O.

D
Final review questions
MCQ
1-…… are the results of what is transformed by the system and sent to the
environment
+A. input
+.B. Processing
+C. Output
2-….. consist of human resource or other resources such as information ,energy
and material coming into system from external environment of the organization
A. input
B.output
C.feedbacl

3-This is the second major phase in the general model of planned change which
follows the entering and contracting stage.
A. Planning Phase
B. Implementation Phase
C. Diagnosing Organizations
D. None of the above

4-It is the process of understanding how the organizations is currently functioning,

and it provided the information necessary to design change intervention.
A. Evaluation
B. Organizational development
C. Diagnosis
D. None of the above
6-It is the information regarding the actual performance or the output results of the
system
A.feedback
B.mail
C.output

8-….. are the process of converting inputs into outputs.

a.feedback
b.transformation
C. all of the above

9- Work groups are prevalent in all types and sizes of organizations. They
generally consist of a relatively small number of people working together on a
shared task
A. Group level diagnosis
B. Individual level diagnosis
C. Team level function

10- ……. Involve how well the group understand its objectives
A. goal clarity
B. performance norms
C. Task structure
D. Team functioning

11- …. is concerned with how the group’s work is designed

A. goal clarity
B. performance norms
C. Task structure
E. group composition

14- ……. Believes how the groups should perform its tasks and include acceptable
levels of performance.
A. goal clarity
B. performance norms
C. Task structure
D. Team functioning

16- ……measures the degree to which a job require the completion of a relative
whole piece of work
A. Skill variety
B. feedback
C. Task identity
D. Autonomy

17- …identifies degree to which a job has a significant impact another people lives
A. Skill variety
B. feedback
D. Autonomy
E. Task significance
18-……which job provides freedom and determine work methods
A. Skill variety
B. feedback
C. Task identity
D. Autonomy

20- Which data collection method accurately measures all the variables important
to OD?
a. questionnaires
b. interviews
c. observations
d. Unobtrusive Methods
e. All the above

21- All of the following are advantages of observations except

a. They are free of biases inherent in self reported data.
b. They put the practitioner directly in touch with the behaviors in question.
c. personal bias and subjectivity

22- they typically contain fixed response queries about various features of an
organizations
a. questionnaires
b. interviews
c. observations
d. Unobtrusive Methods

23- ……might be highly structured or unstructured with general questions

a. questionnaires
b. interviews
c. observations
d. Unobtrusive Methods

24- ……. Is collected directedly from respondent but from secondary sources such
as company records and archives
+a. questionnaires
b. interviews
c. observations
d. Unobtrusive Methods

29- ….data should be feedback to members as quickly as possible after being

collected and analyzed.
A.Timely
B.limited
c.signficent
D.comparative

34- Organizations can make themselves more sensitive to pressure for change by:
A. Encouraging leaders to surround themselves with devil’s advocates
B. Cultivating external networks that comprise people with different perspectives
C. Visiting other organizations for new ideas
D. Using external standards of performance
E. All of the above
35- life cycle of resistance to change phase …… Suggested that there are only a
few people who see the need for change and take reform seriously
A.Phase 1
B.Phase 2
C.Phase 3
D.Phase 4
E.Phase 5

39- life cycle of resistance to change phase …… Suggested that the resisters to the
change are as few and as alienated as were the supporters of change
A.Phase1
B.Phase2
C.Phase3
D.Phase4
E.Phase5

40- …. The most important factor is determining who will spearhead the change
program. This may be an executive, a manager, and internal or external OD
consultant.
A. Advocates of change
B. Degree of change
C. Time frame
D. Impact of culture

41- ….. second degree of change to be made is it relatively minor change such as
change in sales order forms?
A. Advocates of change
B. Degree of change
C. Time frame
D. Impact of culture

42- …. A third factor is the length of time chosen to implement the change
program: whether a gradual change implemented over
several months or years
A. Advocates of change
B. Degree of change
C. Time frame
D. Impact of culture

43- ….. The change program's impact on existing systems and culture is important
because the greater the impact on existing culture and norms, the greater amount of
resistance likely to emerge
A. Advocates of change
B. Degree of change
C. Time frame
D. Impact of culture

44- ……. some system of evaluating the change must be considered. Standards or
levels of performance must be developed to measure the degree of change and its
impact on organization effectiveness.
A. Advocates of change
B. Evaluation of change
C. Time frame
D. Impact of culture
45- All the following are contingencies related to change situation except
a. cultural context
b. capability to change
c. Human resources issues
d. capabilities of the change agent

46- capability to Change in any organization include all the following except:
a. An infrastructure to support the transition
b. Knowledge and skills
c. Dissatisfaction with the status quo
d. Experience with and learning’s from change.

49- …........means that the OD practitioner has the experience and expertise needed
for designing and implementing the change intervention effectively
a. Readiness for change
b. Capability of the change agent
c. Capability of change

50- All of the following are organizational issues are key targets of OD
interventions except:
a. Technological and structural issues
b. Capability of change agent issues
c. Human resources issues
d. Strategic issues
51-Institutionalization is ……….
A-Unfreezing the current organizational context
B- maintain the implemented changes as a normal part of the organization
functioning for an appropriate period of time
C-None of the above

52-Techno structural intervention include

A- Re-structuring
B- Downsizing
C-Re - engineering
D- All of the above

53-Downsizing is …………
A-Fundamental rethinking and radical redesign of business process.
B-The decreases in the size of the organization through workforce reduction or
organizational redesign
C-All the above

54-Re- engineering is ……….

A-The decrease in the size of the organization though workforce reduction or
organizational redesign
B-Fundamental rethinking and radical redesign of business process
C-None of the above

55-Implementation Feedback supply data about:

A-The different features of the change intervention.
B-Perceptions of the people involved in the intervention.
C-All the above.
56-Evaluation is: …………………….
A-Assessing whether the positive effects of the change intervention has been
achieved.
B-Is done to punish those who did not participate effectively in the change
intervention.
C-None of the above.

57-The trends that are affecting the context of od are…….

A-Technology and economy
B-Workforce diversity and organization
C-All the above

59-Workforce diversity means …..

A-People from the same country working together in the same firm
B-People from different countries working in the same firm
C-None of the above

60-Evaluation Feedback is done: ………………

A-At the beginning of the evaluation and institutionalization stage.
B-After Implementation feedback.
C-After the diagnosing process

61-An intervention is: …………………

A-A set of planned activities intended to help an organization improve its
performance and effectiveness.
B-An output of the change process.
C-None of the above

True or False

1- To diagnose an organization, OD practitioners and organization members need

to have an idea about what information to collect and to analyze.
2- Diagnosis does not provide a systematic understanding of organizations.
3- Technology structure, measurement systems human resources systems and
culture have a powerful impact on the way job are designed .
5-Technology have no impact on the way job are designed
7-Task structure is concerned with how the group’s work is designed.
8-Group level diagnosis Work groups are prevalent in all types and sizes of
organizations.
9- Feedback involves the degree to which a job provides employees with direct
clear information about the effectiveness of task performance.
10-goal clarity believes how the groups should perform its tasks and include
acceptable levels of performance .
13- observation typically contain fixed response queries about various features of
an organizations
14-Unstructured interview may include what barriers stand in the way of good
performance ?
15-Interviews permit interviewer to ask the respondent direct questions.
16-Observation are free from employee biases.
17- One of the more direct ways of collecting data is simply observe organization
behaviors in their functional settings
18-Unobtrusive Methods Is collected directedly from respondent but from
secondary sources such as company records and archives.

19-interview might be highly structured only with general questions .

20-interview might be highly unstructured with general questions.
21-interview might be highly structured or unstructured with general questions.
22-Organizational change involves moving from the known to unknown
24- One of the more fundamental axioms of OD is that people’s readiness for
change depends on creating a felt need for change.
27- Internal pressures to change include new leadership, poor product quality, high
production costs, and excessive employee absenteeism and turnover.
29- A first step in overcoming resistance is learning how people are experiencing
change
30- People resist change when they are certain about its consequences
31-One of the oldest and most effective strategies for overcoming resistance is to
involve organization members directly in planning and implementing change
32-Managers can’t overcome resistance to change through developing clear vision
33- The term "intervention" refers to a set of sequenced planned actions or events
intended to help an organization increase its effectiveness.
37- Two major sets of contingencies can affect intervention success those related
to the change situation and those related to the target of change.
38- Contingencies related to change situation include capabilities of the change
agent, capability to change, cultural context, readiness for change.
41- Intervention design must account for the cultural values and assumptions held
by organization members because it can exert a powerful influence on members'
reactions to change.