Question 1

Quality circle applications usually involve group problem solving training but no group facilitators.

Accepted Answer

A) True 
 B)False  False

Question 2

Innovative reward systems are not relevant to employee involvement applications.

Accepted Answer

A) True 
 B)False  False

Question 3

The power dimension of EI refers to

Accepted Answer

A)  the knowledge workers have about the organization 
B)  the ability to control rewards that are given 
C)  the authority employees have over decisions that affect them 
D)  timely access to information 
A)  the knowledge workers have about the organization 
B)  the ability to control rewards that are given 
C)  the authority employees have over decisions that affect them 
D)  timely access to information C

Question 4

Statistical process control techniques are usually an integral part of training in total quality management.

Accepted Answer

A) True 
 B)False

Question 5

Parallel structures are most similar to what other EI approach?

Accepted Answer

A)  re-engineering 
B)  union-management cooperative projects 
C)  downsizing 
D)  work design 
A)  re-engineering 
B)  union-management cooperative projects 
C)  downsizing 
D)  work design

Question 6

Which of the following is not a design element characteristic of High Involvement organizations?

Accepted Answer

A)  tall complex organizational structure 
B)  use of realistic job preview during employee selection 
C)  use of team structures 
D)  highly enriched jobs, including task variety 
A)  tall complex organizational structure 
B)  use of realistic job preview during employee selection 
C)  use of team structures 
D)  highly enriched jobs, including task variety

Question 7

Employee involvement generally refers to the amount of power, rewards, information, and knowledge and skills associated with employee's work.

Accepted Answer

A) True 
 B)False

Question 8

The key factors driving interest in Employee Involvement were competitive demands for lower costs, higher performance, and greater flexibility in organizations.

Accepted Answer

A) True 
 B)False

Question 9

Some ways that EI may improve productivity are

Accepted Answer

A)  by improving communication among employees 
B)  by improving employee motivation 
C)  by improving employee capabilities 
D)  all of the above 
A)  by improving communication among employees 
B)  by improving employee motivation 
C)  by improving employee capabilities 
D)  all of the above

Question 10

Tying rewards to accomplishments is the final stage of TQM implementation.

Accepted Answer

A) True 
 B)False

Question 11

Parallel structures are also called .

Accepted Answer

A)  collateral structures 
B)  dualistic structures 
C)  shadow structures 
D)  all of the above 
A)  collateral structures 
B)  dualistic structures 
C)  shadow structures 
D)  all of the above

Question 12

Compare and contrast the TQM and High Involvement applications of employee involvement.

Accepted Answer

Total Quality Management (TQM) and High

Question 13

The effectiveness of a union-management cooperative project is fairly easy to assess.

Accepted Answer

A) True 
 B)False

Question 14

Employee involvement affects productivity indirectly by influencing .

Accepted Answer

A)  organizational structure 
B)  employee satisfaction 
C)  power struggles 
D)  the organization's values 
A)  organizational structure 
B)  employee satisfaction 
C)  power struggles 
D)  the organization's values

Question 15

A working definition of EI encompasses which of the following criteria?

Accepted Answer

A)  power 
B)  rewards 
C)  information 
D)  all of the above 
A)  power 
B)  rewards 
C)  information 
D)  all of the above

Question 16

A distinguishing feature of the total quality management approach is

Accepted Answer

A)  attention to rewards 
B)  development of problem solving skills 
C)  the improvement of processes 
D)  training 
A)  attention to rewards 
B)  development of problem solving skills 
C)  the improvement of processes 
D)  training

Question 17

What is the TQM approach to EI and how does it differ from other approaches? Discuss Deming's influence on this approach.

Accepted Answer

The Total Quality Management (TQM) appro

Question 18

Describe the four elements associated with employee involvement interventions.

Accepted Answer

The four elements associated with employ

Question 19

Discuss parallel structures and the type of organization that would benefit most from this approach.

Accepted Answer

Parallel structures refer to the use of

Exam 13: Employee Involvement

Quality circle applications usually involve group problem solving training but no group facilitators.

Innovative reward systems are not relevant to employee involvement applications.

The power dimension of EI refers to

Statistical process control techniques are usually an integral part of training in total quality management.

Parallel structures are most similar to what other EI approach?

Which of the following is not a design element characteristic of High Involvement organizations?

Employee involvement generally refers to the amount of power, rewards, information, and knowledge and skills associated with employee's work.

The key factors driving interest in Employee Involvement were competitive demands for lower costs, higher performance, and greater flexibility in organizations.

Some ways that EI may improve productivity are

Tying rewards to accomplishments is the final stage of TQM implementation.

Parallel structures are also called .

Compare and contrast the TQM and High Involvement applications of employee involvement.

The effectiveness of a union-management cooperative project is fairly easy to assess.

Employee involvement affects productivity indirectly by influencing .

A working definition of EI encompasses which of the following criteria?

A distinguishing feature of the total quality management approach is

What is the TQM approach to EI and how does it differ from other approaches? Discuss Deming's influence on this approach.

Describe the four elements associated with employee involvement interventions.

Discuss parallel structures and the type of organization that would benefit most from this approach.

General Introduction to Organization Development

The Nature of Planned Change

The Organization Development Practitioner

Entering and Contracting

Diagnosing

Collecting, Analyzing, and Feeding Back Diagnostic Information

Designing Interventions

Managing Change

Evaluating and Institutionalizing Organization Development Interventions

Interpersonal and Group Process Approaches

Organization Process Approaches

Restructuring Organizations

Work Design

Performance Management

Talent Management

Workforce Diversity and Wellness

Transformational Change

Continuous Change

Transorganizational Change

Organization Development for Economic, Ecological, and Social Outcomes

Organization Development in Nonindustrial Settings: Health Care, and School Systems

Future Directions in Organization Development

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