C09_TB_Krahn_WICS7e

Chapter I9: IIn ISearch Iof INew IManagerial IParadigms I Multiple-Choice IQuestions Identify Ithe Ichoice Ithat Ibest Ianswers Ithe Iquestion. 1. I Which Iof Ithe Ifollowing Iis Inot Ione Iof Ithe Icharacteristics Iof Ia I“winner” Iwork Iorganization, Iaccording Ito ITom IPeters Iin Ihis Ibook IThriving Ion IChaos: IHandbook Ifor Ia IManagement IRevolution? a. Obsession Iwith Iresponsiveness Ito Icustomers. I b. Leadership Ithat Iloves Ichange. I c. Constant Iinnovation Iin Iall Iareas. d. Clearly Ioutlined Ibureaucratic Icontrol Isystems. I ANS: D PTS: 1 REF: p. I269 BLM: Remember 2. Which Iof Ithe Ifollowing Iis Ithe Ibest Iexplanation Ifor IJapan’s Istrong Ieconomic Iperformance Iafter Iits Ieconomy Iwas Ibasically Idestroyed Iduring IWorld IWar III? a. The Istrong Iwork Iethic Iof IJapanese Iworkers. I b. Unique Imanagement Iapproaches Iand Iorganizational Istructures. I c. Access Ito Icheap Ilabour Iin ISouth IAsia. d. Rapid Iintroduction Iof Iautomated Itechnologies. I ANS: B PTS: 1 REF: p. I271 BLM: Remember 3. Ringi, Ia IJapanese Iword Idescribing Ia Ikey Icomponent Iof IJapanese Imanagement Iapproaches, Iis Ibest Idescribed Iby Iwhich Iof Ithe Ifollowing Istatements? I a. An Iemphasis Ion Ireducing Iwork–family Iconflict. I b. Extensive Iparticipative Idecision Imaking. I c. Tasks Iassigned Ito Iwork Iteams Irather Ithan Iindividuals. I d. Constant Iimprovement. I ANS: C PTS: 1 REF: p. I271 BLM: Remember 4. I Hiroto, Iyour Ineighbour Iwho Icame Ito ICanada Ifrom IJapan I15 Iyears Iago, Iis Itelling Iyou Iabout Ithe Ijob Ihe Iused Ito Ihold Iin Ia Ilarge IJapanese Imanufacturing Icompany. IHe Idescribes Ifrequent Iafter-work Isocial Iactivities Ihe Ienjoyed Iwith Ihis Iworkmates, Ihow Ihe Iand Ihis Iworkmates Iworked Ias Ia Iteam, Ithe Imany Iwomen Iwho Iworked Iin Ithe Icompany, Iand Ithe Iopportunities Ifor Iyounger Iworkers Ito Iget Ipromoted. IWhich Iof Ithese Ithings Iexperienced Iby IHiroto Iare Ibasic Ielements Iof IJapanese Imanagement Iapproaches? a. Frequent Iafter-hour Isocial Iactivities Iinvolving Iworkmates. I b. Work Iroutines Idevised Iaround Iteams Irather Ithan Iindividuals. c. A Icommitment Ito Ihiring Iwomen. d. Opportunities Ifor Iyoung Iworkers Ito Iget Ipromoted. I ANS: B PTS: 1 REF: p. I271 BLM: Higher IOrder 5. I Japanese Imanagement Iapproaches, Iquality Iof Iworking Ilife Iprograms, Iand ISwedish I work Ireforms Ihave Imany Ithings Iin Icommon. ISwedish Iwork Ireforms, Ihowever, Iwent I considerably Ifurther Iin Iwhich Iof Ithe Ifollowing Iways? a. Redistributing Ipower Irelationships Iwithin Iwork Iorganizations. b. Requiring Ithat Iall Iworkers Ibe Iunion Imembers. I c. Developing Ifamily-friendly Iworkplaces. I d. Promoting Iemployee Iprofit-sharing Iplans. I ANS: A PTS: 1 REF: p. I274 BLM: Higher IOrder 6. I Ajit, Ia Imachine Ioperator Iin Ia Ifactory, Iwas Irecently Itrained Ito Iperform Ibasic Imaintenance Ion Ihis Imachine, Iand Ihow Ito Ido Irelated Ipaper Iwork I(e.g., Iorder Ireplacement Iparts). IWhich Iof Ithe Ifollowing Iterms Ibest Idescribes Ithe Ichanges Iin IAjit’s Ijob Idescription? a. Work Iteam Itraining. b. Job Irotation. I c. Workplace Ire-engineering. d. Job Ienrichment. I ANS: D PTS: 1 REF: p. I276 BLM: Higher IOrder 7. I A Icompletely Inew Iworkplace Ithat Ioffers Iopportunities Ifor Iboth Itechnological Iand I social Iinnovations Iis Ibest Idescribed Iby Iwhich Iof Ithe Ifollowing Iconcepts? a. Sociotechnical Iincubator. I b. Innovation Itransplant. I c. Organizational Irestart. I d. Greenfield Isite. I ANS: D PTS: 1 REF: p. I277 BLM: Remember 8. Which Iof Ithe Ifollowing Iis Ia Ikey Ifeature Iof I“total Iquality Imanagement”? a. An Iemphasis Ion Icontinuous Iimprovement Iin Ithe Iproduction Iof Igoods Ior Idelivery Iof Iservices. b. Less Iemphasis Ion Ithe Iconsumer Icompared Ito Imost Iother Imanagement Iapproaches. I c. Extensive Iconsultation Iwith Iworkers Iabout Imost Iaspects Iof Itheir Ijobs. I d. Heavy Ireliance Ion Ilow-skill Iworkers. I ANS: A PTS: 1 REF: p. I279 BLM: Remember   9. I The Iregistrar Iof Iyour Iuniversity Ihas Ibeen Itelling Ithe Ivice-president I(human Iresources) Ithat Iwhatever Ichanges Ishe Iintroduces, Ishe Imust Iremember Ito Iconsider Ieverything Ifrom Ia Istudent's Iperspective. IWhich Inew Imanagerial Iparadigm Idoes Ithe Iregistrar Iappear Ito Ibe Ifollowing? a. Total Iquality Imanagement. I b. The Ilearning Iorganization I c. Human Irelations Imanagement. d. Student-centred Iorganizational Iredesign. I ANS: A PTS: 1 REF: pp. I279–280 BLM: Higher IOrder 10. I Amitai IEtzioni Idescribed Idifferent Iways Imanagers Imight Itry Ito Igain Icontrol Iover I workers. IWhich Iof Ithe Ifollowing Imanagement Iapproaches Iwould IEtzioni Ilikely Ilabel I as Ian Iexample Iof I“normative Icontrol?” a. Lean Iproduction. I b. Quality Iof Iworking Ilife Iprograms. c. Organizational Iculture. d. Total Iquality Imanagement. I ANS: C PTS: 1 REF: p. I282 BLM: Higher IOrder 11. Attempts Ito Iconvince Iemployees Ito Iidentify Iwith Ithe I“organizational Iculture” Iof Itheir Icompany Iare Imost Isimilar Ito Iwhich Iof Ithe Ifollowing Imanagement Iapproaches? a. Scientific Imanagement. I b. Human Irelations Imanagement. I c. Social Iand Icultural Icapital Imanagement. d. Industrial Ibetterment. I ANS: B PTS: 1 REF: p. I282 BLM: Remember 12. I Which Iof Ithe Ifollowing Istrategies Imight Isenior Imanagers Iin Ia Igovernment Idepartment I pursue Iif Ithey Iwanted Itheir Idepartment Ito Ibe Irecognized Ias Ia I“learning Iorganization?” a. Watching Icarefully Iwhat Itheir Icounterparts Iin Iother Iprovinces Iwere Idoing, Iso Ithey I could Iimitate Itheir Isuccesses Iand Iavoid Itheir Imistakes. b. Paying Iclose Iattention Ito Iwhat I“clients” Iwere Isaying, Ito Ilearn Iwhat Iconcerned Ithem. I c. Encouraging Idepartment Iemployees Ito Itake Itraining Icourses Iof Imany Ikinds. d. Paying Iclose Iattention Ito Iwhat Imotivated Iemployees Iin Iorder Ito Iincrease Iproductivity. I ANS: C PTS: 1 REF: p. I284 BLM: Higher IOrder 13. I Piore Iand ISabel Idescribed Iwhat Ithey Isaw Ias Ithe Ifuture Iof Imanufacturing Iand Icalled Iit I “flexible Ispecialization.” IWhich Iof Ithe Ifollowing Isocial Itheorists Iwould Ilikely Ihave I agreed Ithat Ithis Iis Ithe Idirection Iwe Iare Iheading? a. Karl IMarx. I b. Max IWeber. I c. Adam ISmith. d. Daniel IBell. I ANS: D PTS: 1 REF: p. I287 BLM: Higher IOrder 14. I Many Idifferent Imanagerial Iapproaches Ihave Ibeen Ideveloped Iin IEurope, IJapan, Iand INorth IAmerica Iover Ithe Ipast Iseveral Idecades, Iall Itrying Ito Ideal Iwith I“problems Iof Ibureaucracy.” IWhich Iof Ithe Ifollowing Inew Imanagerial Iparadigms Ihas Iplaced Ithe Imost Iemphasis Ion Iemploying Inonstandard Iworkers I(e.g., Ipart-time, Itemporary)? I a. The Ihigh-performance Iworkplace. I b. Lean Iproduction. I c. Total Iquality Imanagement. I d. The Iflexible Ifirm. I ANS: D PTS: 1 REF: p. I287 BLM: Higher IOrder 15. Training Iworkers Ito Iperform Ia Ivariety Iof Idifferent Itasks Iwould Irepresent Iwhich Iof Ithe Ifollowing Iforms Iof Iwork Iorganization Iflexibility? a. Pay Iflexibility. I b. Work Ischedule Iflexibility. I c. Functional Iflexibility. d. Numerical Iflexibility. I ANS: C PTS: 1 REF: p. I287 BLM: Remember 16. Which Iof Ithe Ifollowing Iis Ia Ikey Ifeature Iof I“lean Iproduction” Imethods? a. A Istrong Iemphasis Ion Ikeeping Iunions Iout Iof Ifactories Iand Iother Iworkplaces. b. An Iemphasis Ion Ireducing Istress Iexperienced Iby Iworkers Iin Itheir Ijobs. I c. The Ielimination Iof Ikaizen Iin Iorder Ito Iincrease Iproduction. d. Emphasis Ion Iworker-initiated Icontinuous Iimprovement. I ANS: D PTS: 1 REF: p. I288 BLM: Remember 17. Which Iof Ithe Ifollowing Iis Ia Ikey Ifeature Iof Ia I“high-performance Iworkplace?” a. An Iemphasis Ion Ia Ifamily-friendly Iwork Ienvironment. I b. A Imanagement Isystem Iin Iwhich Iunions Iare Iconsulted Ion Iall Ikey Idecisions. I c. A Ihigh Ilevel Iof Ijob Isecurity Ifor Iall Iemployees. d. Extensive Iuse Iof Isocial Imedia Iby Imanagement Iin Itheir Icommunication Iwith Iworkers. I ANS: A PTS: 1 REF: pp. I290–291 BLM: Remember   18. I Proponents Iof I“high-performance Iworkplaces” Iadvocate, Iamong Iother Ithings, Iinvolving Iemployees Iin Idecision Imaking, Itraining Ithem Ito Ido Ia Ivariety Iof Itasks, Iproviding Iincentives Ifor Iimproved Iperformance, Iand Iencouraging Iteamwork. IIf IFrederick IW. ITaylor Iwere Iasked Ito Ievaluate Ithis Imanagement Iapproach, Iwith Iwhich Iof Ithese Iapproaches Iwould Ihe Ilikely Iagree? a. Employee Iinvolvement Iin Idecision Imaking. I b. Training Iemployees Ito Iperform Ia Ivariety Iof Itasks. I c. Providing Iincentives Ifor Iimproved Iperformance. d. Encouraging Iteamwork. I ANS: C PTS: 1 REF: pp. I256, I290–291 BLM: Higher IOrder 19. I Your Iuniversity’s Ivice-president I(human Iresources) Ihas Iasked Ifor Iyour Iadvice Ion Icreating Ia I“high-performance Iworkplace” I(HPW). IShe Iis Irecommending Ia Iseries Iof Iorganizational Ichanges, Iincluding: Iincreased Itraining Ifor Iemployees; Iadditional Ilayers Iof Imiddle Imanagement Ito Imake Isure Ieveryone Iknows Iwhat Ithey Iare Isupposed Ito Ido; Imore Iworkplace Iwellness Iprograms: Iand Ifinancial Iincentives Ifor Iimproved Iperformance. IWhich Iof Ithese Iproposed Ichanges Iwould Iconcern Iyou Ithe Imost, Igiven Ithe Ivice-president’s Igoal Iof Icreating Ian IHPW? a. Increased Itraining Ifor Iemployees. I b. Additional Ilayers Iof Imiddle Imanagement. I c. More Iworkplace Iwellness Iprograms. d. Financial Iincentives Ifor Iimproved Iperformance. I ANS: B PTS: 1 REF: pp. I290–291 BLM: Higher IOrder 20. I Which Iof Ithe Ifollowing Ibest Idescribes Ithe Iintroduction Iof I“high-performance I workplaces” Iin INorth IAmerica? a. They Iare Ifound Imore Ifrequently Iin Ithe Ilower-tier Ithan Iin Ithe Ihigher-tier Iservices. b. They Imay Ibe Ileading Ito Igreater Ilabour Imarket Isegmentation. I c. Unions Ihave Iopposed Ithem Iwhenever Ithey Iwere Iintroduced. d. They Ioffer Ithe Ibest Isolution Ito Ithe Igrowing Iproblem Iof Isocial Iinequality. ANS: B PTS: 1 REF: pp. I292–293 BLM: Remember Short IAnswer IQuestions I 21. I Six Icentral Ithemes Ican Ibe Iidentified Iwhen Ireviewing Ithe Ivariety Iof Inew Imanagerial Iparadigms Ithat Ihave Iemerged Iin Ithe Ipast Iseveral Idecades. IIn Ia Isentence Ior Itwo Ifor Ieach, Iidentify Iand Iexplain Iat Ileast Ithree Iof Ithese Ithemes. I REF: Ip. I269   22. I Quality Iof Iworking Ilife I(QWL) Iprograms Ican Iinvolve Ia Inumber Iof Idifferent Itechniques Iof Ijob Itask Iand Iwork Iorganization Iredesign. IIn Ia Isentence Ior Itwo Ifor Ieach, Idescribe Ifour Iof Ithese Itechniques. I REF: Ip. I276 23. I Briefly Idefine Iand Igive Ian Iexample Iof I Ieach: Ipay Iflexibility, Ifunctional Iflexibility, Iand Inumerical Iflexibility. REF: Ip. I287 24. I List Ithe Ikey Ifeatures Iof Iwhat Iorganizational Ianalysts Icall Ia I“high-performance Iworkplace” I(HPW). IWhich Iof Ithese Ifeatures, Iif Iany, Iare Iunique Ito Ithe IHPW Iapproach Ito Imanagement? REF: Ip. I291 Essay IQuestions I 25. A Ichemical Iplant Ibuilt Iin ISarnia, IOntario, Iin Ithe Ilate I1970s Ihas Icome Ito Ibe Iseen Ias Ia Ihighly Isuccessful Iexample Iof Ithe Iintroduction Iof Inew Imanagerial Iparadigms. IDescribe Ithe Iorganizational Iinnovations Ithat Iwere Iimplemented, Iand Iwhy Ithis Imanagerial Iexperiment Iwas Isuccessful. IIf Ithe Isame Iplant Ihad Ibeen Ibuilt I30 Iyears Ilater, Iwhat Imight Ihave Ibeen Idifferent? I Suggested Istudent Iresponse: IStudents Ishould Ibe Iable Ito Idescribe Isome Iof Ithe IQWL Iinnovations I(p. I277) Iand Irecognize Ithat Iunion Iinvolvement Ifrom Ithe Ioutset Iand Ithe Ifact Ithat Ithis Iwas Ia I“greenfield Isite” Icontributed Ito Isuccess. IAnswers Ito Ithe Isecond Ipart Iof Ithe Iquestion Icould Idevelop Iin Imany Iways, Ibut Ishould Ifocus Ion Imanagerial Istrategies Ithat Ihave Iemerged Imore Irecently. IFor Iexample, Istudents Icould Ispeculate Iabout Iwhat Imight Ihave Ihappened Iif Ilean Iproduction Ihad Ibeen Iproposed Iby Imanagement, Ior Iif Ithey Ihad Itried Ito Irely Ion Imore Ipart-time Iworkers I(numerical Iflexibility)—unions Imight Ihave Ibeen Iresistant Ito Iparticipate. IAlternatively, Imanagement Imight Ihave Iproposed Ia Ihigh-performance Iworkplace Imodel, Iwhich Iwould Ihave Iinvolved Iless Ijob Isecurity Iwhile Iproviding Iother Ibenefits Ito Iworkers. I 26. Which Iof Ithe Inew Imanagerial Iparadigms Idiscussed Iin IChapter I9 Iis Ilikely Ito Ibe Ithe Imost Iinfluential Iin ICanada I20 Iyears Ifrom Inow, Igiven Icurrent Ilabour Iforce Iand Ilabour Imarket Itrends? IExplain Iyour Iprediction. Suggested Istudent Iresponse: IEarlier Ichapters Ihave Ishown Ihow Imanufacturing Iis Iin Idecline, Ithe Ilower-tier Iservices Iare Iexpanding, Iglobalization Iis Ipushing Icompanies Ito Icut Icosts, Iworkers Iare Ibecoming Imore Ieducated, Iinequality Iis Iincreasing, Iand Iso Ion. IStudents Ishould Iidentify Isome Iof Ithese Itrends Iand Imake Iconnections Iwith Iwhat Ithey Ihave Iread Iin Ithis Ichapter. IFor Iexample, Iwith Iless Imanufacturing, Iwe Imight Isee Ifewer Iopportunities Ifor Ilean Iproduction. IOrganizational Ilearning Imight Iappeal Ito Ibetter-educated Iworkers, Ias Iwould Ihigh-performance Iworkplaces. IAlternatively, Ipressure Ito Ireduce Icosts Imight Imean Ifewer IHPWs. 27. Imagine Ithat Iyou Iwere Imade Ithe Imanager Iof Ia Ifast-food Irestaurant Istaffed Ilargely Iby Iuniversity Istudents Iworking Ipart-time. IIf Iyou Icould Ichoose Ito Iimplement Iany Imanagement Isystem I(or Isome Ipart Iof Iit) Ithat Iyou Iwanted, Iwhat Iwould Iyou Ichoose? IExplain Iwhat Iyour Igoals Iwould Ibe, Iand Ihow Ithis Imanagement Iapproach Iwould Ihelp Iyou Ireach Ithem. I Suggested Istudent Iresponse: IStudents Iwill Ilikely Itake Ithe Iposition Ithat Ithe Iprimary Igoal Iis Ibusiness Iprofitability, Iwhile Ia Isecondary Igoal Iwould Ibe Isatisfied Iworkers. IBased Ion Iprevious Ichapters, Ithey Ishould Ihave Isome Isense Iof Ithe Itype Iof Ibusiness Ithey Iare Iinvolved Iin I(i.e., Ilower-tier Iservices) Iand Iits Ireliance Ion Inonstandard Iworkers. IThis Iwould Imake Isome Itypes Iof Imanagement Iunlikely Icandidates I(e.g., ISwedish Iwork Ireforms, Iadvanced Iforms Iof IQWL, Ithe Ihigh-performance Iworkplace Imodel). ITotal Iquality Imanagement I(TQM) Iwith Iits Iemphasis Ion Icustomer Isatisfaction Iand Iorganizational Iculture Iapproaches Ithat Itry Ito Imotivate Iworkers Imight Ibe Imore Ilikely I(and Ihave Ibeen Iused Iin Ithe Ifast-food Iindustry). IA Ifew Istudents Imight Iinsist Ithat, Isince Ithey Icould Ichoose Iany Iapproach Ithey Iwanted, Itheir Igoals Iwould Ibe Imore Ihumanistic Ithan Iprofit-driven. IThis Imight Ilead Ito Isome Iinteresting Ianswers, Ibut Ithey Ishould Istill Ibe Iplausible. I 28. See IDiscussion IQuestions Iat Ithe Iend Iof IChapter I9 Ifor Iadditional Iideas Ifor Iexamination Iessay Iquestions. I