example of a symbol.

Answer 2

True

Question 3

Organizational Development (OD) is characterized by a long-term time orientation.

Answer 3

True

Question 4

Experts agree that managers can influence culture.

Question 5

In many organizations, more than one culture exists.

Question 6

In general, members of a culture resist change in the culture.

Question 7

Organizational Development (OD) emphasizes reacting to environmental change.

Question 8

Organizational Development (OD) focuses on psychological issues in organizations.

Question 9

Organizational Development (OD) focuses on changing subsystems within an organization.

Question 10

Organizational Development (OD) is guided by the CEO of the organization.

Question 11

Identifying and overcoming factors that work against change is enough to get change into motion.

Question 12

When a change is being undermined by lack of information, education and communication is an appropriate way to overcome resistance.

Question 13

When a change will be implemented by many people, hidden persuasion is an appropriate way to overcome resistance.

Question 14

When a change is being threatened by the emotional reactions of workers, coercion is an appropriate way to overcome resistance.

Question 15

When a change is threatened by a powerful group that will lose out with the change, bargaining is an appropriate way to overcome resistance.

Question 16

Hidden persuasion runs the risk of being perceived as unfair.

Question 17

When a change is unpopular with powerful individuals but speed is essential, education is an appropriate way to overcome resistance.

Question 18

A shallow intervention is designed to facilitate minor change.

Question 19

A deep intervention attacks basic beliefs, values, and norms.

Question 20

Role Negotiation Technique is aimed at interpersonal relationships.

Question 21

Sensitivity training is a deep intervention.

Question 22

To be successful in third-party peace making, groups should be under some pressure to resolve issues.

Question 23

Intergroup team building involves resolving conflict between two groups that sometimes meet separately.

Question 24

Traditionally, survey feedback interventions involve wide participation.

Question 25

The organizational development (OD) approach to survey feedback is likely to be more effective than the traditional approach.

Question 26

The formal organization includes all but one of the following.

A) job design
B) rules and procedures
C) culture
D) structure

Question 27

The term that describes the mutual understanding of organizational members of what goes around them is__________.

A) commitment
B) organizational citizenship
C) culture
D) climate

Question 28

All of the following are functions of culture EXCEPT __________.

A) gives members identity
B) facilitates commitment
C) promotes stability
D) promotes productivity

Question 29

Fundamental norms and values that are expressed and passed from one person to another are called__________.

A) surface elements
B) philosophic bases
C) symbols
D) deep elements

Question 30

An example of an organization whose culture focuses on quality is__________.

A) 3M
B) Mary Kay
C) Maytag
D) Amway

Question 31

The culture of 3M focuses on__________.

A) sales
B) innovation
C) quality
D) stability

Question 32

A rite that is repeated on a regular basis is a__________.

A) ritual
B) ceremony
C) myth
D) saga

Question 33

Which of the following would occur when an employee is demoted?

A) rite of passage
B) rite of initiation
C) rite of integration
D) rite of degradation

Question 34

The idea that managers can influence deep cultural norms and elements by influencing surface elements, is called__________.

A) social information processing
B) symbolic management
C) impression management
D) organization development

Question 35

Managers who consciously choose to do specific things that will strengthen a culture are engaging in__________.

A) social information processing
B) symbolic management
C) impression management
D) organization development

Question 36

The idea that managers can influence culture by helping members to examine current culture and decide what new culture to adopt, is called__________.

A) social information processing
B) symbolic management
C) impression management
D) organization development

Question 37

As a consultant, after analyzing the last several accidents at safety-risk NASA, I would recommend further examination of NASA's __________.

A) organizational development
B) organizational culture
C) interventions
D) change agents

Question 38

Scheduling a retreat at which managers identify gaps between the current culture and a desired situation is called__________.

A) social information processing
B) symbolic management
C) impression management
D) organization development

Question 39

The process of planning, implementing, and stabilizing the results of organizational change is called:

A) social information processing
B) symbolic management
C) impression management
D) organization development (OD)

Question 40

Organizational development (OD) research focuses on:

A) matching an organization's structure to its environment
B) job analysis
C) hiring and staffing processes
D) developing and assessing change techniques

Question 41

All of the following are features of organizational development (OD) EXCEPT __________.

A) emphasizes reactionary change
B) focuses on multiple levels of an organization
C) has a long-term orientation
D) is guided by a change agent

Question 42

Organizational development (OD) is characterized by:

A) short-term time orientation
B) top management as change agents
C) focused change
D) planned change

Question 43

A diagnostic technique for visualizing the situation surrounding a possible change is__________.

A) intervention technique
B) force field analysis
C) action research
D) symbolic management

Question 44

In an environment of ethical practice that focuses on trust and respect, __________ leadership style probably would be inappropriate.

A) participative
B) person oriented
C) laissez faire
D) autocratic

Question 45

All of the following are ways to overcome resistance to change EXCEPT __________.

A) education
B) involvement
C) bargaining
D) symbolic management

Question 46

When change is being undermined by inaccurate information, managers should adopt ____________ as a way of managing resistance.

A) bargaining
B) persuasion
C) coercion
D) education

Question 47

When information required to implement change is dispersed among many people, managers should adopt ____________ as a way of managing resistance.

A) bargaining
B) persuasion
C) involvement
D) education

Question 48

When people are having trouble making personal adjustments to change, managers should adopt ____________ as a way of managing resistance.

A) support
B) persuasion
C) coercion
D) education

Question 49

When a group with power to block a change is likely to lose out from the change, managers should adopt ____________ as a way of managing resistance.

A) bargaining
B) persuasion
C) coercion
D) education

Question 50

When other approaches such as education and negotiation are too expensive, managers should adopt ____________ as a way of managing resistance.

A) involvement
B) selective persuasion
C) coercion
D) education

Question 51

When speed is essential and the people resisting change hold considerable power, managers should adopt ____________ as a way of managing resistance.

A) bargaining
B) persuasion
C) coercion
D) education

Question 52

A detailed variation of the organizational development (OD) process that encourages attention to the scientific method and evaluation of results is:

A) force field analysis
B) action research
C) sensitivity analysis
D) process consultation

Question 53

The stage of action research in which the manager and the change agent decide whether the change agent's expertise fits the organization's needs is the__________.

A) consultation
B) data gathering and provisional diagnosis
C) feedback
D) joint diagnosis and action planning

Question 54

The stage of action research in which the change agent initiates the diagnostic process is the__________.

A) consultation
B) data gathering and provisional diagnosis
C) feedback
D) joint diagnosis and action planning

Question 55

A technique aimed at examining group communication, leadership, and cooperation is__________.

A) sensitivity training
B) role of negotiation technique (RNT)
C) process consultation
D) survey feedback

Question 56

An example of a shallow intervention technique is__________.

A) survey feedback
B) sensitivity training
C) team development
D) intergroup team building

Question 57

An example of a deep intervention technique is__________.

A) survey feedback
B) role analysis technique
C) team development
D) third-party peace making

Question 58

A technique aimed at reducing ambiguity and conflict by clarifying expectations and responsibilities is__________.

A) sensitivity training
B) role of negotiation technique (RNT)
C) process consultation
D) survey feedback

Question 59

A technique aimed at the interpersonal level is__________.

A) process consultation
B) survey feedback
C) open system planning
D) sensitivity training

Question 60

A technique aimed at promoting emotional growth and development is__________.

A) sensitivity training
B) role of negotiation technique (RNT)
C) process consultation
D) survey feedback

Question 61

A technique aimed at the group relations level is__________.

A) process consultation
B) open system planning
C) third-party peacemaking
D) sensitivity training

Question 62

A sensitivity training session relies on ______________ to cause participants to work on relationships.

A) confrontation
B) the change agent
C) ambiguity
D) a sense of urgency

Question 63

The organizational development (OD) technique that is most likely to be experienced as difficult and painful is__________.

A) sensitivity training
B) role of negotiation technique (RNT)
C) process consultation
D) survey feedback

Question 64

The very first step for a change agent when working with a group is to __________.

A) focus on peace making communication
B) suggest deep intervention team building
C) discuss group diagnosis
D) understand present role negotiations

Question 65

A technique in which a change agent guides meetings between two groups is__________.

A) intergroup team building
B) open system planning
C) third party peace making
D) process consultation

Question 66

A technique aimed at intergroup relations is__________.

A) process consultation
B) open system planning
C) sensitivity training
D) third-party peace making

Question 67

All of the following are necessary characteristics of third-party peace making meetings EXCEPT __________.

A) groups motivated to resolve differences
B) Stable balance of power between groups
C) no stress or pressure
D) previous time to work out negative thoughts

Question 68

To be productive, a third-party peace making meeting must have __________.

A) groups motivated to resolve differences
B) stable balance of power between groups
C) pressure to give attention to the problem
D) all of the above

Question 69

All of the following are parts of team building EXCEPT __________.

A) survey research
B) groups working alone
C) groups working together
D) presence of the change agent

Question 70

A technique aimed at organization-wide relationships is__________.

A) process consultation
B) sensitivity training
C) survey feedback
D) role of negotiation technique (RNT)

Question 71

The technique that involves collecting data and sharing it widely is called __________.

A) process consultation
B) open system planning
C) survey feedback
D) role of negotiation technique (RNT)

Question 72

Which of the following is a feature of the traditional approach to data collection by questionnaire?

A) data collection from everyone
B) action planning by teams
C) low probability of change
D) data reported to all participants

Question 73

Which of the following is a feature of the organizational development (OD) approach to data collection by questionnaire?

A) data collection from workers only
B) action planning by all levels
C) low probability of change
D) survey design by expert consultant

Question 74

The portion of open system planning that involves comparing the present to the desired satisfaction levels of various constituencies is__________.

A) action analysis
B) "is" and "ought" planning
C) creative problem solving
D) strategic design

Question 75

All of the following are steps in an open system planning intervention EXCEPT __________.

A) identification of constituencies
B) "is" and "ought" planning
C) current response analysis
D) role negotiation

Question 76

The technique that directs attention primarily to factors outside the organization is__________.

A) process consultation
B) open system planning
C) role of negotiation technique (RNT)
D) survey feedback

Question 77

The last stage of the organizational development (OD) process is:

A) action
B) data gathering
C) evaluation
D) feedback

Question 78

The purpose of the evaluation stage is primarily to__________.

A) determine how well the change agent functioned
B) decide on the next OD intervention
C) assess behavioral and attitudinal change
D) assess the overall effectiveness of the intervention

Question 79

What is organizational culture? What are its functions? Explain how organizational culture can be positive or negative for an organization.

Question 80

Identify and describe the surface elements of culture.