STOMAN QUIZ MOD 3

Question 1

is a natural extension of the entering process and clarifies how the OD process will proceed

Answer 1

Contracting

Question 2

This part of the contracting process 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.

Answer 2

Mutual Expectations

Question 3

To accomplish change, the organization 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 dedicated to the change process.

Answer 3

Time and Resources

Question 4

The final part of the contracting process involves specifying how the client and the OD practitioner will work together. The parameters established may include such issues as confidentiality, if and how the OD practitioner will become involved in personal or interpersonal issues, how to terminate the relationship, and whether the practitioner is supposed to make expert recommendations or help the manager make decisions.

Answer 4

Ground Rules

Question 5

is the process of understanding how the organization is currently functioning, and it provides the information necessary to design change interventions

Answer 5

Diagnosis

Question 6

Conceptual frameworks that people use to understand organizations are referred to as

Answer 6

“diagnostic models.

Question 7

Suggests that organizations operate within an external environment, takes specific inputs from the environment, and transforms those inputs using social and technical processes. The outputs of the transformation process are returned to the environment and can be used as feedback to the organization’s functioning

Answer 7

OPEN SYSTEMS MODEL

Question 8

Organizational environments are everything beyond the boundaries of the system that can indirectly or directly affect performance and outcomes.

Answer 8

Environments

Question 9

consist of human resources or other resources, such as information, energy, and materials, coming into the system.

Answer 9

Inputs

Question 10

the processes of converting inputs into outputs.

Answer 10

Transformations

Question 11

the results of what is transformed by the system and sent to the environment.

Answer 11

Outputs

Question 12

helps to distinguish between systems and environments

Answer 12

Boundaries

Question 13

information regarding the actual performance or the output results of the system

Answer 13

Feedback

Question 14

This concept suggests that a manager can use varying degrees of inputs into the organization and can transform them in a variety of ways to obtain satisfactory outputs. or the output results of the system

Answer 14

Equifinality

Question 15

Refers to a characteristic of the relationship between two or more parts. It represents the extent to which the features, operations, and characteristics of one system support the effectiveness of another system

Answer 15

Alignment

Question 16

includes the design of the company’s strategy, structure, and processes.

Answer 16

ORGANIZATION LEVEL

Question 17

consists of all external forces and elements that can influence an organization and affect its effectiveness

Answer 17

General environment

Question 18

strategic orientations must be sensitive to powerful suppliers who can increase prices (and therefore lower profits) or force the organization to pay more attention to the supplier’s needs than to the organization’s needs.

Answer 18

supplier power

Question 19

strategic orientations must be sensitive to powerful buyers. Powerful retailers, such as Wal-Mart and Costco, can force Procter & Gamble, Johnson & Johnson, or other suppliers to lower prices or deliver their products in particular ways

Answer 19

-buyer power -

Question 20

strategic orientations must be sensitive to the threat of new firms entering into competition.

Answer 20

threats of substitutes

Question 21

strategic orientations must be sensitive to the threat of new products or services that can replace existing offerings

Answer 21

threats of entry -

Question 22

strategic orientations must be sensitive to rivalry among existing competitors. If many organizations are competing for the same customers, for example, then the strategic orientation must monitor product offerings, costs, and structures carefully if the organization is to survive and prosper

Answer 22

rivalry among competitors.

Question 23

the degree to which environmental information is ambiguous

Answer 23

information uncertainty

Question 24

the degree to which an organization relies on other organizations for resources.

Answer 24

resource dependence

Question 25

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

Answer 25

Alignment

Question 26

includes group design and devices for structuring interactions among members, such as norms and work schedules.

Answer 26

GROUP LEVEL

Question 27

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

Answer 27

Organization design

Question 28

involves how well the group understands its objectives

Answer 28

Goal clarity

Question 29

is concerned with how the group’s work is designed

Answer 29

Task structure

Question 30

concerns the membership of groups. Members can differ on a number of dimensions having relevance to group behavior.

Answer 30

Group composition

Question 31

is the underlying basis of group life. How members relate to each other is important in work groups because the quality of relationships can affect task performance

Answer 31

Team functioning

Question 32

are member beliefs about how the group should perform its task nd include acceptable levels of performance

Answer 32

Performance norms

Question 33

is measured in terms of the group’s ability to control or reduce costs, increase productivity, or improve quality

Answer 33

Performance

Question 34

concerns work satisfaction, team cohesion, and organizational commitment.

Answer 34

Quality of work life

Question 35

This includes ways in which jobs are designed to elicit required task behaviors.

Answer 35

INDIVIDUAL LEVEL

Question 36

• is concerned with the larger organization within which the individual job is the smallest unit

Answer 36

Organization design

Question 37

concerns the larger group or department containing the individual job

Answer 37

Group design

Question 38

characteristics of individuals occupying jobs include their age, education, experience, and skills and abilities

Answer 38

Personal characteristics

Question 39

identifies the degree to which a job requires a range of activities and abilities to perform the work.

Answer 39

Skill variety

Question 40

measures the degree to which a job requires the completion of a relatively whole, identifiable piece of work.

Answer 40

Task identity

Question 41

identifies the degree to which a job has a significant impact on other people’s lives.

Answer 41

Task significance

Question 42

indicates the degree to which a job provides freedom and discretion in scheduling the work and determining work methods.

Answer 42

Autonomy

Question 43

results involves the degree to which a job provides employees with direct and clear information about the effectiveness of task performance.

Answer 43

Feedback

Question 44

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

Answer 44

Fits

Question 45

should be congruent with the larger organization and group designs within which the job is embedded.20 Both the organization and the group serve as a powerful context for individual jobs or positions. They tend to support and reinforce particular job designs OR should fit the personal characteristics of the jobholders if they are to perform effectively and derive satisfaction from work. Generally, enriched jobs fit people with strong growth needs.21 These people derive satisfaction and accomplishment from performing jobs involving skill variety, autonomy, and feedback about results

Answer 45

Job design