MGT429 : Midterm Revision Exam

[CH1] Beckhard (1969) describes OD as a planned, organisation-wide effort, managed from the top, that uses behavioural-science knowledge to increase organisation effectiveness and health.

[CH1] Unlike management consulting, OD gives the client expert content advice rather than consultation on the process used to reach the desired goal.

[CH1] The three primary goals of change programmes are to change the corporate culture, to become more adaptive, and to increase competitiveness.

[CH1] Many OD activities today do not necessarily happen at the top management level, because organisations are increasingly developing less hierarchical structures.

[CH2] Likert found that the most productive departments were run by managers using a consultative (System 3) style of management.

[CH2] On Blake and Mouton's managerial grid, a "9,1 style" shows a high concern for production and a low concern for people.

[CH2] According to Herzberg, good hygiene factors such as salary and job security are the main source of job satisfaction.

[CH2] A culture audit is relatively easy to carry out objectively because the audit department stands outside the culture it is auditing.

[CH2] In Likert's System 2 (Benevolent Authoritative), information flows downward, upward and horizontally.

[CH3] Rokeach (1973) defines a value as an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to its opposite.

[CH3] The OD value of participation, involvement and empowerment is based on Beckhard's idea that "people support what they help create."

[CH3] Under the OD value of growth, development and learning, consultants should build the client's dependence on them so that future problems can be solved quickly.

[CH7] In Noolan's (2006) five-step data gathering process, it is the consultant, not the client, who announces the project and explains to members what data are being gathered and why.

[CH7] Unobtrusive measures can either contradict or substantiate information that has been obtained through other data gathering methods.

[CH7] When gathering data through observation, sharing ideas with a colleague or using two or more observers helps to avoid bias.

[CH1] A consultant tells a hospital exactly which new scheduling system to buy, but does not help staff work through how they reach decisions. According to the notes, this is closest to:

[CH1] All of the following are benefits of OD listed in the notes EXCEPT:

[CH1] An HR director in a Bahraini bank says: "Our staff find work less satisfying than before, and threats of outsourcing make it hard to engage them." This statement best illustrates:

[CH1] Which definition of OD states that the effort is "managed from the top"?

[CH1] A new global project team has members who have never worked together, are unsure who holds decision authority, and are pushed to deliver rapid innovation. The notes describe this as:

[CH2] A factory supervisor believes workers avoid work whenever they can, must be closely controlled and threatened with penalties, and mainly want security. His assumptions match:

[CH2] A manager occasionally rewards staff but also uses punishment, and information in her unit flows mostly downward. In Likert's framework she is using:

[CH2] In Likert's System 4 (Participative Group), information flows:

[CH2] A manager pushes his team hard to hit every production deadline but shows almost no interest in their feelings or wellbeing. On Blake and Mouton's grid, his style is:

[CH2] An engineer says she felt best about her job when the client praised her project and she was given responsibility for leading a new team. In Herzberg's theory, these are:

[CH2] Which of the following is a hygiene factor in Herzberg's theory?

[CH2] Which practice is part of the Japanese management style that Ouchi described in Theory Z?

[CH2] A firm believes it is impervious to competitive threats and has stopped scanning its environment. According to Deal and Kennedy, which action would help change this cultural value?

[CH3] A consultant refuses to give up on a struggling team and designs the engagement so the team can handle similar problems next time without her. Which OD value is she applying?

[CH3] A client asks a consultant to use a trendy new diagnostic tool simply because it is the latest technique, without assessing whether it fits. This reflects which challenge to holding OD values?

[CH3] An external consultant, worried about winning the contract, offers a client a quick two-day fix instead of a proper engagement. This reflects which challenge to holding OD values?

[CH3] When Schein completed a questionnaire about OD, he described it as:

[CH3] A manager makes a point of recognising the benefits that staff of different ages, nationalities and backgrounds bring to her department. Which OD value does this reflect?

[CH3] According to the notes, OD values and ethics help practitioners decide all of the following EXCEPT:

[CH7] A consultant studies a company's job descriptions, personnel files and the minutes of management meetings. Which unobtrusive measure is she using?

[CH7] A consultant notices that executives occupy large offices with wide windows while junior staff share a crowded room. This observation is an example of which unobtrusive measure?

[CH7] In Noolan's (2006) five-step process, which step comes immediately after the client announces the project to organisational members?

[CH7] Which of the following is NOT one of the factors listed for choosing the right data gathering strategy?

[CH7] When interviewing organisational members, the notes recommend using a partner so that:

[CH7] Nadler (1977) notes that data collection can be used for "consciousness raising." This means:

[CH1] Organisation Development is often confused with other activities. List and explain what OD is NOT, according to the notes.

[CH1] Explain why OD is important in today's workplace, and list five benefits of Organisation Development.

[CH2] Compare McGregor's Theory X and Theory Y assumptions about people and work.

[CH2] Describe Likert's four systems of management, and state which systems Likert linked to the most and least productive departments.

[CH2] Explain Herzberg's Motivation-Hygiene Theory, distinguishing between motivators and hygiene factors with examples of each.

[CH3] List and explain the six current values in OD.

[CH3] Identify and explain the four challenges to holding OD values.

[CH7] Outline Noolan's (2006) five-step process for data gathering.

[CH2] Using McGregor's Theory X/Theory Y and Likert's four systems, analyse Mr. Khalid's management style. Support your answer with evidence from the case.

[CH2] The ministry raised salaries and improved the air-conditioning, yet staff remained dissatisfied with their jobs. Using Herzberg's Motivation-Hygiene Theory, explain why, and suggest what would increase their satisfaction.

[CH3] Identify three current OD values reflected in the consultant's approach and link each one to specific actions in the case.

[CH3] Identify the challenges to holding OD values that appear in the CEO's demands, linking each one to his words.

[CH7] Identify the data gathering methods the consultant used, and classify each unobtrusive measure in the case.

[CH7] Which step of Noolan's five-step process does the CEO's email represent? Then explain which factors the consultant should weigh in choosing her data gathering strategy, given the situation described.