Follow and like us on our Facebook page where we post on the new release subject and answering tips and tricks to help save your time so that you can never feel stuck again.
Shortcut

Ctrl + F is the shortcut in your browser or operating system that allows you to find words or questions quickly.

Ctrl + Tab to move to the next tab to the right and Ctrl + Shift + Tab to move to the next tab to the left.

On a phone or tablet, tap the menu icon in the upper-right corner of the window; Select "Find in Page" to search a question.

Share Us

Sharing is Caring

It's the biggest motivation to help us to make the site better by sharing this to your friends or classmates.

Organization Development

A systematic process of implementing and managing planned changes in organizational structures, culture, and processes to improve performance and effectiveness.

change management

organizational behavior

leadership development

team building

performance management

employee engagement

talent management

succession planning

career development

general

human resources

The human resources professionals role in a company is not that essential in hiring new employees, and their work has no impact in the company's goals.

  • True
  • False

The choice of an appropriate organizational design will depends on the firm’s such as the environment, strategy for growth, size and operations and information technology.

  • True
  • False

All organizations possess a unique bundle of resources and processes which, individually or in combination, represent the source of _______________________________.

  • competitive advantage
  • training and development
  • economic failure
  • buying and selling

Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and support clear sex roles

  • Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and support clear sex roles
  • Answer:
  • ACHIEVEMENT ORIENTATION

The term __ is sometimes used as a shorthand for an organization’s culture and strategy — a metaphor for what makes it unique.

  • ORGANIZATION DNA

A kind of system is one that is independent and requires nothing to sustain its existence

  • [No Answer]

___________________________is a process of which the teams/jobs are combined together into a functional units called as departments on the basis of area of specialization to achieve the organizational goals.

  • Coalition
  • Departmentalization
  • Realization
  • Nomination

He said the most important lesson he learned from the experience was that “culture is everything".

  • Bill Gates
  • Lou Gerstner
  • Jack Ma
  • Steve Jobs

You need to create an environment in the organization that we call __, which means every employee in the organization every signal that the organization sends whether its from your manager,its from email, or speech etc they'll get it and they'll know what

  • COHERENCE
  • they need to do.

In this environment, the organizations cannot predict the changes in the environment.

  • All of the above
  • Noisy Environment
  • Stable Environment
  • Dynamic Environment

A __ is an official hierarchy of authority that dictates who is in charge of whom and of whom permission must be asked.

  • Chain of command

Organizations in these cultures tend to encourage personal initiative, value time and autonomy, and accept competition

  • INDIVIDUALISM

The hardest part of a business transformation

  • changing the management culture
  • changing the organizational culture
  • changing the customers culture
  • changing the employees culture

Transformational change

  • tend to reinforce one another, thus making it difficult to change them in a piecemeal manner.
  • assists organizations in developing these advantages and managing strategic change
  • none of the above
  • driven by senior executives
  • all of the above

The ideal change manager team should have multiple entities engaged first.

  • [No Answer]

How much of the percentage of the problems are hidden form the top management based from study of Sidney Yoshida?

  • [No Answer]

These are forces that influences that developments of new production techniques and new information-processing equipment influence many aspects of organizations operations.

  • Technological Forces
  • Economical Forces
  • Organizational Forces
  • Environmental Forces

Organizations Development is still in the process of improvement.

  • True
  • False

All environmental forces will cause uncertainty for organizations.

  • True
  • False

Its competitive position in one national market is affected by its competitive position in other national markets

  • Its competitive position in one national market is affected by its competitive position in other national markets
  • Answer:
  • WORLDWIDE ORGANIZATIONS

An examples of these are the group of employees, finance department, audit department, accounting department, faculty, product, process, function and etc

  • Departmentalization
  • Qualification
  • Realization
  • Innovation

Leaders also must build an effective top-management team to manage the new organization and develop management practices to support the change process.

  • Envisioning
  • Enabling
  • Energizing
  • Renewing

The concept of organizational effectiveness is not simple because there are many approaches in conceptualizing this term

  • True
  • False

The rights of inherent in a managerial position to give an orders to all management function and expect the orders to be obeyed.

  • Unity of Command
  • Authority
  • Chain of Command
  • Departmentalilzation

Work flow is also known as Division of Labor is the degree to which activities in the organizations are subdivided into separate job/work.

  • True
  • False

An __system is dependent on its environment and exposed to constant change

  • OPEN

Which of the following are the Artefacts in the Culture Model By Edgar Schein. Select all that may apply.

  • Rituals and Myths
  • Covid 19 Virus
  • Language, clothing
  • Manners, Slogans
  • Office Designs

Which of the following is considered as part of the three factors causing uncertainty

  • Complexity
  • Dynamism
  • Inventiveness
  • Richness

__ organizations never rest on their success and regularly seek to improve even when they are successful

  • AGILE

Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is 54 percent. This is far too high.

  • True
  • False

__is a familiar problem in organizational change management, especially when splashy “whole new day” initiatives are driven from the top.

  • FATIGUE

Which of the following are a Cross-cultural Dimensions? Select all the applies.

  • Achievement Orientation
  • Context
  • Individualism
  • Power Distance
  • Uncertainty Avoidance
  • Question text

__are key figures in OD because they set the direction of an organization and its activities is to achieve the strategic goal of the company and serve as change agents in moving the

  • LEADERS
  • organizations away from the status quo.

Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation

  • POWER DISTANCE

repetitive sequences of activities that express and reinforce important organizational values and goals

  • Corporate rituals
  • Language
  • Organizational stories
  • Material symbols or artifacts

__strategies are the choices organisations make to improve their competitive situation, including integrated strategic change and mergers and acquisitions.

  • COMPETITIVE

A subordinates should have only one superior

  • Unity of Command
  • Authority
  • All of the above
  • Chain of Command

The concentration of management and decision-making power at the top of an organization's hierarchy.

  • Centralization

Usually reflects the vision or mission of founders

  • Organizational stories
  • Material symbols or artifacts
  • Corporate rituals
  • Language

__is the relationship between the results with the goal, the greater the contribution that in doing achieving the goal, the more effective the organization

  • EFFECTIVENESS

The organization must be engaged any transactions with all stakeholders to obtain resources to survive

  • True
  • False

This function cannot be applied for measuring organizational effectiveness in terms of its contributions to social system.

  • System Resource Approach
  • Holistic Approach
  • Functional Approach
  • Goal Approach

There are three types of environments to consider when designing an OT change process, which of the following is not included?

  • the general environment
  • the task environment
  • the religious environment
  • the enacted environment

It is accompanied by delegation of commensurate authority to individuals or units at all levels of an organization even those far removed from headquarters or other centers of power.

  • Decentralization
  • Centralization
  • None of the above
  • Proximity

Why do we need to compare the desired future of the organization with the current state?

  • Effective Mission

__in organizational structure is a process in which managers specify (in writing), procedures, rules and responsibilities for the individual employees, organizational units, groups, teams

  • Formalization
  • and the organization as a whole, which leads to the development of processes, relationships, and operating procedures.

An example of __ is when a sales agent reports to a Sales manager who reports to a Territorial Sales Manager who reports to the Area Sales Manager who reports to the Regional Manager who reports to the

  • Chain of command
  • Vice President of Sales who reports to the CEO/President.

It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization.

  • Culture is perceived
  • Culture is shared
  • Culture is descriptive

An organization’s culture may be shaped by one particular cultural dimension more than the others, therefore, it does not influence the organization’s personality and the way organizational members work.

  • True
  • False

Change managers should address culture change by first focusing on the culture strength.

  • True
  • False

The forces from outside stakeholder group that directly affect an organization’s ability to secure resources.

  • Behavior of Environment
  • Environment
  • Specifications of organization
  • Specific Environment

A social unit of people that is structured and managed to meet a need or to pursue collective goals.

  • Organizations
  • Organisation
  • Organization
  • Organisations

__strategies help organisations deal with environmental dependence and uncertainty as well as included alliances and networks.

  • COLLABORATIVE

The unbroken line of authority that extends from the top management to the lower management

  • Authority
  • Chain of Commands
  • Unity of Command
  • Work flow

It is the number of subordinates that will directly control by the Managers or Supervisors.

  • Span of control

Which of the following are the Key Organization Design Features in the The Global Orientation

  • Centralized decisions
  • Strong integrated operations
  • Formal control systems
  • Question text

It’s concerned with how members perceive or describe the culture, not with whether they like it.

  • Culture is perceived
  • Culture is descriptive
  • Culture is shared

The first step to intentional development and change is

  • Identify where the organization wants to be

Which of the following does not influence government policy towards organizations and their stakeholders

  • None of the above
  • Economical Forces
  • Environmental Forces
  • Ethical Forces
  • Political Forces

In the Global Orientation, which of the following is not included?

  • Foreign Region
  • Religion
  • Home Country

The role of the leader requires modeling the desired __ and letting others see the desired values in action.

  • BEHAVIOR

It is defined as an extent to which an organization achieves its predetermined objectives with the given amount of resources and means without placing undue strain on its members.

  • Organizational Effectiveness
  • Organizational Policy
  • Organizational Behavior
  • Organizational Culture

The bottom management is in charge of cultural change and must have a deep understanding of the different layers and its respective elements and meanings in order to achieve change

  • True
  • False

Culture is critical

  • True
  • False

Organizations are open systems - they affect and are affected by their environment.

  • True
  • False

Width of span is affected by the characteristics of the employees.

  • True
  • False

It is a deliberately planned, organization-wide effort to increase an organization’s effectiveness and/or to enable an organization to achieve its strategic goals.

  • ORGANIZATIONAL DEVELOPMENT

What is Southwest Airlines central part of its culture?

  • quality
  • customers
  • product innovation
  • employees

There is changes in size, corporate portfolio strategy, or executive turnover.

  • Industry discontinuities
  • Environmental awareness
  • Product life cycle shifts
  • Internal company dynamics

The extent to which meaning in communication is carried in the words.

  • CONTEXT

Even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms.

  • CULTURE IS SHARED

the exhaustion that sets in when people feel pressured to make too many transitions at once.

  • CHANGE FATIGUE

Leaders shape the organization culture through their behaviors. Once a culture develops it is difficult to change.

  • True
  • False

There are ______________ basic Elements of Organizational Designs

  • Three
  • Five
  • Four
  • Six

The forces that shape in the specific environment and will affect the ability of all organizations in a particular environment to obtain resources.

  • GENERAL ENVIRONMENT

In a study done by Sidney Yoshida – called “The iceberg of ignorance”, the study concluded that executive level managers were aware of ____% of day-to-day problems

  • 100%
  • 9%
  • 4
  • 74%

To set new and difficult standards for performance and generate pride in past accomplishments and enthusiasm for the new strategy.

  • Enabling
  • Envisioning
  • Energizing
  • Recruiting

EACH OF US HAS A UNIQUE PERSONALITY that influences the way we act and interact. An organization has a personality too—we call it CULTURE.

  • [No Answer]

Frontline people tend to be rich repositories of knowledge about

  • how customers may react to changes
  • all of the above
  • where potential glitches may occur
  • what technical and logistical issues need to be addressed

Most of an icebergs bulk lies below the surface. Ships that ignore the ice below the water are in mortal danger.

  • True
  • False

Levels of the Organizational Culture Model are sometimes represented as an __ as it is based on different layers.

  • onion model

Examine the Gap is the 2nd step in the intentional development and change.

  • True
  • False

Factors, such as interest rates, the state of the economy, the unemployment rate, determine the level of demand for products and the price of inputs.

  • International Forces
  • Environmental Forces
  • Economic Forces
  • None of the above

Which of the following is not an case for Environmental Complexity.

  • Minimal need for sophisticated knowledge
  • Limited support from the government
  • Few products/few service
  • Limited customers/suppliers/competitors

The extent to which members of a society tolerate the unfamiliar and unpredictable

  • UNCERTAINTY AVOIDANCE

The Global Social Change Organizations are multi-organizational and often cross-sectoral.

  • True
  • False

Sharp changes in legal, political, economic, and technological conditions that shift the basis for competition within an industry;

  • Industry discontinuities
  • Product life cycle shifts
  • Internal company dynamics
  • Insecurities

Other change manager do is to believe that communication and some training and changing work system is enough to move the organization to a new place and this worked.

  • True
  • False

What is best way to understand and examine the gap?

  • Gap Analysis

Link to consequences is actually administering appropriate consequences in building a strong culture.

  • True
  • False
Comments