Test 1 Make-Up

1. The single greatest influence on shaping a firm’s culture is _____.
a. the business environment

b. the values of top management such as the founder
c. the human resource department
d. the marketing/sales department
e. none of the above
(b)
2. Rewarding change is a concept of motivation. Which of the following statements is

NOT true?
a. People behave in ways that provide rewards for them.
b. Because culture is so ingrained into the fabric of a person, offering
financial rewards to an employee will have little or no effectiveness in
bringing about cultural change.
c. If an organization implements rewards for the new culture, people will be
motivated to change.
d. Rewarding old cultural behaviors will reinforce the status quo.
e. A management-identified reward may not be considered a reward by the
employee.
(b)
3. The term “open-book management” refers to _____.

a. allowing board members and stockholders to freely observe management
techniques in the workplace
b. teaching employees to understand accounting and financial statements
and getting key financial information to employees
c. removing the fear of failure from the work environment
d. providing funds, staff, equipment, and materials to carry out a project
(b)
4. The goal of changing an organization’s culture to improve customer service in a large

highly structured firm is often thwarted because _____.
a. first-line supervisors resist changing their “supervisory” roles
b. the organization lacks financial resources to refurbish the physical plant
c. top management fails to provide commitment to change
d. such organizations are just too large to change its culture
e. all of the above
(c)
5. Joan’s department has a low scrap rate, uses little overtime, and produces high-
quality products. This information shows her department to be _____.
a. efficient
b. effective
c. both efficient and effective
d. neither efficient nor effective, Joan’s department is motivated
e. either efficient or effective—the terms mean the same thing
(c)
6. The ratio of outputs to inputs is a measure of _____.
a. efficiency
b. effectiveness
c. motivational climate
d. all of the above
(a)
7. Three criteria to indicate an organization’s effectiveness or health are _____.

a. motivational climate, morale, and a horizontal organization
b. adaptability, sense of identity, and capacity to test reality
c. efficiency, effectiveness, and egalitarian
d. degree of profitability, motivational climate, and adaptability
(b)
8. OD practitioners must consider the following ethical or value implications when

initiating a change program:
a. the compatibility of the practitioner’s values with the organization
b. controlling the manner in which top management defines the culture
c. understanding the politics of an organization so they may be changed
d. all of the above
e. answers b and c
(a)
9. Which of the following is NOT an OD value?

a. participation
b. confrontation
c. power equalization
d. respect for people
e. training and promoting people
(e)
10. The phrase “firefighting” is used to describe which type of organizational change?
a. random or haphazard
b. internal environment
c. improvement promotion
d. organization development
(a)
11. Which of the following does NOT represent an OD approach to change?

a. identifying a gap between the current situation and the desired situation
b. random or haphazard change
c. determining where the organization currently is
d. taking into consideration long-range implications
(b)
12. Which of the following is NOT true regarding OD practitioners?
a. Internal practitioners may be biased and less objective than external
practitioners.
b. External practitioners usually have less influence than internal
practitioners.
c. External practitioners are frequently an unknown quantity in terms of
actual abilities and effectiveness.
d. Internal practitioners can have the disadvantage of being seen as part of
the problem.
e. External practitioners can bring objectivity to the organization.
(b)
13. The internal practitioner has certain advantages over the external practitioner. Which
one of the following is an advantage of the internal practitioner?
a. not affected by the organization’s power structure
b. specialized practitioner skills
c. objective at looking at situations
d. not familiar with the organization’s norms
e. knowledgeable of the organization’s structure and workings
(e)
14. Often the most effective change program utilizes the _____.
a. external practitioner
b. external-internal practitioner team
c. persuader style of practitioner
d. stabilizer style of practitioner
e. internal practitioner
(b)
15. High effectiveness and high member satisfaction characterize the _____ practitioner
style.
a. pathfinder
b. cheerleader
c. stabilizer
d. persuader
e. analyzer
(a)
16. The relationship between the practitioner and the client should be _____.
a. competitive
b. challenging
c. cordial
d. collaborative
e. undefined so as to remain open to change
(d)
17. Before starting an OD project, the practitioner should obtain answers to which of the
following?
a. Are the key people involved?
b. Are the learning goals of OD appropriate?
c. Is the cultural state of the client system ready for OD?
d. all of the above
(d)
18. Helping the client organization to improve its own skills and problem-solving
abilities _____.
a. is unnecessary if you are using an internal practitioner
b. is an objective of practitioners in most cases
c. is applied only in extreme instances
d. is a worthy objective but seldom sought by the practitioner
(b)
19. The screening of information to form perceptions is known as _____.

a. biased viewpoints
b. restrained opinions
c. selective perception
d. interpretation
e. closure
(c)
20. Factors that contribute to an individual’s perceptions are _____.

a. stress and pressure one is working under
b. past experiences
c. types of incentives or rewards involved
d. all of the above
(d)
21. Where members keep their true feelings about self-fulfillment and organizational
effectiveness to themselves is a practitioner-client relationship mode based upon
_____.
a. gamesmanship
b. charisma
c. consensus
d. fear
e. answers b and c
(a)
22. In the practitioner-client relationship modes, which of the following is the most
preferred and includes high responsibility with a complete openness of sharing ideas
and feelings?
a. integrative
b. gamesmanship
c. consensus
d. charismatic
e. empathetic
(c)
23. There is an open sharing of ideas and feelings between members in the _____
practitioner-client mode.
a. agreeable
b. power
c. consensus
d. charismatic
e. empathetic
(c)
24. The most constructive mode between a practitioner and a client to further
organizational change is _____.
a. apathetic
b. gamesmanship
c. consensus
d. charismatic
e. integrative
(c)
25. The external practitioner should enter into a formal contract with the client to _____.
a. determine the fees and the number of hours to work
b. state anticipated results
c. detail operating ground rules
d. all of the above
e. answers b and c
(d)

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1. The single greatest influence on shaping a firm’s culture is _____.

a. the business environment

2. Rewarding change is a concept of motivation. Which of the following statements is

3. The term “open-book management” refers to _____.

4. The goal of changing an organization’s culture to improve customer service in a large

7. Three criteria to indicate an organization’s effectiveness or health are _____.

8. OD practitioners must consider the following ethical or value implications when

9. Which of the following is NOT an OD value?

11. Which of the following does NOT represent an OD approach to change?

19. The screening of information to form perceptions is known as _____.

20. Factors that contribute to an individual’s perceptions are _____.

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