Q&A Hero

Q: Emotional or physical withdrawal

Q: Job satisfaction of employees remains unaffected from organizational changes such as mergers.

Q: What are the five reactions to major change that parallel the reactions to terminal illness?

Q: What is the Hawthorne effect? What effect does it have on the research design?

Q: The two primary sets of people in an organization who most affect job satisfaction are co-workers and customers.

Q: The Fair Labor Standards Act exempts managers and professionals from its requirement that the company pay overtime to employees who work more than a 40-hour week.

Q: A typical organizational development program begins with _____. A) diagnosis B) evaluation C) action planning D) data feedback

Q: Under the Americans with Disabilities Act, an employer may need to grant a clinically depressed employee time off or a flexible schedule to accommodate treatment.

Q: Which of the following is an example of an OD intervention process? A) Appreciative inquiry B) Action research C) Homeostasis D) Double-loop learning

Q: _____ is the approach that turns employee attention away from a negative focus on problems, missteps, deficiencies, shortcomings, and blaming. A) Storytelling B) Action research C) Appreciative inquiry D) Double-loop learning

Q: Job satisfaction is always based on an objective and complete measurement of the situation and not on perception.

Q: _____ are structured activities designed to help individuals or groups improve their work effectiveness. A) Social facilitations B) Interventions C) Contingencies D) Applications

Q: Personal dispositions do not play a role in creating job satisfaction.

Q: Job involvement is a judgment that the organization carried out its actions in a way that took the employees feelings into account.

Q: Which of the following statements is NOT true about external change agents? A) External change agents are more objective. B) External change agents are tied to a firms hierarchy. C) External change agents absorb much of the residual antagonism. D) All of the above.

Q: Organizational development programs are typically based on _____, which are positive beliefs about the potential and desire for growth among employees. A) humanistic values B) appreciative inquiries C) interventions D) proactive attitudes

Q: If an employee disputes policies on the grounds that they violate state and federal laws, he/she can go outside the organization for help to file a lawsuit.

Q: Role conflict is uncertainty about what the organization and others expect from the employee in terms of what to do or how to do it.

Q: Causal variables in the organizational development approach include _____. A) controls B) teamwork C) lower costs D) attitudes

Q: Which of the following is NOT a causal variable? A) Controls B) Training C) Teamwork D) Leadership behavior

Q: When employees are unclear about work methods, scheduling, and performance criteria because others hold different ideas about these, they are likely to suffer from role ambiguity.

Q: Core self-evaluation refers to pervasive low levels of satisfaction in all aspects of life, compared with other people's feelings.

Q: Which of the following is an intervening variable? A) Improved productivity B) Skilled behaviors C) Customer loyalty D) Lower costs

Q: _____ are the ones that management can change most directly. A) Causal variables B) Intervening variables C) End-result variables D) All of the above

Q: Job withdrawal is a set of behaviors that dissatisfied individuals enact to avoid the work situation physically, mentally, or emotionally.

Q: Which of the following statements is true of organization development? A) It makes organizations realize that they are just a collection of individuals. B) The objective of OD is to merely change the top management of an organization in order to make it more humanly responsive. C) It helps in recognizing that organizations are systems with dynamic interpersonal relationships holding them together. D) It seeks to use behavioral knowledge to change beliefs, attitudes, and values and retain the existing strategies, structures, and practices of an organization.

Q: The availability of outplacement counseling while an employee is being encouraged to leave the organization, promotes a sense of fairness on discharge.

Q: Despite being a formal process involving an outsider, arbitration tends to be much faster, simpler, and more private than a lawsuit.

Q: Which of the following activities is based on the premise that change is more likely to be accepted if the people affected by it recognize a need for it before it occurs? A) Stimulating employee readiness B) Working with the total system C) Shared rewards D) Providing a rationale for change

Q: The open-door policy is an example of an alternative dispute resolution.

Q: Which of the following statements is true of participation in the context of building support for change? A) Employees need to participate in a change after it occurs, not before. B) As participation increases, resistance to change tends to decrease. C) When employees participate in change from the beginning, they feel demotivated and feel their ideas will be rejected. D) Participation merely encourages compliance with change.

Q: Creating a formal discipline process is a primary responsibility of the human resource department.

Q: In the context of building support for change through participation, which of the following implies motivation to support a change and to work to ensure that the change is effective? A) Appreciative inquiry B) Commitment C) Crowdsourcing D) Action research

Q: According to the hot-stove rule, an organization's discipline should give warning and have consequences that are consistent, subjective, and immediate.

Q: According to David Ulrich, viruses that infect organizations involved in change efforts include: A) positive employee behavior. B) perfectionism. C) counseling. D) support groups.

Q: In general, employers may conduct random searches of areas like desks, lockers, and toolboxes at any point in time without any justification to the employee.

Q: Which of the following statements is true of the refreezing stage of the change process? A) It is the step in which the new ideas, new methods, and new technologies are learned. B) It means that old ideas and practices need to be cast aside so new ones can be learned. C) It is the step during which the existing methods are evaluated. D) It means that what has been learned is integrated into actual practice.

Q: According to the stages in the change process, _____ means that old ideas and practices need to be cast aside so new ones can be learned. A) identifying B) unfreezing C) changing D) refreezing

Q: When a decision to discharge an employee is explained and implemented in a fashion that is socially sensitive, considerate, and empathetic, it fulfills the principle of outcome fairness.

Q: Change involves all of the following steps EXCEPT _____. A) identifying B) unfreezing C) changing D) refreezing

Q: Procedural justice is a judgment that takes employees' feelings into account while carrying out discharge actions.

Q: Double-loop learning involves: A) developing the ability to anticipate problems, preventing many situations from arising, and challenging ones own limiting assumptions and paradigms. B) turning employee attention away from a negative focus on problems, missteps, deficiencies, shortcomings, and blaming. C) the use of structured activities designed to help individuals or groups improve their work effectiveness. D) activities fostering collaboration across groups, transmitting essential values, stimulating ethical behavior, or sparking action.

Q: Outcome fairness involves the ends of a discipline process, while procedural and interactional justice focus on the means to those ends.

Q: _____ is a leadership quality that can help influence employees to take early and sustained action. A) Altruism B) Charisma C) Vision D) Groupthink

Q: Employees can sue employers for wrongful discharge only if the employee was contracted under an employment-at-will.

Q: _____ are managers who initiate bold strategic changes to position the organization for its future. A) Narcissistic leaders B) Transformational leaders C) Restorative leaders D) Transactional leaders

Q: Generally, organizations encourage voluntary turnover among top management since it is inexpensive.

Q: _____ to change arises from challenges to group interests, norms, and values. A) Logical resistance B) Psychological resistance C) Sociological resistance D) Emotional resistance

Q: What is succession planning and what are its benefits? What are the three stages for an effective program for developing high-potential employees?

Q: Psychological resistance and sociological resistance are _____. A) not illogical B) not irrational C) logical according to different sets of values D) all of the above

Q: _____ to change arises from the actual time and effort required to adjust to change, including new job duties that must be learned. A) Logical resistance B) Psychological resistance C) Sociological resistance D) Emotional resistance

Q: How do managers and peers develop employees through coaching?

Q: Which of the following best describes a chain-reaction effect? A) It is the process of anticipating events, initiating change, and taking control of an organizations destiny. B) It is used to turn employee attention away from a negative focus on problems, missteps, deficiencies, shortcomings, and blaming. C) It is seen when there is a sustained series of small or moderate changes over a period of time, producing cumulative effects that finally overload a persons system. D) It is a situation in which a change, or other condition, that directly affects only one person or a few persons may lead to a direct or indirect reaction from many people.

Q: What are group mentoring programs?

Q: Which of the following factors is least likely to cause resistance or passivity? A) Employees who mouth support in public but undercut changes behind the scenes B) Indecisive managers who suffer from analysis paralysis C) Organizational cultures that undervalue criticism of new ideas D) An emphasis on flashy proposals instead of follow-through

Q: _____ refers to the self-correcting characteristic of organizations that has people acting to establish a steady state of need fulfillment and to protect themselves from disturbance of that balance. A) Homeostasis B) Equilibrium C) Refreezing D) Groupthinking

Q: What are the different ways in which job experiences help in employee development?

Q: What is 360-degree feedback? What are its advantages and disadvantages?

Q: Which of the following statements can be inferred from the Hawthorne studies? A) The perception of being observed is irrelevant to the change observed in the group. B) People act differently when they become aware of the fact that someone cares about them. C) Changes in behavior are intentional, and the members are completely aware of their behavior. D) All of the above.

Q: Describe a leaderless group discussion.

Q: Which of the following is the role of a proactive manager? A) Anticipate events and initiate change B) Respond to events C) Adapt to changes D) Temper the consequences of change

Q: What is the function of the Myers-Briggs Type Indicator (MBTI)? What are the different areas of preferences described by MBTI?

Q: Which of the following is a dramatic change that an organization can encounter? A) Greater federal regulation B) Deregulation C) Consolidation D) All of the above

Q: What are the different kinds of formal educational programs that organizations may use to support employee development?

Q: Appreciative inquiry recognizes that people are energized by success and like to publicly celebrate their achievements.

Q: Discuss the relationship between training, development, and careers.

Q: Humanistic values are implicit in the organizational development theory.

Q: An Individual Coaching for Effectiveness program is designed to: A. help managers with dysfunctional behaviors. B. improve the technical skills of employees. C. help prepare managers for overseas assignments. D. reduce the effects of the glass ceiling. E. attract and retain ambitious managerial employees.

Q: Causal variables are insignificant because they have no effect on end-result variables.

Q: Resistance to change can be reduced by a broader understanding of employee attitudes and natural reactions to change.

Q: The process for developing a succession plan begins with: A. reviewing the existing talent. B. linking succession planning with other human resource systems. C. identifying the positions to be planned for. D. establishing position requirements. E. deciding how to measure employees' potential for being able to fill requirements.

Q: Rewards give employees a sense that progress accompanies a change.

Q: In the case of succession planning, job assignments for high-potential employees are based on: A. the personal preferences of these employees. B. the immediate needs of the organization. C. the willingness of departments to accommodate these employees. D. the successful career paths of the managers whom these employees are preparing to replace. E. the availability of special assignments such as serving on committees and task forces.

Q: The power of a group to stimulate change in its members depends partly on the strength of their attachment to it.

Q: Which of the following is true about succession planning? A. It ensures that middle management systematically reviews leadership talent in the company. B. It provides a set of developmental experiences that managers must complete to be considered for top management positions. C. All companies have a succession plan ready when they need one. D. It identifies a specific replacement for each managerial position within the company. E. It focuses on low-to-medium potential employees.

Q: Building support for change through manipulation and coercion can sabotage the long-term success of a change program.

Q: _____ is the process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant. A. Acculturation B. Leaderless group discussion C. Benchmarking D. Data gathering E. Succession planning

Q: According to the unfreezing stage of change, getting rid of old practices is typically easier than learning new ones.

Q: The glass ceiling is likely caused by: A. a lack of developmental relationships. B. the presence of a diverse workforce. C. the presence of too many mentors for the female employees. D. the presence of women with technical skills. E. providing challenging job assignments to high-potential employees.

Q: Double-loop learning prepares the participants to manage future changes even more effectively.