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Question 1

is described as a purposeful and intentional effort to bring about modifications, improvements, or transformations within an organization

Answer 1

Planned change

Question 2

Reducing factors maintaining the existing organizational behavior at the current level, sometimes through psychological disconfirmation.

Answer 2

Unfreezing

Question 3

Displacing the existing culture, strategy, or individuals/departments to a different level and interfering in the present system to develop new attitudes and relevant change.

Answer 3

Moving/Movement:

Question 4

Stabilizing the organizational equilibrium through supporting mechanisms and procedures to enforce the new state.

Answer 4

Refreezing

Question 5

This model aims to assist companies with implementing planned change and developing general knowledge from the process. Its stages include:

Answer 5

Action Research Model

Question 6

Beginning when a key executive or influential person senses problems that an OD practitioner might help solve, initiating the entry phase.

Answer 6

Problem Identification

Question 7

The OD practitioner and client assess each other, with the practitioner sharing their assumptions and values to establish openness and collaboration.

Answer 7

Consultation of a Behavioral Science Expert:

Question 8

The practitioner, often with organization members, gathers and analyzes information to determine underlying problem causes.

Answer 8

Data Gathering and Preliminary Diagnosis:

Question 9

Members receive collected data to determine organizational strengths and weaknesses.

Answer 9

Feedback to a key client or group

Question 10

The practitioner and members collaboratively identify and understand root causes, ensuring agreement on the problem and factors before proceeding.

Answer 10

Joint Diagnosis of the Problem:

Question 11

Specific actions are planned based on organizational context, the diagnosis, time, and expense.

Answer 11

Joint Action Planning:

Question 12

The actual change occurs, which may involve installing new methods, reorganizing structures, changing work designs, and reinforcing new behaviors.

Answer 12

Action

Question 13

Data is gathered to measure effects and feed results back, potentially leading to re-diagnosis and new action, making it a cyclical process.

Answer 13

Data Gathering after Action

Question 14

This model departs from deficit-based models by focusing on what the organization is doing right. It helps members understand the organization at its best and builds off those capabilities for better results, aligning with “positive organizational scholarship” which focuses on dynamics leading to extraordinary outcomes.

Answer 14

Positive Model:

Question 15

This framework guides intentional change and includes the following steps:

Answer 15

General Model of Planned Change: This

Question 16

Activities where managers decide whether to engage in planned change and commit resources. This phase involves defining organizational problems or opportunities and establishing a collaborative relationship between the practitioner and client system

Answer 16

Entering and Contracting:

Question 17

Can focus on understanding problems, causes, and consequences, or collecting stories about positive attributes. It’s one of the most important activities.

Answer 17

Diagnosing

Question 18

Intentionally creating a desired future state by moving away from the current situation.

Answer 18

Planning and Implementing Change

Question 19

Assessing intervention effects and managing the persistence of successful change programs.

Answer 19

Evaluating and Institutionalizing Change:

Question 20

The sources broadly categorize interventions into four major types:

Answer 20

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

Interventions modifying an organization’s structure and technology.

Human Resources Interventions aimed at improving member performance and wellness.

Strategy interventions involving managing the organization’s relationship with the environment and internal structure/process.

Question 21

Providing feedback to practitioners and organization members about the progress and impact of interventions.

Answer 21

Evaluation

Question 22

Maintains changes for an appropriate period of time.

Answer 22

Institutionalization

Question 23

This is ongoing feedback collected during the implementation of an intervention.

Answer 23

Implementation Feedback

Question 24

This feedback is gathered after the intervention is implemented.

Answer 24

Evaluation Feedback

Question 25

Is a general framework for carrying out helping relationship, The process consultant works to help managers, employers and groups assess and improve human processes. Such as communication, decision making and task performance.

Answer 25

Process Consultation

Question 26

Process consultation deals primarily with the interpersonal and group processes that describe how organization members interact with each other.

Answer 26

Group process

Question 27

is an intervention designed to mobilize the resources of the entire organization to: -identify problems -set priorities and action targets; -and begin working on identified problem

Answer 27

Organization Confrontation Meeting

Question 28

Intervention are integrated into organizational development programs to facilitate cooperation and efficiency between different groups within an organization.

Answer 28

Intergroup Relations

Question 29

consists of a small number of individuals who reflect the issue being addressed.

Answer 29

1.Microcosm Groups

Question 30

is designed specifically to help two groups or departments within an organization resolve dysfunctional conflict

Answer 30

2. Resolving Intergroup Conflict

Question 31

Is the bringing together of large numbers of organization members and others stakeholders, often more than a hundred, for a two- to- four days meeting or conference,

Answer 31

Large-Group Intervention

Question 32

Organizations structure describes how the overall work of the organisation is devided into sub units and how these sub units are coordinated for task completion

Answer 32

STRUCTURAL DESIGN

Question 33

Organization structure should be designed to fit with atleast four factors:

Answer 33

Environment Organisation Sizes Technology Organisation Strategy

Question 34

 -The most widely used organization in the world today is the basic functional structure, The organization usually is divided into functional units,such as marketing, operation, research, and development, human resources, and finance.

Answer 34

Functional Structure

Question 35

represents a fundamentally different way of organising.

Answer 35

The Divisional Structure

Question 36

Some OD practitioners have focused on maximizing the strength and minimizing the weaknesses of both the functional and the Divisional Structures, and this effort has resulted in the matrix structure.

Answer 36

The Matrix Structure

Question 37

refers to the framework of identifiable and measurable process elements (steps, activities, tasks, procedures, actions) that create a process hierarchy and determine how a process will be performed, defining process boundaries and ensuring interconnectedness between elements

Answer 37

The Process Structure

Question 38

A customer-centric structure prioritizes customer needs and experiences, placing them at the core of all business decisions and activities, aiming to foster loyalty and advocacy.

Answer 38

The Customer -Centric Structure

Question 39

A network structure in an organizational context is a flexible, decentralized model where teams and individuals collaborate, often across different departments or even external partners, to achieve common goals, emphasizing agility and adaptability.

Answer 39

The Network Structure

Question 40

refers to interventions aimed at reducing the size of the organization.

Answer 40

Downsizing

Question 41

is the redesign of business processes to achieve a dramatic improvement in business performance.

Answer 41

Reengineering

Question 42

One of the process consultant areas of interest is the nature and the style of communication, or the process of transmitting and receiving thoughts facts and feelings. It can include body language, including facial expressions, fidgeting posture and hand gestures.

Answer 42

Communication -

Question 43

If a group of people work together over a period of time, it develops group norms or standards of behavior about what is good or bad.

Answer 43

Group norms

Question 44

these interventions are designed primarily to help people be more effective in their communication with others.

Answer 44

Individual intervention –

Question 45

These interventions are aimed at the process, content or structure of the group, Process interventions sensitize the group to its own internal processes and generate interest in analyzing them.

Answer 45

GROUP INTERVENTIONS

Question 46

Help the group determine what is work on, they include comments, questions or observations about group membership; agenda, setting, review and testing procedures, interpersonal issues, and conceptual input on task-related issues.

Answer 46

Content Interventions

Question 47

Help the group examine the stable and recurring methods it uses to accomplish task and deal with external issues

Answer 47

Structure Interventions

Question 48

refers to a broad range of planned activities that help groups improve the way they accomplish task, help members enhance their interpersonal and problem-solving skills, and increase team performance.

Answer 48

TEAM BUILDING

Question 49

Two key aspects of effective evaluation:

Answer 49

Measurement and Research Design.

Question 50

Providing useful implementation and evaluation feedback involves two activities: selecting the appropriate variables and designing good measures.

Answer 50

Measurement

Question 51

This ensures that the measures are relevant to the intervention’s goals and expected outcomes. These variables help assess whether the intervention is being implemented as intended and what its impact is on employee performance and satisfaction.

Answer 51

Selecting Appropriate Variables

Question 52

This helps determine if the intervention is implemented as intended and if it’s producing the desired results. Measuring both intervention and outcome variables is crucial for effective implementation and evaluation feedback.

Answer 52

Designing Good Measures

Question 53

Clearly explains how a concept is measured or observed by specifying the data needed, the collection method, and the data-to-information conversion process.

Answer 53

Operational definition

Question 54

Concerns the extent to which a measure represents the “true” value of a variable —that is, how accurately the operational definition translates data into information.

Answer 54

Reliability

Question 55

Concerns the extent to which a measure actually reflects the variable intended to be measured. It assesses how accurately a measurement instrument reflects the concept it is supposed to measure.

Answer 55

Validity

Question 56

In the context of organizational development (OD), research design involves making choices about how to design the evaluation to achieve valid results. A key issue is how to design the assessment to show whether the intervention did infact produce the observed results.

Answer 56

Research Design

Question 57

Although several quasi-experimental designs are available, those with the following three features are particularly powerful for assessing changes:

Answer 57

Longitudinal Measurement - Repeatedly measure outcomes over an extended period, ideally starting before the intervention begins, to track changes reliably. Comparison Unit - Compare the intervention group's results to a similar group that did not receive the intervention to isolate the intervention's effect. Statistical Analysis - Use statistical methods to determine if observed results are significant and not due to random chance.

Question 58

Using multiple measures is important for assessing perceptual changes from interventions. Research shows three types of change when using self-report and perceptual measures.

Answer 58

(alpha, beta, and gamma)

Question 59

Repeatedly measure outcomes over an extended period, ideally starting before the intervention begins, to track changes reliably.

Answer 59

Longitudinal Measurement -

Question 60

Compare the intervention group's results to a similar group that did not receive the intervention to isolate the intervention's effect.

Answer 60

Comparison Unit -

Question 61

Use statistical methods to determine if observed results are significant and not due to random chance.

Answer 61

Statistical Analysis

Question 62

Reflects genuine shifts in stable aspects of reality. For example, increased perceived employee discretion after a job enrichment program indicates a true increase in discretion, representing alpha change.

Answer 62

Alpha change

Question 63

Involves a recalibration of the measurement scale without an actual change in the underlying reality. For example, a decrease in perceived employee discretion after a job enrichment program might be due to the employee expanding their understanding of what constitutes discretion, leading to a recalibration of their rating scale.

Answer 63

Beta change -

Question 64

Represents a fundamental redefinition of the measurement concept itself due to an intervention. For instance, after a job enrichment program, "employee discretion" might shift from meaning freedom of movement to the ability to make work-related decisions, making pre- and post-intervention comparisons meaningless.

Answer 64

Gamma change -