COM4806 ORGANISATIONAL
COMMUNICATION RESEARCH 1 2026
COMPREHENSIVE ASSESSMENT SCRIPT
SOLVED QUESTIONS ANSWERS UPDATED
REVIEW SET
◉ L1: Scientific management vs Human Relations.
Answer: Scientific management = task-focused, productivity,
mechanical view. Human Relations = employee-focused, wellbeing,
social view.
◉ L1: Contingency approach.
Answer: There is no one best way to manage or structure
organisations; effectiveness depends on fit with context.
◉ L1: Joan Woodward contingency idea.
Answer: Organisational structure depends on technology and
production systems.
◉ L1: Etzioni types of organisations.
,Answer: Coercive = forced membership (prison); utilitarian =
material rewards (companies); normative = shared values
(churches).
◉ L1: Core features of organisations.
Answer: Division of labour, hierarchy, coordination, and common
goals.
◉ L1: Organisational structure definition.
Answer: How tasks are formally divided, grouped and coordinated.
◉ L1: Key elements of organisational structure.
Answer: Specialisation, departmentalisation, centralisation,
formalisation, span of control, and chain of command.
◉ L1: Flat structure.
Answer: Fewer levels, more autonomy, decentralised; supports
flexibility.
◉ L1: Tall structure.
Answer: Many levels, centralised, clear authority; supports control.
◉ L1: Flat vs tall trade-off.
,Answer: Flat = flexibility. Tall = control. No structure is inherently
superior; effectiveness depends on size, goals and environment.
◉ L1: Contingency factors shaping structure.
Answer: Organisation size, technology, environment and external
pressures determine the need for flexibility or control.
◉ L1: Organisational culture definition.
Answer: Shared values, norms, beliefs and assumptions that shape
behaviour.
◉ L1: Schein culture model.
Answer: Artefacts = visible; values = stated beliefs; assumptions =
deep unconscious beliefs. Real culture lies in assumptions.
◉ L1: Why organisational change is difficult.
Answer: Deep assumptions are embedded and resistant to change,
so stated values may not reflect real culture.
◉ L1: Harrison & Handy cultures.
Answer: Power culture, role culture, task culture, and person
culture.
, ◉ L1: Hofstede dimensions.
Answer: Power distance, individualism vs collectivism, masculinity
vs femininity, uncertainty avoidance.
◉ L1: Productivity debate.
Answer: Traditional productivity = output per input. Modern
critique: productivity has become individual responsibility, causing
burnout and work-life conflict.
◉ L1: Modern productivity argument.
Answer: Productivity should be improved through systems and
work design, not simply by increasing individual effort.
◉ L1: IBM EBO case.
Answer: IBM shifted from short-term/risk-averse focus to Emerging
Business Opportunities that encouraged experimentation, top talent
and learning.
◉ L1: L1 core takeaway.
Answer: Approaches evolved from Taylor efficiency → Human
Relations people matter → Contingency context matters → modern
systems and culture matter.
◉ L2: Communication planning framework stages.
COMMUNICATION RESEARCH 1 2026
COMPREHENSIVE ASSESSMENT SCRIPT
SOLVED QUESTIONS ANSWERS UPDATED
REVIEW SET
◉ L1: Scientific management vs Human Relations.
Answer: Scientific management = task-focused, productivity,
mechanical view. Human Relations = employee-focused, wellbeing,
social view.
◉ L1: Contingency approach.
Answer: There is no one best way to manage or structure
organisations; effectiveness depends on fit with context.
◉ L1: Joan Woodward contingency idea.
Answer: Organisational structure depends on technology and
production systems.
◉ L1: Etzioni types of organisations.
,Answer: Coercive = forced membership (prison); utilitarian =
material rewards (companies); normative = shared values
(churches).
◉ L1: Core features of organisations.
Answer: Division of labour, hierarchy, coordination, and common
goals.
◉ L1: Organisational structure definition.
Answer: How tasks are formally divided, grouped and coordinated.
◉ L1: Key elements of organisational structure.
Answer: Specialisation, departmentalisation, centralisation,
formalisation, span of control, and chain of command.
◉ L1: Flat structure.
Answer: Fewer levels, more autonomy, decentralised; supports
flexibility.
◉ L1: Tall structure.
Answer: Many levels, centralised, clear authority; supports control.
◉ L1: Flat vs tall trade-off.
,Answer: Flat = flexibility. Tall = control. No structure is inherently
superior; effectiveness depends on size, goals and environment.
◉ L1: Contingency factors shaping structure.
Answer: Organisation size, technology, environment and external
pressures determine the need for flexibility or control.
◉ L1: Organisational culture definition.
Answer: Shared values, norms, beliefs and assumptions that shape
behaviour.
◉ L1: Schein culture model.
Answer: Artefacts = visible; values = stated beliefs; assumptions =
deep unconscious beliefs. Real culture lies in assumptions.
◉ L1: Why organisational change is difficult.
Answer: Deep assumptions are embedded and resistant to change,
so stated values may not reflect real culture.
◉ L1: Harrison & Handy cultures.
Answer: Power culture, role culture, task culture, and person
culture.
, ◉ L1: Hofstede dimensions.
Answer: Power distance, individualism vs collectivism, masculinity
vs femininity, uncertainty avoidance.
◉ L1: Productivity debate.
Answer: Traditional productivity = output per input. Modern
critique: productivity has become individual responsibility, causing
burnout and work-life conflict.
◉ L1: Modern productivity argument.
Answer: Productivity should be improved through systems and
work design, not simply by increasing individual effort.
◉ L1: IBM EBO case.
Answer: IBM shifted from short-term/risk-averse focus to Emerging
Business Opportunities that encouraged experimentation, top talent
and learning.
◉ L1: L1 core takeaway.
Answer: Approaches evolved from Taylor efficiency → Human
Relations people matter → Contingency context matters → modern
systems and culture matter.
◉ L2: Communication planning framework stages.
