Functionalists argue that religion serves the function of social control and support for the ...

Answer to q. 1

d

Answer to q. 2

Three of the major problems of bureaucracies are (1) inefficiency and

rigidity, (2) resistance to change, and (3) perpetuation of race, class, and

gender inequalities. The self-protective behavior of officials at the top

may render the organization inefficient. Meanwhile, those at the bottom of

the structure hide their mistakes from supervisors, a practice that may

ultimately result in disaster for the organization. Policies and procedures

also contribute to inefficiency and rigidity. Bureaucratic regulations are

written in far greater detail than is necessary to ensure that almost all

conceivable situations are covered. Once bureaucratic organizations are

created, they tend to resist change. Resistance to change contributes to

bureaucratic enlargement. Some bureaucracies perpetuate inequalities

of race, class, and gender because this form of organizational structure

creates a specific type of work or learning environment. This structure

was typically created for middle- and upper-middle class white men, who

for many years were the predominant organizational participants.

Answer to q. 3

b

Answer to q. 4

c

Answer to q. 5

An organization's informal structure is composed of those aspects of participants' day-to-day activities and interactions that ignore, bypass, or do not correspond with the official rules and procedures of the bureaucracy.

An example is an informal grapevine that spreads information (with varying degrees of accuracy) much faster than do official channels of communication, which tend to be slow and unresponsive. The informal structure has also been referred to as work culture because it includes the ideology and practices of workers on the job. Workers create this work culture in order to confront, resist, or adapt to the constraints of their jobs, as well as to guide and interpret social relations on the job. Two schools of thought have emerged with regard to the positive and negative aspects of informal structure. Traditional management theories are based on the assumption that people are basically lazy and motivated by greed. Consequently, informal groups must be controlled (or eliminated) in order to ensure greater worker productivity. By contrast, the other school of thought asserts that people are capable of cooperation. Thus, organizations should foster informal groups that permit people to work more efficiently toward organizational goals.

Answer to q. 6

c

Answer to q. 7

c

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