STOMAN QUIZ MOD 1 AND 2

Question 1

The system-wide application and transfer of behavioral science knowledge to the planned development, improvement and reinforcement of the strategies, structures and processes that lead to organization effectiveness.

Answer 1

Organizational development (OD)

Question 2

is changing the markets and environments in which organizations operate as well as the way they function

Answer 2

Globalization

Question 3

• is redefining the traditional business model by changing how work is performed, how knowledge is used, and how the cost of doing business is calculated.

Answer 3

Information technology

Question 4

responded to the globalization and information technology trends and has accelerated their impact on organizations

Answer 4

Managerial innovation

Question 5

This stem of OD pioneered laboratory training, or the T-group—a small, unstructured group in which participants learn from their own interactions and evolving group processes about such issues as interpersonal relations, personal growth, leadership, and group dynamics.

Answer 5

Laboratory Laboratory Training Training Background

Question 6

a cyclical process of diagnosis-change-research-diagnosis- change-research. The results of diagnosis produce ideas for changes, the changes are introduced into the system, and their effects noted through further research and diagnosis.

Answer 6

Action research

Question 7

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 human relations approach represented a “one best way” to manage organizations. This normative belief was exemplified in research that associated Likert’s Participative Management.

Answer 7

Normative background

Question 7

– a type of data-based intervention that flows from surveys of the members of a system on some subject and reports the results of the survey to the client system for whatever action appears appropriate

Answer 7

Survey Feedback

Question 8

• exhibit an autocratic, top-down approach to leadership.

Answer 8

Exploitive authoritative systems

Question 9

are similar to System 1, except that management is more paternalistic

Answer 9

Benevolent authoritative systems

Question 10

increase employee interaction, communication, and decision making

Answer 10

Consultative systems

Question 11

are almost the opposite of System 1. Designed around group methods of decision making and supervision, this system fosters high degrees of member involvement and participation

Answer 11

Participative group systems (

Question 12

A way of thinking about people, work, and organization involving a concern for employee well- being and organizational effectiveness.

Answer 12

QUALITY-OF- WORK-LIFE BACKGROUND

Question 13

An approach to bringing about an alignment of congruence among an organization’s strategy, structure, and human resource systems, as well as a fit between them and the larger environment.

Answer 13

STRATEGIC CHANGE BACKGROUND

Question 14

In addition to the growth of professional societies and educational programs in OD, the field continues to develop new theorists, researchers, and practitioners who are building on the work of the early pioneers and extending it to contemporary issues and conditions.

Answer 14

EVOLUTION IN ORGANIZATION DEVELOPMENT

Question 15

conceived of change as modification of those forces keeping a system’s behavior stable (unfreezing, moving & refreezing)

Answer 15

LEWIN’S CHANGE MODEL

Question 16

this stage usually begins when an executive in the organization or someone with power and influence senses that the organization has one or more problems that
might be solved with the help of an OD practitioner.

Answer 16

Problem Identification

Question 17

• during the initial contact, the OD practitioner and the client carefully assess each other.

Answer 17

Consultation with a Behavioral Science Expert

Question 18

involves gathering appropriate information and analyzing it to determine the underlying causes of organizational problems.

Answer 18

Data Gathering and Preliminary Diagnosis

Question 19

this stage involves the actual change from one organizational state to another.

Answer 19

Action

Question 20

Because action research is a cyclical process, data must also be gathered after the action has been taken to measure and determine the effects of the action and to feed the results back to the organization

Answer 20

Data Gathering After Action

Question 21

focuses on what the organization is doing right. It helps members understand their organization when it is working at its best and builds off those capabilities to achieve even better results.

Answer 21

The positive model

Question 22

– emphasizes member involvement to identify the organizational issue they have the most energy to address.

Answer 22

Initiate the Inquiry

Question 23

this phase involves gathering information about the “best of what is” in the organization.

Answer 23

Inquire into Best Practices

Question 24

the themes represent the basis for moving from “what is” to “what could be.

Answer 24

Discover the Themes

Question 25

describes the activities and creates the plans necessary to bring about the vision

Answer 25

Design and Deliver Ways to Create the Future

Question 26

Based on the organization’s successful past, members collectively visualize the organization’s future and develop “possibility propositions”—statements that bridge the organization’s current best practices with ideal possibilities for future organizing.

Answer 26

Envision a Preferred Future

Question 27

the decision process associated with formulating and aligning the elements of an organizational system, including but not limited to structural systems, human resource systems, information systems, reward systems, work design, political systems, and organization culture

Answer 27

ORGANIZATION DESIGN

Question 28

field research methods; interviewing; content analysis; design of questionnaires and interview protocol; designing change evaluation processes; longitudinal data collection and analysis; understanding and detecting alpha, beta, and gamma change; and a host of quantitative and qualitative methods

Answer 28

ORGANIZATION RESEARCH

Question 29

the description and understanding of how systems evolve and develop over time, how systems respond to exogenous and endogenous disruption as well as planned interventions (e.g., evolution and revolution, punctuated equilibrium theory, chaos theory, catastrophe theory, incremental vs. quantum change, transformation theory, and so on)

Answer 29

SYSTEM DYNAMICS

Question 30

an understanding of the social, political, economic, and personal forces that led to the emergence and development of organization development and change, including the key thought leaders, the values underlying their writings and actions, the key events and writings, and related documentation

Answer 30

HISTORY OF ORGANIZATION DEVELOPMENT AND CHANGE:

Question 31

the basic action research model, participatory action research model, planning model, change typologies (e.g., fast, slow, incremental, quantum, revolutionary), Lewin’s model, transition

Answer 31

THEORIES AND MODELS FOR CHANGE

Question 32

Values have played an important role in organization development from its beginning. Traditionally, OD professionals have promoted a set of values under a humanistic framework, including a concern for inquiry and science, democracy, and being helpful. They have sought to build trust and collaboration; to create an open, problem-solving climate; and to increase the self-control of organization members.

Answer 32

PROFESSIONAL VALUES

Question 33

Ethical issues in OD are concerned with how practitioners perform their helping relationship with organization members. Inherent in any helping relationship is the potential for misconduct and client abuse.

Answer 33

PROFESSIONAL ETHICS

Question 34

To its credit, the field of OD always has shown concern for the ethical conduct of its practitioners.

Answer 34

ETHICAL GUIDELINES

Question 35

occurs when OD practitioners claim that an intervention will produce results that are unreasonable for the change program or the situation.

Answer 35

MISREPRESENTATION

Question 36

occurs when information gathered during the OD process is used punitively.

Answer 36

MISUSE OF DATA

Question 37

occurs when organization members are forced to participate in an OD intervention

Answer 37

COERCION

Question 38

occurs when the purpose of the change effort is not clear or when the client and the practitioner disagree over how to achieve the goals

Answer 38

VALUE AND GOAL CONFLICT

Question 39

occurs when OD practitioners try to implement interventions for which they are not skilled or when the client attempts a change for which it is not ready.

Answer 39

TECHNICAL INEPTNESS