Description Show You will receive this product within 24 hours after placing the order Test Bank For Organization Development:The Process of Leading Organizational Change, 4th Edition by Donald L. Anderson INSTANT DOWNLOADWhat Can You Expect From A Test BankThe study major and field is going to dictate what it is you see inside the test bank. However, in the basic scheme of things, a test bank will include the following questions:
SAMPLEChapter 5: The Organization Development Practitioner and the OD Process Multiple Choice 1. Which consulting approach most focuses on a shared view of all responsibilities? 2. Which type
of consulting approach is commonly utilized in the IT field or financial industry? 3. When using the ______ approach to consulting,
the client has typically framed the problem already as a gap in knowledge that the consultant can fulfill. 4. The ______ approach to consulting frequently
results in low success after implementation. 5. When using the ______ approach to consulting, even if the problem is successfully solved, clients
will likely not know how to solve the problem themselves in the the future and will be forced to contact the consultant again. 6. Within the ______
approach to consulting, the underlying notion is that clients do not have time or patience to deal with problems. 7. The ______
approach to consulting essentially gives the consultant responsibilty over virtually every aspect of the problem and the solution, and the client relinquishes both accountability and responsibility of the problem. 8. Within the ______ approach to consulting, the consultant has the responsibility to invite the client to share expectations about roles and working expectations. 9. OD consulting has also been referred to as ______ consulting, in an effort to set it apart from consulting in which the practitioner offers content expertise. 10. OD consultants view ______ as the experts. 11. Having more knowledge of organizational culture, history, and practices is an example of which of the following? 12. Earning a regular salary is an example of which of the following? 13. Having less political involvement, resulting in being more truthful with less consequence is an example of which of the following? 14. Organizational members feeling more comfortable sharing confidential information without fear of leaks is an example of which of the following? 15. Having less variety in clients, industries, and issues is an example of which of the following? 16. Organizational members being reluctant to share sensitive information for fear that it may leak internally
to colleagues is an example of which of the following? 17.
Being perceived as short-term is an example of which of the following? 18.
Not being able to follow through beyond interventions to see long-term results is potentially an example of which of the following? 19. In becoming an OD consultant, many observers note a background in ______ is a good starting point to expose beginners to introductory OD concepts. 20. Which of the following is one of the best ways to become skilled in the area of OD consulting? 21. Which of the following is NOT an area that Varney describes as necessary for practitoners to be skilled: 22. Strategy, change theory, and group development are examples of which of the following OD consultant competencies? 23. Survey preparation and participant observation are examples of which of the following OD consultant competencies? 24. Finance and accounting, HRM, and legal issues are examples of which of the following OD consultant competencies? 25. Strategic planning and goal setting are examples of which of the following OD consultant
competencies? 26. What is defined as “a participatory democratic process concerned with developing practical
knowledge in the pursuit of worthwhile human purposes… ”? 27. In an
ideal form, action research is a ______ in which the researcher is actively engaged with those experiencing the problem versus conducting research on them. 28. Which stage of the consulting process begins with an initial contact between a consultant and a client? 29. Which stage of the consulting process describes when the consultant and client come to an agreement on what work will be accomplished? 30. Which stage of the consulting process is when the client and consultant jointly analyze and interpret the data? 31. Which stage of the consulting process is when details are sought about the situation, the client, the organization, and other relevant aspects of the problem utilizing a variety of methods or sources? 32. Which stage of the consulting process involves the strategy being carried out on agreement? 33. Which stage of the consulting process is when the consultant and client review the outcomes of the intervention(s) and determining whether they resulted in the desired change? 34. The action research model is more ______ rather than linear. 35. Which of the following is NOT a characteristic of Bushe and Marshak to describe the dialogic OD practices: 36. In a ______, practitioners work with leaders or sponsors to design events that are conducive to open dialogues about the future. 37. Bushe identifies the term ______, defined as “ideas, phrases, objects, pictures, manifestos, stories, or new words . . . [that] allow us to see new alternatives for decisions and actions . . . [and] generate change because people like the new options in front of them and want to use ; 38. In ______, formal events are not necessary for the practitioner to intervene ; rather, a practitioner can interevene into an ongoing team
conversation. 39. Which of the following is NOT a change process
that occurs in dialogic OD? 40. In dialogic OD, there is no real “______” in the organization. True/False 1. The consultant’s role generally exists as an outsider to the client’s system. 2. An “expert” consultant should be hired when the subject area is quite broad. 3. Typically, there is a diagnostic set of questions followed by a result and solution in the doctor-patient
model. 4. The mechanic model gives the consultant responsibility over virtually every aspect of the problem and the solution, and it permits the client to relinquish both accountability and responsibility for the problem. 5. OD consulting does not differ from the expert, doctor-patient, nor mechanic models. 6. The OD consulting model implies more of a shared role among all involved. 7. One negative aspect of OD being an internal function within an organization is that it
gets buried within HR. 8. Internal OD consultants work independently. 9. One major disadvantage of external consulting is that organizational members may be reluctant to share sensitive information for fear that it may leak internally to colleagues. 10. During the diagnosis and feedback stage of consulting, the data is analyzed and interpreted. Essay 1. Compare and contrast the OD consulting model with the three other approaches discussed in the
chapter. 2. Discuss the ethical implications of a OD consultant seeing perpetuation of a client’s ignorance as advantageous. 3. What are some ethical issues for internal and external consultants? 4. Discuss a variety of skills and competencies that OD consultants
should possess to be considered fully competent in their profession. 5. Outline the stages of the consulting process. What is the role of a consultant in organizational development?Partners with stakeholders to determine causes for performance gaps and identifies developmental solutions in an attempt to improve organizational effectiveness. Assists an organization with strategic planning to guide them from their current state to their desired state/vision.
Who is the client in organizational consultation?The contact client, the person who initially contacted the consultant, usually introduces the consultant to other people in the organization who, in turn, may work with the consultant to plan activities for still others in the organization.
Which stage of the consulting process begins with an initial contact between a consultant and a client?Initial Phase: Contracting
The first stage begins with the initial interaction between the consultant and client. The consultant identifies the situation or problem which with the client needs help.
Who is the organizational practitioner?What is an organizational development practitioner? An organizational development practitioner is someone who helps create organizational change. Whether an in-house professional or consultant, they create organization-wide or department-wide strategies to implement change.
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The consultant’s role generally exists as an outsider to the client’s system.
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