SOCI 425: INDUSTRIAL SOCIOLOGY I QUESTIONS AND ANSWERS : khinkodie's Blog

SOCI 425: INDUSTRIAL SOCIOLOGY I QUESTIONS AND ANSWERS_e0437463_04470176.jpg

1. Outline the main features of Max Weber's bureaucracy. Why is it referred to as an ideal type?

SOLUTION

Max Weber's bureaucracy is characterized by several key features, which include:

1. Division of Labour

2. Rules and Regulations

3. Hierarchy of Authority

4. Impersonality of interpersonal relations

5. Promotions and Employment based on competence

6. Payment of fixed salaries and keeping of Records

Weber referred to bureaucracy as an ideal type because he believed that it represented the most efficient form of organization. He preferred legal-rational authority based on bureaucracy as it is characterized by speed, precision, un-ambiguity, continuity, discretion, unity, and strict subordination. It is efficient because it is not burdened by the personal will of the leader, whether charismatic or traditional type. Additionally, Weber found that bureaucratic authority is necessary for an organization to be effective and efficient, as it allows for systematic division of labor, specialization, and immunity from kinship considerations, which can affect production and administrative processes.

2. What is work? Is money the only or main reason for work?

SOLUTION

In sociology,“work” is defined as the carrying out of tasks, which involves the expenditureof mental and physical effort, and its objective is the production of goods andservices that cater to human needs ¹. It is a humanactivity which is productive, produces something of value, such as goods orservices, and is done with the expectation of reward or remuneration (e.g.,paycheck)². Anoccupation, or job, is work that is done in exchange for a regular wage orsalary ¹. In allcultures, work is the basis of the economy or economic system ¹. The economicsystem for any given culture is made up of the institutions that provide forthe production and distribution of goods and services ¹. Theseinstitutions may vary from culture to culture, particularly in traditionalsocieties versus modern societies ¹.

Work is not solely motivated by money. While money is important, there are various other reasons why people work. These reasons include job security, opportunity for promotion, good working conditions, education, tradition, culture, and personal preferences such as enjoying the power and social status that a job brings. In subsistence economies where making ends meet is a challenge, money may be a more paramount motivating factor, but as the situation improves and money becomes sufficient, other factors become more important. Therefore, money is not the only or main reason for work, and people work for a wide range of motives.

3. Give an account of the staff functions in the organization and discuss the problems posed by the line-staff relations.

SOLUTION

The staff functions in the organization include roles such as Human Resource Professionals, who investigate worker complaints, misconduct allegations, and issues between employees. They also handle tasks like recruiting, policy administration, payroll, benefits, and employee relations. In addition, they conduct employment interviews to assess job candidates' skills and personality and determine whether a prospective employee fits into the organization's culture.

The problems posed by line-staff relations are evident in criticisms of studies on supervisory styles and productivity. Perrow (1972) points out that supervisory or managerial behavior does not only consist of leading workers but also making decisions about non-personal factors such as the market, technology, and others, which constitute important ingredients in the success of the organization and good leadership. This suggests that there may be a disconnect or conflict between the line (supervisors/managers) and staff (specialists like HR professionals) in terms of decision-making and influence over key organizational factors.

Additionally, the Human Relations School criticized Weber's bureaucracy for not discussing informal relations in bureaucratic organizations, as he focused only on formal aspects of bureaucracy.

This further highlights potential issues with informal group dynamics and their influence over individual behavior and output in the workplace.

In summary, staff functions encompass a wide range of responsibilities related to employee management and organizational culture. The problems posed by line-staff relations include potential conflicts in decision-making authority, influence over organizational factors, and the impact of informal group dynamics on individual behavior and output.

4. The supervisor's (foreman's) functions, though clearly of a managerial nature, are more concerned with execution and control than those of any other role in the managerial hierarchy. Discuss.

SOLUTION

The supervisor's (foreman's) functions are indeed more concerned with execution and control than those of any other role in the managerial hierarchy.

According to Alvin Gouldner’s Theory of Bureaucracy, the screening function of a supervisor provides a substitute for the personal repetition of orders.

Once rules are made, a worker cannot give an excuse that they did not do a specific thing because the supervisor did not tell them, as the rules have been instituted to eliminate the need for direct contact between the supervisor and the worker.

Additionally, the explication function of rules serves as a means of communication by avoiding direct personally given orders, specifying the duties, obligations, and responsibilities of the worker.

This suggests that the supervisor's role is more focused on execution and control through the implementation of rules and communication of duties, rather than solely making decisions about non-personal factors as mentioned in the criticisms of studies on supervisory styles and productivity.

5. It has been stated that when, in the working situation, individuals become a team, not only does productivity increase, but their personal outlook and their ability to collaborate improve. Substantiate this claim.

SOLUTION.

The claim that when individuals become a team in the working situation, productivity increases and their personal outlook and ability to collaborate improve is substantiated by several pieces of evidence from the text.

The productivity of employees heavily depends on their satisfaction in the work situation. Additionally, it is mentioned that logical factors such as high wages are less important than emotional factors in determining productivity. This suggests that the emotional satisfaction of employees in the workplace has a significant impact on their productivity.

Workers in high producing departments evaluated their group higher than other groups and saw their group's performance as better. This indicates that when individuals work as a team, they feel pride in their group and emphasize team spirit in production, leading to higher productivity and improved personal outlook.

A study by Coch and French (1948) which found that groups that were allowed to participate in planning changes of work showed less resistance to change, achieved higher levels of output more quickly, and experienced less dissatisfaction than groups that had not been allowed to participate. This indicates that when individuals are given the opportunity to collaborate and work as a team, their ability to adapt to change and their productivity improve.

Overall, the evidence from the text supports the claim that when individuals become a team in the working situation, not only does productivity increase, but their personal outlook and their ability to collaborate improve.

6. 'The key to a high morale--productivity is the style of supervision'. Discuss using empirical studies you have read.

SOLUTION

Based on the information provided, empirical studies have shown that the style of supervision does play a significant role in influencing productivity and morale. It's noted that supervisors who performed different roles from their subordinates had better productivity, and specific styles of supervision, such as employee-centered Styles, lead to higher productivity.

Furthermore, the supervisor's style can be a response to the subordinates' behavior. For instance, if workers are uncooperative and have low productivity, the supervisor could become authoritarian and job centered. Conversely, if they are very productive, the supervisor could be more democratic and employee-centered. This suggests that the supervisor's style is adaptive to the behavior and productivity of the subordinates.

However, some studies have pointed out that the relationship between subordinate behavior and supervisory styles could be reversed, meaning that the behavior of the subordinates could influence the style of supervision. Additionally, Perrow (1972) in his book "Complex Organization" highlighted that supervisory or managerial behavior also involves making decisions about non-personal factors such as the market and technology, which are important for the success of the organization.

In conclusion, while empirical studies do support the idea that the style of supervision can impact productivity and morale, it is important to recognize the complex relationship between supervisory styles, subordinate behavior, and the broader organizational factors that also contribute to success.

7. Write notes on any three of following:

a. The orthodox view versus the modem view of work.

b. Work avoidance

c. Traditional and charismatic types of authority.

d. The illumination experiment.

SOLUTION

a. The Orthodox View versus the Modern View of Work: The orthodox view of work often stems from traditional religious or cultural beliefs. For example, in Orthodox Christianity, work is seen as a means to express faith and serveothers¹. On the other hand, the modern view of work tends to focus on personal fulfillment andsocietal contribution ². Modern Orthodoxy attempts to synthesize religious values with the modern world ³.