C&O pasted set | Quizlet

Q1: According to Charles Redding (1988), which of the following is NOT one of the defining features of complex organizations?

A) Interdependence | B) Differentiation of tasks and functions | C) Profit maximization | D) Goal orientation — Answer: C) Profit maximization

Q2: Redding's feature of 'differentiation of tasks and functions' is best described as:

A) The division of labor into specialized roles and responsibilities | B) The hierarchical chain of command | C) The formal communication network | D) The organization's mission statement — Answer: A) The division of labor into specialized roles and responsibilities

Q3: In Redding's framework, control serves to achieve which organizational outcome?

A) Employee satisfaction | B) Coordinated, goal-oriented behavior | C) Shareholder returns | D) Cultural homogeneity — Answer: B) Coordinated, goal-oriented behavior

Q4: The transmission model of communication views organizations as:

A) Complex patterns of communication habits | B) Containers in which communication occurs | C) Constituted by communicative practices | D) Dynamic systems of meaning-making — Answer: B) Containers in which communication occurs

Q5: The constitutive perspective on organizational communication argues that:

A) Communication is a conduit for information | B) Organizations exist prior to communication | C) Communication constitutes the organization | D) Formal structures determine communication — Answer: C) Communication constitutes the organization

Q6: Taylor's concept of communication in scientific management most closely aligns with which model?

A) Constitutive model | B) Conduit/transmission model | C) Sensemaking model | D) Cultural model — Answer: B) Conduit/transmission model

Q7: A manager who personally supervises employees to ensure they meet performance standards is exercising which form of organizational control?

A) Bureaucratic control | B) Ideological control | C) Direct control | D) Biocratic control — Answer: C) Direct control

Q8: Ford's moving assembly line, which paced workers' output through the speed of the belt, is a classic example of:

A) Direct control | B) Technological control | C) Bureaucratic control | D) Ideological control — Answer: B) Technological control

Q9: Formal rules, job descriptions, and standardized procedures that regulate employee behavior represent:

A) Ideological control | B) Direct control | C) Biocratic control | D) Bureaucratic control — Answer: D) Bureaucratic control

Q10: A company's effort to instill a shared set of values and beliefs so employees self-regulate without direct supervision is best described as:

A) Technological control | B) Bureaucratic control | C) Ideological control | D) Direct control — Answer: C) Ideological control

Q11: Which form of control is characterized by the idea that 'the organization is life itself' — where work so permeates the employee's identity that life and work are inseparable?

A) Ideological control | B) Biocratic control | C) Bureaucratic control | D) Technological control — Answer: B) Biocratic control

Q12: According to Mumby and Kuhn, as we move from direct control to biocratic control, we observe:

A) Increasing coercion and decreasing participation | B) Decreasing coercion and increasing employee participation | C) No change in coercive mechanisms | D) Greater reliance on formal rules — Answer: B) Decreasing coercion and increasing employee participation

Q13: The concept of 'active consent' in organizational control, drawing on Gramsci's notion of hegemony, means that:

A) Employees sign employment contracts voluntarily | B) Employees willingly comply with organizational norms that serve dominant interests | C) Management must seek formal approval before issuing orders | D) Workers have full democratic voice in organizational decisions — Answer: B) Employees willingly comply with organizational norms that serve dominant interests

Q14: Roy Jacques (1996) argued that 'before the late nineteenth century in the US, there were workers, but the employee did not exist.' This statement means:

A) Workers refused to accept wages before 1900 | B) The concept and social category of the 'employee' was historically constructed, not natural | C) Factory workers were classified as self-employed | D) There were no labor laws before the 20th century — Answer: B) The concept and social category of the 'employee' was historically constructed, not natural

Q15: Which term was used in the mid-1800s to critically describe the condition of working for someone else as a form of unfreedom?

A) Proletarian labor | B) Wage slavery | C) Systematic soldiering | D) Bureaucratic subordination — Answer: B) Wage slavery

Q16: Fordism is best understood as which combination of systems?

A) A pure engineering solution and a cultural movement | B) A technical-rational system of mass production AND a socio-political system of worker discipline | C) A management theory and a government policy | D) A marketing strategy and an HR framework — Answer: B) A technical-rational system of mass production AND a socio-political system of worker discipline

Q17: The Fordist principle of paying workers high enough wages to become consumers of the goods they produced is associated with:

A) Taylor's scientific management | B) The '5 dollar day' and mass consumption logic | C) Weber's rational-legal authority | D) Mayo's human relations theory — Answer: B) The '5 dollar day' and mass consumption logic

Q18: Taylor used the term 'systematic soldiering' to describe:

A) Workers reporting for military reserve duty | B) Deliberate restriction of output by workers to protect their interests | C) Random absenteeism among factory workers | D) Informal group norms supporting management — Answer: B) Deliberate restriction of output by workers to protect their interests

Q19: Taylor's first principle of scientific management — 'scientific job design' — means:

A) Hiring only scientifically trained managers | B) Breaking down and redesigning each task according to scientific principles to find 'the one best way' | C) Using psychological tests to select workers | D) Applying statistics to measure worker output — Answer: B) Breaking down and redesigning each task according to scientific principles to find 'the one best way'

Q20: Taylor's fourth principle of scientific management — 'equal division of work' — establishes that:

A) All workers receive identical wages | B) Management plans and designs tasks scientifically while workers execute them | C) Workers and managers share physical labor equally | D) Managers and workers receive equal pay — Answer: B) Management plans and designs tasks scientifically while workers execute them

Q21: What term did Taylor use to describe the system he sought to replace — one based on informal, ad hoc decision-making?

A) Biocratic management | B) Ordinary management | C) Bureaucratic management | D) Traditional management — Answer: B) Ordinary management

Q22: Max Weber identified three pure types of authority. Which of the following is NOT one of them?

A) Charismatic authority | B) Traditional authority | C) Rational-legal authority | D) Democratic authority — Answer: D) Democratic authority

Q23: A manager's authority is accepted because it derives from their formal position and the impersonal rules of the organization, not from personal qualities. This is an example of:

A) Charismatic authority | B) Traditional authority | C) Rational-legal authority | D) Biocratic authority — Answer: C) Rational-legal authority

Q24: Weber described bureaucracy as an 'iron cage' because:

A) Bureaucratic offices were often physically enclosed | B) The rational logic of bureaucracy increasingly traps individuals in its rules and procedures, limiting freedom | C) Factories used iron machinery to enforce discipline | D) Managers used physical barriers to monitor workers — Answer: B) The rational logic of bureaucracy increasingly traps individuals in its rules and procedures, limiting freedom

Q25: A tribal chief who is obeyed because of long-standing customs and inherited status exercises which type of authority?

A) Rational-legal authority | B) Charismatic authority | C) Traditional authority | D) Bureaucratic authority — Answer: C) Traditional authority

Q26: Elton Mayo is most associated with:

A) The principles of scientific management | B) The founding of the human relations school | C) The development of bureaucratic theory | D) The concept of the learning organization — Answer: B) The founding of the human relations school

Q27: The Hawthorne studies were conducted at which organization?

A) Ford Motor Company, Detroit | B) Bethlehem Steel Company, Pennsylvania | C) Western Electric's Hawthorne plant in Cicero, Illinois | D) Midvale Steel Company, Pennsylvania — Answer: C) Western Electric's Hawthorne plant in Cicero, Illinois

Q28: The initial Hawthorne illumination studies (1924-1927) found, paradoxically, that:

A) Productivity rose only when lighting improved | B) Both the experimental and control groups showed productivity increases, regardless of lighting changes | C) Workers preferred lower light levels | D) Productivity was unaffected by any environmental change — Answer: B) Both the experimental and control groups showed productivity increases, regardless of lighting changes

Q29: The 'Hawthorne effect' refers to:

A) Workers reducing output when observed | B) Workers increasing productivity simply because they are being observed and feel valued | C) The negative effects of poor lighting on morale | D) Groups forming to resist management pressure — Answer: B) Workers increasing productivity simply because they are being observed and feel valued

Q30: A key finding of the Bank Wiring Observation Room study was:

A) Workers maximized output when given financial incentives | B) Workers engaged in systematic soldiering, developing group norms to restrict output | C) Lighting levels were the primary determinant of productivity | D) Workers preferred working in isolation to groups — Answer: B) Workers engaged in systematic soldiering, developing group norms to restrict output

Q31: The Toyotist principle of Kaizen refers to:

A) Just-in-time inventory management | B) Continuous improvement through ongoing worker contributions to the production process | C) Reduction of the workforce through automation | D) Quality control through statistical sampling — Answer: B) Continuous improvement through ongoing worker contributions to the production process

Q32: The just-in-time (JIT) principle in Toyotism was originally developed by:

A) Frederick Taylor | B) Max Weber | C) Ohno Taiichi at Toyota in the 1950s | D) Elton Mayo — Answer: C) Ohno Taiichi at Toyota in the 1950s

Q33: A key difference between Fordism and Toyotism is that Fordism is _____ oriented, while Toyotism is _____ oriented.

A) Process; product | B) Product; process | C) Consumer; producer | D) Quantity; quality — Answer: B) Product; process

Q34: Edgar Schein's model identifies three levels of organizational culture. Which level is described as 'usually blind to itself' and consists of learned, taken-for-granted assumptions?

A) Artifacts | B) Espoused values | C) Underlying assumptions | D) Organizational symbols — Answer: C) Underlying assumptions

Q35: A company's dress code, office layout, logos, and annual ceremonies are examples of which level of Schein's culture model?

A) Underlying assumptions | B) Espoused values | C) Basic assumptions | D) Artifacts — Answer: D) Artifacts

Q36: An organization's mission statement, stated ethical codes, and publicly declared values represent which level of Schein's model?

A) Artifacts | B) Espoused values | C) Underlying assumptions | D) Organizational ideology — Answer: B) Espoused values

Q37: The functionalist/pragmatist view of organizational culture treats culture as:

A) A root metaphor — something the organization IS | B) A variable that can be managed to improve performance | C) An arena of ideological struggle | D) An emergent property of informal networks — Answer: B) A variable that can be managed to improve performance

Q38: The symbolist/purist view of organizational culture argues that culture is:

A) A tool managers can deploy to increase productivity | B) Something an organization HAS and can change through interventions | C) A root metaphor — something the organization fundamentally IS | D) Primarily determined by national culture — Answer: C) A root metaphor — something the organization fundamentally IS

Q39: In organizational culture, 'rites and rituals' are defined as:

A) Informal gossip networks among employees | B) Regular, repeated symbolic practices that create order and shared reality for organization members | C) One-time ceremonies marking organizational milestones | D) Strategic communication plans issued by management — Answer: B) Regular, repeated symbolic practices that create order and shared reality for organization members

Q40: When a tech startup describes itself as a 'family,' this is an example of which organizational symbolic form?

A) A rite | B) A story | C) A metaphor | D) A vocabulary — Answer: C) A metaphor

Q41: Organizational vocabulary — insider jargon like 'IBCOMer' at Erasmus — functions to:

A) Replace formal communication policies | B) Differentiate and include/exclude members, communicating cultural identity | C) Standardize task performance across the organization | D) Formally document organizational processes — Answer: B) Differentiate and include/exclude members, communicating cultural identity

Q42: Which cultural construct refers to shared organizational 'truths' — factual claims about how things work that members broadly accept?

A) Metaphors | B) Rites | C) Organizational facts | D) Stories — Answer: C) Organizational facts

Q43: The 'uniqueness paradox' in organizational storytelling refers to the phenomenon that:

A) Unique stories are more effective at communicating values than generic ones | B) Organizations tell stories to appear unique, yet the same narrative scripts (e.g., young visionary founder beats all odds) recur across many organizations | C) Stories are never truly unique because they are always co-constructed | D) Each organization develops only one dominant narrative — Answer: B) Organizations tell stories to appear unique, yet the same narrative scripts (e.g., young visionary founder beats all odds) recur across many organizations

Q44: Organizational stories exhibit a 'moral imperative' in the sense that they:

A) Are required by law to be truthful | B) Model appropriate behavior and communicate what the organization values | C) Are always told by senior management | D) Must conform to industry standards — Answer: B) Model appropriate behavior and communicate what the organization values

Q45: According to Sull (2002), when does a strong organizational culture become detrimental?

A) When culture is too weak to guide employee behavior | B) When values become dogmas, assumptions become blinders, processes become routines, and relationships become shackles | C) When culture is not communicated clearly to new employees | D) When an organization expands globally — Answer: B) When values become dogmas, assumptions become blinders, processes become routines, and relationships become shackles

Q46: Which of the following best illustrates the 'dark side' of organizational culture as described by Sull (2002)?

A) A startup with no established culture fails to attract talent | B) A successful company's cultural strengths — speed, focus, relationships — become the very reasons it cannot adapt to a changed market | C) An organization changes its culture too frequently | D) A new CEO tries to impose a culture that employees reject — Answer: B) A successful company's cultural strengths — speed, focus, relationships — become the very reasons it cannot adapt to a changed market

Q47: Gossett and Kilker's research on organizational branding and online forums found that:

A) Online employee forums always increase organizational identification | B) Organizations can use websites to discipline and control employee voices, but these same spaces can enable resistance and dissent | C) Branding eliminates the need for other forms of organizational control | D) Digital media has no effect on organizational dissent — Answer: B) Organizations can use websites to discipline and control employee voices, but these same spaces can enable resistance and dissent

Q48: In the context of organizational branding, 'member voice' refers to:

A) The volume at which employees speak in meetings | B) Employees' capacity to express opinions, criticisms, or concerns about organizational practices | C) The official communication channels authorized by management | D) Brand ambassadors who speak publicly for the organization — Answer: B) Employees' capacity to express opinions, criticisms, or concerns about organizational practices

Q49: Marschan-Piekkari et al.'s study of Kone Elevators found that language in multinationals:

A) Is irrelevant when communication technology is available | B) Functions as a key informal power resource — those who share the corporate language gain communication advantages and act as informal gatekeepers | C) Is easily managed through official translation policies | D) Has no effect on organizational hierarchy — Answer: B) Functions as a key informal power resource — those who share the corporate language gain communication advantages and act as informal gatekeepers

Q50: The Kone Elevators case study by Marschan-Piekkari et al. primarily illustrates which challenge?

A) The difficulty of implementing Kaizen across national borders | B) How language differences in multinationals affect communication flows, power, and access to information | C) The failure of ideological control in globally dispersed organizations | D) How branding strategies differ across cultural contexts — Answer: B) How language differences in multinationals affect communication flows, power, and access to information

Q51: When employees in a multinational who share the corporate language become informal intermediaries and communication brokers for those who do not, they function as:

A) Official interpreters authorized by HR | B) Informal language gatekeepers who hold informal power | C) Technological control agents | D) Cultural ambassadors of the brand — Answer: B) Informal language gatekeepers who hold informal power

Q52: McPhee and Zaug's 'Four Flows' model of the communicative constitution of organizations includes which of the following flows?

A) Membership negotiation, self-structuring, activity coordination, institutional positioning | B) Information transfer, task assignment, performance evaluation, brand management | C) Upward, downward, horizontal, and diagonal communication | D) Encoding, transmission, decoding, and feedback — Answer: A) Membership negotiation, self-structuring, activity coordination, institutional positioning