Deck 10: Change in a Chaotic and Unpredictable Environment

Question 1

Change processes in global social change organisations (GSCO) are often referred to as 'global action research'.

Answer 1

False

Question 2

Global social change organisations (GSCO) are part of a commercial innovation movement to enable standardised product development, thereby creating greater economic efficiencies.

Answer 2

False

Question 3

Most industrial firms focus on deliberate attempts to change their environment.

Answer 3

False

Question 4

Change interventions typically follow a standardised approach that can be used in all cultural settings to ensure success.

Question 5

The global strategic orientation is characterised by a strategy of marketing different products to different countries.

Question 6

Establishing a network of local organisations is less important in social change projects as creating a civil society in China.

Question 7

The emergence of a global economy has fuelled international organisation development (OD) applications.

Question 8

Typically, the change from a domestic to an international organisation is handled as a simple extension of the existing strategy into new markets.

Question 9

Developing 'imaginal literacy' skills is becoming increasingly important for change agents working with global social change organisations.

Question 10

Change agents should not shy away from sacrificing all elements of ideology as the benefits far outweigh the disadvantages.

Question 11

Political problems in the Middle East, China, Russia and South Africa are producing both uncertainty and economic stagnation.

Question 12

To satisfy the stewardship role, both practitioner and participants must contribute to sustainable solutions.

Question 13

A decentralised, global division structure is a characteristic of a global strategic orientation.

Question 14

Technostructural interventions are useful in implementing an international orientation.

Question 15

Learning is a key goal of a transnational strategic orientation.

Question 16

The global orientation strives to achieve efficiency through centralisation and standardisation of products and practices.

Question 17

Many people in global social change organisations (GSCO) are volunteers, so turnover is quite low.

Question 18

Global social change organisations (GSCO) rely on cooperation with other organisations to achieve their mission.

Question 19

Worldwide organisations must relate to a variety of demands, such as unique product requirements and trade agreements.

Question 20

Global social change organisations (GSCO) are less concerned with influencing governmental and policy-level decision-making processes.

Question 21

The impetus for change at the group, global social change organisation (GSCO), social and global levels can be provided by:

A)highly skilled international organisational development (OD) practitioners
B)breakthrough thinking by individuals to see things in new ways
C)a 'co-generative dialogue' or 'collective reflection' process
D)technologies of empowerment using processes that socially construct and make sense of the surrounding conditions
E)co-learning and co-participation of organisation members

Question 22

Only a small fraction of organisations should pursue:

A)the global strategic orientation
B)the multinational strategic orientation
C)the international strategic orientation
D)the transnational strategic orientation
E)the multilateral strategic orientation

Question 23

Establishing local linkages with other like-minded global social change organisations (GSCOs) is known as:

A)networking
B)developing vertical linkages
C)creating horizontal linkages
D)building the local organisation
E)cooperation and collaboration

Question 24

Change agents working with global social change organisations (GSCOs) must be:

A)appropriately qualified and experienced in delivering cultural training
B)skilled in the language and culture of the host country
C)adept at political compromise and negotiation
D)confident to challenge existing ideologies
E)prepared not to walk away should some elements prove too difficult to change

Question 25

Unlike more traditional organisations, global social change organisations tend to be:

A)more focused on profit
B)more concerned with environmental change
C)less politically oriented
D)more concerned with internal efficiencies
E)more concerned with societal changes

Question 26

When organisation development (OD) is applied across different regions and countries, interventions must allow for:

A)changing the values of the local organisation
B)developing vertical linkages
C)building horizontal linkages
D)differences in cultural and economic conditions
E)all of the above

Question 27

The tasks of controlling and coordinating operations in different nations:

A)are exacerbated by the rapid development of foreign economies
B)has resulted in an increasing number of international organisation development (OD) practitioners
C)become more difficult with the increasing sophistication of foreign firms
D)place heavy demands on information and control systems and on managerial skills and knowledge
E)limit the number of companies offering products and services in multiple countries

Question 28

Moving skills, resources and knowledge to regions where they are needed is a characteristic of:

A)the global strategic orientation
B)the multinational strategic orientation
C)the international strategic orientation
D)the transnational strategic orientation
E)the market dominance competitive advantage

Question 29

The roles change agents occupy with global social change organisations (GSCOs) include:

A)stewardship and bridging
B)communication and negotiation
C)ideas champion and promoter
D)creating channels of communication from the local organisation to executives
E)actively leading challenges to existing government policies

Question 30

Organisation development (OD) practitioners can alert key managers and potential candidates for the international assignments to:

A)the need for cultural training
B)different regulatory environments
C)the increasing sophistication of foreign firms
D)appropriate organisation structures
E)defining new tasks and work roles

Question 31

Before creating an organisation design to operate globally, companies should:

A)gain the ability to coordinate operations on a worldwide basis
B)centralise structures
C)standardise products
D)increase cultural diversity in the workplace
E)develop a strategic orientation to compete internationally

Question 32

Most domestic companies will enter international markets by:

A)moving the headquarters closer to the target market
B)extending their product lines into nearby countries
C)increasing the sophistication of their organisation design
D)targeting remote areas under-served by existing competitors
E)offering multiple products and services in multiple countries

Question 33

Transnational companies require organisation development (OD) interventions that can achieve efficient:

A)changes in the values of the local organisation
B)global integration under highly decentralised decision-making conditions
C)changes in the values of the local organisations
D)production in highly centralised decision-making conditions
E)empowerment of local managers in a global economy

Question 34

Organisation development (OD) interventions in organisations implementing a global strategic orientation will most likely focus on:

A)efficiency
B)interpersonal relationships between the parent country and the subsidiary officer
C)decentralising decision-making policies
D)clarifying geocentric personnel policies
E)all of the above

Question 35

Change agents working in the steward role with global social change organisations (GSCOs) must:

A)work from an explicit value base that is aligned with GSCO activities
B)possess strong transformational leadership capabilities
C)control the learning and participation of organisation members
D)focus on transferring ideas among individuals, groups, organisations and societies
E)achieve consensus about the GSCO's objectives

Question 36

A decentralised, global division structure is best suited to:

A)the global strategic orientation
B)the multinational strategic orientation
C)the international strategic orientation
D)manufacturing organisations
E)global strategic change organisations

Question 37

A worldwide organisation:

A)imports products from at least one country
B)must balance product, functional and geographic concerns
C)utilises home country personnel whenever possible
D)should have standardised human resources policies and procedures
E)all of the above

Question 38

Because the focus of change for global social change organisations (GSCOs) is their environment:

A)there is little need for organisation development (OD) interventions for internal development
B)members are often oblivious to the need for internal development
C)internal development occurs organically
D)they are less concerned with internal efficiencies
E)members are more conscious of societal changes

Question 39

Which of the following is NOT a worldwide strategic orientation?

A)global
B)multinational
C)transitional
D)international
E)none of these choices

Question 40

Which of the following activities are associated with organisation development (OD) in global social change organisations?

A)changing the values of the local organisation
B)developing vertical linkages
C)building human resource linkages
D)tenaciously challenging local ideologies
E)implementing standardised procedures to drive efficiencies

Question 41

The number of organisation development (OD) practitioners skilled in bringing about planned change in global social change organisations (GSCOs) is relatively small and the skills and knowledge necessary to carry out OD in these situations are being developed.What are the roles and skills of the GSCO change agent? How are these different from the roles and skills of change agents in more formal, domestic settings? What are the implications of these roles and skills for professional OD practitioners working with GSCOs?

Question 42

Under what circumstances would a company adopt a global strategic orientation?

Question 43

What are the major challenges in building global social change organisations (GSCOs) into viable organisations?

Question 44

What OD interventions can support a company adopting a global strategic orientation?

Question 45

Explain why an organisation might decide to expand internationally.

Question 46

How do global social change organisations (GSCOs) differ from traditional organisations? What are the ramifications of GSCOs for organisation development (OD) practitioners?

Question 47

Select one of the worldwide strategic orientations and describe how organisation development (OD) can improve the implementation of that strategy.

Question 48

As globalisation continues to impact upon the developing world, why is the concept of a civil society so important to support rapidly restructuring economies? What role does OD perform in this restructuring process? Use examples to support your argument.

Question 49

How can OD interventions assist organisations adapt to the increasing availability of information technology resources?