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Chapter 21
Continuous Change
Multiple Choice Questions
1. Organization learning is an iterative process of
a. understanding, integration, and application
b. discovery, innovation, application, and generalization
c. curiosity, understanding, production, and generalization
d. discovery, invention, production, and generalization
e. none of the above
2. Self-designing organizations focus on
a. strategy
b. structure
c. technology
d. A and B
e. all of the above
3. Laying the foundation for self-designing organizations requires
a. diagnosis, knowledge, and valuing
b. diagnosis, change, and evaluation
c. design, assessment, and implementation
d. design, change, and evaluation
e. knowledge, assessment, and evaluation
4. Which of the following tools can help an organization discover its theories in use?
a. the ladder of interference
b. debates and arguments
c. left hand/right hand column
d. process maps
e. all of the above
5. Which of the following is not a characteristic of adaptive change?
a.
b.
c.
d.
occurs at multiple levels of the organization
affects multiple stakeholders
involves altering most features of the organization
achieves fit between changing organization design and strategy
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e. requires little on-site modifications or learning
6. Organization learning (OL) interventions are typically associated with
a.
b.
c.
d.
management and leadership teams
information systems and technology departments
human resources and social processes
none of the above
7. The learning organization is not characterized by _____________.
a.
b.
c.
d.
culture that supports openness, creativity among members
acquisition and sharing of new skills and knowledge among members
structures that emphasize individual unit performance
leaders that exhibit openness and risk taking required for learning
8. Which of the following are techniques of OD interventions that identify
organization member theories-in-use and reveal assumptions?
a.
b.
c.
d.
e.
left-hand, right-hand column
ladder of inference
action map
dialogue
all of the above
9. Knowledge management interventions usually begin by __________________.
a. identifying the types of knowledge that create the most value for the
organization
b. bringing together members and experts to generate new knowledge
c. putting knowledge into forms that the organization can use readily
d. developing ways for organization members to gain access to necessary knowledge
e. A and B
10. Built-to-change interventions are best suited for organizations that are
___________.
a.
b.
c.
d.
experiencing a change in ownership
facing a rapidly changing environment
performing poorly compared to last year’s profits
operate in a stable market
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11. Which of the following organization structures best support Built-to-Change
interventions?
a.
b.
c.
d.
e.
formal, hierarchical
flat, lean, flexible
matrix, process, and network
A and C
B and C
12. The term “pursue proximity” in the Built-to-change intervention can best be
described as
a.
b.
c.
d.
placing the organization closer to its desired state
predicting the future of the organization
developing scenarios of possible and desired future environments
pursuing steps necessary for change
13. Which of the following is not a key to making strategic adjustment a standard
practice?
a.
b.
c.
d.
sharing relevant information widely
pushing decision making downward
having standardized, stable reward systems
giving members relevant skills and knowledge
True/False Questions
14. Self designing organizations are well suited for stable, predictable markets and
environments.
15. Codification and personalization are techniques used on organization learning
interventions.
16. Organization learning is similar to individual learning.
17. Knowledge management is more concerned with developing organizational
capabilities while organization learning is more concerned with technical issues,
such as how to store organization experience.
18. The most prevalent form of learning in organizations is single-loop learning
which is focused on improving the status quo.
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19. Organization learning is an active process based on interpretive models of
change where members interact and learn from their actions.
20. The ladder of inference can help organization members understand why their
actions may be ineffective.
21. Built-to-change interventions are characterized by selecting and developing
leaders and members, who are quick learners, take initiative and thrive on change.
22. Once organization learning interventions are underway, organization members
must be willing to publicly test the effectiveness of their learning strategies.
Essay Questions
23. How can an OD practitioner help an organization become self designing?
24. Describe how an organization can use “double-loop learning” to improve
performance.
25. Compare and contrast the organization learning interventions with knowledge
management interventions. Discuss the benefits of each.
26. How is the Built-to-Change intervention designed to promote a sustained
competitive advantage?
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