Section 6Q 2, 5, 7, 9

Daft (2009) contrasts traditional work (modernism) with the contemporary workplace (postmodernism). Which of the following is not one of his suggestions about the traditional world of work? Management was to:
1. Design a top-down hierarchy
2. Control
3. Enforce rules and regulations
4. Achieve bottom-line results
5. Seek stability and efficiency
6. Lead change
Select the most appropriate definition of a post modern organisation.
1. A planned co-ordination of the activities of a number of people for the achievement of some common, explicit purpose or goal, through the division of labour and function, and through a hierarchy of authority and responsibility
2. A company in which top-level managers delegate very little authority to the lower levels of the organisation
3. Organisations that are formed for members with a common interest and are not necessarily related to the activities of the workplace
4. An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights
5. A networked, information-rich, delayered, downsized, boundary-less, high-commitment organization employing highly skilled, well-paid, autonomous knowledge workers
Select the least true statement.
1. Systems-thinking has been defined as an approach to problem solving
2. Modern management stands in isolation to the four key approaches (Classical, Humanistic, Systems and Contingency)
3. Systems thinking forms the basis of many change management theories
4. Scientific management became the first international management theory
5. The concept of the learning organization and organization learning is based on systems and contingency theories
6. The systems thinking approach incorporates several tenets which include
  Interdependence and Holism
Daft (2009) contrasts traditional work (modernism) with the contemporary workplace (postmodernism). Which of the following is not one of his suggestions about the new workplace?
Managers focus on
1. Learning e. Finding shared visions and values
2. Teamwork and collaboration f. Sharing information and power
3. Enforcing rules and regulations g. Harnessing people's creativity and enthusiasm
4. Participation