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Short Notes of HRM628

Lecture # 1 to 22

By Sahar Afshan

Lecture # 01

The Challenge for Organizations

World has turned upside down.

Today's companies are pouring money, technologies and management expertise intoregions that were once off limits, now they are acquiring new enterprises, forming joint

ventures, creating new global business.

Companies are going through changes like reengineering, flattening organizations and

doing jobs with automation and computers.

Some experts contend that if you can describe a job precisely or write rules for doing it,the job will probably not survive. To increase productivity, enhance competitivenessand contain costs, organizations are changing the way they are organized and managed.

In the past managers were working in a relatively stable and predictable world.

In the hyper-turbulent environment of 21st century, managers are facing a chaotic world

of changing markets and consumers styles.

Tom Peters suggests that “the time for 10 percent staff cuts and 20 percent qualityimprovement is past”.

Organizations are never completely static. They are in continuous interaction withexternal forces



Changing consumer lifestyles and technological breakthroughs all act on theorganization to cause it to change. The degree of change may vary from oneorganization to another, but all face the need for adaptation to external forces. Many ofthese changes are forced upon the organization, whereas others are generatedinternally. Because change is occurring so rapidly, there is a need for new ways tomanage it.

Three major trends are shaping change in organizations: globalization, informationtechnology, and managerial innovation.

Defining Organization Development (OD):

The words organization development refers to something about organizations anddeveloping them. “An organization is the planned coordination of the activities of anumber of people for the achievement of some common explicit purpose or goal,through division of labor and functions, and through a hierarchy of authority andresponsibility.” Organizations are social systems possessing characteristics and ODefforts are directed toward organizations or major subparts of them.

Development is the act, process, result, or state of being developed – which in turnmeans to advance, to promote the growth of, to evolve the possibilities of, to further, to

improve, or to enhance something.

Definition of Organization Development (OD):

OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4)increase organization effectiveness and health through (5) planned interventions in theorganization’s “processes,” using behavioral science knowledge. (Richard Beckhard)

Analysis of the definition suggests that OD is not just “anything done to better anorganization”; it is a particular kind of change process designed to bring about a

particular kind of end result.

Lecture # 02

OD: A Unique Change Strategy



Consulting to organizations can take many forms. For example, Edgar Schein describesthree consulting models:

i. Purchase of Expertise Model: In the “purchase of expertise model,” a leader or

group identifies a need for information or expertise that the organization cannot supply.The leader hires a consultant to obtain the information and make a report, oftenincluding recommendations for action. Example would be (1) Surveying consumers oremployees about some matter, (2) finding out how best to organize the company after amerger, or (3) developing a marketing strategy for a new product. This is a typicalconsulting approach that is widely used.

ii. Doctor-patient Model: In the “doctor-patient model,” a leader or group detectssymptoms of ill health in some part of the organization, and calls in a consultant whodiagnoses the situation, identifies the causes of problems and then, like a physician,

prescribes a cure. Examples would be calling in “the doctor” to examine (1) low moraleat a particular plant, (2) being over budget and behind schedule on a major project, or(3) a high-performing manager who suddenly becomes a low-performer. This too is awell-known, traditional approach to consultation.

iii. Process Consultation Model: In the “process consultation model,” the consultantworks with the leader and group to diagnose strengths and weaknesses, identifyproblems and opportunities, and develop action plans and methods for reachingdesired goals. In this model the consultant assists the client organization in becomingmore effective at examining and improving its own processes of problem solving,decision-making and action taking. mples would include working on any of thepreviously mentioned problems, but using a collaborative, participative, you-can-

figure-out-the-right-answer-yourselves approach. An organization developmentconsultant typically suggests general processes and procedures for addressingproblems and issues. The consultant helps the clients generate valid data and learn fromthe data. The OD consultant is an expert on process-how to “go about” effectiveproblem solving and decision making.

Here is a list of “primary distinguishing characteristics of organization development”



1. Change: OD is a planned strategy to bring about organizational change. The changeeffort focuses on the human and social side of the organization and in so doing, alsointervenes in the technological and structural sides.

2. Collaborate: OD typically involves a collaborative approach to change that includesthe involvement and participation of the organization members most affected by thechanges.

Participation and involvement in problem solving and decision making by all levels ofthe organization are hallmarks of OD.

3. Performance: OD programs include an emphasis on ways to improve and enhanceperformance and quality.

4. Humanistic: OD relies on a set of humanistic values about people and organizationsthat aims at making organizations more effective by opening up new opportunities forincreased use of human potential.

5. Systems: OD represents a systems approach concerned with the interrelationship ofdivisions, departments, groups, and individuals as interdependent subsystems of thetotal organization.

6. Scientific: OD is based upon scientific approaches to increase organizationeffectiveness.

While the six characteristics, described above, describe organization development, let usadd another means of identifying OD.

An OD Program is a long-range, planned, and sustained effort that unfolds accordingto a strategy.

The key elements here are long range, planned and sustained, and strategy.

The OD consultant establishes a unique relationship with client system members:

Probably the most fundamental differences between organization developmentprograms and other organization development programs are found in the role andbehavior of the consultant visà- vis the client system. In OD the consultant seeks and



maintains a collaborative relationship of relative equality with the organizationmembers. Collaboration means “to labor together” – essentially it implies that theconsultant does not do all the work while the client system passively waits for solutionsto its problems; and it means that the client system does not do all the work while theconsultant is a disinterested observer. In organization development, consultant andclient co-labor.

A second distinguishing feature of the consultant-client relationship is that it is one ofrelative equality – the two parties come together as relative equals, each possessingknowledge and skills different from but needed by the other. The client group is

encouraged to critique the consultant’s program and his or her effectiveness in terms ofmeeting client system needs and wants. In OD the consultant’s role is generally that of afacilitator, not an expert on matters of content; the consultant acts primarily as aquestion-asker, and secondarily as an answer-giver.

The consultant’s role is often described as nondirective.

The OD consultant role rests on three beliefs.

1. The first belief is simply an affirmation of the efficacy of division of labor andresponsibility:

2. The second belief is derived from the question: Where is the best solution to thisproblem likely to be found?

3. The third belief is that the responsibility for changing something rests ultimatelyin the client system members, not in the consultant.

The consultant is both expert and directive on matters relating to the best ways tofacilitate/enable the client group to approach, diagnose, and solve its problems inorganization development.

The nature of the intervention differentiates OD from other improvement strategies:

OD consultants fashion, conduct, or cause to happen, interventions – structured sets ofactivities and events in the life of the organization designed to achieve certainoutcomes. The nature of these interventions is that they are reflective, self-analytical,self-examining, proactive, diagnostically oriented, and action oriented. Further, theyfocus on the organization culture and its human processes. OD consultants try to

inculcate diagnostic skills, self-analytical skills, and reflexive skills in organization



members, based on the belief that the organization’s members must be able to diagnosesituations accurately in order to arrive at successful solutions.

System improvement: The emphasis of OD is on the system, rather than the individual,as the target of change.

Reflexive, self-analytic methods: OD involves system members themselves in the

assessment, diagnosis, and transformation of their own organization.

The targets of OD interventions differentiate OD from other improvement strategies:

The OD prescription calls for certain configurations of people as targets of OD

interventions – intact work groups, two or more work-related groups, subsystems oforganizations, and total organizations.

OD consultants utilize a behavioral science base:

This is a characteristic of the practice of OD, but it is shared by many different

improvement strategies. OD is an applied field in which theories, concepts, andpractices from sociology, psychology, social psychology, education, economics,psychiatry, and management are brought to bear on real organizational problems.

The desired outcomes of OD are distinctive in nature:

OD programs and efforts are designed to produce organizational effectiveness and

health, better system functioning, greater ability to achieve objectives, and so forth,outcomes relating to a changed organizational culture, to changed processes (especiallyrenewal and adaptation processes) and to the establishing of norms of continual self-study and pro-action.

Michael Beer lists the aims of OD as: “(1) enhancing congruence between organizationalstructure, processes, strategy, people, and culture; (2) developing new and creativeorganizational solutions, and (3) developing the organization’s self-renewing capacity.’It is these self-renewal outcomes that seem particularly distinctive in the OD process.

Lecture # 03



What an “ideal” effective, healthy organization would look like?

An effective organization is one in which:

1. The total organization, the significant subparts, and individuals, manage their workagainst goals and plans for achievement of these goals.

2. Form follows function (the problems, or task, or project, determines how the humanresources are organized).

3. Decisions are made by and near the sources of information regardless of where thesesources are located on the organization chart.

4. The reward system is such that managers and supervisors are rewarded (andpunished) comparably for: Sort-term profit or production performance, Growth anddevelopment of theirn subordinates, and creating a viable working group.

5. Communication laterally and vertically is relatively undistorted. People are generallyopen and confronting. They share all the relevant facts including feelings.

6. There is a minimum amount of inappropriate win/lose activities between individualsand groups. Constant effort exists at all levels to treat conflict, and conflict situations, asproblems subject to problem-solving methods.

7. There is high “conflict” (clash of ideas) about tasks and projects, and relatively little

energy spent in clashing over interpersonal difficulties because they have beengenerally worked through.

8. The organization and its parts see themselves as interacting with each other and with

a larger environment. The organization is an “open system.”

9. There is a shared value, and management strategy to support it, of trying to help each

person (or unit) in the organization maintains his (or its) integrity and uniqueness in aninterdependent environment.



10. The organization and its members operate in an “action-research” way. Generalpractice is to build in feedback mechanisms so that individuals and groups can learnfrom their own experience.

The only constant is Change:

The Organization of the Future:

Management theorists believe that to be successful in the next century, organizationswill require changes. They suggest that predictability is a thing of the past, and that thewinning organization of today and tomorrow, it is becoming increasingly clear, will be

based upon quality, innovation, and flexibility.

These successful firms will share certain common traits including

Faster – more responsive to innovation and change

Quality conscious – totally committed to quality

Employee involvement – adding value through human resources

Customer oriented – creating niche markets

Smaller – made up of more autonomous units

Lecture # 04

The Evolution of OD

A brief history of OD will help to clarify the evolution of the term as well as some of theproblems and confusion that have surrounded it. As currently practiced, OD emergedfrom five major stems.



The first was the growth of the National Training Laboratories

(NTL) and the development of training groups, otherwise known as sensitivity trainingor Tgroups,

The second stem of OD was the classic work on action research conducted by social

scientists interested in applying research to managing change. An important feature ofaction research was a technique known as survey feedback. Kurt Lewin, a prolifictheorist, researcher, and practitioner in group dynamics and social change, wasinstrumental in the development of Tgroups, survey feedback, and action research. Hiswork led to the creation of OD and still serves as a major source of its concepts andmethods.

The third stem represents the application of participative management to organizationstructure and design.

The fourth stem is the approach focusing on productivity and the quality of work life.The fifth stem of OD, and the most recent minfluence on current practice, involvesstrategic change and organization transformation.

1. Laboratory Training (The T-Group):This stem of OD pioneered laboratory training, or the T-group – a small, unstructuredgroup in which participants learn from their own interactions and evolving dynamicsabout such issues as interpersonal relations, personal growth, leadership, and groupdynamics.

Essentially, laboratory training began in 1946, when Kurt Lewin, (1898 – 1947, a prolifictheorist, researcher, and practitioner in interpersonal, group, intergroup, andcommunity relationships) widely recognized as the founding father of OD.

2. Action Research/Survey Feedback:Kurt Lewin also was involved in the second movement that led to OD’s emergence as apractical field of social science. This second stem refers to the processes of actionresearch and survey feedback. The action research contribution began in the 1940s withstudies conducted by social scientists John Collier, Kurt Lewin, and William Whyte.

They discovered that research needed to be closely linked to action if organizationmembers were to use it to manage change.



A key component of most action research studies was the systematic collection ofsurvey data that was fed back to the client organization.

Results of Action Research/Survey Feedback:

When the survey data were reported to a manager (or supervisor) and he or she failed

to discus the results with subordinates and failed to plan with them what the managersand others should do to bring improvement, little change occurred.

On the other hand, when the manager discussed the results with subordinates andplanned with them what to do to bring improvement, substantial favorable changesoccurred.

Another aspect of the study was the process of feeding back data from an attitudesurvey to the participating departments had more positive change in businessorganizations than that coming from traditional training courses.

The effectiveness of this method is that it deals with the system of human relationshipsas a whole (supervisors and subordinates can change together) and it deals with eachmanager, supervisor, and employee in the context of his job, his own position, and hisown work relationship.

Lecture # 05

The Evolution of OD (continue…)

3. Participative Management

The intellectual and practical advances from the laboratory training stem and the action

research/survey-feedback stem were followed closely by the belief that a humanrelations approach represented a one-best-way to manage organizations. This belief wasexemplified in research that associated Likert’s Participative Management (System 4)style with organizational effectiveness. This framework characterized organizations ashaving one of four types of management systems:

1. Exploitative authoritative systems (System 1) exhibit an autocratic, top-downapproach to leadership.



2. Benevolent authoritative: systems (System 2) are similar to System 1, except thatmanagement is more paternalistic. Employees are allowed a little moreinteraction, communication, and decision making but within boundaries definedby management.

3. Consultative: systems (System 3) increase employee interaction, communication,and decision making. Although employees are consulted about problems anddecisions, management still makes the final decisions. Productivity is good, andemployees are moderately satisfied with the organization.

4. Participative: group systems (System 4) are almost the opposite of System 1.Designed around group methods of decision making and supervision, thissystem fosters high degrees of member involvement and participation. Workgroups are highly involved in setting goals, making decisions, improvingmethods, and appraising results. Communication occurs both laterally andvertically, and decisions are linked throughout the organization by overlappinggroup membership. System 4 achieves high levels of productivity, quality, andmember satisfaction.

4. Quality of Work Life:

The contribution of the productivity and quality-of-work (QWL) background to OD canbe described in two phases. The first phase, starting in 1950s, aimed at better integratingtechnology and people. These QWL programs generally involved joint participation byunions and management in the design of work and resulted in work designs givingemployees high levels of discretion, task variety, and feedback about results. Perhapsthe most distinguishing characteristic of these QWL programs was the development ofself-managing work groups as a new form of work design. These groups werecomposed of multi skilled workers who were given the necessary autonomy and

information to design and manage their own task performances.

Two definitions of QWL emerged during its initial development. QWL was first definedin terms of people’s reaction to work, particularly individual outcomes related to jobsatisfaction and mental health. Using this definition, QWL focused primarily on thepersonal consequences of the work experience and how to improve work to satisfypersonal needs.

A second definition of QWL defined it as an approach or method. People defined QWLin terms of specific techniques and approaches used for improving work. It was viewed



as synonymous with methods such as job enrichment, self-managed teams, and labor-management committees.

Starting in 1979, a second phase of QWL activity emerged.

At one point, the productivity and QWL approach became so popular that it was called

an ideological movement.

Today, this second phase of QWL activity continues primarily under the banner of“employee involvement,” rather than of QWL. For many OD practitioners, the term“EL” signifies, more than the name QWL, the growing emphasis on how employees cancontribute more to running the organization so it can be more flexible, productive, andcompetitive. Recently, the term “employee empowerment” has been usedinterchangeably with the term EL, the former suggesting the power inherent in movingdecision making downward in the organization.

5. Strategic Change:Strategic change involves improving the alignment among an organization’senvironment, strategy, and organization design. Strategic change interventions includeefforts to improve both the organization’s relationship to its environment and the fitbetween its technical, political, and cultural systems.

A Model for Organizational Development:

Organization development is the application of an organization-wide approach to thefunctional, structural, technical, and personal relationships in organizations. ODprograms are based upon a systematic analysis of problems and a top managementactively committed to the change effort.

This section presents a five-stage model of the total organization development process.

Organization Development’s Five Stages

Stage One: Anticipate a Need for Change:

Managers must be sensitive to changes in the competitive environment, to "what'sgoing on out there." There must be somebody feels and recognize need for the change.

Stage Two: Develop the Practitioner-Client Relationship:



After an organization recognizes a need for change and an OD practitioner enters thesystem, a relationship begins to develop between the practitioner and the client system.The client is the person or organization that is being assisted.

Stage Three: The Diagnostic Phase:

After the OD practitioner has intervened and developed a working relationship withthe client, the practitioner and the client begin to gather data about the system. Thecollection of data is an important activity providing the organization and thepractitioner with a better understanding of client system problems: the diagnosis. TheOD practitioner and client together analyze the data to identify problem areas andcausal relationships. A weak, inaccurate, or faulty diagnosis can lead to a costly andineffective change program. The diagnostic phase, then, is used to determine the exactproblem that needs solution, to identify the forces causing the situation, and to provide

a basis for selecting effective change strategies and techniques.

Stage Four: Action Plans, Strategies, and Techniques:

The diagnostic phase leads to a series of interventions, activities, or programs aimed atresolving problems and increasing organization effectiveness. These programs apply

such OD techniques as total quality management (TQM), job design, role analysis, goalsetting, team building, and intergroup development to the causes specified in thediagnostic phase.

Stage Five: Self-Renewal, Monitor, and Stabilize:

Once an action program is implemented, the final step is to monitor the results andstabilize the desired changes. This stage assesses the effectiveness of change strategiesin attaining stated objectives. Each stage of an OD program needs to be monitored togain feedback on member reaction to the change efforts.

Continuous Improvement:

In today's environment, companies seeking to be successful and survive are faced withthe need to continually introduce changes.



Lecture # 06

The Organization Culture

Organizational culture is the personality of the organization. Culture is comprised ofthe assumptions, values, norms and tangible signs (artifacts) of organization members

and their behaviors.

Definition:

“The culture of an organization is its customary and traditional way of thinking anddoing things, which is shared to a greater or lesser degree by all its members, and whichnew members must learn and at least partially accept, in order to be accepted into

service in the firm. Culture covers a wide range of behavior: the methods of production;job skills and technical knowledge; attitudes towards discipline and punishment; thecustom and habit of managerial behavior; its way of doing business; the methods ofpayment; the values placed on different types of work; beliefs in democratic living andjoint consultation”.

Culture shows up in both visible and invisible ways.

Visible Manifestations of Culture:

• Dress Code

• Work Environment

• Benefits

• Perks

• Conversations

• Work/Life Balance

• Titles & Job Description

• Organizational Structure

Invisible Manifestations of Culture:

• Values

• Private Conversations (with self orconfidants)

• Invisible Rules

• Attitudes

• Beliefs

• Worldviews

• Moods and Emotions



• Unconscious Interpretations

• Standards of Behavior

• Paradigms

• Assumptions

The term organization culture refers to a system of shared meanings, including thelanguage, dress, patterns of behavior, value system, feelings, attitudes, interactions, andgroup norms of the members.

Norms:

Norms are organized and shared ideas regarding what members should do and feel,how this behavior should be regulated, and what sanctions should be applied whenbehavior does not coincide with social expectations. The values and behaviors of everyorganization are unique.

Types of norms: Norms essential to accomplishing the organization's objectives arecalled pivotal norms. Norms that support and contribute to the pivotal norms but arenot essential to the organization's objectives are called peripheral norms.

The Socialization Process:

Socialization may be defined as the process that adapts employees to the organization'sculture.

New Employee Expectations:

To function effectively, managers and members must be aware of the organization'snorms. They must recognize how sharply norms are defined and how strongly they areenforced. Entry into a new situation often results in some degree of anxiety or stress.The less an individual can relate the new situation to previous situations, the greater the



feelings of anxiety and discomfort. The more the individual can meet expectations, theless the feelings of anxiety and discomfort.

Encounter Organization's Culture:

The organizational culture provides a way for organization members to meet and get

along. Three important aspects of socialization when joining an organization are:

1. Deciding who is a member and who is not.

2. Developing an informal understanding of behavioral norms

3. Separating friends from enemies.

To work together effectively, individuals need to understand things like power, status,rewards, and sanctions for specific types of behaviors. For instance, what behavior getsone a good grade, and so on.

Adjustment to Cultural Norms:

New members often find that the norms are unclear, confusing, and restrictive. As aresult, they may react in different ways when entering an organization. At one extreme,a new member may choose to conform to all the norms of the organization, resultingin uniformity of behavior and complete acceptance of organizational values. Thisconformity may result in stagnation, nonresponsiveness, and a loss of creativeness. Atthe other extreme, a new member may choose to rebel, to reject all the values, or toleave the organization altogether.

A less obvious alternative is for new members to accept the pivotal norms andseriously question the peripheral norms, which can be termed creativeindividualism. This is the ideal behavior for a healthy and effective organization, but it

is often difficult for a newcomer to correctly determine which norms are peripheral andwhich are pivotal.

Results:



Only the more healthy organizations allow their members to challenge their norms. Theaim of OD is to develop an organizational climate that is appropriate to theorganization's mission and members. In a sense, OD involves changing the culture oforganizations and work groups so that a more effective means of interacting, relating,and problem solving will result. OD seeks to develop the organization to the point thatit feels comfortable about allowing its members to openly examine the norms, bothpivotal and peripheral, with the ultimate goal of building a more effective organization.

The reaction of the individual to the norms results in formation of an unwrittenagreement with the organization.

Psychological Contracts:

A psychological contract may be defined as an unwritten agreement betweenindividuals and the organization of which they are members. It describes certainexpectations that the organization has of the individual and the individual'sexpectations of the organization. Because the two parties are growing and changing, the

contract must be open-ended, so that old issues and new issues can be renegotiated.theformation of an unwritten agreement with the organization.

Lecture # 07

The Nature of Planned Change

All approaches to OD rely on some theory about planned change. The theories describethe different stages through which planned change may be effected in organizationsand explain the process of applying OD methods to help organization members managechange.

Theories of Planned change:



The three major theories of organization change that have received considerableattention in the field are: Lewin's change model, the action research model, andcontemporary adaptations of action research.

Lewin’s Change Model:

Organizational change can occur at three levels—

1. Changing the individuals who work in the organization—that is, their skills, values,

attitudes, and eventually behavior—but making sure that such individual—ehaviora4change is always regarded as instrumental to organizational change.

2. Changing various organizational structures and systems—reward systems,reporting

elationships, work design, and so on.

3. Directly changing the organizational climate or interpersonal style—how openpeople are with each other, how conflict is managed, how decisions are made,and so on.

According to Lewin, a pioneer in the field of social psychology of organizations, thefirst step of any change process it to unfreeze: the present pattern of behavior as a wayof managing resistance to change.

The second step, movement, involves making the actual changes that will move theorganization to another level of response.

The final stage of the change process, refreezing, involves stabilizing orinstitutionalizing these changes by establishing systems that make these behavioralpatterns “relatively secure against change,” as Lewin put it.

Stage 1: Unfreezing

Three ways of unfreezing an organization are:

i. Disconfirmation: or lack of confirmation. Organizational members are not likely toembrace change unless they experience some need for it. Embracing change typicallymeans that people are dissatisfied with the way things are – quality is below standard,costs are too high, morale is too low, or direction is unclear,



ii. Induction of guilt or anxiety: This is a matter of establishing a gap between what iscurrent but not working well and some future goal that would make things work better.When people recognize a gap between what is and what would be better and moredesirable, they will be motivated via guilt or anxiety to reduce the gap.

iii. Creation of psychological safety: The consultant must be concerned with people notlosing face and must take care that when people admit that something is wrong theywill not be punished or humiliated.

Stage 2: Moving (Changing)

The second step, movement, involves making the actual changes that will move theorganization to another level of response. On the individual level, On the structurallevel or On the climate or interpersonal level.

There are two main processes for accomplishing this stage:

i. Identification with a new role model: mentor, boss, or consultant

ii. Scanning the environment for new information

Stage 3: Refreezing

This final stage is one of helping the client integrate the changes. This stage involvesstabilizing or institutionalizing these changes by establishing systems (such as norms,

policies, and structures) that make these behavioral patterns “relatively secure againstchange”.

The refreezing stage may involve

• Redesigning the organization’s recruitment process to increase the likelihood of

hiring applicants who share the organization’s new management style and valuesystem.

• During the refreezing stage, the organization may also ensure that the new behaviorshave become the operating norms at work, that the reward system actually reinforcesthose behaviors, or that a new, more participative management style predominates.

This stage can be seen in two parts – self and relations with others:



i. Personal refreezing: is the process of taking the new, changed way of doing thingsand making it fit comfortably into one’s total self-concept. trying out new roles andbehaviors, getting feedback, and making adjustments until the new way of doing thingsfeels reasonably comfortable.

ii. Relational refreezing: is the process of assuring that the client’s new behavior will fitwith significant others. In a system, when one begins to do things differently, will thisdifference quickly affect others with whom the person interacts? If you and I interactfrequently and I change to maintain the relationship you will have to change as well, atleast to some extent to maintain the relationship. This process involves openly engaging

with others about the new way of doing things, to help them see why the change isbetter than the old way.

Lecture # 08

Action Research Model

The action research model focuses on planned change as a cyclical process in whichinitial research about the organization provides information to guide subsequent action.Then the results of the action are assessed to provide further information to guidefurther action, and so on.

The main steps involved are:

1. Entry (Problem identification):This stage usually begins when a key executive in the organization or someone withpower and influence senses that the organization has one or more problems that mightbe solved with the help of an OD practitioner. During this process, the consultantassesses:

a. The probability of relating with the client

b. The motivation and values of the client

c. The client’s readiness for change

d. The extent of resources available



e. Potential leverage points of change

2. Contracting (Consultation with a behavioral science expert): During the initial

contact, the OD practitioner and the client carefully assess each other. Unlike othertypes of contracts, the OD contract states three critical areas:

a. What each expects to get from the relationship?

b. How much time each will invest, when, and at what cost

c. The ground rules under which the parties will operate

3. Diagnosis (Data gathering and preliminary diagnosis): It involves gatheringappropriate information and analyzing it to determine the underlying causes of

organizational problems. The four basic methods of gathering data are interviews,

process observation questionnaires, and organizational performance dataunfortunately, often overlooked.

4. Feedback (Feedback to a key client or group):

The feedback step, in which members are given the information gathered by the OD

practitioner, helps them determine the strengths and weaknesses of the organization orthe department under study. The consultant provides the client with all relevant anduseful data.

A feedback session generally has three steps.

First: the consultant provides a summary of the data collected and some preliminary

analysis.

Next: there is a general discussion in which questions of clarification are raised and

answered.

Finally: some time is devoted to interpretation. At this stage some changes may be

made in the consultant’s analysis and interpretation.

5. Planning Change (Joint action planning): At this stage, the specific action to be taken

depends on the culture, technology, and environment of the organization; the diagnosis



of the problem; and the time and expense of the intervention. Once the diagnosis isunderstood and deemed accurate, action steps are planned.

6. Intervention (Action): This stage involves the actual change from one organizationalstate to another. It may include installing new methods and procedures, reorganizingstructures and work designs, and reinforcing new behaviors. Such actions typicallycannot be implemented immediately but require a transition period as the organizationmoves from the present to a desired future state.

7. Evaluation (Data gathering after action): Because action research is a cyclicalprocess, data must also be gathered after the action has been taken to measure anddetermine the effects of the action and to feed the results back to the organization. This,in turn, may lead to re-diagnosis and new action.

Termination of the OD Effort:

An organization has a constant need for periodic, objective diagnostic check-ups byexternal consultants – a need that exists, incidentally, whether or not the organization’smanagers see it. Termination is not an applicable phase for internal OD practitioners.Although they may conclude specific programs and projects with their clients, they

should not terminate the relationship.

Phases not Steps:

Phases are a more appropriate term than steps for describing the flow of events in ODwork. Steps imply discrete actions, while phases connote a cycle of changes. Although it

is useful for our understanding of OD practice to conceive of distinct phases, in actualpractice they blend, overlap, and do not follow one from the other.

Contemporary Adaptations of Action Research:

In this modification of action research, the role of OD consultants is to work withmembers to facilitate the learning process.

It suggests that the most important change an organization can make is to begin

conversations about what the organization is doing right.



Appreciative inquiry helps organization members to understand and describe theirorganization when it is working at its best.

Lecture # 09

General Model of Planned Change

The three theories of planned change in organizations described above—Lewin's

change model, the action research model, and contemporary adaptations to the actionresearch model—suggest a general framework for planned change. It involvesfollowing phases:

1. Entering and Contracting: Entering an organization involves gathering initial data tounderstand the problems facing the organization or the positive opportunities forinquiry. Once this information is collected, the problems or opportunities are discussedwith managers and other organization members to develop a contract or agreement toengage in planned change.

2. Diagnosing: OD. It includes choosing an appropriate model for understanding theorganization and gathering, analyzing, and feeding back information to managers andorganization members about the problems or opportunities that exist.

Diagnostic models for analyzing problems explore three levels of activities.Organization issues represent the most complex level of analysis and involve the totalsystem. Group-level issues are associated with department and group effectiveness.Individual-level issues involve the way jobs are designed.

3. Planning and Implementing Change:

In this stage, organization members and practitioners jointly plan and implement ODinterventions. They design interventions to achieve the organization's vision or goalsand make action plans to implement them.

Depending on the outcomes of diagnosis, there are four major types of interventions inOD:

1. Human process interventions at the individual, group, and total system levels.



2. Interventions that modify an organization's structure and technology.

3. Human resource interventions that seek to improve member performance andwellness.

4. Strategic interventions that involve managing the organization's relationship to its

external environment and the internal structure and process necessary to support abusiness strategy.

4. Evaluating and Institutionalizing Change:

The final stage in planned change involves evaluating the effects of the intervention and

managing the institutionalization of successful change programs. Feedback toorganization members about the intervention's results provides information aboutwhether the changes should be continued, modified, or suspended.

Different types of Planned Change:

To understand the differences better, planned change can be contrasted acrosssituations on three key dimensions: the magnitude of organizational change, the degreeto which the client system is organized, and whether the setting is domestic orinternational.

Magnitude of Change: Planned change efforts can be characterized as falling along acontinuum ranging from incremental changes that involve fine-tuning the organizationto quantum changes that entail fundamentally altering how it operates. Incrementalchanges tend to involve limited dimensions and levels of the organization, such as thedecision-making processes of work groups. They occur within the context of theorganization's existing business strategy, structure, and culture and are aimed at

improving the status quo. Quantum changes, on the other hand, are directed atsignificantly altering how the organization operates. They tend to involve severalorganizational dimensions, including structure, culture, reward systems, informationprocesses, and work design.

They also involve changing multiple levels of the organization, from top-levelmanagement through departments and work groups to individual jobs.



Degree of Organization: Planned change efforts also can vary depending on the degreeto which the organization or client system is organized. In over organized situations,such as in highly mechanistic, bureaucratic organizations, various dimensions such asleadership styles, job designs, organization structure, and policies and procedures aretoo rigid and overly defined for effective task performance.

Communication between management and employees is typically suppressed, conflictsare avoided, and employees are apathetic. In under organized organizations, on theother hand, there is too little constraint or regulation for effective task performance.

When applied to organizations facing problems in being under organized, plannedchange is aimed at increasing organization by clarifying leadership rules, structuringcommunication between, managers and employees, and specifying job anddepartmental responsibilities. These activities require a modification of the traditional

phases of planned change and include the following four steps.

1. Identification: This step identifies the relevant people or groups who need to be

involved in the change program. In many under organized situations, people anddepartments can be so disconnected that there is ambiguity about who should beincluded in the problem-solving process. For example, when managers of differentdepartments have only limited interaction with each other, they may disagree or beconfused about which departments should be involved in developing a new product orservice.

2. Convention: In this step the relevant people or departments in the company arebrought together to begin organizing for task performance. For example, department,managers might be asked to attend a series of organizing meetings to discuss thedivision of labor and the coordination required to introduce a new product.

3. Organization: Different organizing mechanisms are created to structure the newlyrequired interactions among people and departments. This might include creating new

leadership positions, establishing communication channels, and specifying appropriateplans and policies.



4. Evaluation: In this final step the outcomes of the organization step are assessed. Theevaluation might signal the need for adjustments in the organizing process or forfurther identification, convention, and organization activities.

Domestic vs. International Settings:

Conducting OD in international settings is highly stressful on OD practitioners. To besuccessful, they must develop a keen awareness of their own cultural biases, be open toseeing a variety of issues from another perspective, be fluent in the values andassumptions of the host country, and understand the economic and political context ofbusiness there. Most OD practitioners are not able to meet all of those criteria and adopta "cultural guide," often a member of the organization, to help navigate the cultural,operational, and political nuances of change in that society.

Lecture # 10

The Organization Development Practitioner:

Much of the literature about OD practitioners views them as internal or externalconsultants providing professional services—diagnosing problems, developingsolutions, and helping to implement them.

Who is the Organization Development Practitioner?

The term organization development practitioner refers to at least three sets of people.The most obvious group of OD practitioners are those people specializing in OD as aprofession. They may be internal or external consultants who offer professional servicesto organization clients, including top managers, functional department heads, and staffgroups.

Second: the term OD practitioner applies to people specializing in fields related to OD,such as reward systems, organization design, total quality, information technology, andbusiness strategy.

Third: the term OD practitioner applies to the increasing number of managers and

administrators who have gained competence in OD and who apply it to their own workareas.



External and Internal Practitioners:

Internal practitioners are already members of the organization. They may be eithermanagers practicing OD with their work groups or OD specialists that may be from thehuman resources or organization development department. External practitioners arebrought in from outside the organization as OD specialists and are often referred to asconsultants. Both the use of external and internal practitioners has advantages anddisadvantages.

The External-Internal Practitioner Team:

The implementation of a large-scale change program is almost impossible without theinvolvement of all levels and elements of the organization. One approach to creating aclimate of change uses a team formed of an external practitioner working directly withan internal practitioner to initiate and facilitate change programs (known as theexternal-internal practitioner team).This is probably the most effective approach.

Practitioner Style Model:

There is often a gap between the practitioner’s and the client’s understandings aboutOD and change. The practitioner needs to assess the degree of this gap, because arelationship is possible only if the practitioner can be flexible enough to understandwhere the client is and help the client to learn about the OD change process. In this

sense, the practitioner must have clarity about the purpose of OD in the organization.The practitioner brings certain knowledge, skills, values, and experience to thesituation. In turn, the client system has its own values and a set of expectations for thepractitioner. The target organization within the client system has its own subcultureand level of readiness for change.

The practitioner’s task and the scope, difficulty, and complexity of the changes to beimplemented affect the relationship as well. Finally, the target organization’s readiness,for change, level of resistance, and culture also influence the practitioner’s style and thechange approaches that may be successful in a given situation. The OD practitionerneeds to involve organization members at all levels and convince them to “buy in” onthe change program—in effect, to get involved in soling the problems.

Developing a Trust Relationship:



The development of openness and trust between practitioner and client is an essentialaspect of the OD program. It is important because trust is necessary for cooperation andcommunication.

When there is no trust, people will tend to be dishonest, evasive, and not authentic withone another, and communication is often inaccurate, distorted, or incomplete. There areseveral basic responses that the practitioner may use in the communication processaimed at developing a trust relationship:

• Questions —“How do you see the organization?”

• Applied expertise (advising) —“One possible intervention is team building.”

• Reflection – “It sounds like you would like to see a participative form of leadership.”

• Interpretation —“From your description, inter-team conflict could be the problem.”

• Self-disclosure —“I’ve felt discouraged myself when my ideas were rejected.”

• Silence —Say nothing, let the client sort out his or her thoughts.

Lecture # 11

Creating a Climate for Change

Most OD practitioners would agree that an open give-and-take relationship with theclient is desirable. To some extent this depends on the ability of the practitioner to formrelationships of openness and trust.

Who is Client?

One may say, the client is:

1. Company president

2. Top management group



3. Employee relations person

4. Total company

5. Parent corporation

6. All of the above

7. None of the above.

The correct answer is (7), “none of the above.” The client in OD consultation is neverone individual, regardless of position or role, or any particular group, team, orsubsystem of the organization, or any combination thereof.

The client is the relationship and/or interface between individuals and units withinand related to the system.

OD Practitioner Styles:

The Stabilizer Style:

The goal of the stabilizer style is neither effectiveness nor participant satisfaction.

The Cheerleader Style:

The cheerleader style places emphasis on the satisfaction of organization members and

is chiefly concerned with employee motivation and morale. Effectiveness per se is notemphasized.

The Analyzer Style:

The analyzer style places great emphasis on efficiency, and gives little emphasis to

member satisfaction.

The Persuader Style:

The persuader style focuses on dimensions, effectiveness and morale, yet optimizesneither.

Such a style provides a relatively low-risk strategy, yet avoids direct confrontation withother forces.



The Pathfinder Style:

The pathfinder style seeks both a high degree of effectiveness and a high degree of

member satisfaction, believing that greater effectiveness is possible when all membersare involved and problem-solving is done through teamwork. There is awareness thatconfrontation and conflict are often a means to a more effective organization and tomore satisfied individual members.

Practitioner-Client Relationship Modes:

Eric H. Neilson has identified several basic dimensions in the practitioner-clientrelationship that can be used as indicators of the climate for change. In order tocollaboratively change the organization’s culture, members need to (1) share their ideas,assumptions, perceptions, and feelings, and (2) accept personal responsibility for theirown behavior. Based upon these two dimensions, Neilsen has identified four possiblemodes in the practitioner-client relationship.

The apathetic mode: Members keep their true ideas about self-fulfillment andorganization effectiveness to themselves.

The gamesmanship mode: Members keep their true feelings about self- fulfillment andorganizational effectiveness to themselves, under the assumption that sharinginformation may threaten personally desired outcomes, They make their own decisions

about how to behave, thus taking responsibility for their behavior.

The charismatic mode: A limited number of members openly share ideas and feelings

with the rest, based on perceptions of leadership.

The consensus mode: Members continuously share perceptions and feelings openly

both on selffulfillment and organizational effectiveness.

Important dimensions in practitioner-client relationship:

• The practitioner’s attitudes and behavior make it possible for the client to create aclimate where feelings about the client system can be freely and honestly expressed.

• Ability to listen effectively and express ideas clearly and concisely.



• The practitioner is honest with the client, because facades have no place in therelationship.

• By operating based on power equalization, - the practitioner ensures that the powerdifferential between practitioner and client is not too great, for otherwise it will bedifficult to develop a collaborative relationship.

• This is particularly true with internal practitioners, who may be in a subordinateposition in the organization’s power structure?

• The practitioner also makes certain that all the key parties in the client system areinvolved in the OD program to some extent. The practitioner must determine to howmuch involvement by different individuals or groups is appropriate. The outcome ofignoring key people is increased resistance and probable ineffectiveness in the changeprogram.

• A good relationship increases the probability of a successful OD program. Asuperficial relationship increases the probability that the OD program will be ineffectiveor unsuccessful.

Lecture # 12

OD Practitioner Skills and Activities

Based on the studies available, all OD practitioners should have the following basicskills and knowledge to be effective:

1. Intrapersonal skills.

Practitioners must have the personal centering to know their own values, feelings, andpurposes as well as the integrity to behave responsibly in a helping relationship withothers. Practitioners must have active learning skills and a reasonable balance betweentheir rational and emotional sides. Finally, OD practice can be highly stressful and canlead to early burnout, so practitioners need to know how to manage their own stress.

2. Interpersonal skills.



Practitioners must create and maintain effective relationships with individuals andgroups within the organization and help them gain the competence necessary to solvetheir own problems. Group dynamics, comparative cultural perspectives, and businessfunctions are considered to be the foundation knowledge, and managing the consultingprocess and facilitation as core skills.

3. General consultation skills.

OD starts with diagnosing an organization or department to understand its currentfunctioning and to discover areas for further development. OD practitioners need toknow how to carry out an effective diagnosis, at least at a rudimentary level. Theyshould know how to engage organization members in diagnosis, how to help them askthe right questions, and how to collect and analyze information.

4. Organization development theory.

The last basic tool OD practitioners should have is a general knowledge of organizationdevelopment. They should have some appreciation for planned change, the actionresearch model, and contemporary approaches to managing change.

They should be familiar with the range of available interventions and the need forevaluating and institutionalizing change programs. Perhaps most important is that ODpractitioners should understand their own role in the emerging field of organization

development, whether it is as an OD professional, a manager, or a specialist in a relatedarea.

OD Practitioner Skills and Activities

The skills that focus on the peopleoriented nature of the OD practitioner include:



• Leadership. Leaders keep members focused on key company values and onopportunities and need for improvement. A leader's job is to recognize when acompany is headed in the wrong direction and to get it back on the right track.

• Project Management. This means involving all the right people and department tokeep the change program on track.

• Communication. It is vital to communicate the key values to everyone in theorganization.

• Problem-Solving. The real challenge is to implement a solution to an organizationalproblem. Forget about today's problems: focus constantly on the next set of problems.

• Interpersonal. The number-one priority is to give everybody in the organization thetools and the confidence to be involved in the change process. This includes facilitating,building relationships, and process skills.

• Personal. The confidence to help the organization make tough decisions, introducenew techniques, try something new, and see if it works.

Consultant’s Abilities:

1. The ability to tolerate ambiguity.

2. The ability to influence.

3. The ability to confront difficult issues.

4. The ability to support and nurture others.

5. The ability to listen well and empathize.

6. The ability to recognize one’s feelings and intuition quickly.

7. The ability to conceptualize.

8. The ability to discover and mobilize human energy, both within oneself and withinthe client organization.

9. The ability to teach or to create learning opportunities.



10. The ability to maintain a sense of humor, both on the client’s behalf and to helpsustain perspective.

Role of Organization Development Professionals Position:

Position: Organization development professionals have positions that are either

internal or external to the organization.

Marginality: A promising line of research on the professional OD role centers on the

issue of marginality. The marginal person is one who successfully straddles theboundary between two or more groups with differing goals, value systems, andbehavior patterns. Whereas in the past, the marginal role always was seen asdysfunctional, marginality now is seen in a more positive light. There are manyexamples of marginal roles in organizations:

Emotional Demands: Emotional intelligence refers to the ability to recognize andexpress emotions appropriately, to use emotions in thought and decisions, and toregulate emotion in oneself and in others. It is, therefore, a different kind of intelligencefrom problem-solving ability, engineering aptitude, or the knowledge of concepts. Intandem with traditional knowledge and skill, emotional intelligence affects and

supplements rational thought; emotions help prioritize thinking by directing attentionto important information not addressed in models and theories. In That sense, someresearchers argue that emotional intelligence is as important as cognitive intelligence.

Use of Knowledge and Experience: The professional OD role has been described interms of a continuum ranging from clientcentered (using the client's knowledge andexperience) to consultant-centered (using the consultant's knowledge and experience.

Lecture # 13

Professional Values

Values have played an important role in organization development from its beginning.



Traditionally, OD professionals have promoted a set of values under a humanisticframework, including a concern for inquiry and science, democracy and being helpful.They have sought to build trust and collaboration; to create an open, problem-solvingclimate; and to increase the selfcontrol of organization members. More recently, ODpractitioners have extended those humanistic values to include a concern for improvingorganizational effectiveness (for example, to increase productivity or to reduceturnover) and performance (for example, to increase profitability). They have shown an

increasing desire to optimize both human benefits and production objectives.

We can gain some understanding of the values represented by OD by referring to

sensitivity training. This method of education and change has a humanistic valueorientation, the belief that it is worthwhile to have the opportunity throughout theirlives to learn and develop personally toward a full realization and actualization ofindividual potential.

When sensitivity training was at the height of its popularity, two main value systemsconsidered were: a spirit of inquiry, and democracy.

The spirit of inquiry comes from the values of science. Two parts of it are relevant: thehypothetical spirit – being tentative checking on the validity of assumptions, andallowing for errors; and experimentation – putting ideas or assumptions to the test.

The second main value system, the democratic value has two elements: collaboration,and conflict resolution through rational means. The learning process in sensitivitytraining is collaborative between participant and trainer, not a traditional authoritarianstudent-teacher relationship. By conflict resolution through rational means, it is meantthat irrational behavior or emotion was off limits, but “that there is a problem-solvingorientation to conflict rather than the more traditional approaches based on bargains,

power plays, suppression, or compromise”.

Professional Ethics:

Ethical issues in OD are concerned with how practitioners perform their helpingrelationship with organization members. Inherent in any helping relationship is thepotential for misconduct and client abuse. OD practitioners can let personal values



stand in the way of good practice or use the power inherent in their professional role toabuse (often unintentionally) organization members.

Ethical Dilemmas:

Misrepresentation: Misrepresentation occurs when OD practitioners claim that an

intervention will produce results that are unreasonable for the change program or thesituation. The client can contribute to the problem by portraying inaccurate goals andneeds. In either case, one or both parties are operating under false pretenses and anethical dilemma exists.

Misuse of Data: Misuse of data occurs when information gathered during the ODprocess is used punitively. Large amounts of information are invariably obtainedduring the entry and diagnostic phases of OD. Although most OD practitioners valueopenness and trust, it is important that they be aware of how such data are going to beused.

Coercion: Coercion occurs when organization members are forced to participate in anOD intervention.

People should have the freedom to choose whether to participate in a change programif they are to gain self-reliance to solve their own problems.

Value and Goal Conflict: This ethical conflict occurs when the purpose of the changeeffort is not clear or when the client and the practitioner disagree over how to achievethe goals. The important practical issue for OD consultants is whether it is justifiable to

withhold services unilaterally from an organization that does not agree with theirvalues or methods.

Technical Ineptness: This final ethical dilemma occurs when OD practitioners try to

implement interventions for which they are not skilled or when the client attempts achange for which it is not ready.

Lecture # 14

Entering and Contracting



Entering and contracting are the initial steps in the OD process. They involve definingin a preliminary manner the organization’s problems or opportunities for developmentand establishing a collaborative relationship between the OD practitioner and membersof the client system about how to work on those issues. Entering and contracting set theinitial parameters for carrying out the subsequent phases of OD: diagnosing theorganization, planning and implementing changes, and evaluating andinstitutionalizing them. They help to define what issues will be addressed by those

activities, which will carry them out, and how they will be accomplished.

Entering and contracting can vary in complexity and formality depending on the

situation.

Entering into an OD Relationship:

An OD process generally starts when a member of an organization or unit contacts anOD practitioner about potential help in addressing an organizational issue. The

organization member may be a manager, staff specialist, or some other key participant,and the practitioner may be an OD professional from inside or outside of theorganization. Determining whether the two parties should enter into an ODrelationship typically involves clarifying the nature of the organization’s currentfunctioning and the issue(s) to be addressed, the relevant client system for that issue,and the appropriateness of the particular OD practitioner. In helping assess these issues,the OD practitioner may need to collect preliminary data about the organization.Similarly, the organization may need to gather information about the practitioner’scompetence and experience. This knowledge will help both parties determine whether

they should proceed to develop a contract for working together.

The activities involved in entering an OD relationship are:

Clarifying the organizational issue: When seeking help from OD practitioners,organizations typically start with a presenting problem—the issue that has caused them

to consider an OD process. It may be specific (decreased market share, increasedabsenteeism) or general (“we’re growing too fast,” “we need to prepare for rapidchanges”). The presenting problem often has an implied or stated solution.



Determining the representatives of the client organization: A second activity inentering an OD relationship is to define who are the team members involved inaddressing the organizational issue. Generally such organization members are involvedwho can directly impact the change issue, whether it is solving a particular problem orimproving an already successful organization or department.

Selecting the appropriate OD practitioner: The last activity involved in entering an ODrelationship is selecting an OD practitioner who has the expertise and experience towork with members on the organizational issue. Unfortunately, little systematic adviceis available on how to choose a competent OD professional, whether from inside or

outside of the organization. Perhaps the best criteria for selecting, evaluating, anddeveloping OD practitioners are those suggested by the late Gordon Lippitt, apioneering practitioner in the field. Lippitt listed areas that managers should considerbefore selecting a practitioner, including the ability of the consultant to form soundinterpersonal relationships, the degree of focus on the problem, the skills of thepractitioner relative to the problem, the extent that the consultant clearly informs theclient as to his or her role and contribution, and whether the practitioner belongs to aprofessional association.

Developing a Contract:

Contracting is a natural extension of the entering process and clarifies how the ODprocess will proceed. It typically establishes the expectations of the parties, the time andresources that will be expended, and the ground rules under which the parties willoperate.

The goal of contracting is to make a good decision about how to carry out the ODprocess. It can be relatively informal and involve only a verbal agreement between the

client and OD practitioner. A team leader with OD skills, for example, may voice his orher concerns to members about how the team is functioning.

The contracting step in OD generally addresses three key areas:

What each party expects to gain from the OD process: This part of the contractingprocess focuses on the expectations of the client and the OD practitioner. The client

states the services and outcomes to be provided by the OD practitioner and describes



what the organization expects from the process and the consultant. Clients usually candescribe the desired outcomes, such as decreased turnover or higher job satisfaction.The OD practitioner also should state what he or she expects to gain from the ODprocess. This can include opportunities to try new interventions, report the results toother potential clients, and receive appropriate compensation or recognition.

The time and resources that will be devoted to it: To accomplish change, theorganization and the OD practitioner must commit time and resources to the effort.Each must be clear about how much energy and how many resources will be dedicatedto the change process.

The ground rules for working together: The final part of the contracting processinvolves specifying how the client and the OD practitioner will work together. Theparameters established may include such issues as confidentiality, if and how the OD

practitioner will become involved in personal or interpersonal issues, how to terminatethe relationship, and whether the practitioner is supposed to make expertrecommendations or help the manager make decisions. For internal consultants,organizational politics make it especially important to clarify issues of how to handlesensitive information and how to deliver bad news.”

Lecture # 15

Diagnosing Organizations

Diagnosis is medical jargon for the gap between sickness and health. As biology

exploded in the late 19th century, the human body, like the workplace, was divided intomanageable components, too.

What is Diagnosis?

Diagnosis is the process of understanding how the organization is currently

functioning, and it provides the information necessary to design change interventions.It generally follows from successful entry and contracting, which set the stage for



successful diagnosis. They help OD practitioners and client members jointly determineorganizational issues to focus on, how to collect and analyze data to understand them,and how to work together to develop action steps from the diagnosis.

First, the values and ethical beliefs that underlie OD suggest that both organizationmembers and change agents should be involved in discovering the determinants ofcurrent organizational effectiveness. Similarly, both should be involved actively indeveloping appropriate interventions and implementing them.

Second, the medical model of diagnosis also implies that something is wrong with thepatient and that one needs to uncover the cause of the illness. In those cases whereorganizations do have specific problems, diagnosis can be problem oriented, seekingreasons for the problems.

Diagnosis provides a systematic understanding of organizations so that appropriateinterventions may be developed for solving problems and enhancing effectiveness.

Organizational diagnosis is a major practitioner skill. It usually examines two broadareas.

The first area comprises the various interacting sub-elements that make up theorganization.

These include the divisions, departments, products, and the relationships betweenthem. The diagnosis may also include a comparison of the top middle, and lower levelsof management in the organization.

The second area of diagnosis concerns the organizational processes. These includecommunication networks, team problem-solving, decision-making, leadership and

authority styles, goal-setting and planning methods, and the management of conflictand competition.

The Process:

Diagnosis is a cyclical process that involves data gathering, interpretations, and

identification of problem areas and possible action programs.

The Performance Gap:



One method in the diagnostic process is to determine the performance gap—-thedifference between what the organizations could do by virtue of its opportunity in itsenvironment and what it actually does. This leads to an approach that may be termedgap analysis. In this method, data are collected on the actual state of the organization ona varying set of dimensions and also on the ideal or desired state, that is, “where theorganization should be.

The Need for Diagnostic Models:

Entry and contracting processes can result in a need to understand a whole system orsome part, process, or feature of the organization. To diagnose an organization, ODpractitioners and organization members need to have an idea about what informationto collect and analyze.

Choices about what to look for invariably depend on how organizations are perceived.Such perceptions can vary from intuitive hunches to scientific explanations of how

organizations function. Conceptual frameworks that people use to understandorganizations are referred to as diagnostic models. They describe the relationshipsamong different features of the organization, its context, and its effectiveness. As aresult, diagnostic models point out what areas to examine and what questions to ask inassessing how an organization is functioning.

Open-Systems Model:

Organization as Open Systems:

Systems can vary in how open they are to their outside environments. Open systems,such as organizations and people, exchange information and resources with theirenvironments. They cannot completely control their own behavior and are influenced inpart by external forces.

Organizations, for example, are affected by such environmental conditions as theavailability of raw material, customer demands, and government regulations.Understanding how these external forces affect the organization can help explain someof its internal behavior.



Lecture # 16

Organization as Open Systems

The following key properties of open systems are described below: inputs,transformations, and outputs; boundaries; feedback; equifinality; and alignment.

Inputs, Transformations, and Outputs:

Any organizational system is composed of three related parts: inputs, transformations,and outputs. Inputs consist of human or other resources, such as information, energy,and materials, coming into the system. Inputs are acquired from the system’s external

environment. Transformations are the processes of converting inputs into outputs. Inorganizations, a production or operations function composed of both social andtechnological components generally carries out transformations. The social componentconsists of people and their work relationships, whereas the technological componentinvolves tools, techniques, and methods of production or service delivery. Outputs arethe results of what is transformed by the system and sent to the environment.

Boundaries:

The idea of boundaries helps to distinguish between systems and environments. Closedsystems have relatively rigid and impenetrable boundaries, whereas open systems havefar more permeable borders. Boundaries—the borders, or limits, of the system—areeasily seen in many biological and mechanical systems. Defining the boundaries ofsocial systems is more difficult because there is a continuous inflow and outflow

through them. The definition of a boundary is somewhat arbitrary because a socialsystem has multiple subsystems and the boundary line for one subsystem may not bethe same as that for a different subsystem.

Feedback:

Feedback is information regarding the actual performance or the results of the system.

Not all such information is feedback, however. Only information used to control thefuture functioning of the system is considered feedback. Feedback can be used tomaintain the system in a steady state (for example, keeping an assembly line running ata certain speed) or to help the organization adapt to changing circumstances.



Equifinality:

The idea of equifinality suggests that similar results may be achieved with differentinitial conditions and in many different ways. This concept suggests that a manager canuse varying degrees of inputs into the organization and can transform them in a varietyof ways to obtain satisfactory outputs.

Alignment:

A system’s overall effectiveness is determined by the extent to which the different partsare aligned with each other. This alignment or fit concerns the relationships betweeninputs and transformations, between transformations and outputs, and among thesubsystems of the transformation process. Diagnosticians who view the relationshipsamong the various parts of a system as a whole are taking what is referred to as asystemic perspective.

Alignment refers to a characteristic of the relationship between two or more parts. Itrepresents the extent to which the features, operations, and characteristics of one systemsupport the effectiveness of another system.

Diagnosing Organizational Systems:

When viewed as open systems, organizations can be diagnosed at three levels. Thehighest level is the overall organization and includes the design of the company’sstrategy, structure, and processes. Large organization units, such as divisions,subsidiaries, or strategic business units, also can be diagnosed at that level. The next

lowest level is the group or department, which includes group design and such devicesfor structuring interactions among members as norms and work schedules. The lowestlevel is the individual position or job. This includes ways in which jobs are designed toelicit required task behaviors.

Diagnosis can occur at all three organizational levels, or it may be limited to issuesoccurring at a particular level. The key to effective diagnosis is to know what to look forat each level as well as how the levels affect each other.

Inputs:



To understand how a total organization functions, it is necessary to examine particularinputs, design components, and the alignment of the two sets of dimensions. Two keyinputs affect the way an organization designs its strategic orientation: the generalenvironment and industry structure. An organization’s industry structure or taskenvironment is another important input into strategic orientation. n addition tounderstanding what inputs are available, the inputs must be understood for their rate ofchange and complexity. An organization’s general environment or industry structure

can be characterized along a dynamic—static continuum. Dynamic environmentschange rapidly and unpredictably and suggest that the organization adopt a flexiblestrategic orientation. Dynamic environments are relatively high in uncertainty. Thecomplexity of the environment refers to the number of important elements in thegeneral environment and industry structure.

Lecture # 17

Diagnosing Organizations

Design Components:

Strategic orientation is composed of five major design components— strategy,technology, structure, measurement systems, and human resources systems—and anintermediate output—culture. Effective organizations align their design components

to each other and to the environment.

A strategy represents the way an organization uses its resources (human, economic, or

technical) to gain and sustain a competitive advantage. It can be described by theorganization’s mission, goals and objectives, strategic intent, and functional policies. Amission statement describes the long-term purpose of the organization, the range ofproducts or services offered the markets to be served, and the social needs served by theorganization’s existence. Goals and objectives are statements that provide explicitdirection, set organization priorities, provide guidelines for management decisions, andserve as the cornerstone for organizing activities, designing jobs, and setting standardsof achievement. Goals and objectives should set a target of achievement.



Technology is concerned with the way an organization converts inputs into productsand services.

It represents the core of the transformation function and includes production methods,work flow, and equipment. Automobile companies have traditionally used anassembly-line technology to build cars and trucks. Two features of the technologicalcore have been shown to influence other design components: interdependence anduncertainty. Technical interdependence involves ways in which the different parts of atechnological system are related. High interdependence requires considerablecoordination among tasks, such as might occur when departments must work together

to bring out a new product. Technical uncertainty refers to the amount of informationprocessing and decision making required during task performance. Generally, whentasks require high amounts of information processing and decision making, they aredifficult to plan and routinize.

Structure: Two ways of determining how an organization divides work are to examineits formal structure or to examine its level of differentiation and integration. Thesecond way to describe how work is divided is to specify the amount of differentiationand integration there is in a structure. Applied to the total organization, differentiationrefers to the degree of similarity or difference in the design of two or more subunits ordepartments.

Measurement systems are methods of gathering, assessing, and disseminatinginformation on the activities of groups and individuals in organizations. Such data tellhow well the organization is performing and are used to detect and control deviations

from goals.

Human resources systems include mechanisms for selecting, developing, appraising,

and rewarding organization members.

Outputs:

The outputs of a strategic orientation can be classified into three components. First,organization performance refers to financial outputs such as profits, return oninvestment, and earnings per share. For nonprofit and government agencies,

performance often refers to the extent to which costs were lowered or budgets met.



Second, productivity concerns internal measurements of efficiency such as sales peremployee, waste, error, rates, quality, or units produced per hour.

Third, stakeholder satisfaction reflects how well the organization has met theexpectations of different groups. Customer satisfaction can be measured in terms ofmarket share or focus-group data; employee satisfaction can be measured in terms of anopinion survey; investor satisfaction can be measured in terms of stock price.

Alignment:

The effectiveness of an organization’s current strategic orientation requires knowledgeof the above information to determine the alignment among the different elements.

1. Does the organization’s strategic orientation fit with the inputs?

2. Do the design components fit with each other?

Lecture # 18

Diagnosing Groups and Jobs

Diagnosis is the second major phase in the model of planned change. Based on open-systems theory, a comprehensive diagnostic framework for organization-, group-, andjob-level systems was discussed.

Group-Level Diagnosis:

It shows the inputs, design components, outputs, and relational fits for group-leveldiagnosis.

Inputs:

Organization design is clearly the major input to group design. It consists of the designcomponents characterizing the larger organization within which the group isembedded: technology, structure, measurement systems, and human resources systems,as well as organization culture.

Design Components:



Groups have five major components:

Goal clarity: Goal clarity involves how well the group understands its objectives. In

general, goals should be moderately challenging; there should be a method formeasuring, monitoring, and feeding back information about goal achievement; and thegoals should be clearly understood by all members.

Task structure: Task structure is concerned with how the group’s work is designed.Task structures can vary along two key dimensions; coordination of members’ effortsand regulation of their task behaviors. The coordination dimension involves the degreeto which group tasks are structured to promote effective interaction among groupmembers. Coordination is important in groups performing interdependence tasks,

Group composition: Composition concerns the membership of groups. Members candiffer on a number of dimensions having relevance to group behavior. Demographicvariables, such as age, education, experience, and skills and abilities, can affect how

people behave and relate to each other in groups.

Group functioning: Group functioning is the underlying basis of group life. Howmembers relate to each other is important in work groups because the quality of

relationships can affect task performance.

Performance norms: Performance norms are member beliefs about how the group

should perform its task and include acceptable levels of performance. Norms derivefrom interactions among members and serve as guides to group behavior. Oncemembers agree on performance norms, either implicitly or explicitly, then membersroutinely perform tasks according to those norms.

Outputs:

Group effectiveness has two dimensions: performance and quality of work life.Performance is measured in terms of the group’s ability to control or reduce costs,increase productivity, or improve quality. This is a “hard” measure of effectiveness. Inaddition, effectiveness is indicated by the group member’s quality of work life. Itconcerns work satisfaction, team cohesion, and organizational commitment.

Fits:



Group design components must fit inputs if groups are to be effective in terms ofperformance and the quality of work life. Research suggests the following fits betweenthe inputs and design dimensions:

1. Group design should be congruent with the larger organization design. Organizationstructures with low differentiation and high integration should have work groups thatare composed of highly skilled and experienced members performing highlyinterdependent tasks. Organizations with differentiated structures and formalizedhuman resources and information systems should spawn groups that have clear,quantitative goals and support standardized behaviors.

2. When the organization’s technology results in interdependent tasks, coordinationamong members should be promoted by task structures, composition, performancenorms, and group functioning. Conversely when technology permits independent

tasks, the design components should promote individual task performance. Forexample, when coordination is needed, task structure might physically locate relatedtasks together; composition might include members with similar interpersonal skillsand social needs; performance norms would support task-relevant interactions; andhealthy interpersonal relationships would be developed.

3. When the technology is relatively uncertain and requires high amounts ofinformation processing and decision making, group task structure, composition,performance norms, and group functioning should promote self-regulation. Membersshould have the necessary freedom, information, and skills to assign members to tasks,to decide on production methods, and to set performance goals. When technology is

relatively certain, group designs should promote standardization of behavior, andgroups should be externally controlled by supervisors, schedules, and plans.

Lecture # 19

Diagnosing Groups and Jobs (continue..)

Individual-Level Diagnosis:



The lowest level of organizational diagnosis is the individual job or position.

Inputs:

Three major inputs affect job design: organization design, group design, and thepersonal characteristics of job holders.

Design Components: individual jobs have five key dimensions: skill variety, taskidentity, task significance, autonomy, and feedback about results.

Skill variety identifies the degree to which a job requires a range of activities andabilities to perform the work. Assembly-line jobs, for example, generally have limited

skill variety because employees perform a small number of repetitive activities. Mostprofessional jobs, on the other hand, include a great deal of skill variety because peopleengage in diverse activities and employ several different skills in performing theirwork.

Task identity measures the degree to which a job requires the completion of a relativelywhole, identifiable piece of work. Skilled craftspeople, such as tool-and-die makers andcarpenters, generally have jobs with high levels of task identity. They are able to see ajob through from beginning to end. Assembly-line jobs involve only a limited piece ofwork and score low on task identity.

Task significance identifies the degree to which a job has a significant impact on otherpeople’s lives. Custodial jobs in a hospital are likely to have more task significance thansimilar jobs in a toy factory because hospital custodians are likely to see their jobs as

affecting someone else’s health and welfare.

Autonomy indicates the degree to which a job provides freedom and discretion in

scheduling the work and determining work methods. Assembly-line jobs generallyhave little autonomy: the work pace is scheduled, and people perform programmedtasks. College teaching positions have more autonomy: professors usually candetermine how a course is taught, even though they may have limited say over classscheduling.

Feedback about results involves the degree to which a job provides employees withdirect and clear information about the effectiveness of task performance. Assembly-line



jobs often provide high levels of feedback about results, whereas college professorsmust often contend with indirect and ambiguous feedback about how they areperforming in the classroom.

Those five job dimensions can be combined into an overall measure of job enrichment.Enriched jobs have high levels of skill variety, task identity, task significance,autonomy, and feedback about results. They provide opportunities for self direction,learning, and personal accomplishment at work. Many people find enriched jobsinternally motivating and satisfying.

Fits:

Job design must fit job inputs to produce effective job outputs, such as high quality andquantity of individual performance, low absenteeism, and high job satisfaction.Research reveals the following fits between job inputs and job design:

1. Job design should be congruent with the larger organization and group designswithin which the job is embedded. Both the organization and the group serve as apowerful context for individual jobs or positions. They tend to support and reinforceparticular job designs. Highly differentiated and integrated organizations and groups

that permit members to self-regulate their behavior fit enriched jobs. These largerorganizations and groups promote autonomy, flexibility, and innovation at theindividual job level.

Conversely, bureaucratic organizations and groups relying on external controls arecongruent with job designs scoring low on the five key dimensions. Both organizationsand groups reinforce standardized, routine jobs. As suggested earlier, congruenceacross different levels of organization design promotes integration of the organization,group, and job levels. Whenever the levels do not fit each other, conflict is likely toemerge.

2. Job design should fit the personal characteristics of the jobholders if they are toperform effectively and derive satisfaction from work. Generally, enriched jobs fitpeople with strong growth needs. These people derive satisfaction and accomplishmentfrom performing jobs involving skill variety, autonomy, and feedback about results.

Enriched jobs also fit people possessing moderate to high levels of task-relevant skills,



abilities, and knowledge. Enriched jobs generally require complex informationprocessing and decision making; people must have comparable skills and abilities toperform effectively. Jobs scoring low on the five job dimensions generally fit peoplewith rudimentary skills and abilities and with low growth needs. Simpler, moreroutinized jobs requiring limited skills and experience fit better with people who place alow value on opportunities for selfdirection and learning. In addition, because peoplecan grow through education, training, and experience, job design must he monitored

and adjusted from time to time.

Lecture # 20

Collecting and Analyzing Diagnostic information

Dimensions to Consider in Diagnosis:

In addition to the importance of the consultant having descriptive, analytic, anddiagnostic theories, a number of other dimensions are important for the consultant toconsider. A description of seven such dimensions follows:

1. Timing of the diagnostic activities is a significant dimension.

2. Extent of participation is a key aspect of diagnosis.

3. The dimension of confidentiality, or individual-anonymous vs. group surfacing of

data, has important facets.

4. The degree to which there was pre-selection of variables vs. emergent selection of

variables to be considered is another important dimension.

5. The extent to which data gathering and analysis are isolated events in contrast to

being part of a long-range strategy is also important.

6. Diagnostic activities that are not part of any such plan that are prompted by

someone’s whim to know “what they are thinking” may produce resentment andresistance and can seriously hinder attempts to get valid data from system members.



7. The nature of the target population in both preliminary and later systematic datagathering and analysis is also a key dimension. The size and nature of the target groupcan affect the acceptability of the diagnostic process, what kind of interdependenciescan be examined, and what kinds of issues can be worked successfully.

Collecting and Analyzing Diagnostic information:

Organization development is vitally dependent on organization diagnosis: Datacollection involves gathering information on specific organizational features, such asthe inputs, design components, and outputs as discussed earlier. The process begins byestablishing an effective relationship between the OD practitioner and those fromwhom data will be collected and then choosing data-collection techniques. Fourmethods can be used to collect data: questionnaires, interviews, observations, andunobtrusive measures. Data analysis organizes and examines the information to make

clear the underlying causes of an organizational problem or to identify areas for futuredevelopment.

The Diagnostic Relationship:

Establishing the diagnostic relationship between the consultant and relevant

organization members is similar to forming a contract. It is meant to clarity expectationsand to specify the conditions of the relationship.

The Data-Collection Process:

The process of collecting data is an important and significant step in an OD program.

During this stage, the practitioner and the client attempt to determine the specificproblem requiring solution. After the practitioner has intervened and has begundeveloping a relationship, the next step is acquiring data and information about theclient system. This task begins with the initial meeting and continues throughout theOD program. The practitioner is, in effect, gathering data and deciding which data arerelevant whenever he or she meets with the client, observes, or asks questions. Thissection discusses the steps involved in the data-collection process.

The Definition of Objectives:



The first and most obvious step in data collection is defining the objectives of thechange program. A clear understanding of these broad goals is necessary to determinewhat information is relevant. Unless the purpose of data collection is clearly defined, itbecomes difficult to select methods and standards.

The Selection of Key Factors:

The second step in data collection is to identity the central variables involved in thesituation (such as turnover, breakdown in communication and isolated management).The practitioner and the client decide which factors are important and what additionalinformation is necessary for a systematic diagnosis of the client system’s problems. Thetraditional approach was to select factors along narrow issues, such as pay andimmediate supervisors, more recently; the trend has been to gauge the organization’sprogress and status more broadly. Broader issues include selecting factors that

determine the culture and values of the organization.

The Selection of a Data-Gathering Method:

The third step in data collection is selecting a method of gathering data. There are manydifferent types of data and many different methods of tapping data sources. Some

major data collecting methods follow.

Methods for Collecting Data: The four major techniques for gathering diagnostic dataare questionnaires, interviews, observations, and unobtrusive measures.



Lecture # 21

Collecting and Analyzing Diagnostic information (continue..)

Sampling:

Before discussing how to analyze data, the issue of sampling needs to he emphasized.Application of the different data-collection techniques invariably raises the following

questions: “How many people should be interviewed and who should they be?” “Whatevents should be observed and how many?” “How many records should be inspectedand which ones?” it may be important to ensure that the sample of people, behaviors, orrecords adequately represents the characteristics of the total population. Samplingdesign involves considerable technical detail, and consultants may need to become



familiar with basic references in this area or to obtain professional help. The first issueto address is sample size, or how many people, events, or records are needed to carryout the diagnosis or evaluation.

First, the larger the population (for example, number of organization members or totalnumber of work outcomes) or the more complex the client system (for example, thenumber of salary levels that must he sampled or the number of different functions), themore difficult it is to establish a “right” sample size.

The second issue to address is sample selection. Probably the most common approachto sampling diagnostic data in OD is a simple random sample, in which each member,behavior, or record has an equal chance of being selected.

The Implementation of Data Collection:

Once an appropriate technique has been selected, the actual data-collection programmust be accomplished. This includes the operational aspects of designing, printing,distributing, and collecting the data-collection instrument. Outside data-collectionagents are more effective than internal personnel.

The Analysis of Data:

The techniques for analyzing data vary from relatively straightforward, simple methodsto highly sophisticated statistical techniques. Several important questions must beconsidered before a datacollecting method is selected: How are the data to be analyzed?Are they to be analyzed statistically, and if so, what type of analysis is to be used? Will

the data be processed by hand or by computer? Will they be coded, and if so how?These questions must be taken into account prior to data collection so that the data canbe used to draw inferences and conclusions.

Evaluating the Effectiveness of Data Collection: A systematic data-collection programhas to establish some criteria for how well the data meet the objectives in terms ofquantity and quality. Obviously, the sample has to be large enough sample to enablegeneralization of results. The accuracy of the data, that is, the degree to which the datadeviate from the truth, is also an important factor.

The Validity of the Data:



Probably the most important question is: Are we measuring and collecting data on thedimensions that we intend to measure? OD programs frequently have to deal withdifficult subjective parameters such as attitudes and values.

The Time to Collect Data:

How long will it take to gather the data using any given technique? How much time isavailable?

Experience suggests that data collection usually takes longer than planned.

The Cost of Data Collection:

How much do the data cost? A large-scale interviewing program costs a great deal oftime and money. The practitioner and the client must determine how much money can

be spent in the data gathering stage.

The Organization Culture and Norms:

The practitioner has to decide what techniques are best suited to a given organization’sculture and will yield the most valid data given these constraints. For example: Are

people likely to be open and candid, or hidden and resistant? Does the climate call foropen confrontation and questions or a more indirect form of data gathering?

The Hawthorne Effect in Data Collecting:

One of the most difficult factors to eliminate is the so-called Hawthorne effect—the

effect the observer has on the subject. The very act of investigating and observing mayinfluence the behavior of those being investigated.

Techniques for Analyzing Data:

Data analysis techniques fall into two broad classes: qualitative and quantitative.Qualitative techniques generally are easier to use because they do not rely on numerical

data. That fact also makes them easier to understand and interpret. Quantitativetechniques, on the other hand, can provide more accurate readings of the organizationalproblem.

Qualitative Tools: Content Analysis: Force-Field Analysis: Performance:



Quantitative Tools: Means, Standard Deviations, and Frequency Distributions:

Lecture # 22

Designing Interventions

What are effective interventions?

The term intervention refers to a set of sequenced planned actions or events intended tohelp an organization increase its effectiveness. Interventions purposely disrupt thestatus quo; they are deliberate attempts to change an organization or subunit toward adifferent and more effective state. In OD, three major criteria define an effectiveintervention: (1) the extent to which it fits the needs of the organization; (2) the degree

to which it is based on causal knowledge of intended outcomes; and (3) the extent towhich it transfers change-management competence to organization members.

How to design effective interventions: Designing OD interventions requires paying

careful attention to the needs and dynamics of the change situation and crafting achange program that will be consistent with the previously described criteria ofeffective interventions. There is scant precise information or research about how todesign interventions or how they can be expected to interact with organizationalconditions to achieve specific results. Moreover, because the ability to implement mostOD interventions is highly dependent on the skills and knowledge of the change agent,the design of an intervention will depend to some extent on the expertise of the

practitioner.

Two major sets of contingencies that can affect intervention success have been discussed

in the OD literature: those having to do with the change situation (including thepractitioner) and those related to the target of change. Both kinds of contingencies needto be considered in designing interventions.

Contingencies Related to the Change Situation:

Researchers have identified a number of contingencies present in the change situationthat can affect intervention success. These include individual differences among



organization members (for example, needs for autonomy), organizational factors (forexample, management style and technical uncertainty), and dimensions of the changeprocess itself (for example, degree of topmanagement support).

Readiness for Change:

Intervention success depends heavily on the organization being ready for plannedchange.

Indicators of readiness for change include sensitivity to pressures for change,dissatisfaction with the status quo, availability of resources to support change, andcommitment of significant management time. When such conditions are present,interventions can be designed to address the organizational issues uncovered duringdiagnosis. When readiness for change is low, however, interventions need to focus firston increasing the organization’s willingness to change.

Capability to Change:

Managing planned change requires particular knowledge and skills, including theability to motivate change, to lead change, to develop political support, to manage thetransition, and to sustain momentum. If organization members do not have thesecapabilities, then a preliminary training intervention may be needed before memberscan engage meaningfully in intervention design.

Cultural Context:

The national culture within which the organization is embedded can exert a powerfulinfluence on members’ reactions to change, so intervention design must account for thecultural values and assumptions held by organization members.

Capabilities of the Change Agent:

OD practitioners should assess their experience and expertise against the requirementsneeded to implement the intervention effectively. When a mismatch is discovered,practitioners can explore whether the intervention can be modified to fit their talents

better, whether another intervention more suited to their skills can satisfy the



organization’s needs, or whether they should enlist the assistance of another changeagent who can guide the process more effectively.

Organizational Issues:

1. Strategic issues. Organizations need to decide what products or services they will

provide and the markets in which they will compete, as well as how to relate to theirenvironments and how totransform themselves to keep pace with changing conditions.

2. Technology and structure issues. Organizations must decide how to divide workinto departments and then how to coordinate among those departments to supportstrategic directions.

3. Human resources issues. These issues are concerned with attracting competentpeople to the organization, setting goals for them, appraising and rewarding theirperformance, and ensuring that they develop their careers and manage stress.

4. Human process issues. These issues have to do with social processes occurringamong organization members, such as communication, decision making, leadership,and group dynamics.

Good Luck….!!!

www.vuaskari.com



Question # 14 of 15 ( Start time: 11:32:31 PM ) Total Marks: 1Coordination is most important for groups performing which of the following tasks?Select correct option:

Independent tasksInterdependent tasks (Pg 116)Mutually exclusive tasksSelf regulatory tasks

Question # 12 of 15 ( Start time: 11:30:33 PM ) Total Marks: 1Which of the following is true about “Appreciative inquiry”?Select correct option:

It suggests that we must talk about the things that are going right in an organization (Pg41)It suggest that OD consultants must point out the flaws in systemIt suggest we must appreciate competent people in organizationNone of the given option is correct

Question # 6 of 15 ( Start time: 11:27:19 PM ) Total Marks: 1Which of the following was called ideological movement?Select correct option:

Exploitative authoritative management styleBenevolent authoritative management styleConsultative management styleQuality of work life (Pg 18)



Question # 3 of 15 ( Start time: 11:25:32 PM ) Total Marks: 1Which of the following is true about Pivotal Norm?Select correct option:

These are not essential to the organization's ob¬jectivesThese are shared but unorganized guide for behaviors essential for organizationThese support and contribute in implementation of essential normsThese are essential to accomplishing tasks (Pg 26-27)

Question # 15 of 15 ( Start time: 11:22:36 PM ) Total Marks: 1Norms essential to accomplishing the organization's objectives are called:Select correct option:

Pivotal norms (Pg 26-27)Irrelevant normsPeripheral normsMarginal norms

Question # 14 of 15 ( Start time: 11:21:38 PM ) Total Marks: 1“Conflict among team members due to inappropriate structure” represents what inorganization development process?Select correct option:

A specific problemA general problemA symptom of a problem (Pg 84)Diagnosis of problem

Question # 8 of 15 ( Start time: 11:18:54 PM ) Total Marks: 1As an OD consultant you have fear of unpredictable outcome of OD practices. This feargets stronger in which of the following situations?Select correct option:

Entering stage when the consultant is external (Pg 72)Entering stage when the consultant is internalContracting stage when the consultant is externalContracting stage when the consultant is internal

Question # 6 of 15 ( Start time: 11:17:05 PM ) Total Marks: 1Which one of the following is the identity of design component at organization level of



comparison planned change model?Select correct option:

General environmentIndustry structureOrganization effectivenessTechnology (Pg 92)

Question # 3 of 15 ( Start time: 11:15:04 PM ) Total Marks: 1Which of the following is NOT a visible manifestation of culture?Select correct option:

Dress CodeWork EnvironmentAttitudes (Pg 24)Benefits

Question # 13 of 15 ( Start time: 10:58:34 PM ) Total Marks: 1Which of the following statement is NOT true about organization developmentpracticing style?Select correct option:

Five practitioner styles are mutually exclusive (Pg 61)All the styles can be effective and they are interrelatedA practitioner may transition from one style to another to meet changing client

system needsFrequently, some combination of the styles may be applied

Question # 12 of 15 ( Start time: 10:57:17 PM ) Total Marks: 1Which of the following planned change model treats consultants and participants as co-learners?Select correct option:

Lewin’s change modelAction research model (Pg 40)Contemporary adaptations to the action research modelAll models treat participants as co-learners

Question # 9 of 15 ( Start time: 10:54:25 PM ) Total Marks: 1In company ABC, 15 minutes are reserved for tea time to support the interpersonal



relations among members. Company is trying to do which of the following?Select correct option:

Clearing goalsDeveloping task structureComposing groupsEnhancing group functioning

Question # 7 of 15 ( Start time: 10:52:22 PM ) Total Marks: 1“What OD practitioner and the client expect to get from the relationship” is a criticalarea to be accessed in which of the following stages of action research model?Select correct option:

Problem identificationContractingDiagnosis (Pg 126)Planning Change

Question # 3 of 15 ( Start time: 10:49:08 PM ) Total Marks: 1"To preserve and improve human life” is the mission statement of:Select correct option:

Walt DisneyWall MartMerck (Pg 108)Mary kay cosmetic

Question # 1 of 15 ( Start time: 10:47:47 PM ) Total Marks: 1Which one of the following is the part of contemporary action research?Select correct option:

Choose positive objective (Pg 164)Problem identificationJoint action planningUnfreezing

Question # 13 of 15 ( Start time: 10:45:17 PM ) Total Marks: 1At the group level diagnosis the “task structure” is the component of:Select correct option:

InputOutput



Design component (Pg 114)Fit

Question # 15 of 15 ( Start time: 10:37:23 PM ) Total Marks: 1In organizational systems, alignment refers to which of the following?Select correct option:

A characteristic of the relationship between two or more parts (Pg102)A concept that a manager can use varying degrees of inputs into the organizationDevelopment of a variety of satisfactory optionsTransforming variety of options in a variety of ways to obtain satisfactory outputs

Question # 14 of 15 ( Start time: 10:36:52 PM ) Total Marks: 1________ is the process of understanding how the organization is currently functioning,and it provides the information necessary to design change interventions.Select correct option:

DiagnosisEnteringContractingEvaluation

Question # 11 of 15 ( Start time: 10:34:48 PM ) Total Marks: 1At the group level diagnosis the “group norm” is the component of:Select correct option:

InputOutputDesign componentFit

Question # 8 of 15 ( Start time: 10:31:32 PM ) Total Marks: 1Which one of the following is NOT the part of first area of organizational diagnosis?Select correct option:

LeadershipDivisions



DepartmentsProducts

Question # 5 of 15 ( Start time: 10:29:06 PM ) Total Marks: 1________ is an emerging profession providing alternative opportunities for gainingcompetence and developing a careerSelect correct option:

Organization developmentInternal practitionerExternal practitionerOrganization theory

Question # 13 of 15 ( Start time: 10:22:01 PM ) Total Marks: 1Organizational Development is a planned change in an organization’s culture throughthe utilization of ________ technology, research and theory.Select correct option:

Management ScienceBehavioral ScienceHuman ScienceAll of the given options

Question # 12 of 15 ( Start time: 10:21:07 PM ) Total Marks: 1"To make people happy” is the mission statement of:Select correct option:

Walt DisneyWal MartMerckMary kay cosmetic

Question # 11 of 15 ( Start time: 10:19:35 PM ) Total Marks: 1The way an organization uses its resources is called which of the following designcomponents?Select correct option:

Strategy



TechnologyStructureMeasurement systems

Question # 6 of 15 ( Start time: 10:14:38 PM ) Total Marks: 1The strategic change stem is a recent influence on OD’s evolution. The core purpose ofstrategic change is to propose that:Select correct option:

Every strategy must be pre-decidedEvery thing must be analyzed strategically without seeking the consequencesOrganization’s environment and its strategy could be described and analyzedStrategy can be re-tested after implementation

Question # 12 of 15 ( Start time: 10:05:51 PM ) Total Marks: 1In which approach the organization is viewed as a set of processes that can be linked tothe quality of products and services, modeled through statistical techniques andimproved continuously?Select correct option:

Laboratory trainingSurvey feed backParticipative managementQuality of work life

Question # 4 of 15 ( Start time: 09:59:18 PM ) Total Marks: 1The application of behavioral science knowledge is present in which of the followingplanned change models?Select correct option:

Lewin’s change modelAction research modelContemporary adaptations to the ac¬tion research modelAll models include application of behavioral science knowledge

Question # 7 of 15 ( Start time: 09:45:08 PM ) Total Marks: 1Which one of the following is the component of output at group level diagnosis?Select correct option:



Team effectivenessGoal clarityTeam functioningGroup composition

Question # 11 of 15 ( Start time: 09:36:07 PM ) Total Marks: 1________ consist of human or other resources, such as information, energy, andmaterials, coming into the system.Select correct option:

InputOutputTransformationFeedback

Question # 13 of 15 ( Start time: 09:19:30 PM ) Total Marks: 1In IBM some groups operate out of the human resources area and may report directly tothe president of the organization. They can be categorized as which of the following ODconsultant groups?Select correct option:

Internal practitionerExternal practitionerInternal and external practitioner mixGeneral OD consultants

Question # 6 of 15 ( Start time: 09:15:45 PM ) Total Marks: 1OD applies on ___________ of an entire system.Select correct option:

StrategyStructureProcessAll of the given options

Question # 1 of 15 ( Start time: 09:13:29 PM ) Total Marks: 1Sustained planned change requires which of the following change to be incorporated inorganization?Select correct option:



Structural changeCultural changeChange in visionChange in mission

Question # 9 of 15 ( Start time: 09:08:41 PM ) Total Marks: 1________ occurs when organizational development practitioners claim that anintervention will produce results that are unreasonable for the change program or thesituation.Select correct option:

Ethical DilemmasMisrepresentationCoercionSpirit of inquiry

Question # 7 of 15 ( Start time: 09:07:22 PM ) Total Marks: 1Which one the following in NOT the part of Lewin’s change model?Select correct option:

UnfreezingRefreezingMovingProblem identification

Question # 3 of 15 ( Start time: 09:05:08 PM ) Total Marks: 1Which one of the following is the identity of inputs at organization level of comparisonplanned change model?Select correct option:

Industry structureMeasurement systemOrganization effectivenessTechnology

Question # 14 of 15 ( Start time: 08:56:53 PM ) Total Marks: 1________ is the relevant people or departments in the company that are broughttogether to begin organizing for task performance of degree to which the client system



is organized.Select correct option:

IdentificationConventionOrganizationEvaluation

Question # 13 of 15 ( Start time: 08:55:33 PM ) Total Marks: 1ABC co. has introduced new policies for efficient outcomes which increased theemployee’s turnover rate. Consultants of this company are seriously facing the problemof conflict between the interests of organization and employees. Which of the followingis true for this organization?Select correct option:

Employee’s commitment is too lowOrganization is facing value dilemma which may be overcome by compromisesOrganization may collapse due to the conflict among interests of organization and

employeesOrganization has no concern with employee satisfaction

Question # 12 of 15 ( Start time: 08:55:11 PM ) Total Marks: 1Which of the following stages may include installing new methods and procedures,reorganizing structures and work designs, and reinforcing new behaviors in actionresearch model?Select correct option:

InterventionPlanning changeEvaluationFeedback

Question # 11 of 15 ( Start time: 08:54:24 PM ) Total Marks: 1The________ involves specifying how the client and the OD practitioner will worktogether.Select correct option:

Contracting processEntering processOD processSelecting process



Question # 9 of 15 ( Start time: 08:52:56 PM ) Total Marks: 1All of the following are the benefits an external consultant gets in consulting stage oforganization development EXCEPT:Select correct option:

Formal documentsMust complete projects assignedCan terminate project at willInformation confidential

Question # 7 of 15 ( Start time: 08:51:08 PM ) Total Marks: 1Which of the following factors are not included in improvement strategies other thanOD interventions?Select correct option:

Production of organizational effectivenessImproving health and creating better system functioningEnhancing ability to achieve objectivesEstablishment of norms and continual self study and bringing changed processes

and culture

Question # 4 of 15 ( Start time: 08:49:47 PM ) Total Marks: 1Which of the following problem is associated with external practitioners of organizationdevelopment?Select correct option:

Unfamiliarity with internal culture and technologies usedLack of specialized skillsLack of objectivityLack of degree of influence and status in client system

Question # 2 of 15 ( Start time: 08:48:33 PM ) Total Marks: 1The goal of, which of the following organization development practicing style, isneither effectiveness nor participant satisfaction?Select correct option:

Stabilizer StyleCheerleader StyleAnalyzer StylePersuader Style



Question # 1 of 15 ( Start time: 08:48:03 PM ) Total Marks: 1Which of the following is not necessary to be exhibited in a successful changepractitioner?Select correct option:

Goal-setting abilityProblem-solving abilityAbility to perform self-assessmentAbility to have all knowledge of internal organizational systems

Question # 14 of 15 ( Start time: 08:29:37 PM ) Total Marks: 1Which one of the following is the identity of inputs at organization level of comparisonplanned change model?Select correct option:

General environmentStrategyOrganization effectivenessTechnology

Question # 13 of 15 ( Start time: 08:29:08 PM ) Total Marks: 1Kurt Lewin was the founder of which of the following?Select correct option:

T-groupsQuality of work lifeStrategic changeParticipative management

Question # 12 of 15 ( Start time: 08:28:42 PM ) Total Marks: 1________ have two elements collaboration and conflict resolution through rationalmeans.Select correct option:

Democratic valueSpirit of inquiry



Humanistic valueEthical dilemmas

Question # 11 of 15 ( Start time: 08:28:21 PM ) Total Marks: 1NTL stands for ________.Select correct option:

National Training LaboratoriesNational Testing LaboratoriesNational Taxing LaboratoriesNational Tiring Laboratories

Question # 7 of 15 ( Start time: 08:26:05 PM ) Total Marks: 1Benevolent authoritative system possesses which of the following characteristics?Select correct option:

High level of employee interaction and communicationHigh levels of productivity with participative decision makingAutocratic, top-down approach to leadership with little participationAutocratic, top-down approach to leadership with no participation

Question # 6 of 15 ( Start time: 08:25:03 PM ) Total Marks: 1This ethical value and goals conflict occurs when the purpose of the change effort is notclear or when the client and the practitioner disagree over how to achieve the goals.Select correct option:

Ethical value and goals conflictDemocratic valueMisrepresentationCoercion

Question # 5 of 15 ( Start time: 08:23:48 PM ) Total Marks: 1Which one of the following is the component of design component at group leveldiagnosis?Select correct option:

Goal clarity



General environmentGroup designPersonal characteristic

Question # 3 of 15 ( Start time: 08:22:14 PM ) Total Marks: 1Investments decisions are considered in which of the following stages of action researchmodel?Select correct option:

EnteringContractingDiagnosisFeedback

Question # 2 of 15 ( Start time: 08:21:42 PM ) Total Marks: 1Which of the following organization development practicing style places greatemphasis on efficiency, and gives little emphasis to member satisfaction?Select correct option:

Stabilizer StyleCheerleader StyleAnalyzer StylePathfinder Style

Question # 12 of 15 ( Start time: 08:08:27 PM ) Total Marks: 1A manager must make sure to employees that in the process of unfreezing whileincorporating planned change in organization, their self esteem will not get hurt. Whichof the following stage of unfreezing truly takes in to consideration the abovereservation?Select correct option:

DisconfirmationCreation of psychological safetyInduction of guiltInduction of anxiety



Question # 11 of 15 ( Start time: 08:07:08 PM ) Total Marks: 1Divisions, subsidiaries, or strategic business units are categorized at what level in opensystem organizations?Select correct option:

Level oneLevel twoLevel threeLevel four

Question # 10 of 15 ( Start time: 08:06:04 PM ) Total Marks: 1Which of the following design component of group is concerned with the membershipof groups?Select correct option:

Goal clarityTask structureGroup compositionGroup functioning

Question # 9 of 15 ( Start time: 08:05:23 PM ) Total Marks: 1Downward communication and little lateral interaction and team work is thecharacteristic of which of the following management style?Select correct option:

Exploitative authoritativeBenevolent authoritativeConsultativeParticipative

Question # 8 of 15 ( Start time: 08:04:51 PM ) Total Marks: 1Lewin’s change model differs from other models in which of the following grounds?Select correct option:

It emphasizes on application of behavioral science knowledgeIt focuses on general practices of planned changeIt involves organizational member in change processIt forces the interaction between consultants and organization



Question # 7 of 15 ( Start time: 08:03:56 PM ) Total Marks: 1As organizations have to be smaller to become faster in this new era, which of thefollowing is the biggest hurdle for them to survive?Select correct option:

Trendy consumersMultinational competitorsGovernmental policiesTechnological innovations

Question # 5 of 15 ( Start time: 08:02:31 PM ) Total Marks: 1________ is the process in which results of what is transformed by the system and sentto the environment.Select correct option:

OutputInputMeasurementEvaluation

Question # 4 of 15 ( Start time: 08:01:14 PM ) Total Marks: 1All of the following are included in outputs of strategic orientation, EXCEPT:Select correct option:

Organization performanceProductivityStakeholder satisfactionOrganization differentiation

Question # 3 of 15 ( Start time: 08:00:34 PM ) Total Marks: 1A small, unstructured group in which participants learn from their own interactionsand evolving dynamics is among which of the following OD stems?Select correct option:

Quality of work lifeStrategic change



Survey feedbackLaboratory training

Question # 2 of 15 ( Start time: 07:59:12 PM ) Total Marks: 1Which one of the following is the part of transformation of comparison of plannedchange model?Select correct option:

Social componentInformationEnergyServices

Question # 15 of 15 ( Start time: 07:55:03 PM ) Total Marks: 1In General Electric managers and employees initiated changes in the organization.Which type of OD practitioner they belong to?Select correct option:

People who specialized in OD as a professionPeople who specialized in fields related to ODPeople who have gained competence in OD and who apply it to their own work areasPeople who practice OD without knowing it in depth

Question # 14 of 15 ( Start time: 07:54:27 PM ) Total Marks: 1Which of the following is not true about OD?Select correct option:

OD is usually concerned about organizational level issuesBasic concern of OD is to develop the organization as well as individuals inorganizationsEnhancing quality of life of individuals is the core issue of ODOrganizational level issues are the only and core issues of OD practitioners

Question # 13 of 15 ( Start time: 07:53:30 PM ) Total Marks: 1Kurt Lewin was the founder of which of the following?Select correct option:



Survey feedbackQuality of work lifeStrategic changeParticipative management

Question # 12 of 15 ( Start time: 07:52:48 PM ) Total Marks: 1All of the following are included in all planned change model EXCEPT:Select correct option:

Application of behavioral science knowledgeFocus on general practices of planned changeInvolvement of organizational member in change processInteraction between consultants and organization

Question # 11 of 15 ( Start time: 07:52:22 PM ) Total Marks: 1Internal consultants of organization development are members of the organization andoften are located in which department of organization?Select correct option:

Human resourcesFinanceResearch and developmentInformation technology

Question # 10 of 15 ( Start time: 07:51:45 PM ) Total Marks: 1Listening actively to members' perceptions and feelings to under¬stand how they seethemselves and the organization, is showing which of the following OD practitioner’sexpertise?Select correct option:

Intrapersonal expertiseInterpersonal expertiseGeneral consultation expertiseOrganization development expertise

Question # 9 of 15 ( Start time: 07:51:11 PM ) Total Marks: 1Which one of the following is the part of action research method?



Select correct option:

UnfreezingRefreezingMovingProblem identification

Question # 7 of 15 ( Start time: 07:49:20 PM ) Total Marks: 1Organizational system is composed of all of the following parts EXCEPT:Select correct option:

InputsOutputsProcessingTransformations



Quiz 1 HRM628/MGMT628 Organization DevelopmentSolved by Admin Rajpoot & Sarfraz Ali www.vuaskari.com

OD interventions are usually long ranged and long term that unfolds according tothe strategy implemented. Which of the following is the basic reason for long termplanning?Select correct option:

Changing the processes and culture is very complexRe-engineering is not possible in some casesUnderstanding and assessing the success of strategy take long timeAll of the given options

Many OD interventions are long-term projects and take considerable time to producedesired outcomes. The longer the time period of the change program, the greater are thechances that other factors, such as technology improvements, will emerge to affect theresults.

Long-range: The reason for OD practitioners and theorists conceptualizing ODprograms in long-range terms are several. First, changing a system’s culture andprocesses is a difficult, complicated, and long-term matter if lasting change is to beeffected. OD programs envision that the system members become better able to managetheir culture and processes in problem- solving and self-renewing ways. Such complexnew learning takes time. Second, the assumption is made that organizational problemsare multifaceted and complex. One-shot interventions probably cannot solve suchproblems, and they most assuredly cannot teach the client system to solve them in sucha short time period.

A process that deals with facilitating system wide change in an organization isknown as:Select correct option:

Organization developmentOrganizational change managementStructural change managementOrganization theory



Kurt Lewin was the founder of which of the following?Select correct option:

Survey feedbackQuality of work lifeStrategic changeParticipative management

Which of the following step is not applicable in action research model?Select correct option:

Problem identificationContractingDiagnosisTermination after implementation

Action Research Model:1. Entry (Problem identification)2. Contracting (Consultation with a behavioral science expert)3. Diagnosis (Data gathering and preliminary diagnosis)4. Feedback (Feedback to a key client or group)5. Planning Change (Joint action planning)6. Intervention (Action)7. Evaluation (Data gathering after action)Termination is not an applicable phase for internal OD practitioners

Which of the following is not considered as a source of competitive advantage in neworganizations now?Select correct option:

Technological advancementsCultural strengthsStructural strengthEconomies of scale



The pace of this change is relentless, and increasing past sources of competitiveadvantage, such as economies of scale and huge advertising budgets, is no longer aseffective in the new competitive landscape.

“Retaining only useful members” is an example of which of the following?Select correct option:

Individual unfreezingSystem unfreezingInterpersonal unfreezingNone of the given options

Climate/interpersonal style = Redefinition of the business: service, not transportation.Top-management commitment and involvement.

Expectations of both parties (OD consultants and clients) from each other are takeninto consideration in which of the following stages of action research model?Select correct option:

EnteringContractingDiagnosisFeedback

Contracting (Consultation with a behavioral science expert): During the initial contact,theOD practitioner and the client carefully assess each other. The practitioner has his or herown normative, developmental theory or frame of reference and must be conscious ofthose assumptions and values. Sharing them with the client from the beginningestablishes an open and collaborative atmosphere.Unlike other types of contracts, the OD contract states three critical areas:a. What each expects to get from the relationship?b. How much time each will invest, when, and at what costc. The ground rules under which the parties will operate



When seeking help from organization practitioner, organization typically starts withwhich of the following?Select correct option:

Discussing the issue that has caused the organization to consider development processPresenting changeImplementing changeAssessment of change

1. Entry (Problem identification): This stage usually begins when a key executive in theorganization or someone with power and influence senses that the organization has oneor more problems that might be solved with the help of an OD practitioner.

In which of the following stage of planned change, the feedback to organizationmembers about the intervention's results provides information about whether thechanges should be continued, modified, or suspended.Select correct option:

Evaluating and Institutionalizing ChangePlanning and Implementing ChangeDiagnosingEntering and Contracting

Evaluating and Institutionalizing Change:The final stage in planned change involves evaluating the effects of the intervention andmanaging the institutionalization of successful change programs. Feedback toorganizationmembers about the intervention's results provides information about whether thechanges shouldbe continued, modified, or suspended

OD practitioners need to gain clarity about the relevance of change effort to the clientsystem in order to prevent which of the following ethical dilemmas?Select correct option:

Misrepresentation of problem



CoercionValue and goal conflictTechnical ineptness

To prevent misrepresentation, OD practitioners need to gain clarity about the goals ofthe change effort and to explore openly with the client its expected effects, its relevanceto the client system, and the practitioner's competence in executing the intervention.

An organization member who initiates change in his or her work group, or a memberof the human resources or organization development department can be called:Select correct option:

External practitionerInternal practitionerChief executive officerOrganization development

Internal consultants are members of the organization and often are located in thehuman resources department.

An OD expert beliefs that client does not know and can not acquire the appropriateskills to resolve the conflicts. Thus conflicts should be resolved following a logicalproblem solving process. Which of the practitioner style he possess?Select correct option:

The Stabilizer StyleThe Cheerleader StyleThe Analyzer StyleThe Persuader Style

The analyzer style has a background of specialized expertise, knowledge, andexperience applicable to the solution of specific problems. The client needs to have aproblem solved, a service performed or a study made; the analyzer practitioner takesresponsibility for providing these functions. This style is based on the belief that theclient does not need to know or cannot learn the skills to solve its problems. The success



of the practitioner is largely dependent on the client’s having properly diagnosed itsproblem and called in the right kind of practitioner.

The consultant works with the leader and group to diagnose trengths andweaknesses, identify problems and opportunities, and develop action plans andmethods for reaching desired goals in which type of consulting model?Select correct option:

Purchase of Expertise ModelDoctor-patient ModelProcess Consultation ModelOrganization model

In the “process consultation model,” the consultant works with the leader and group todiagnose strengths and weaknesses, identify problems and opportunities, and developaction plans and methods for reaching desired goals.

________ occurs when organization members are forced to participate in an ODintervention.Select correct option:

Misuse of dataDemocratic valueMisrepresentationCoercion

Coercion: Coercion occurs when organization members are forced to participate in anOD intervention.

Which one of the following is NOT the part of contemporary action research?Select correct option:

Choose positive objectiveDevelop action plan



EvaluateProblem identification

Action Research Model:1. Entry (Problem identification)2. Contracting (Consultation with a behavioral science expert)3. Diagnosis (Data gathering and preliminary diagnosis)4. Feedback (Feedback to a key client or group)5. Planning Change (Joint action planning)6. Intervention (Action)7. Evaluation (Data gathering after action)

Which of the following factors is part of improvement strategies other than ODinterventions?Select correct option:

Bringing change in cultureEstablishment of normsBringing change in process with continual self studyImproving health and creating better system functioning in one time study

The desired outcomes of OD efforts are both similar to other improvement strategies,and different from other improvement strategies. OD programs and efforts aredesigned to produce organizational effectiveness and health, better system functioning,greater ability to achieve objectives, and so forth, as shown in some of the definitions inFigure 1. But some of the definitions point additional desired outcomes: outcomesrelating to a changed organizational culture, to changed processes (especially renewaland adaptation processes) and to the establishing of norms of continual self-study andpro-action.

The pathfinder practitioner focuses on all of the following processes essential foreffective organization performance EXCEPT:

Select correct option:Communication among managers



Member role and functions in groupsGroup problem-solving and decision-makingLeadership and authority

The pathfinder practitioner focuses on six processes essential for effective organizationperformance: (1) communication, (2) member role and functions in groups, (3) groupproblem-solving and decision-making, (4) group norms and growth, (5) leadership andauthority, and (6) inter-group cooperation a competition.

All of the following are the benefits an internal consultant gets in diagnosing stageof organization development EXCEPT:

Select correct option:Have relationships with many organization membersSustain reputation as trustworthy over timeData openly shared can reduce political intrigueConfidential data can increase political sensitivities

•Has relationships with many organization members•Prestige determined by job rank and client stature•Sustain reputation as trustworthy over time•Data openly shared can reduce political intrigue

An OD practitioner has moderate emphasis on goal accomplishment and employeesatisfaction. Which type of practitioner style he has?Select correct option:


The persuader style focuses on dimensions, effectiveness and morale, yet optimizesneither.Such a style provides a relatively low-risk strategy, yet avoids direct confrontation withother forces. This approach may be used when the practitioner has little power or



leverage relative to other participants. It is motivated primarily by a desire to satisfy,that is, to achieve something that is “good enough.”

A ________ may be defined as an unwritten agreement between individuals and theorganization of which they are members.Select correct option:

Psychological contractBehavioral contractSocial contractPeripheral contract

A psychological contract may be defined as an unwritten agreement betweenindividuals and the organization of which they are members

Which of the following models focuses on planned change as a cyclical process inwhich initial research about the organization provides information to guidesubsequent action?Select correct option:

Action research modelLewin’s change modelContemporary action researchLickert scale

The action research model focuses on planned change as a cyclical process in whichinitial research about the organization provides information to guide subsequent action.

Culture reflects the values, ethics, beliefs, personality and traits of which of thefollowing?Select correct option:

The company's founders, management and employeesManagement and customersJust employees



The upper and middle management

Culture reflects the values, ethics, beliefs, personality and traits of the company'sfounders, management and employees. In a well-established company, the culture is sostrong that even new top management may not be able to change it.

When seeking help from organization practitioner, organization typically starts withwhich of the following?Select correct option:

Discussing the issue that has caused the organization to consider development processPresenting changeImplementing changeAssessment of change

________ have two elements collaboration and conflict resolution through rationalmeans.Select correct option:

Democratic valueSpirit of inquiryHumanistic valueEthical dilemmas

The second main value system, the democratic value has two elements: collaboration,and conflict resolution through rational means.

This ability of consultant is particularly important in times of conflict and stress; it isalso critical just before and during a manager’s first experience with team building isknown as:Select correct option:

Confront difficult issuesSupport and nurture othersListen well and empathize



Listen well and empathize

The ability to support and nurture others. This ability is particularly important in timesof conflict and stress; it is also critical just before and during a manager’s firstexperience with team building.

“High conflict about tasks and projects” is a trait of which of the following types oforganizations?Select correct option:

Effective organizationLearning organizationDeveloping organizationLosing organization

7. There is high “conflict” (clash of ideas) about tasks and projects, and relatively littleenergy spent in clashing over interpersonal difficulties because they have beengenerally worked through.

Which of the following is the characteristic of an effective organization?Select correct option:

High conflict about tasks and projectsHigh energy spent in clashing over interpersonal difficultiesCentralized decision makingMaximum amount of inappropriate win/lose activities between individuals and groups

________ is the relevant people or groups who need to be involved in the changeprogram of degree to which the client system is organized.Select correct option:

IdentificationConventionOrganization



Evaluation

1. Identification: This step identifies the relevant people or groups who need to beinvolved in the change program.

External practitioners are invited into the organization, so they have:Select correct option:Less degree of influence than managersGreater freedom of operations as compare to internal practitionersLess experience so they are not considered for raises and appraisalsA greater knowledge of technology than manager

Because external practitioners are invited into the organization, they have increasedleverage (the degree of influence and status within the client system) and greaterfreedom of operation than internal practitioners.

An OD practitioner while practicing, usually show concern with the organizationalmembers and assumes that efficiency and effectiveness of organizational processeslies within the human capital satisfaction. Which of following practitioner style hashe?Select correct option:


The cheerleader style places emphasis on the satisfaction of organization members andis chiefly concerned with employee motivation and morale.The assumption being that if member satisfaction is high, effectiveness will also be high.

Developing a marketing strategy for a new product is an example of which of thefollowing consulting models?Select correct option:



Purchase of Expertise ModelDoctor-patient ModelProcess Consultation ModelOrganization model

Example would be (1) surveying consumers or employees about some matter, (2)finding out how best to organize the company after a merger, or (3) developing amarketing strategy for a new product.

A supply chain manager diagnoses a problem in supplier and client relationshipwhich is ultimately disturbing whole supply chain process. He hires an ODconsultant and clearly tells them that he is not interested in changing the wholesupply chain processes rather only slight improvement in supplier and clientrelationship will serve the purpose of aligning the whole supply chain. Keeping inview the above situation, of which magnitude change is required by manager?Select correct option:

Incremental changeQuantum changeExtensive changeComplex change

Incremental changes tend to involve limited dimensions and levels of the organization,such as the decision-making processes of work groups. They occur within the context ofthe organization’s existing business strategy, structure, and culture and are aimed atimproving the status quo.


Quality of work lifeStrategic changeParticipative managementAction research



In which of the following stems of OD studies was the systematic collection ofsurvey data that was fed back to the client organization?Select correct option:

Quality of work lifeStrategic changeSurvey feedbackLaboratory training

Although the data may have been collected with the client’s help, the OD practitionerusually is responsible for organizing and presenting them to the client.

A flexible and potentially powerful technique for data feedback that has arisen out ofthe wide use of questionnaires in OD work is known as survey feedback. Its central rolein many large-scale on efforts warrants a special look.

Culture reflects the values, ethics, beliefs, personality and traits of which of thefollowing?Select correct option:

The company's founders, management and employeesManagement and customersJust employeesThe upper and middle management

Which of the following is not necessary to be exhibited in a successful changepractitioner?Select correct option:

Goal-setting abilityProblem-solving abilityAbility to perform self-assessmentAbility to have all knowledge of internal organizational systems

For example, research on the characteristics of successful change practitioners yields thefollowing list of attributes and abilities: diagnostic ability, basic knowledge of



behavioral science techniques, empathy, knowledge of the theories and methods withinthe consultant's own discipline, goal-setting ability, problem-solving ability, and abilityto perform self-assessment, ability to see things objectively, imagination, flexibility,honesty, consistency, and trust.

Internal consultants of organization development are members of the organizationand often are located in which department of organization?Select correct option:


Internal consultants are members of the organization and often are located in thehuman resources department.


T-groupsQuality of work lifeStrategic changeParticipative management





Which of the following is true?Select correct option:

Globalization is increasing the cost of businessInformation technology is helping mangers to innovate uses of knowledgeManagerial innovation in OD refers to the imaginative skills of managersAll of the given options

Three major trends are shaping change in organizations: globalization, informationtechnology, and managerial innovation.

An external OD consultant is highly emotionally intelligent as well as possess aboveaverage learning skills. Which of the following skill he exhibits?Select correct option:

Intrapersonal skillsInterpersonal skillsGeneral consultation skillsOrganization development skills

Because OD is a highly uncertain process requiring constant adjustment andinnovation, practitioners must have active learning skills and a reasonable balancebetween their rational and emotional sides.

Which of the following is focused primarily on the personal consequences of thework experience and how to improve work to satisfy personal needs?Select correct option:

Exploitative authoritative management styleBenevolent authoritative management styleConsultative management styleQuality of work life

QWL focused primarily on the personal consequences of the work experience and howto improve work to satisfy personal needs.



________ lists six key skill areas that are critical to the success of the internalpractitioner.Select correct option:

St. PaulArgyrisSusan GebeleinLockheed Martin

Susan Gebelein lists six key skill areas that are critical to the success of the internalpractitioner.

Organization development is basically improving which of the following factors inthe people?Select correct option:

EffectivenessQualityEfficiencyGrowth

Finally, it is important to note that OD has two broad goals: organization developmentand individual development. Although it is not stated explicitly in the abovedefinitions, improving the quality of life for individuals in organizations is a primarygoal of organization development. Enhancing individual development is a key value ofOD practitioners and a key outcome of most OD programs.

A small, unstructured group in which participants learn from their own interactionsand evolving dynamics about such issues as interpersonal relations, personal growth,leadership, and group dynamics is:Select correct option:

Action Research



The T-GroupStrategic changeQuality of work life

1. Laboratory Training (The T-Group):This stem of OD pioneered laboratory training, or the T-group – a small, unstructuredgroup in which participants learn from their own interactions and evolving dynamicsabout such issues as interpersonal relations, personal growth, leadership, and groupdynamics.

In Lewin’s change model, reducing the forces that maintain the organization’sbehavior at its present level is which of the following step?Select correct option:

UnfreezingMovingChangingRefreezing

Unfreezing involves reducing those forces maintaining the organization’s behavior atits present level.



Action Research Model:1. Entry (Problem identification)2. Contracting (Consultation with a behavioral science expert)3. Diagnosis (Data gathering and preliminary diagnosis)4. Feedback (Feedback to a key client or group)5. Planning Change (Joint action planning)



6. Intervention (Action)7. Evaluation (Data gathering after action)

________ occurs when organization members are forced to participate in an ODintervention.Select correct option:

Misuse of dataDemocratic valueMisrepresentationCoercion

External practitioners are invited into the organization, so they have:Select correct option:

Less degree of influence than managersGreater freedom of operations as compare to internal practitionersLess experience so they are not considered for raises and appraisalsA greater knowledge of technology than manager


________ a leader or group identifies a need for information or expertise that theorganization cannot supply.Select correct option:

Purchase of expertise modelDoctor-patient modelProcess consultation modelOrganization model

In the “purchase of expertise model,” a leader or group identifies a need forinformation or expertise that the organization cannot supply.



Which of the following stage of Lewin’s change model is NOT resistant to change?Select correct option:

UnfreezingMovementRefreezingAll of the stages are equally resistant to change

Stage 3: RefreezingThis final stage is one of helping the client integrate the changes. This stage involvesstabilizing or institutionalizing these changes by establishing systems (such as norms,policies, and structures) that make these behavioral patterns “relatively secure againstchange”.

A first application of strategic change was use of which of the following planning?Select correct option:

Open system planningClose system planningStrategic planningParticipative planning

The first intervention, integrated strategic change, focuses on how to coordinateadministrative and competitive responses for a single organization or strategic businessunit.

Integrated Strategic Change (ISC) is a recent intervention that brings an OD perspectiveto traditional strategic planning.

In which part of contracting process desired outcome is described?Select correct option:



DescribingMutual ExpectationsTime and ResourcesGround Rules

Mutual Expectations:This part of the contracting process focuses on the expectations of the client and the ODpractitioner. The client states the services and outcomes to be provided by the ODpractitioner and describes what the organization expects from the process and theconsultant. Clients usually can describe the desired outcomes, such as decreasedturnover or higher job satisfaction. Encouraging them to state their wants in the form ofoutcomes, working relationships, and personal accomplishments can facilitate thedevelopment of a good contract.

Which of the following statement is true for development oriented diagnosis?Select correct option:

Managers are involved in organization development when the organization is notfacing a problemManagers are involved in organization development when the organization is facingsmall problemsManagers are involved in organization development when the organization is facingsmall but not significant problemsManagers are involved in organization development when the organization is facingmajor problems

Many managers involved with OD are not experiencing specific organizationalproblems.Here, diagnosis is development oriented. It assesses the current functioning of theorganization to discover areas for future development. For example, a manager mightbe interested in using OD to improve a department that already seems to be functioningwell. Diagnosis might include an overall assessment of both the task-performancecapabilities of the department and the impact of the department on its individualmembers. This process seeks to uncover specific areas for future development of thedepartment’s effectiveness.



Which of the following statement is true for problem oriented diagnosis?Select correct option:

Managers are involved in organization development when the organization is facingroutine problemManagers are involved in organization development seeking the reasons of problemsManagers are involved in organization development when the organization is facing noproblemsManagers are involved in organization development when the organization is thinkingto improve current processes

In those cases where organizations do have specific problems, diagnosis can be problemoriented, seeking reasons for the problems.

This ethical value and goals conflict occurs when the purpose of the change effort isnot clear or when the client and the practitioner disagree over how to achieve thegoals.Select correct option:

Ethical value and goals conflictDemocratic valueMisrepresentationCoercion

Value and Goal Conflict: This ethical conflict occurs when the purpose of the changeeffort is not clear or when the client and the practitioner disagree over how to achievethe goals.

Which of the following problem is associated with external practitioners oforganization development?Select correct option:

Unfamiliarity with internal culture and technologies usedLack of specialized skills



Lack of objectivityLack of degree of influence and status in client system

Outsiders are generally unfamiliar with the organization system and may not havesufficient knowledge of its technology, such as aerospace or chemistry.

Which one of the following is NOT the part of second area of organizationaldiagnosis?Select correct option:

DepartmentsAuthority stylesGoal-settingPlanning methods

The second area of diagnosis concerns the organizational processes. These includecommunication networks, team problem-solving, decision-making, leadership andauthority styles, goal-setting and planning methods, and the management of conflictand competition.

An OD practitioner while practicing usually show concern with the organizationalmembers and assumes that efficiency and effectiveness of organizational processeslies within the human capital satisfaction. Which of following practitioner style hashe?Select correct option:


The cheerleader style places emphasis on the satisfaction of organization members andis chiefly concerned with employee motivation and morale.The assumption being that if member satisfaction is high, effectiveness will also be high.



The biggest ethical dilemma that occurs on the entry and contracting phase ofplanned change, where the OD consultants take stand against the reasonability ofintervention is termed as which of the following?Select correct option:

Misrepresentation of problemCoercionValue and goal conflictTechnical ineptness

Misrepresentation occurs when OD practitioners claim that an intervention willproduce results that are unreasonable for the change program or the situation.Misrepresentation is likely to occur in the entering and contracting phases of plannedchange when the initial consulting relationship is being established

In 3M managers and employees initiated changes in the organization and acted asOD change agents. Which of the following is the drawback associated with this typeof OD consultancy?Select correct option:

Unfamiliarity with internal culture and technologies usedLack of specialized skillsDifficulty gathering pertinent informationUnfamiliarity with communication networks

The position of an internal practitioner also has disadvantages. One of these may be alack of the specialized skills needed for organization development.

“Organization development practitioner should consult the relevant employees”.This is an example of which of the following contracting process?Select correct option:

DescribingMutual ExpectationsTime and ResourcesGround Rules



Typically, clients want to know how much time will be necessary to complete theassignment, which needs to be involved, how much it will cost, and so on.

OD practitioners need to gain clarity about the goals of the change effort in order toprevent which of the following ethical dilemmas?Select correct option:



In general model for planned change, entering an organization involves which of thefollowing steps?Select correct option:

Positive opportunities for inquiryCauses and consequences of organizational problemsInformation that how data can be gatheredMotivating change

Entering an organization involves gathering initial data to understand the problemsfacing the organization or the positive opportunities for inquiry.

The best criteria for selecting, evaluating, and developing OD practitioners are thosesuggested by the late________.Select correct option:

Gordon LippittLewinYoung



Bucam

Perhaps the best criteria for selecting, evaluating, and developing OD practitioners arethose suggested by the late Gordon Lippitt, a pioneering practitioner in the field

The modern manager must be flexible and adaptive to changing environment. Hemust also posses which of the following capabilities?Select correct option:

Problem diagnostic capabilitiesAvoiding the change in external environment capabilitiesCapabilities to implement strict rules and policiesAll of the given options

Modern manager must not only be flexible and adaptive in a changing environment butmust also be able to diagnose problems and implement change programs.



Because OD is a highly uncertain process requiring constant adjustment andinnovation, practitioners must have active learning skills and a reasonable balancebetween their rational and emotional sides.

OD practitioners may need to collect preliminary information to help define theproblematic or development issues. In this situation what happens to entering andcontracting process?Select correct option:

It becomes more formal and complexIt becomes less formal and complex



It becomes easier to handleIt involves internal practitioners

In situations where manager and administrators are considering the use of professionalOD practitioners, either from inside or from outside the organization, entering andcontracting tend to be more complex and formal. OD practitioners may need to collectpreliminary information to help define the problematic or development issues.



Action Research Model:1. Entry (Problem identification)2. Contracting (Consultation with a behavioral science expert)3. Diagnosis (Data gathering and preliminary diagnosis)4. Feedback (Feedback to a key client or group)5. Planning Change (Joint action planning)6. Intervention (Action)7. Evaluation (Data gathering after action)Termination is not an applicable phase for internal OD practitioners





Unfreezing involves reducing those forces maintaining the organization’s behavior atits present level.

Which of the following organization development practicing style seeks both a highdegree of effectiveness and a high degree of member satisfaction, believing thatgreater effectiveness is possible when all members are involved and problem-solvingis done through teamwork?Select correct option:

Persuader styleCheerleader StyleAnalyzer StylePathfinder Style

The pathfinder style seeks both a high degree of effectiveness and a high degree ofmember satisfaction, believing that greater effectiveness is possible when all membersare involved and problem-solving is done through teamwork.

The biggest ethical dilemma that occurs on the entry and contracting phase ofplanned change, where the OD consultants take stand against the reasonability ofintervention is termed as which of the following?Select correct option:


Misrepresentation occurs when OD practitioners claim that an intervention willproduce results that are unreasonable for the change program or the situation.Misrepresentation is likely to occur in the entering and contracting phases of plannedchange when the initial consulting relationship is being established

Which of the following problem is associated with external practitioners oforganization development?




Unfamiliarity with internal culture and technologies usedLack of specialized skillsLack of objectivityLack of degree of influence and status in client system

Outsiders are generally unfamiliar with the organization system and may not havesufficient knowledge of its technology, such as aerospace or chemistry.

Norms that are not essential to the organization's objectives are called:Select correct option:

Pivotal normsIrrelevant normsPeripheral normsMarginal norms

Norms that support and contribute to the pivotal norms but are not essential to theorganization's objectives are called peripheral norms.

Not letting the personal values of OD consultants in the way of good performance isthe example of best practice of which of the following?Select correct option:

Professional ethicsProfessional valuesProfessional practicing styleProfessional consultancy style

Professional Ethics:Ethical issues in OD are concerned with how practitioners perform their helpingrelationship with organization members. Inherent in any helping relationship is thepotential for misconduct and client abuse. OD practitioners can let personal valuesstand in the way of good practice or use the power inherent in their professional role toabuse (often unintentionally) organization members.





Finally, it is important to note that OD has two broad goals: organization developmentand individual development. Although it is not stated explicitly in the abovedefinitions, improving the quality of life for individuals in organizations is a primarygoal of organization development. Enhancing individual development is a key value ofOD practitioners and a key outcome of most OD programs.

Which of the following is NOT an invisible manifestation of culture?Select correct option:

AttitudesBeliefsWorldviewsBenefits

Invisible Manifestations of Culture:• Values• Private Conversations (with self or confidants)• Invisible Rules• Attitudes• Beliefs• Worldviews• Moods and Emotions• Unconscious Interpretations• Standards of Behavior• Paradigms• Assumptions



OD practitioners need to gain clarity about the relevance of change effort to the clientsystem in order to prevent which of the following ethical dilemmas?Select correct option:






A manager of company XYZ wants quick trust building among members andconsultants during OD process. Which of the following option is suitable for hiscompany?Select correct option:

Rely on external consultantHire internal consultantConsultant must be in combination of external and internal practitionerAny of the option given above will work well



During the diagnosis process, internal consultants already know most organizationmembers and enjoy a basic level of rapport and trust.


Small organizational structureFaster in responseQuality consciousnessHuge advertising expenses

Ref 1: The pace of this change is relentless, and increasing past sources of competitiveadvantage, such as economies of scale and huge advertising budgets, is no longer aseffective in the new competitive landscape.

Ref 2: These successful firms will share certain common traits includingFaster – more responsive to innovation and changeQuality conscious – totally committed to qualityEmployee involvement – adding value through human resourcesCustomer oriented – creating niche marketsSmaller – made up of more autonomous units

Which of the following is the result of globalization and information technologytrends?Select correct option:

Economic trendsPolitical trendsCustomer’s tastesManagerial innovations

Managerial innovation has responded to the globalization and information technologytrends and has accelerated their impact on organizations.



OD practitioners need to gain clarity about the goals of the change effort in order toprevent which of the following ethical dilemmas?Select correct option:


The goal of, which of the following organization development practicing style, isneither effectiveness nor participant satisfaction?Select correct option:

Stabilizer StyleCheerleader StyleAnalyzer StylePersuader Style

The goal of the stabilizer style is neither effectiveness nor participant satisfaction

________ a leader or group detects symptoms of ill health in some part of theorganization, and calls in a consultant who diagnoses the situation, identifies thecauses of problems and then, like a physician, prescribes a cure.Select correct option:

Purchase of expertise modelDoctor-patient modelProcess consultation modelOrganization model

In the “doctor-patient model,” a leader or group detects symptoms of ill health in somepart of the organization




Technological advancementsCultural strengthsStructural strengthEconomies of scale

The pace of this change is relentless, and increasing past sources of competitiveadvantage, such as economies of scale and huge advertising budgets, is no longer aseffective in the new competitive landscape.


External practitionerInternal practitionerChief executive officerOrganization development

Free flow of information with the help of information technology has brought whichof the following change in organizations?Select correct option:

It has altered the hierarchal structure of originationsIt has increased the cost of businessIt has distorted the secrecy of important informationIt has forced managers to downsize the organizations

The ability to move information easily and inexpensively throughout and amongorganizations has fueled the downsizing, delayering, and restructuring of firms.

OD is oriented to improve:Select correct option:



Organizational efficiencyOrganizational effectivenessOrganizational structureOrganizational resources

OD programs and efforts are designed to produce organizational effectiveness andhealth, better system functioning, greater ability to achieve objectives, and so forth



Handling well the group dynamics and understanding comparative culturalperspectives in an organization are core elements of which of the following skills ofOD practitioner?Select correct option:


Group dynamics, comparative cultural perspectives, and business functions areconsidered to be the foundation knowledge, and managing the consulting process andfacilitation as core skills.

In OD, considering it an applied field, the concepts, theories and practices are takenfrom which of the following pre-established disciplines?Select correct option:



PsychologyEducationManagementAll of the given options

OD is an applied field in which theories, concepts, and practices from sociology,psychology, social psychology, education, economics, psychiatry, and management arebrought to bear on real organizational problems.

“Retaining only useful members” is an example of which of the following?Select correct option:

Individual unfreezingSystem unfreezingInterpersonal unfreezingNone of the given options

Climate/interpersonal style = Redefinition of the business: service, not transportation.Top-management commitment and involvement.

Within the framework of participative management the System 1 relates to:Select correct option:

Exploitative authoritative systemBenevolent authoritative systemConsultative systemParticipative group system

Exploitative authoritative systems (System 1)

“Organization development practitioner should consult the relevant employees”.This is an example of which of the following contracting process?Select correct option:

DescribingMutual Expectations



Time and ResourcesGround Rules

Norms that are not essential to the organization's objectives are called:Select correct option:

Pivotal normsIrrelevant normsPeripheral normsMarginal norms

Employee involvement is the common traits of:Select correct option:

Successful organizationLearning organizationDeveloping organizationLosing organization




Small organizational structureFaster in response



Quality consciousnessHuge advertising expenses



Incremental changes tend to involve limited dimensions and levels of the organization,such as the decision-making processes of work groups. They occur within the context ofthe organization’s existing business strategy, structure, and culture and are aimed atimproving the status quo.

Which of the following statement is true about “consensus mode” of practitioner-client relationship?Select correct option:

Members continuously share perceptions and feelings openly both on self-fulfillment and organizational effectiveness

A limited number of members openly share ideas and feelings with the rest,based on perceptions of leadership

Members keep their true feelings about self- fulfillment and organizationaleffectiveness to themselves, assuming that sharing information may threatenpersonally desired outcomes



Members keep their true ideas about self-fulfillment and organizationeffectiveness to themselves assuming that sharing this information will not makeany difference

The consensus mode: Members continuously share perceptions and feelings openlyboth on selffulfillment and organizational effectiveness.

The modern manager must be flexible and adaptive to changing environment. Hemust also posses which of the following capabilities?Select correct option:

Problem diagnostic capabilitiesAvoiding the change in external environment capabilitiesCapabilities to implement strict rules and policiesAll of the given options




Managers are involved in organization development when the organization is notfacing a problemManagers are involved in organization development when the organization is facingsmall problemsManagers are involved in organization development when the organization is facingsmall but not significant problems



Managers are involved in organization development when the organization is facingmajor problems

Internal consultants of organization development are members of the organizationand often are located in which department of organization?Select correct option:


In 3M managers and employees initiated changes in the organization and acted asOD change agents. Which of the following is the drawback associated with this typeof OD consultancy?Select correct option:

Unfamiliarity with internal culture and technologies usedLack of specialized skillsDifficulty gathering pertinent informationUnfamiliarity with communication networks

The position of an internal practitioner also has disadvantages. One of these may be alack of the specialized skills needed for organization development.





Diagnostic models for analyzing problems explore three levels of activities EXCEPT:Select correct option:

Organization issuesGroup-levelIndividual-levelUnion level

Norms that support and contribute to the pivotal norms but are not essential to theorganization’s objectives are:Select correct option:

Social normsPeripheral normsBehavioral normsPsychological norms

OD interventions are usually long ranged and long term that unfolds according tothe strategy implemented. Which of the following is the basic reason for long termplanning?Select correct option:


The best criteria for selecting, evaluating, and developing OD practitioners are thosesuggested by the late________.Select correct option:

Gordon LippittLewinYoungBucam









Going beyond the surface changes to transform the underlying assumptions andvalues governing organization’s behaviors is the study of which of the followingdiscipline?Select correct option:

Organizational behaviorOrganizational developmentOrganizational configuration



Organization theory and design



Unfreezing in any organization to bring planned change is incorporated on all of thefollowing stages EXCEPT:Select correct option:

Individual levelGroup levelStructural levelClimate level

A person who initiates, stimulates, or facilitates a change program is called:Select correct option:

Organization development managerOrganization development practitionerOrganization development stimulatorOrganization development facilitator

OD interventions are usually long ranged and long term that unfolds according tothe strategy implemented. Which of the following is the basic reason for long termplanning?





“among team members due to inappropriate structure” represents what inorganization development process?Select correct option:

A specific problemA general problemA symptom of a problemDiagnosis of problem

In many cases, however, the presenting problem is only a symptom of an underlyingproblem. For example, conflict among members of a team may result from severaldeeper causes, including ineffective reward systems, personality differences,inappropriate structure, and poor leadership.

If a new employee rejects all values and norms and rebel then what may be thepossible cause of doing so?Select correct option:

He may find culture and norms unclear, confusing and restrictiveHe may have some attitude problemHe may accept the cultural aspects of organizationCulture and norm itself may be confusing

All of the following are included in all planned change model EXCEPT:Select correct option:



Application of behavioral science knowledgeFocus on general practices of planned changeInvolvement of organizational member in change processInteraction between consultants and organization

Employee motivation is based on punishment and occasional rewards in which of thefollowing management style?


Exploitative authoritativeBenevolent authoritativeConsultativeParticipative

Exploitative authoritative systems (System 1) exhibit an autocratic, top-down approachto leadership. Employee motivation is based on punishment and occasional rewards

Members keep their true feelings about self- fulfillment and organizationaleffectiveness to themselves, assuming that sharing information may threatenpersonally desired outcomes in which of the following practitioner-clientrelationship mode?Select correct option:

The apathetic modeThe gamesmanship modeThe charismatic modeThe consensus mode

The gamesmanship mode: Members keep their true feelings about self- fulfillment andorganizational effectiveness to themselves, under the assumption that sharinginformation may threaten personally desired outcomes




Managers are involved in organization development when the organization is notfacing a problemManagers are involved in organization development when the organization is facingsmall problemsManagers are involved in organization development when the organization is facingsmall but not significant problemsManagers are involved in organization development when the organization is facingmajor problems

Which of the following statement is true for problem oriented diagnosis?Select correct option:

Managers are involved in organization development when the organization is facingroutine problemManagers are involved in organization development seeking the reasons of problemsManagers are involved in organization development when the organization is facing noproblemsManagers are involved in organization development when the organization is thinkingto improve current processes

Within the framework of participative management the System 1 relates to:Select correct option:

Exploitative authoritative systemBenevolent authoritative systemConsultative systemParticipative group system


Effectiveness



QualityEfficiencyGrowth

Improving the quality of life for individuals in organizations is a primary goal oforganization development.



According to Lewin, a pioneer in the field of social psychology of organizations, thefirst step of any change process it to unfreeze the present pattern of behavior as a wayof managing resistance to change.



________ occurs when information gathered during the OD process is usedpunitively. Large amounts of information are invariably obtained during the entryand diagnostic phases of OD.Select correct option:

Misuse of dataDemocratic value



MisrepresentationCoercion

Misuse of data occurs when information gathered during the OD process is usedpunitively. Large amounts of information are invariably obtained during the entry anddiagnostic phases of OD.

Which of the following is the result of globalization and information technologytrends?Select correct option:

Economic trendsPolitical trendsCustomer’s tastesManagerial innovations


Small organizational structureFaster in responseQuality consciousnessHuge advertising expenses

Lewin’s and action research model are more concerned with which of the following?Select correct option:

Fixing the problemFocusing what organization does wellControlling the strengths of organizationFocusing on the participants and consultant relation

Which of the following is true about Pivotal Norm?




These are not essential to the organization's objectivesThese are shared but unorganized guide for behaviors essential for organizationThese support and contribute in implementation of essential normsThese are essential to accomplishing tasks

Norms essential to accomplishing the organization's objectives are called pivotalnorms.

A small, unstructured group in which participants learn from their own interactionsand evolving dynamics about such issues as interpersonal relations, personal growth,leadership, and group dynamics is:Select correct option:

Action ResearchThe T-GroupStrategic changeQuality of work life


Quality of work lifeStrategic changeParticipative managementAction research


External practitionerInternal practitionerChief executive officer



Organization development



Lewin’s and action research model are more concerned with which of the following?Select correct option:

Fixing the problemFocusing what organization does wellControlling the strengths of organizationFocusing on the participants and consultant relation

http://books.google.com.pk/books?id=rdjtPTfkWG8C&pg=PA29&lpg=PA29&dq=comparisons+of+change+models&source=bl&ots=4iJeBHf01H&sig=5hwNGBTbNRCQ6w1TGRaYdc0mu2Q&hl=en&ei=kFO-Ta7vNZOzhAee2eXCBQ&sa=X&oi=book_result&ct=result&resnum=5&ved=0CD8Q6AEwBA



Solved by Sahar Afshan & Ramiz Nisar

PAPER # 01MIDTERM EXAMINATION

HRM628- Organizational Development

Which of the following statement is NOT true about Organizational Development (OD)?

►OD is based on behavioral science knowledge and practices

►OD includes micro and macro concepts

►OD tends to neglect personal and social characteristics of a system

►OD includes strategy and organizational design

Ref: OD is applied to the strategy, structure and processes of an entire system such as anorganization. OD is based on behavioral science knowledge and practice including micro-concepts such as leadership, group dynamics and macro approaches such as strategy,organization design and international relations.

http://www.cebudoctorsuniversity.edu/colleges/medicine/colleges/graduate/perspective.html

A structural/ behavioral focus is required to bring which change in the organizations?

►Quantitative

►Qualitative

►Cultural

►Rapid



Improving the health of the organization is called:

►Change

► Efficiency

► Effectiveness

►Development

Ref: Page # 3. Handouts

In which approach the organization is viewed as a set of processes that can be linked to thequality of products and services, modeled through statistical techniques and improvedcontinuously?

Laboratory training Survey feed back Participative management Quality of work life

Ref: Page # 19).Finally, the productivity and QWL approach has gained new momentum byjoining forces with the total quality movement advocated by Demming & Juran. In this approach,the organization is viewed as a set of processes that can be linked to the quality of productsand services, modeled through statistical techniques and improved continuously.

Culture is created and reinforced on:

► The time of hiring an employee

► The time of starting a new venture

►Daily basis through different methods

►Yearly basis and adjusted with the changing external environment

Ref: Page 24. Culture is created and constantly reinforced on a daily basis throughconversations, symbols, rituals, written materials, and body language. It is the small, mundaneactions and behaviors that create a culture and can shift a culture.



Which of the following change model conceives the change as a modification of some forcesthat keep a system’s behavior stable?

►Lewin’s Change Model

►Action research model

►General model of change

►None of the given options

One of the early, fundamental models of planned change was provided by Kurt Lewin. Heconceived of change as modification of those forces keeping a system’s behavior stable

http://thepositivedarkside.com/articles/The_Lewin_Change_Model.pdf

In Lewin’s change model, shifting the departments or individuals to a new level representswhich of the following steps?

► Problem identification

►Unfreezing

►Moving

►Refreezing

Ref: Page 32) Stage 2: Moving (Changing)The second step, movement, involves making the actual changes that will move the organization toanother level of response.

------------ is the process of taking the new, changed way of doing things and making it fitcomfortably into one’s total self-concept.

► Personal refreezing

►Relational refreezing

►Disconfirmation

► Personal unfreezing



Ref: Page 33).Personal refreezing is the process of taking the new, changed way of doingthings and making it fit comfortably into one’s total self-concept.

“Bonus on the basis of new feedback system” is an example of which of the following?

► Personal refreezing

► System refreezing

► Personal unfreezing

► System unfreezing

Ref: Page 33). Handouts

In under organized organizations which of the following factors is not present?

► Too little constraint or regulation for effective task performance

►Communication is fragmented

► Job responsibilities are ambiguous

►Conflicts are avoid

Ref: Page 45. In under organized organizations, on the other hand, there is too little constraintor regulation for effective task performance. Leadership, structure, job design, and policy arepoorly defined and fail to control task behaviors effectively.Communication is fragmented, job responsibilities are ambiguous, and employees' energiesare dissipated because they lack direction.

Which of the following problem is associated with internal practitioners of organizationdevelopment?

►Unfamiliarity with internal culture and technologies used

►Lack of specialized skills

►Greater degree of influence than external practitioners

► Less freedom of operations

Ref: Page 54). The position of an internal practitioner also has disadvantages. One of these may be alack of the specialized skills needed for organization development.



Which of the following is not necessary to be exhibited in a successful change practitioner?

► Empathy

► Straight forwardness

►Knowledge of the theories

►Methods within the consultant's own discipline

Ref: Page 67). Research on the characteristics of successful change practitioners yields the followinglist of attributes and abilities: diagnostic ability, basic knowledge of behavioral science techniques,empathy, knowledge of the theories and methods within the consultant's own discipline, goal-settingability, problem-solving ability, and ability to perform self-assessment, ability to see things objectively,imagination, flexibility, honesty, consistency, and trust.

In which of the following ethical dilemma, the purpose of the change effort is not clear andthe client / practitioner disagree over how to achieve the goals?

► Technical Ineptness

►Value and Goal Conflict

►Coercion

►Misuse of Data

Ref: Page 81). Value and Goal Conflict: This ethical conflict occurs when the purpose of the changeeffort is not clear or when the client and the practitioner disagree over how to achieve the goals.

In which of the following ethical dilemmas organization members are forced to participatein an OD intervention

► Technical Ineptness

►Value and Goal Conflict

►Coercion

►Misuse of Data

Ref: Page 81). Coercion: Coercion occurs when organization members are forced to participate in anOD intervention.



When seeking help from organization practitioner, organization typically starts with whichof the following?

►Ways of implementating change

► Evaluating the change

► Presenting problem

► Planning change

Ref: Page 84). Clarifying the Organizational Issue:When seeking help from OD practitioners, organizations typically start with a presentingproblem—

In development oriented diagnosis, managers are involved in organization developmentprocess in which of the following situations?

►When the organization is not facing a problem

►When the organization is facing small problems

►When the organization is facing small but not significant problems

►When the organization is facing major problems

Page # 92) Here, diagnosis is development oriented. It assesses the current functioning of theorganization to discover areas for future development. For example, a manager might be interested inusing OD to improve a department that already seems to be functioning well.

“Employees of company ABC are free to adopt their own methods to achieve final goals”This is an example of which of the following task structure?

►Mutually supported tasks

► Interdependent tasks

►Mutually exclusive tasks

► Self regulatory tasks



Group-maintenance functions are involved in which of the following design components ofgroup?

►Goal clarity

► Task structure

►Group composition

►Group functioning

Ref: Page 116). Group functioning therefore involves task-related activities, such as giving andseeking information and elaborating, coordinating, and evaluating activities; and the group-maintenancefunction,Which of the following is NOT the major input that affects job design?

►Organization design

►Group design

► The personal characteristics of job holders

►The nature of job

Ref: Page 122). Inputs:Three major inputs affect job design: organization design, group design, and the personalcharacteristics of job holders.

All of the following can have a powerful impact on the way jobs are designed EXCEPT:

► Technology

► Structure

►Measurement systems

►Experiences of members

Ref: Page 122). Technology, structure, measurement systems, human resources systems, and culturecan have a powerful impact on the way jobs are designed and on people’s experiences in jobs

.“How are the data to be analyzed?” This question should be asked at which stage ofdiagnosis?

►Before selecting sample



►Before selecting data collection methods

►After collecting data

►Before analysis of data

Ref: ). The Analysis of Data:The techniques for analyzing data vary from relatively straightforward, simple methods to highlysophisticated statistical techniques. Several important questions must be considered before a datacollecting method is selected: How are the data to be analyzed?

The extent to which intervention enhances the organization’s capacity to manage changerefers to which of the following major criteria of effective intervention?

► The extent to which it fits the needs of the organization

► The degree to which it is based on causal knowledge of intended outcomes

►The extent to which it transfers change-management competence to organizationmembers

► The extent to which it fits the needs of the individuals

Ref: Page 150). (3) The extent to which it transfers change-management competence to organizationmembers.The third criterion of an effective intervention involves the extent to which it enhances theorganization’s capacity to manage change.

Communication, problem solving, group decision making, and leadership are included inwhich type of interventions?

►Human process interventions

►Human resources interventions

► Technology and structure interventions

► Strategic interventions

Ref: Page 155). Human Process Interventions:These interventions focus on people within organizations and the processes through which theyaccomplish organizational goals. These processes include communication, problem solving, groupdecision making, and leadership.



Finding solution of being over budget and behind schedule on a major project is anexample of which of the following consulting models?

► Purchase of Expertise Model

►Doctor-patient Model

► Process Consultation Model

►Organization model

Ref: Page 5). In the “doctor-patient model,” a leader or group detects symptoms of ill health insome part of the organization, and calls in a consultant who diagnoses the situation, identifies thecauses of problems and then, like a physician, prescribes a cure. Examples would be calling in“the doctor” to examine (1) low morale at a particular plant, (2) being over budget and behindschedule on a major project,

Which of the following consulting models encourages greater collaboration between clientsand consultants, engages the resources and talents of the clients, and strengthens clients’abilities to improve their work processes?

► Purchase of Expertise Model

►Doctor-patient Model

► Process Consultation Model

►Organization model

Ref: Page 5). In the “process consultation model,” the consultant works with the leader andgroup to diagnose strengths and weaknesses, identify problems and opportunities, and developaction plans and methods for reaching desired goals. In this model the consultant assists theclient organization in becoming more effective at examining and improving its own processes ofproblem solving, decision-making and action taking. This third model, typical in OD,encourages greater collaboration between clients and consultants, engages the resourcesand talents of the clients, and strengthens clients’ abilities to improve their work processes

Efficiency is emphasized in which of the following organization development practicingstyle?

► The Stabilizer Style

► The Cheerleader Style



►The Analyzer Style

► The Pathfinder Style

Ref: Page 60). The Analyzer Style:The analyzer style places great emphasis on efficiency, and gives little emphasis to membersatisfaction.

A manager is using organization development to find reasons for failure of a particularmethod adopted for resource allocation to different departments, then he is using which ofthe following types of organizational diagnosis?

►Development oriented diagnosis

► Problem oriented diagnosis

► Intervention oriented diagnosis

►Management oriented diagnosis

Ref: Page 92). Diagnosis can be problem oriented, seeking reasons for theproblems

PAPER # 02

MIDTERM EXAMINATION

MGMT628 - Organizational Development

Question No: 1 (Marks: 1) - Please choose one

The part of Human resource management that deals with facilitating system wide changein an organization is known as:

. Organization Development

. Change management



. Organization challenge

. Organization theory

http://books.google.com.pk/books?id=Oz-ezT3IeGUC&pg=PT109&dq=The+part+of+Human+resource+management+that+deals+with+facilitating+system+wide+change+in+an+organization+is+known+as&hl=en&ei=xBWYTZeFKsfHrQfoxLXpCw&sa=X&oi=book_result&ct=result&resnum=5&ved=0CEEQ6AEwBA#v=onepage&q&f=false

Question No: 2 ( Marks: 1 ) - Please choose one

Which of the following is not an example of OD?

. Team building with top management

. Structural change in municipality

. Job enrichment in a manufacturing firm

. Training and development in a department

http://books.google.com.pk/books?id=rdjtPTfkWG8C&pg=PA1&dq=example+of+OD+are+Team+building+with+top+management,+Structural+change+in+municipality&hl=en&ei=vBiYTZ_1GM2mrAfDuLX4Cw&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCsQ6AEwAA#v=onepage&q=example%20of%20OD%20are%20Team%20building%20with%20top%20management%2C%20Structural%20change%20in%20municipality&f=false



. Too little constraint or regulation for effective task performance

. Communication is fragmented

. Job responsibilities are ambiguous

. Conflicts are avoided



Ref: Page 45. In under organized organizations, on the other hand, there is too little constraint orregulation for effective task performance. Leadership, structure, job design, and policy are poorlydefined and fail to control task behaviors effectively.Communication is fragmented, job responsibilities are ambiguous, and employees' energies aredissipated because they lack direction.


Practitioner seeks warm working relationships and in general are more comfortable in nonconfrontational situations in which of the following practicing styles?

. The Stabilizer Style

. The Cheerleader Style

. The Analyzer Style

. The Pathfinder Style

Page 60) The Cheerleader Style:The cheerleader style places emphasis on the satisfaction of organization members and ischiefly concerned with employee motivation and morale. The cheerleader practitioner seekswarm working relationships and in general is more comfortable in non confrontationalsituations.


Organizations should adopt which of the following features in order to be successful infuture?

. Slower and more focused on objective

. Bigger in size

. Centralization of power

. Customer oriented

http://books.google.com.pk/books?id=CJ9V2GaiYkoC&pg=PA261&dq=Organizations+should+adopt+Customer+oriented+in+order+to+be+successful+in+future&hl=en&ei=KRyYTZqJB83srQf3obz4Cw&sa=X&oi=book_result&ct=result&resnum=3&ved=0CDEQ6AEwAg#v=onepage&q&f=false




Which of the following statement is NOT true about Organizational Development (OD)?

. OD is based on behavioral science knowledge and practices

. OD includes micro and macro concepts

. OD tends to neglect personal and social characteristics of a system

. OD includes strategy and organizational design




Organizations should adopt which of the following features in order to be successful infuture?

. Slower and more focused on objective

. Employee involvement

. Profit oriented

. Bigger in size


In an ideal organization conflict of ideas should:

. Be discouraged

. Be encouraged

. Be removed as early as possible



. Not be considered


In which of the following ethical dilemmas organization members are forced to participatein an OD intervention.

. Technical Ineptness

. Value and Goal Conflict

. Coercion

. Misuse of Data

Ref: Page 81). Coercion: Coercion occurs when organization members are forced to participate in anOD intervention


A limited number of members openly share ideas and feelings with the rest, based onperceptions of leadership outcomes in which of the following practitioner-clientrelationship mode?

. The apathetic mode

. The gamesmanship mode

. The charismatic mode

. The consensus mode

The charismatic mode: A limited number of members openly share ideas and feelings with therest, based on perceptions of leadership.


Which one of the following is the part of second area of organizational diagnosis?

. Decision making

. Divisions

. Departments



. Products

Page 93) The second area of diagnosis concerns the organizational processes. These includecommunication networks, team problem-solving, decision-making, leadership and authoritystyles, goal-setting and planning methods, and the management of conflict and competition.


The part of the contracting process that focuses on the expectations of the client and theOD practitioner is called:

. Mutual Expectations

. Time and Resources

. Ground Rules

. Describing

Page86). Mutual Expectations:This part of the contracting process focuses on the expectations of the client and the ODpractitioner.


The two major areas that are examined by an organization development practitioner arewhich of the following?

. Interacting sub-elements of an organization and processes

. Processes and people

. Sub-elements and people

. Relationship between organization and people

Page 93) Organizational diagnosis is a major practitioner skill. It usually examines two broadareas.The first area comprises the various interacting sub-elements that make up the organization.These include the divisions, departments, products, and the relationships between them. Thediagnosis may also include a comparison of the top middle, and lower levels of management inthe organization.The second area of diagnosis concerns the organizational processes. These includecommunication networks, team problem-solving, decision-making, leadership and authoritystyles, goal-setting and planning methods, and the management of conflict and competition.




Which one of the following is the identity of outputs of comparison of planned changemodel?

. Finish goods

. Energy

. Technological component

. Evaluation


“Market share data” represents which of the following?

. Input

. Output

. Design components

. Transformation

Our market-share data are measured in terms of revenues and therefore confound trendsin output quantity and the price per unit of that output.http://faculty.msb.edu/jtm4/Papers/US.Industry.2000.pdf


Which of the following can influence the kinds of people who are available to fill jobs?

. Group performance

. Group composition

. Goal clarity

. Task structure



Page 122) Group composition can influence the kinds of people who are available to filljobs. Group performance norms can affect the kinds of job designs that are consideredacceptable, including the level of job holders’ performances.


The manager corporate sales of a company addressed his department and it was concludedthat “By the end of this year our sales should increase by at least 10%”.

This statement describes which of the following design components of groups.

. Goal clarity

. Task structure

. Group composition


Which of the following identifies the degree to which a job requires a range of activities andabilities to perform the work?

. Skill variety

. Task identity

. Task significance

. Autonomy

Page 122) Skill variety identifies the degree to which a job requires a range of activities andabilities to perform the work.


Which of the following can affect the kinds of job designs that are considered acceptable?

. Group performance norms

. Group composition

. Goal clarity

. Task structure



Page122) Group performance norms can affect the kinds of job designs that are consideredacceptable, including the level of job holders’ performances.


Which of the following is source of “rich” data?

. Questionnaires

. Interviews

. Observations

. Unobtrusive measures

Handouts page 30) see in table


Quantitative techniques have which of the following characteristics?

. They do not rely on numerical data

. They are easy to interpret

. They provide accurate readings of the organizational problem

. They are precise and readily available

Page 138) Techniques for Analyzing Data:Data analysis techniques fall into two broad classes: qualitative and quantitative. Qualitativetechniques generally are easier to use because they do not rely on numerical data. That fact alsomakes them easier to understand and interpret. Quantitative techniques, on the other hand,can provide more accurate readings of the organizational problem.


Which of the following indicates the degree to which a job provides freedom and discretionin scheduling the work and determining work methods?

. Skill variety

. Task identity



. Task significance

. Autonomy

Page 123) Autonomy indicates the degree to which a job provides freedom and discretion inscheduling the work and determining work methods.


Building a data-collection contract can ensure that organization members provide:

. A good chance of promotion for practitioner

. Honest, reliable, and complete information

. Reliable but restricted amount of information

. A help in strategy making

Page 127) Building a data-collection contract can ensure that organization membersprovide honest, reliable, and complete information.


Which of the following is the most frequent used data collection method?

. Questionnaires

. Interviews

. Observations


Page 131) Interviews:A study of 245 OD practitioners found that interviewing is the most widely used data-gathering technique in OD programs.

http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6WNX-4CRRJJ8-2Y&_user=10&_coverDate=02%2F28%2F1994&_rdoc=1&_fmt=high&_orig=gateway&_origin=gateway&_sort=d&_docanchor=&view=c&_searchStrId=1703583768&_rerunOrigin=google&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=6a2bc5f7b5b3ef69bf23cc7200d5862c&searchtype=a




Norms, attitudes, and values can be obtained from which of the following data gatheringtechnique?

. Questionnaires

. Interviews

. Observations


Page 132) The advantage of the interview method is that it provides data that are virtuallyunobtainable through other methods. Subjective data, such as norms, attitudes, and values,which are largely inaccessible through observation, may be readily inferred from effectiveinterviews.


“Organizations must decide how to divide work into departments and then how tocoordinate among those departments to support strategic directions” This is which type ofissue that is to be addressed for bringing change?

. Strategic issues

. Technology and structure issues

. Human resources issues

. Human process issues

Page 152): 2. Technology and structure issues. Organizations must decide how to divide workinto departments and then how to coordinate among those departments to support strategicdirections.


Which of the following statement is true about analyzer style of organization developmentpracticing?

. The goal of the analyzer style is neither effectiveness nor participant satisfaction

. It is assumed that if member satisfaction is high, effectiveness will also be high



. This style is based on the belief that the client does not need to know or cannot learn theskills to solve its problems

. The analyzer style focuses on dimensions, effectiveness and morale, yet optimizes neither

Page 60) The analyzer style has a background of specialized expertise, knowledge, andexperience applicable to the solution of specific problems. The client needs to have a problemsolved, a service performed or a study made; the analyzer practitioner takes responsibility forproviding these functions. This style is based on the belief that the client does not need toknow or cannot learn the skills to solve its problems.


Which of the following consulting models encourages greater collaboration between clientsand consultants, engages the resources and talents of the clients, and strengthens clients’abilities to improve their work processes?

. Purchase of Expertise Model

. Doctor-patient Model

. Process Consultation Model

. Organization model

Page 05) In the “process consultation model,” the consultant works with the leader and groupto diagnose strengths and weaknesses, identify problems and opportunities, and develop actionplans and methods for reaching desired goals. In this model the consultant assists the clientorganization in becoming more effective at examining and improving its own processes ofproblem solving, decision-making and action taking. This third model, typical in OD,encourages greatercollaboration between clients and consultants, engages the resources and talents of theclients,and strengthens clients’ abilities to improve their work processes


Efficiency is emphasized in which of the following organization development practicingstyle?

. The Stabilizer Style

. The Cheerleader Style



. The Analyzer Style

. The Pathfinder Style

Ref: Page 60). The Analyzer Style:The analyzer style places great emphasis on efficiency, and gives little emphasis to membersatisfaction


Which of the following statement is true about cheerleader style of organizationdevelopment practicing?

. The goal of the this style is neither effectiveness nor participant satisfaction

. It is assumed that if member satisfaction is high, effectiveness will also be high

. This style is based on the belief that the client does not need to know or cannot learn the skillsto solve its problems

. This style focuses on dimensions, effectiveness and morale, yet optimizes neither

Page 60) The Cheerleader Style:The cheerleader style places emphasis on the satisfaction of organization members and ischiefly concerned with employee motivation and morale. The cheerleader practitioner seekswarm working relationships and in general is more comfortable in non confrontational situations.Effectiveness per se is not emphasized. The assumption being that if member satisfaction ishigh, effectiveness will also be high.

PAPER # 03

MIDTERM EXAMINATION

Spring 2010

MGMT628- Organizational Development (alt. code=HRM628




Organizational Development (OD) applies to which of the following features of an entiresystem?

Strategy, structure and technological innovation

Strategy, structure and processes

Training, technological innovation and operation management

Training, structure and operations management

Page 102) The highest level is the overall organization and includes the design of thecompany’s strategy, structure, and processes.




A structural/ behavioral focus is required to bring which change in the

organizations?

Quantitative

Qualitative

Cultural

Rapid


Finding the reasons that why a high-performing manager suddenly became a low-

performer is an example of which of the following consulting models?

Purchase of Expertise Model

Doctor-patient Model

Process Consultation Model



Organization model

Page 05) In the “doctor-patient model,” a leader or group detects symptoms of ill health insome part of the organization, and calls in a consultant who diagnoses the situation, identifies thecauses of problems and then, like a physician, prescribes a cure. Examples would be calling in“the doctor” to examine (1) low morale at a particular plant, (2) being over budget and behindschedule on a major project, or (3) a high-performing manager who suddenly becomes a low-performer.


Organizations should adopt which of the following features in order to be successfulin future?

Slower and more focused on objective

Employee involvement

Profit oriented

Bigger in size


Within the framework of participative management the System 1 relates to:

Exploitative authoritative system

Benevolent authoritative system

Consultative system

Participative group system

Page 17) Participative ManagementExploitative authoritative systems (System 1) exhibit an autocratic, top-down approach toleadership.


Word “Company’s culture” can be replaced by which of the following?

Vision



Values

Strategic priorities

None of the given options

Page 24) Business leaders often assume that their company's vision, values, and strategicpriorities are synonymous with their company's culture.


Culture is created and reinforced on:

The time of hiring an employee

The time of starting a new venture

Daily basis through different methods

Yearly basis and adjusted with the changing external environment

Ref: Page 24. Culture is created and constantly reinforced on a daily basis throughconversations, symbols, rituals, written materials, and body language. It is the small, mundaneactions and behaviors that create a culture and can shift a culture.


Which of the following change model conceives the change as a modification of someforces that keep a system’s behavior stable?

Lewin’s Change Model

Action research model

General model of change

None of the given options

One of the early, fundamental models of planned change was provided by Kurt Lewin. Heconceived of change as modification of those forces keeping a system’s behavior stable

http://thepositivedarkside.com/articles/The_Lewin_Change_Model.pdf




“What OD practitioner and the client expect to get f rom the relationship” is a

critical area to be accessed in which of the following stages of action research model?

Problem identification

Contracting

Diagnosis

Planning Change

Page 37) 2 Contracting (Consultation with a behavioral science expert):Unlike other types of contracts, the OD contract states three critical areas:a. What each expects to get from the relationshi



Too little constraint or regulation for effective task performance

Communication is fragmented

Job responsibilities are ambiguous

Conflicts are avoided

Ref: Page 45. In under organized organizations, on the other hand, there is too little constraintor regulation for effective task performance. Leadership, structure, job design, and policy arepoorly defined and fail to control task behaviors effectively.Communication is fragmented, job responsibilities are ambiguous, and employees' energiesare dissipated because they lack direction.


An organization member who initiates change in his or her work group or a member of thehuman resources or organization development department can be called:

External practitioner

Internal practitioner



Chief executive officer

Organization development

Page 54) The internal practitioner is already a member of the organization: a top executive, anorganization member who initiates change in his or her work group, or a member of the humanresources or organization development department.


“Practitioners need to know how to manage their own stress” for t his which of thefollowing skill is necessary?

Intrapersonal skills

Interpersonal skills

General consultation skills

Self assessment skills

Page 68): 1. Intrapersonal skills. Despite the growing knowledge base and sophistication of thefield, organization development is still a human craft. As the primary instrument of diagnosis andchange, practitioners often must process complex, ambiguous information and make informedjudgments about its relevance to organizational issues. Practitioners must have the personalcentering to know their own values, feelings, and purposes as well as the integrity to behaveresponsibly in a helping relationship with others. Because OD is a highly uncertain processrequiring constant adjustment and innovation, practitioners must have active learning skills and areasonable balance between their rational and emotional sides. Finally, OD practice can behighly stressful and can lead to early burnout, so practitioners need to know how to managetheir own stress.


When seeking help from organization practitioner, organization typically starts withwhich of the following?

Ways of implementating change

Evaluating the change

Presenting problem

Planning change



Ref: Page 84). Clarifying the Organizational Issue:When seeking help from OD practitioners, organizations typically start with a presentingproblem—


The part of the contracting process that focuses on the expectations of the client and theOD practitioner is called:

Mutual Expectations

Time and Resources

Ground Rules

Describing

Page86). Mutual Expectations:This part of the contracting process focuses on the expectations of the client and the ODpractitioner.


“Organization development practitioner should present a verbal report of his findingsalong with written documents”. This is an example of which of the followingcontracting process?

Describing

Mutual Expectations

Time and Resources

Ground Rules (not sure)


In development oriented diagnosis, managers are involved in organization developmentprocess in which of the following situations?

When the organization is not facing a problem

When the organization is facing small problems

When the organization is facing small but not significant problems



When the organization is facing major problems

Page # 92) Here, diagnosis is development oriented. It assesses the current functioning of theorganization to discover areas for future development. For example, a manager might be interested inusing OD to improve a department that already seems to be functioning well.


The two major areas that are examined by an organization development practitionerare which of the following?

Interacting sub-elements of an organization and processes

Processes and people

Sub-elements and people

Relationship between organization and people

Page 93) Organizational diagnosis is a major practitioner skill. It usually examines two broadareas.The first area comprises the various interacting sub-elements that make up the organization.These include the divisions, departments, products, and the relationships between them. Thediagnosis may also include a comparison of the top middle, and lower levels of management inthe organization.The second area of diagnosis concerns the organizational processes. These includecommunication networks, team problem-solving, decision-making, leadership and authoritystyles, goal-setting and planning methods, and the management of conflict and competition.


Which of the following is the second level in an organization having open system?

Divisions, subsidiaries, or strategic business units

Group or department

Individual position or job

Ways of doing job

Diagnosing Organizational Systems:When viewed as open systems, organizations can be diagnosed at three levels. The highestlevel is the overall organization and includes the design of the company’s strategy, structure, andprocesses. Large organization units, such as divisions, subsidiaries, or strategic business units,also can be diagnosed at that level. The next lowest level is the group or department, which



includes group design and such devices for structuring interactions among members as normsand work schedules. The lowest level is the individual position or job. This includes ways inwhich jobs are designed to elicit required task behaviors.


Determining the level of differentiation in the organization is done through which of thefollowing?

Dividing by functions

Dividing by products

Dividing by product and functions

Dividing with the similarity or differences in departments

http://books.google.com.pk/books?id=rdjtPTfkWG8C&pg=PA98&lpg=PA98&dq=Determining+the+level+of+differentiation+in+the+organization+is+done+through&source=bl&ots=4iJbGL8X1H&sig=3EGQgVmA3-kNj6NCFr7zBcA0V7g&hl=en&ei=Ja-YTfWhItDirAfNzY3jCw&sa=X&oi=book_result&ct=result&resnum=4&ved=0CCEQ6AEwAw#v=onepage&q&f=false


“Employees of company ABC are free to adopt their own methods to achieve final goals”.This is an example of which of the following task structure?

Mutually supported tasks

Interdependent tasks

Mutually exclusive tasks

Self regulatory tasks


“Employees of company ABC can set their own goals to achieve overall long termobjectives of company”. This is an example of which of the following task structure?

Mutually supported tasks



Interdependent tasks

Mutually exclusive tasks

Self regulatory tasks


Which of the following can affect the kinds of job designs that are consideredacceptable?

Group performance norms

Group composition

Goal clarity

Task structure

Page 122) Group performance norms can affect the kinds of job designs that are consideredacceptable, including the level of job holders’ performances.


Which of the following identifies the degree to which a job requires a range of activitiesand abilities to perform the work?

Skill variety

Task identity

Task significance

Autonomy

Page 122) Skill variety identifies the degree to which a job requires a range of activities andabilities to perform the work.


Building a data-collection contract can ensure that organization members

Provide:



A good chance of promotion for practitioner

Honest, reliable, and complete information

Reliable but restricted amount of information

A help in strategy making

Page 127) Building a data-collection contract can ensure that organization membersprovide honest, reliable, and complete information.


Multivariate analysis is used for which type of data?

Quantitative

Qualitative

Precise

Accurate

Page 141) Quantitative Tools:Methods for analyzing quantitative data range from simple descriptive statistics of items orscales from standard instruments to more sophisticated, multivariate analysis of the underlyinginstrument properties and relationships among measured variables.


Finding solution of being over budget and behind schedule on a major project is anexample of which of the following consulting models?




Organization model

Ref: Page 5). In the “doctor-patient model,” a leader or group detects symptoms of ill health insome part of the organization, and calls in a consultant who diagnoses the situation, identifies thecauses of problems and then, like a physician, prescribes a cure. Examples would be calling in



“the doctor” to examine (1) low morale at a particular plant, (2) being over budget and behindschedule on a major project,


Which of the following consulting models encourages greater collaboration between clientsand consultants, engages the resources and talents of the clients, and strengthensclients’ abilities to improve their work processes?




Organization model

Ref: Page 5). In the “process consultation model,” the consultant works with the leader andgroup to diagnose strengths and weaknesses, identify problems and opportunities, and developaction plans and methods for reaching desired goals. In this model the consultant assists theclient organization in becoming more effective at examining and improving its own processes ofproblem solving, decision-making and action taking. This third model, typical in OD,encourages greater collaboration between clients and consultants, engages the resourcesand talents of the clients, and strengthens clients’ abilities to improve their work processes


“Acceptance of team leader as a communicator between supervisor and lower level staff” isan example of which of t he following?

Personal unfreezing

Relational unfreezing

Personal movement

Relational movement

Question No: 29 (Marks: 3)



Briefly explain the change activity within marginality.


Discuss skill variety as a major design component at individual level diagnosis.


What are the two features of technological core that influence other design components oforganization? Discuss in detail.


“Term diagnosis is deceptive in its nature when applied to organization”.

Discuss.

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