C08_TB_Krahn_WICS7e

Multiple-Choice IQuestions Identify Ithe Ichoice Ithat Ibest Ianswers Ithe Iquestion. 1. I According Ito IMax IWeber, Iwhich Iof Ithe Ifollowing Iis Icorrect Iabout I“bureaucratic” Ihierarchy? I a. It Iwas Iessential Ifor Ipre-capitalist Isystems Iof Iproduction. b. It Ihelps Icoordinate Iand Iintegrate Imany Ispecialized Itasks. I c. It Iis Ionly Ifound Iin Icapitalist Isocieties. d. Authority Iis Ievenly Idistributed. ANS: B PTS: 1 REF: pp. I246–247 BLM: Remember I 2. Which Iof Ithe Ifollowing Icriticisms Ihave Iorganizational Iresearchers Imade Iabout Ibureaucracies? a. Workers Ihave Itoo Imuch Iautonomy. b. Positions Iwithin Ibureaucratic Iorganizations Iare Inot Iregulated. c. They Iare Iresistant Ito Ichange. d. They Ilack Ia Idefined Isystem Iof Iauthority. ANS: C PTS: 1 REF: p. I247 BLM: Remember 3. Which Iof Ithe Ifollowing Icriticisms Idid IAlvin IGouldner Imake Iabout Ibureaucracies? a. Promotions Iand Idismissals Itend Ito Ibe Ipredictable. b. Rules Ithat Ireduce Iuncertainty Ifor Imanagement Ireduce Ijob Isatisfaction Ifor Iworkers. c. Efficiency Iis Ioften Imore Iimportant Ithan Iauthority. I d. They Iare Ioften Icreated Ito Igive Imanagers Imore Ipower Iover Iworkers. ANS: D PTS: 1 REF: pp. I247–248 BLM: Remember 4. I Kareem Ihas Iworked Ifor Ia Ilarge Itechnology Icompany Ifor Ithe Ipast I10 Iyears. IDuring Ihis Ilast Iperformance Ireview, Ihis Imanager Itold Ihim Ihis Iefficiency Iis Ideclining Ibecause Ihe Iis Itrying Itoo Ihard Ito Ifollow Iorganizational Irules Iand Ijob Iprocedures. IWhich Iof Ithe Ifollowing Iterms Ibest Idescribes IKareem’s Ibehaviour? a. Organizational Icommitment. I b. Bureaucratic Ipersonality. c. Alienation. d. Managerial Iauthority. ANS: B PTS: 1 REF: p. I247 BLM: Higher IOrder   5. Jenn Iis Ia Ihuman Iresources Imanager Ifor Ia Ilarge ICrown Icorporation. IRather Ithan Ifollowing Iorganizational Ipolicy, IJenn Ihas Ihired Iand Ipromoted Ia Inumber Iof Iindividuals Iwho Iwere Ion Iher Iuniversity Ihockey Iteam. IWhich Iof Ithe Ifollowing Ibest Idescribes IJenn’s Iactions? a. Rational-legal Ivalue Isystem. b. Managerial Iauthority. c. Freewheeling. d. Meritocracy. ANS: C PTS: 1 REF: p. I249 BLM: Higher IOrder 6. Which Iof Ithe Ifollowing Ibest Idescribes Ia Icentral Iargument Iabout Ibureaucracies Imade Iby IMelville IDalton Iin Ihis I1959 Istudy IMen IWho IManage? a. Managers Ioften Ibreak Ithe Irules Iin Iorder Ito Iachieve Itheir Iobjectives. b. I If Igiven Ithe Iopportunity, Iwomen Iwould Imake Ibetter Imanagers Ithan Imen. c. Promotions Iare Iusually Ibased Ion Imerit. d. Managers Iand Iworkers Irarely Iengage Iin Idishonest Iactivity. ANS: A PTS: 1 REF: p. I249 BLM: Remember 7. Which Iof Ithe Ifollowing Iis Icorrect Iabout IBurns Iand IStalker’s Istudy Iof Iwork Iorganization Iin Ithe I1950s? a. In Igeneral, Iall Iorganizations Ihad Ithe Isame Istructure Iand Imanagement Istyle. b. Technologies Idid Inot Iimpact Ithe Ilevel Iof Ibureaucracy Ipresent Iin Ian Iorganization. c. Most Iorganizations Ihad Iopen Imanagement Istyles. d. There Iwas Ia Icontinuum Iof Iorganizational Iforms Ishaped Iby Itype Iof Itechnology. I ANS: D PTS: 1 REF: p. I251 BLM: Higher IOrder 8. I Joan IWoodward Iargued Iwhich Iof Ithe Ifollowing Ion Ithe Ibasis Iof Iher Iresearch Ion Ithe Ibest Ifit Ibetween Iproduction Itechnologies Iand Imanagement Iapproaches? I a. Bureaucracies Iare Imost Iappropriate Iin Iindustries Iwith Imass-production Itechnology. I b. Modern Iwork Iorganizations Ineed Imanagers Iwho Ihave Istrong Ihuman Irelations Iskills. I c. The Imore Icomplex Ithe Itechnology, Ithe Imore Ibureaucratic Irules Iare Irequired. I d. Assembly-line Itechnologies Iare Ia Ipoor Ifit Iwith Ibureaucracy. I ANS: A PTS: 1 REF: p. I251 BLM: Remember 9. I Which Iof Ithe Ifollowing Iobservations Iwas Icentral Ito IGerhard ILenski’s Itheory Iabout Ichanging Ilevels Iof Iinequality Iover Ithe Ipast Icenturies? a. Social Iinequality Iwould Idisappear Ionce Isocialism Ireplaced Icapitalism. b. Agrarian Isocieties Iwere Icharacterized Iby Ivery Ilow Ilevels Iof Iinequality. I   c. Industrial Icapitalism Ibrought Iwith Iit Ireduced Ilevels Iof Isocial Iinequality. d. Industrial Icapitalism Igenerated Ithe Ihighest Ilevel Iof Iinequality Iever Iobserved. I ANS: C PTS: 1 REF: p. I252 BLM: Remember 10. In Igeneral, Iwhich Iof Ithe Ifollowing Iis Ithe Imost Iimportant Irole Iof Imanagers? I a. Ensure Iworkers Ido Itheir Ijobs Icorrectly. b. Obtain Icompliance Ifrom Iworkers Iand Iprevent Iopposition Ito Iauthority. c. Enforce Ithe Irules Iand Iregulations Iof Ithe Iorganization. d. Identify Iworkers Iworthy Iof Ipromotion. ANS: B PTS: 1 REF: p. I254 BLM: Higher IOrder 11. Which Iof Ithe Ifollowing Iwork Isettings Iwould Ibe Imost Ilikely Ito Iemploy Ithe Ipractices Iof ITaylorism? I I a. Telephone Icall Icentre. b. Law Ifirm. c. Radio Istation. d. University Idepartment. ANS: A PTS: 1 REF: pp. I255–257 BLM: Higher IOrder 12. Which Iof Ithe Ifollowing Iis Imost Icorrect Iabout Iscientific Imanagement? a. Robots Iare Iused Ito Ireplace Iworkers. b. Workers Ihave Ia Ilot Iof Iautonomy. c. It Irepresents Ia I“human Irelations” Iapproach. d. Complex Itasks Iare Isubdivided Ito Iimprove Iefficiency. ANS: D PTS: 1 REF: pp. I255–257 BLM: Remember 13. I Which Iof Ithe Ifollowing Iis Inot Ia Icore Iprinciple Iof Iscientific Imanagement? a. Subdivide Icomplex Ijobs Ito Iobtain Imaximum Iefficiency. I b. Give Iworkers Idetailed Istep-by-step Idescriptions Ion Ihow Ito Ido Ieach Ijob. I c. Select Ithe Ibest Iworkers Ito Iperform Ia Ispecific Ijob. d. Increase Iindividual Iworkers’ Idecision-making Iauthority. I ANS: D PTS: 1 REF: pp. I255–257 BLM: Higher IOrder 14. According Ito IFrederick IWinslow ITaylor, Iworkers Iwere Iprimarily Imotivated Iby Iwhich Iof Ithe Ifollowing? a. Fear Iof Imaking Imistakes. I b. The Ifriendliness Iof Itheir Isupervisors Iand Imanagers. I   c. Opportunities Ito Iincrease Itheir Iskills. I d. Economic Igain. I ANS: D PTS: 1 REF: p. I256 BLM: Remember 15. I Managers Iof IBest IElectric ICars Itry Ito Imotivate Itheir Iworkers Iby Ireminding Ithem Ithat Ieach Iperson Iin Ithe Icompany Iis Ipart Iof Ia Iteam Iin Iconstant Icompetition Iwith Iforeign Icompanies Iand Ithat Iif Ithey Iwork Itogether Ito Iincrease Iproduction Iand Iimprove Iquality, Ithe Icompany, Itheir Icommunity, Iand ICanada Iwill Iall Ibenefit. IWhich Iof Ithe Ifollowing Iterms Iwould IAmitai IEtzioni Iuse Ito Idescribe Ithis Imanagement Istrategy? a. Normative. I b. Coercive. I c. Utilitarian. d. Human Icapital. I I ANS: A PTS: 1 REF: pp. I259–260 BLM: Higher IOrder 16. I Which Iof Ithe Ifollowing Igeneral Iapproaches Ito Imanagement Iwould Ibest Icharacterize Ithe Imanagement Iapproach Iadopted Iby IBest IElectric ICars I(see IQ. I15)? a. Scientific Imanagement. I b. Corporate Iwelfare. I c. Human Irelations. d. Globally Ifocused Imanagement I ANS: C PTS: 1 REF: pp. I259–262 BLM: Higher IOrder 17. I Which Iof Ithe Ifollowing Iwas Idemonstrated Iby Ithe IHawthorne IStudies? a. Good Iworking Iconditions I(e.g., Ibetter Ilighting) Ilead Ito Ihigher Iworker Iproductivity. I b. The Iresults Iof Isocial Iexperiments Imay Ibe Iconfounded Iby Isubjects’ Iawareness Iof Ibeing Ipart Iof Ia Istudy. I c. The Itype Iof Itechnology Iused Iin Ia Iworkplace Ican Iaffect Iworkers’ Iproductivity. d. Female Iemployees Iare Ijust Ias Imotivated Ito Iwork Ihard Ias Imale Iemployees. I ANS: B PTS: 1 REF: pp. I260, I266 BLM: Remember 18. Jane, Ia Imanager Iin Ia Ihouse-cleaning Icompany, Ibelieves Ithat Ithe Ivalues, Ipsychological Ineeds, Iand Iattitudes Iof Iher Iworkers Iall Ishape Itheir Iwork Ibehaviour. IWith Iwhich Iof Ithe Ifollowing Imanagement Iapproaches Ido Iher Ibeliefs Ifit Ibest? a. Scientific Imanagement. b. Management Iideology. c. Human Irelations. d. The Iinformal Iside Iof Iorganizations. ANS: C PTS: 1 REF: p. I261 BLM: Higher IOrder 19. I Which Iof Ithe Ifollowing Iis Ia Iprimary Icriticism Iof Ithe Ihuman Irelations Iapproach Ito Imanagement? I a. It Iassumes Ithat Iindustrial Iharmony Iis Ihealthy Iand Ithat Iconflict Iin Ithe Iworkplace Iis Iabnormal Iand Idestructive. I b. It Iincorrectly Iassumes Ithat Iworkers Iare Ionly Imotivated Iby Imoney. I c. It Iplaces Itoo Imuch Iemphasis Ion Ithe Ineed Ifor Istrict, Iauthoritarian Imanagers. I d. It Iallows Iworkers Itoo Imuch Iinput Iinto Iworkplace Idecision Imaking. I ANS: A PTS: 1 REF: p. I262 BLM: Higher IOrder 20. Which Iof Ithe Ifollowing Iis Ia Icentral Iprincipal Iof Ihuman Irelations Itheory? a. Industrial Iharmony Iis Ihealthy. b. More Ipower Ishould Ibe Ibestowed Ito Iworkers. c. It Iis Ionly Ieffective Iin Ilarge Ibureaucracies. d. It Iviews Iconflict Ibetween Iworkers Iand Imanagers Ias Inatural Iand Iproductive. ANS: A PTS: 1 REF: p. I262 BLM: Remember Short IAnswer IQuestions I 21. Explain IGerhard ILenski’s Itheory Iof Isocial Iinequality. IWhat Irole Idoes Itechnology Iplay Iin Ithis Itheory? REF: Ipp. I252–253 22. Alfred ID. IChandler IJr. Iwrote Ithat, I“The I‘visible Ihand’ Iof Ithe Icorporate Imanager Ireplaced Ithe I‘invisible Ihand’ Iof Imarket Iforces.” IExplain Iwhat IChandler Imeans Iby Ithis Istatement? REF: Ip. I254 23. In Ia Ifew Isentences, Idescribe Ithe Ibasic Iprinciples Iof Iscientific Imanagement. REF: Ipp. I255–257 24. Briefly Idescribe Ihuman Irelations Itheory Iand Ioutline Ione Iof Iits Imajor Icriticisms. REF: Ipp. I259–262 Essay IQuestions I 25. Describe Iwhat Iis Imeant Iby Ithe Iterm Ibureaucracy. IWhat Iare Isome Iof Ithe Icriticisms Ithat Iresearchers Ihave Imounted Iagainst Ibureaucratic Iorganizations? IIn Iyour Iopinion, Iwhat Irole Iwill Ibureaucracies Ihave Iin ICanada Iover Ithe Inext Ihalf-century? ISupport Iyour Iargument Iwith Imaterial Ifrom IChapter I8, Ias Iwell Ias Iearlier Ichapters Iif Inecessary. Suggested Istudent Iresponse: IStudents Ishould Idefine Ibureaucracy Iusing IWeber Iand IMorgan I(pp. I246–247) Iand Iemphasizing Ispecialized Itasks, Iefficiency, Irules, Iauthority, Iand Iso Ion. ICriticisms Iof Ibureaucracies Icould Iinclude Ithe Irole Iof Imanagers Iand Ithe Imanipulation Iof Iinformal Iwork Ipractices I(e.g., IDalton’s I“freewheeling”), Ithe Iassumption Ithat Iworkers Ihappily Iaccept Iorganizational Igoals I(e.g., Idisconnect Ibetween Iworkers Iand Imanagers), Iand Iproblems Iwith Iinefficiencies I(pp. I247–249). IA Igood Ianswer Ito Ithe Ilast Ipart Iof Ithe Iquestion Iwould Idescribe Igeneral Ishifts Iin ICanada’s Ieconomy, Ilabour Imarket, Iand Ilabour Iforce, Iand Ihow Ithis Imight Iaffect I Ithe Itypes Iof Iorganizations Iwe Isee. I I 26. Describe Ia Iwork Iorganization Ithat Iyou Iare Ifamiliar Iwith Iand Iaddress Ihow Iit Iutilizes Ielements Iof Iscientific Imanagement Ior Ihuman Irelations Itheory, Ior Iboth. IIn Iyour Iopinion, Ido Ithese Ipractices Iwork Iwell Iin Ithis Iorganization? IWhy Ior Iwhy Inot? Suggested Istudent Iresponse: IThis Iquestion Iis Ifairly Iopen-ended, Iwith Istudents Iafforded Ithe Iopportunity Ito Idraw Ion Ipersonal Iexperience Ior Idiscuss Ia Iwork Iorganization Ithat Ithey Ihave Igood Iknowledge Iabout Ithrough Ifamily/friends. IA Igood Ianswer Iwill Idescribe Ithe Ibasic Ielements Iof Iscientific Imanagement Iand/or Ihuman Irelations Itheory I(with Ireference Ito Ithe Itext) Iand Iapply Ithe Itheories Ito Itheir Icase Istudy. I 27. Describe Iwhat Iyou Ithink Imakes Ia I“good” Imanager. ISupport Iyour Iposition Iwith Ireference Ito Ithe Imaterial Iand Idebates Idiscussed Iin IChapter I8. Suggested Istudent Iresponse: IStudents Imay Iaddress Ithis Iquestion Iin Ia Inumber Iof Iways Ibut Ishould Ireference Idiscussions Iabout Imanagers Ifrom Ithe Ichapter, Iwhich Iinclude: Imanagers Iand Iinformal Iwork Ipractices I(p. I249); Imanagerial Iauthority; Iand Iemployee Icompliance/commitment I(pp. I254–255). IA Igood Ianswer Imight Ialso Iconsider Ithe Iimpact Iof Ithe Itype Iof Iorganization Ion Ithe Irole Iof Ithe Imanager Iand Ihis Ior Iher Iability Ito Ibe Ia I“good” Imanager I(e.g., Iis Iit Ia Ibureaucratic Iorganization? IFordist? IDoes Iit Ihave Ielements Iof Iscientific Imanagement Ior Ihuman Irelations Itheory?). I 28. Workplace Iinequality Iand Ithe Iability Iof Iworkers Ito Idevelop Iskills Iand Ibecome Iinvolved Iin Idecision Imaking Irepresent Itwo Icrucial Iissues Ifacing ICanadian Iworkers Iand Iwork Iorganizations. IHow Iwell Ido Ithe Iscientific Imanagement Iand Ihuman Irelations Iapproaches Iaddress Ithese Iissues? ISupport Iyour Iposition Iwith Ireference Ito Ithe Ichapter. Suggested Istudent Iresponse: IA Igood Iresponse Ishould Idefine Iscientific Imanagement Iand Ihuman Irelations Itheory Iwith Ireference Ito IChapter I8 Iand Iproceed Ito Ioutline Isome Iof Ithe Imajor Icriticisms Iof Ithese Itheories I(described Ithroughout Ithe Ichapter). IThe Itext Itakes Ithe Iposition Ithat Iscientific Imanagement Iand Ithe Ihuman Irelations Itheory Iare Iboth Ipart Iof Ithe Iconsensus Iperspective Iand Itherefore Iare Inot Icritical Iof Ipower/authority Idifferences Iand Ilargely Iignore Iconflict Iin Ithe Iworkplace. ITherefore, Ia Igood Ianswer Ishould Iargue Ithat Ithese Iperspectives Ido Inot Ioffer Imuch Ito Iwork Iwith Iin Iterms Iof Ireducing Iinequality Iin Ithe Iworkplace Iand Ienhancing Iworkers’ Iskills. 29. See IDiscussion IQuestions Iat Ithe Iend Iof IChapter I8 Ifor Iadditional Iideas Ifor Iexamination Iessay Iquestions. I