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Chapter 6: Diagnostic Skills
Student: ___________________________________________________________________________
1. Brian is very good at seeing relationships between what happened and why. Brian has good:
A. observation skills.
B. behavior modification skills
C. control skills.
D. diagnostic skills.
E. correlation skills.
2. Every evening after dark, rain fell. The toddler determined that the darkness caused the rain. This mistake
is the result of:
A. temporal order.
B. spuriousness.
C. causal relationship.
D. reinforcement theory.
E. negative reinforcement.
3. “Amazing!” thought Jerome. “Every time the boss walks into the department, suddenly everyone finds
something to do.” Jerome has observed:
A. co-variation.
B. co-conspiracy.
C. the executive effect.
D. temporal order.
E. casual relationship.
4. “Our annual plan called for the sale of 10,000 units, but after the competitor introduced its new model, the
advertising budget had to be increased to try to revive interest in our model.” This is an example of:
A. coping with organizatinal complexity.
B. flexibility.
C. adaptation.
D. limiting accumulation of error.
E. poor planning.
5. “A stitch in time saves nine” is an adage that relates to:
A. adaptation.
B. accumulation of error.
C. coping with complexity.
D. minimizing costs.
E. positive reinforcement.
6. A budget is a control mechanism designed to:

A. increase adaptation.
B. limit accumulation of error
C. cope with organizational complexity.
D. minimize costs.
E. modify behavior.
7. “With all the parts we have to keep in stock, we need a computerized database to track inventory.” What is
this store owner wanting to do?
A. limit accumulation of errors
B. provide incentives.
C. adapt to changes in the environment.
D. cope with organizational complexity.
E. minimize costs.
8. Once a year the executive team meets to discuss last year’s performance and how well the organization as a
whole met its goals. This team is engaged in:
A. operations control.
B. financial control.
C. structural control.
D. strategic control.
E. performance control.
9. Last year, enrollment in ITCC was 2,500 students. There were seven employees in administration. This
year, enrollment has increased to 3,000 students and there are 18 administrative employees. This situation
could use some:
E. quality control.
10. Each week Rhonda gets a report showing the total accounts receivable and the length of time the balances
have been unpaid. She and her collection department then call the customers to attempt to collect the amounts
owed. Rhonda’s team is engaged in:
E. quality control.
11. Stephanie collects data from production, purchasing, inventory control, and quality control. She
summarizes the data then distributes it to these departments. Stephanie is a:
A. data entry clerk.
B. controller.
C. chief financial officer.
D. chief operations officer.
E. chief informatin officer.
12. When management sets the goals for the coming year for such things as output per hour, labor costs per
unit, and scrap rates, they are setting:
A. financial controls.
B. structural controls.
C. operations controls.
D. strategic controls.
E. control standards.
13. If the project is to be completed by June 30, the production must begin on June 15, the raw materials must
be in house by June 1, and the contract has to be signed by May 15. These are examples of:
A. operational controls.
B. strategic controls.
C. structural controls
D. performance indicators.
E. qualty assurance.
14. At the beginning of her shift, Violet resets the counter on her machine to zero. She records the number on
the counter at the end of her shift. Violet is:
A. measuring her performance.
B. calculating productivity.
C. an hourly worker.
D. a piece-rate worker.
E. obsessive-compulsive.
15. Violet records the number of widgets she makes during her shift. Her supervisor tells her whether she was
over or under for the day. The supervisor is:
A. providing feedback.
B. comparing performance against standards.
C. using positive reinforcement.
D. over-controlling.
E. using too much accountability.
16. Violet has been under-producing for the past two weeks. Her supervisor now has to:
A. decide whether to fire Violet.
B. determine if Violet needs more training.
C. determine the need for corrective action.
D. adjust the speed of the machine.
E. decide to reassign Violet to a different department.
17. _____________ is concerned with the processes the organization uses to transform resources into products
or services.
A. Quality control
B. Financial control
C. Operations control
D. Strategic control
E. Structural control
18. Shake-Up Company requires its vendors to certify that the raw materials they provide meet Shake-Up’s
specifications. Shake-Up is using:
A. preliminary control.
B. screening control.
C. proaction control.
D. reaction control.
E. postaction control.
19. Production workers at JKL Company are required to inspect their own work and initial the documentation
that follows every assembly. JKL is using:
A. no controls.
B. reactive controls.
C. proactive controls.
D. quality controls.
E. screening controls.
20. The last worker in the assembly line at the lawn mower factory pulls the cord to see if the mower will
start. This is a type of:
A. quality control.
C. preliminary control.
D. post-production control.
21. During the discussion of goals for the coming year, the production managers talked about standards and
measurements. Their control system will be more effective because they have:
A. created SMART goals.
B. integrated control with planning.
C. allowed for employee participation.
D. planned the reward system.
E. built in flexibility.
22. In the past, the bag filler looked inside to see if it was full enough. Some were; some weren’t. With the
new automated system, each bag is weighed as it is filled to make sure it contains the exact amount. This
method results in more:
A. feedback.
B. productivity.
C. profits.
D. objectivity.
E. job satisfaction.
23. Employees are complaining that their boss is a control freak. They have to ask permission to use the
comfort facilities, to speak to a coworker--some even think they need permisison to sneeze! Which course of
action would you recommend in this situation?
A. Get a new boss for this department.
B. Stop trying to control every action.
C. Give everyone a raise.
D. Reduce everyone’s pay.
E. Introduce a piece-rate system.
24. Josh often misses deadlines so for the latest project his supervisor built an extra two weeks in the
schedule. What’s going on here?
A. Josh’s boss is accommodating Josh’s work style.
B. Josh’s boss is encouraging participation.
C. Josh is being rewarded for inefficiency.
D. Josh is receiving positive reinforcement.
E. Josh is receiving negative reinforcement.
25. Joe has messed up another order for the third time this week. Which of the following would be most
appropriate?
A. Positive reinforcement: praise him when he gets an order right.
B. Negative reinforcement: withhold praise until he does something right.
C. Avoidance: Threaten to fire him if he messes up again.
D. Punishment: cut Joe’s hours
E. Extinction: ignore the behavior so it will go away.
26. “If you clock in late again, I’ll have to place a written warning in your personnel file.” This is an example
of:
A. positive reinforcement.
B. variable reinforcememnt.
C. avoidance.
D. punishment.
E. extinction.
27. “Your production numbers today were better than your average. Keep up the good work.” This is an
example of:
A. variable praise.
B. intermittent reinforcement.
C. positive reinforcement.
D. variable ratio reinforcement.
E. variable interval reinforcement.
28. “Because your absence rate has exceeded 2.5%, you will be given an unpaid three-day suspension during
which to decide whether you want to continue working here.” This is an example of:
A. negative reinforcement.
B. fixed ratio reinforcement.
C. variable ratio reinforcement.
D. praise.
E. punishment.
29. Paul often spoke out in team meetings without waiting for recognition from the team leader. When the
team leader ignored the behavior and did not respond to Paul, the team leader was engaging in:
A. punishment.
B. negative reinforcement.
C. praise.
D. positive reinforcement.
E. extinction.
30. Natalie gets a paycheck every other week regardless of the amount of work she gets done. This system is
a:
B. fixed-interval reinforcement.
C. variable interval reinforcement.
D. fixed-ratio reinforcement.
E. variable-ratio reinforcement.
31. For every dozen arrangements she sells, the florist pays Valerie $50. Sometimes she can sell these in a
week, other times it may take a month. This is an example of a:
A. fixed-interval reinforcement.
B. variable-interval reinforcement.
C. fixed-ratio reinforcement.
D. variable-ratio reinforcement.
E. piece-rate system.
32. One of the best reasons to empower employees is:

A. lower level people make better decisions.
B. goals handed down from managers do not motivate employees.
C. it improves employee morale.
D. their decisions cost less.
E. people will support what they help create.
33. Nurses often work three 12-hours shifts followed by three days off. This type of schedule is called a(n)
A. extended work schedule.
B. compressed work schedule.
C. predictable work schedule.
D. flexible work schedule.
E. variegated work schedule.
34. Jarvis’ son has a soccer game this afternoon so he will be leaving work today at 3 p.m. He came in at 6
a.m. His boss doesn’t mind so long as he is at work between 10 and 2. Jarvis’ company uses a:
A. customizable work schedule.
B. compensatory time schedule.
C. team-based work schedule.
E. fixed work schedule.
35. Peony and Petunia are twins who work part-time as file clerks in a law office. Together they occupy one
position on the organizational chart. This work arrangement is called:
A. part-time work.
B. permanent employment.
C. partial employment.
D. work splitting.
E. job sharing.
36. After the birth of her second child, Mayva had difficulty finding a sitter for a toddler and an infant. Her
employer allowed her to work from home and connect to other workers and customers via the phone and
Internet. Mayva is:
A. receiving accommodations for a disability.
B. working a variable schedule.
C. telecommuting.
D. about to lose her job.
E. job sharing.
37. Every year QRS Corporation evaluates every employee’s performance. Employees with the higher scores
receive pay hikes in either salary or wage. QRS uses a:
A. variable rate plan.
B. profit-sharing plan.
C. gainsharing plan.
D. Scanlon plan.
E. merit pay plan.
38. For every appointment she sets for her boss, the insurance agent, Marianne is paid $15.00 This is an
example of:
A. a variable-ratio pay system.
B. a piece-rate system.
C. a fixed-interval system.
D. a merit pay system.
E. a profit-sharing system.
39. Rather than increase labor costs permanently, TUV Company decided to reward employees with annual
bonuses instead of pay raises. This method is called:
A. a variable-ratio pay plan
B. a fixed-interval pay play
C. an incentive pay plan.
D. a merit pay plan.
E. a motivational pay plan.
40. Because it is a non-profit organization, DEF Services cannot share profits with its employees. It can,
however, return a portion of cost savings to them when their productivity results in expenses lower than
budgeted. This plan is called:
A. productivity sharing.
B. gainsharing.
C. the Scanlon plan.
D. the Hay plan.
E. cost containment.
41.
1. The welding supervisor promised doughnuts to his

day shift team if they could out-produce the night
shift. Control standard ____
2. Times change. Customer preferences change. The
companies that survive change are good at
____________. Co-variation ____
3. “Additional violations of this policy will result in
escalating levels of disciplinary action, up to and
including termination.” John knew he had to clean up Behavior
his act or he might lose his job. modification ____
4. The first wallpaper strip was only 1 degree off
plumb, but after 10 strips were hung the deviation was Accumulation of
10 degrees. error ____
5. The die cast employees work four 10-hour days per
week. Controller ____
6. Heather is expected to type 60 words per minute Compressed
with no more than three errors in three minutes. work schedule ____
7. Jasper noticed that when the PA system played soft
rock, production went up but when it played heavy Coping with
metal music, production went down. complexity ____
8. Blue Sapphire makes 18 different blends of dog
food from 60 different ingredients in 3 separate
facilities, each in a different region of the U.S. Accuracy ____
9. A manager may make poor decisions if the
information lacks _________. Avoidance ____
10. Jeanette collects production information such as
material costs, labor costs, labor hours, and scrap rates
to help production supervisors meet organizational
goals Adaptation ____
42.
1. The computer monitor just went dark. To fix the

problem, the technician will use _______________. Diagnostic skills ____
2. The custodian is permitted to determine the type of
cleaning products. Extinction ____
3. When a new product was introduced, the machining
department was able to reprogram the Broach system Fixed-interval
to accommodate the new specifications. schedule ____
4. The management team is meeting to determine such
things as the average time allowed to serve a
hamburger, fries, and a drink to one customer. ESOP ____
5. Jennifer is tired of being teased at work so she has
decided to ignore the behavior hoping it will cease. Financial control ____
6. Want to teach a horse to count to three? Reward Flexible work
him after he stomps his foot three times. schedule ____
7. Jasmine can set her own work hours provided she is Establishing
present between 9 and 1 every day. standards ____
8. “Is it in the budget?” The plant superintendent asks
this every time one of his managers wants to make a
large purchase. Empowerment ____
9. Every year on the anniversary of his employment,
Jonah receives shares of stock equal to his years of Fixed-ratio
service. schedule ____
10. Ted gets a paycheck every week regardless of his
performance. Flexibility ____
43.
1. The quality assurance employees have authority to

shut down a production line if they determine that the
trend of their process control data indicates the line will
soon be producing non-compliant product. Job sharing ____
2. Theodora pulls one part from the line every 15 Operations
minutes to measure important dimensions. control ____
3. “If we reduce costs to 20% below budget, each of you Gainsharing
will receive a portion of the savings.” program ____
4. The real estate agent knew for every 30 cold calls, 5
appointments would be set and 1 home would be
sold. So she set up an incentive program that rewarded
her office people for making phone calls. But she did
not sell any more homes. Merit pay ____
5. Mary is paid for every sale she makes. Participation ____
6. “This evaluation depends solely on the opinion of the Inappropriate
supervisor. It lacks ___________.” focus ____
7. Marty and Ted are both part-time finishers. Marty
works 7 to 11; Ted works 11:30 to 3:30 at the same work
station. Overcontrol ____
8. “Your score on the performance appraisal is Incentive pay
4.75. You will receive a rate increase of 7 %.” plan ____
9. “Team, I would like you input here. How can we Minimizing
reduce scrap from the conversion line?” costs ____
10. At the unionized plant, employees who drove U.S.
made cars parked in a lot closer to the door; those who
drove foreign brands had to park in the back lot farthest
from the door. Objectivity ____
44.
1. “Attaboy! Great job!” Strategic control ____

Reinforcement
2. What gets rewarded gets repeated. theory ____
3. Brandon pulls one part out of every 100 produced Preliminary
to check compliance to specifications. control ____
4. “Although it looks like the problem is the
conveyor, there might be other factors we haven’t Piece-rate
investigated yet. incentive plan ____
5. The executive team meets to compare annual
results from each business division to the goals for
the total organization. Punishment ____
6. “Because of your absenteeism, you will receive a
written warning that will remain in your personnel
file for at least one year.” Postaction control ____
7. At the end of the production process, Joe turns on Reward for
the TV to see if it works. inefficiency ____
8. “We have $7,000 left in this year’s budget and
only three months to spend it. If we don’t our budget
will be cut next year.” Spuriousness ____
9. Only candidates with bachelors’ degrees need Positive
apply. reinforcement ____
10. For each widget Kathy makes, she earns five
cents. Screening control ____
45.
1. Janine works Monday and Wednesday evenings,

Friday early morning, and afternoons on Saturday to
accommodate her class schedule. Structural control ____
2. “My people never know when I’ll offer a
compliment for their work, so they keep trying their Too much
best.” accountability ____
3. Elizabeth works from the airport, her hotel room,
and sometimes her home, connecting to customers Variable-interval
and her coworkers by Internet and phone. schedule ____
4. The executive team is looking at the manpower
report and questioning why there are so many people
in quality assurance compared to the number of
production workers. Timeliness ____
5. “I’m doing my job. Why do you have to keep Variable work
checking up on me?” schedule ____
6. “We need daily feedback on the new product but
only monthly figures for the older one.” Telecommuting ____
7. Slot machines are designed to pay off after a
different number of pulls. Sometimes the payoff Variable-ratio
comes after three pulls, other times after 300. schedule ____
46. What is meant by a spuriousness? Give an example to support your statements.
47. What conditions must exist for a determination of cause and effect to be made? Give an example.
48. What is the relationship between control and diagnostic skills?
49. Wood Engineering produced slide rules, a wooden mechanical device used by engineers and
mathematicians for complex problems. When the first handheld calculators appeard on the market, Wood
Engineering ignored the dip in its sales, thinking the new calculators were just a fad that would never replace
the slide rule. Wood ended up closing its doors when the market for slide rules vanished. What was the
mistake Wood made?
50. What are three ways a control system helps an organization?
51. Bill’s Burgers uses a sophisticated software that tracks sales of its sandwiches and other menu items by the
minute, every day of the week. Bill can accurately predict how many and what kind of items will be ordered at
any time of day so he can prepare only what will be sold. Bill is using this software as part of a control system
to:
52. Return on assets is an accounting (financial) ratio indicating how well the organizations assets are being
used to generate revenues. What level of control does this exemplify?
53. List the steps in designing a control system

54. List four reasons employees might resist control.
55. List three ways managers can overcome resistance to control.
56. _________________ are a major causal factor in contributing to employee motivation to perform.
57. _______________ argues that behavior that results in rewarding consequences is likely to be repeated,
whereas behavior that results in punishing consequences is less likely to be repeated.
58. List four kinds of reinforcement managers can use to direct employee behavior toward desirable actions.
59. Managers who want to use reinforcement theory to motivate their employees generally do so with a
technique called _________________.
60. Explain the difference between participation and empowerment. Which one works best, and why?
61. To accommodate his college schedule, Wyatt works the breakfast shift on Monday and Wednesday, the
lunch shift on Tuesdays and Fridays, and the evening dinner shift on the weekends. He has the same schedule
every week and is not allowed to deviate from it. What kind of schedule does Wyatt have?
62. Barbara is a nurse. She works three 12-hours days in the first week and is off four days. Then she works
four 12-hour days the second week and is off three days. Every two weeks she works a total of 84
hours. What kind of alternative work arrangement is Barbara working?
63. Jeremy is a customer service representative. He is required to be at work from 10 a.m. to 3 p.m. every
weekday. He can begin his day as early as 6 a.m. and end it as late as 7 p.m. provided that he does not exceed 8
hours per day. What kind of work arrangement is this?
64. Maria and Naomi are both accounting department clerks. Maria works every morning from 8:30 to
12:30. Naomi comes in at 12:15 and works until 4:30. The ladies share one workspace. What kind of work
arrangement is this?
65. Brenda works from home. Every morning she participates in a meeting with her supervisor and peers via
Internet connection. Occasionally she must actually go to the office but the bulk of her work is done by phone
and computer at home. What kind of alternative work arrangement is this?
66. Miguel has been given an increase in his hourly wage as a result of his high performance this past
year. What type of reward system is this?
67. Manuel is paid $1.20 for every part he makes above the required minimum of 60 per hour. What kind of
reward system is this?
68. Bill watches his employees trying to catch one of them doing something above and beyond the
usual. When this happens, he gives that person praise and a coupon for a free drink at the local coffee
shop. What kind of reward system is this?
69. At the beginning of the fiscal year, the CEO announced that if the organization met its profit goals, the
employees with at least one year seniority at the end of the fiscal year would be eligible for a bonus. What type
of incentive plan is this?
70. As a reward for continued loyalty to the company, ABC Corporation, a publicly traded company, gives
shares of stock to its employees based on their years of service. What kind of reward system is this?
71. Why are strong diagnostic skills important for a manager?
72. Why is control an important management function? What happens to an organization when there is no
control? Give appropriate examples.
73. How can control prevent the accumulation of errors? Provide an appropriate example
74. Why is control of financial resources the most important area to control? What happens if the financial
resources are not properly controlled?
75. Explain the use of each type of operational control and give an appropriate example of each.
76. Explain and give examples of the characteristics of an effective control system.
77. Why would employees resist control? What can managers do to reduce this resistance?
78. Explan reinforcement theory and why it works. Give appropriate examples to support your statements.
79. What conditions must be in place for either participation or empowerment to succeed?
80. Identify the alternative work arrangements and tell the advantages and disadvantages of each one. Give
examples appropriately.
81. Why is an effective reward system so important to organizational performance?
82. Discuss the advantages and disadvantages of each type of reward system.
Chapter 6: Diagnostic Skills Key
1. Brian is very good at seeing relationships between what happened and why. Brian has good:
A. observation skills.
B. behavior modification skills
C. control skills.
D. diagnostic skills.
E. correlation skills.
2. Every evening after dark, rain fell. The toddler determined that the darkness caused the rain. This mistake
is the result of:
A. temporal order.
B. spuriousness.
C. causal relationship.
D. reinforcement theory.
E. negative reinforcement.
3. “Amazing!” thought Jerome. “Every time the boss walks into the department, suddenly everyone finds
something to do.” Jerome has observed:
A. co-variation.
B. co-conspiracy.
C. the executive effect.
D. temporal order.
E. casual relationship.
4. “Our annual plan called for the sale of 10,000 units, but after the competitor introduced its new model, the
advertising budget had to be increased to try to revive interest in our model.” This is an example of:
A. coping with organizatinal complexity.
B. flexibility.
C. adaptation.
D. limiting accumulation of error.
E. poor planning.
5. “A stitch in time saves nine” is an adage that relates to:
A. adaptation.
B. accumulation of error.
C. coping with complexity.
D. minimizing costs.
E. positive reinforcement.
6. A budget is a control mechanism designed to:

A. increase adaptation.
B. limit accumulation of error
C. cope with organizational complexity.
D. minimize costs.
E. modify behavior.
7. “With all the parts we have to keep in stock, we need a computerized database to track inventory.” What is
this store owner wanting to do?
A. limit accumulation of errors
B. provide incentives.
C. adapt to changes in the environment.
D. cope with organizational complexity.
E. minimize costs.
8. Once a year the executive team meets to discuss last year’s performance and how well the organization as a
whole met its goals. This team is engaged in:
E. performance control.
9. Last year, enrollment in ITCC was 2,500 students. There were seven employees in administration. This
year, enrollment has increased to 3,000 students and there are 18 administrative employees. This situation
could use some:
E. quality control.
10. Each week Rhonda gets a report showing the total accounts receivable and the length of time the balances
have been unpaid. She and her collection department then call the customers to attempt to collect the amounts
owed. Rhonda’s team is engaged in:
E. quality control.
11. Stephanie collects data from production, purchasing, inventory control, and quality control. She
summarizes the data then distributes it to these departments. Stephanie is a:
A. data entry clerk.
B. controller.
C. chief financial officer.
D. chief operations officer.
E. chief informatin officer.
12. When management sets the goals for the coming year for such things as output per hour, labor costs per
unit, and scrap rates, they are setting:
A. financial controls.
B. structural controls.
C. operations controls.
D. strategic controls.
E. control standards.
13. If the project is to be completed by June 30, the production must begin on June 15, the raw materials must
be in house by June 1, and the contract has to be signed by May 15. These are examples of:
A. operational controls.
B. strategic controls.
C. structural controls
D. performance indicators.
E. qualty assurance.
14. At the beginning of her shift, Violet resets the counter on her machine to zero. She records the number on
the counter at the end of her shift. Violet is:
A. measuring her performance.
B. calculating productivity.
C. an hourly worker.
D. a piece-rate worker.
E. obsessive-compulsive.
15. Violet records the number of widgets she makes during her shift. Her supervisor tells her whether she was
over or under for the day. The supervisor is:
A. providing feedback.
B. comparing performance against standards.
C. using positive reinforcement.
D. over-controlling.
E. using too much accountability.
16. Violet has been under-producing for the past two weeks. Her supervisor now has to:
A. decide whether to fire Violet.
B. determine if Violet needs more training.
C. determine the need for corrective action.
D. adjust the speed of the machine.
E. decide to reassign Violet to a different department.
17. _____________ is concerned with the processes the organization uses to transform resources into products
or services.
A. Quality control
B. Financial control
C. Operations control
D. Strategic control
E. Structural control
18. Shake-Up Company requires its vendors to certify that the raw materials they provide meet Shake-Up’s
specifications. Shake-Up is using:
A. preliminary control.
C. proaction control.
D. reaction control.
19. Production workers at JKL Company are required to inspect their own work and initial the documentation
that follows every assembly. JKL is using:
A. no controls.
B. reactive controls.
C. proactive controls.
D. quality controls.
E. screening controls.
20. The last worker in the assembly line at the lawn mower factory pulls the cord to see if the mower will
start. This is a type of:
A. quality control.
C. preliminary control.
D. post-production control.
21. During the discussion of goals for the coming year, the production managers talked about standards and
measurements. Their control system will be more effective because they have:
A. created SMART goals.
B. integrated control with planning.
C. allowed for employee participation.
D. planned the reward system.
E. built in flexibility.
22. In the past, the bag filler looked inside to see if it was full enough. Some were; some weren’t. With the
new automated system, each bag is weighed as it is filled to make sure it contains the exact amount. This
method results in more:
A. feedback.
B. productivity.
C. profits.
D. objectivity.
E. job satisfaction.
23. Employees are complaining that their boss is a control freak. They have to ask permission to use the
comfort facilities, to speak to a coworker--some even think they need permisison to sneeze! Which course of
action would you recommend in this situation?
A. Get a new boss for this department.
B. Stop trying to control every action.
C. Give everyone a raise.
D. Reduce everyone’s pay.
E. Introduce a piece-rate system.
24. Josh often misses deadlines so for the latest project his supervisor built an extra two weeks in the
schedule. What’s going on here?
A. Josh’s boss is accommodating Josh’s work style.
B. Josh’s boss is encouraging participation.
C. Josh is being rewarded for inefficiency.
D. Josh is receiving positive reinforcement.
E. Josh is receiving negative reinforcement.
25. Joe has messed up another order for the third time this week. Which of the following would be most
appropriate?
A. Positive reinforcement: praise him when he gets an order right.
B. Negative reinforcement: withhold praise until he does something right.
C. Avoidance: Threaten to fire him if he messes up again.
D. Punishment: cut Joe’s hours
E. Extinction: ignore the behavior so it will go away.
26. “If you clock in late again, I’ll have to place a written warning in your personnel file.” This is an example
of:
B. variable reinforcememnt.
C. avoidance.
D. punishment.
E. extinction.
27. “Your production numbers today were better than your average. Keep up the good work.” This is an
example of:
A. variable praise.
B. intermittent reinforcement.
C. positive reinforcement.
D. variable ratio reinforcement.
E. variable interval reinforcement.
28. “Because your absence rate has exceeded 2.5%, you will be given an unpaid three-day suspension during
which to decide whether you want to continue working here.” This is an example of:
A. negative reinforcement.
B. fixed ratio reinforcement.
C. variable ratio reinforcement.
D. praise.
E. punishment.
29. Paul often spoke out in team meetings without waiting for recognition from the team leader. When the
team leader ignored the behavior and did not respond to Paul, the team leader was engaging in:
A. punishment.
B. negative reinforcement.
C. praise.
D. positive reinforcement.
E. extinction.
30. Natalie gets a paycheck every other week regardless of the amount of work she gets done. This system is
a:
B. fixed-interval reinforcement.
C. variable interval reinforcement.
D. fixed-ratio reinforcement.
E. variable-ratio reinforcement.
31. For every dozen arrangements she sells, the florist pays Valerie $50. Sometimes she can sell these in a
week, other times it may take a month. This is an example of a:
A. fixed-interval reinforcement.
B. variable-interval reinforcement.
C. fixed-ratio reinforcement.
D. variable-ratio reinforcement.
E. piece-rate system.
32. One of the best reasons to empower employees is:

A. lower level people make better decisions.
B. goals handed down from managers do not motivate employees.
C. it improves employee morale.
D. their decisions cost less.
E. people will support what they help create.
33. Nurses often work three 12-hours shifts followed by three days off. This type of schedule is called a(n)
A. extended work schedule.
B. compressed work schedule.
C. predictable work schedule.
E. variegated work schedule.
34. Jarvis’ son has a soccer game this afternoon so he will be leaving work today at 3 p.m. He came in at 6
a.m. His boss doesn’t mind so long as he is at work between 10 and 2. Jarvis’ company uses a:
A. customizable work schedule.
B. compensatory time schedule.
C. team-based work schedule.
E. fixed work schedule.
35. Peony and Petunia are twins who work part-time as file clerks in a law office. Together they occupy one
position on the organizational chart. This work arrangement is called:
A. part-time work.
B. permanent employment.
C. partial employment.
D. work splitting.
E. job sharing.
36. After the birth of her second child, Mayva had difficulty finding a sitter for a toddler and an infant. Her
employer allowed her to work from home and connect to other workers and customers via the phone and
Internet. Mayva is:
A. receiving accommodations for a disability.
B. working a variable schedule.
C. telecommuting.
D. about to lose her job.
E. job sharing.
37. Every year QRS Corporation evaluates every employee’s performance. Employees with the higher scores
receive pay hikes in either salary or wage. QRS uses a:
A. variable rate plan.
B. profit-sharing plan.
C. gainsharing plan.
D. Scanlon plan.
E. merit pay plan.
38. For every appointment she sets for her boss, the insurance agent, Marianne is paid $15.00 This is an
example of:
A. a variable-ratio pay system.
B. a piece-rate system.
C. a fixed-interval system.
D. a merit pay system.
E. a profit-sharing system.
39. Rather than increase labor costs permanently, TUV Company decided to reward employees with annual
bonuses instead of pay raises. This method is called:
A. a variable-ratio pay plan
B. a fixed-interval pay play
C. an incentive pay plan.
D. a merit pay plan.
E. a motivational pay plan.
40. Because it is a non-profit organization, DEF Services cannot share profits with its employees. It can,
however, return a portion of cost savings to them when their productivity results in expenses lower than
budgeted. This plan is called:
A. productivity sharing.
B. gainsharing.
C. the Scanlon plan.
D. the Hay plan.
E. cost containment.
41.
1. The welding supervisor promised doughnuts to his day

shift team if they could out-produce the night shift. Control standard 6
2. Times change. Customer preferences change. The
companies that survive change are good at
____________. Co-variation 7
3. “Additional violations of this policy will result in
escalating levels of disciplinary action, up to and
including termination.” John knew he had to clean up Behavior
his act or he might lose his job. modification 1
4. The first wallpaper strip was only 1 degree off plumb,
but after 10 strips were hung the deviation was 10 Accumulation of
degrees. error 4
5. The die cast employees work four 10-hour days per
week. Controller 10
6. Heather is expected to type 60 words per minute with Compressed
no more than three errors in three minutes. work schedule 5
7. Jasper noticed that when the PA system played soft
rock, production went up but when it played heavy metal Coping with
music, production went down. complexity 8
8. Blue Sapphire makes 18 different blends of dog food
from 60 different ingredients in 3 separate facilities, each
in a different region of the U.S. Accuracy 9
9. A manager may make poor decisions if the
information lacks _________. Avoidance 3
10. Jeanette collects production information such as
material costs, labor costs, labor hours, and scrap rates to
help production supervisors meet organizational goals Adaptation 2
42.
1. The computer monitor just went dark. To fix the

problem, the technician will use _______________. Diagnostic skills 1
2. The custodian is permitted to determine the type of
cleaning products. Extinction 5
3. When a new product was introduced, the machining
department was able to reprogram the Broach system to Fixed-interval
accommodate the new specifications. schedule 10
4. The management team is meeting to determine such
things as the average time allowed to serve a hamburger,
fries, and a drink to one customer. ESOP 9
5. Jennifer is tired of being teased at work so she has
decided to ignore the behavior hoping it will cease. Financial control 8
6. Want to teach a horse to count to three? Reward him Flexible work
after he stomps his foot three times. schedule 7
7. Jasmine can set her own work hours provided she is Establishing
present between 9 and 1 every day. standards 4
8. “Is it in the budget?” The plant superintendent asks
this every time one of his managers wants to make a
large purchase. Empowerment 2
9. Every year on the anniversary of his employment,
Jonah receives shares of stock equal to his years of Fixed-ratio
service. schedule 6
10. Ted gets a paycheck every week regardless of his
performance. Flexibility 3
43.
1. The quality assurance employees have authority to shut

down a production line if they determine that the trend of
their process control data indicates the line will soon be
producing non-compliant product. Job sharing 7
2. Theodora pulls one part from the line every 15 minutes Operations
to measure important dimensions. control 2
3. “If we reduce costs to 20% below budget, each of you Gainsharing
will receive a portion of the savings.” program 3
4. The real estate agent knew for every 30 cold calls, 5
appointments would be set and 1 home would be sold. So
she set up an incentive program that rewarded her office
people for making phone calls. But she did not sell any
more homes. Merit pay 8
5. Mary is paid for every sale she makes. Participation 9
6. “This evaluation depends solely on the opinion of the Inappropriate
supervisor. It lacks ___________.” focus 4
7. Marty and Ted are both part-time finishers. Marty
works 7 to 11; Ted works 11:30 to 3:30 at the same work
station. Overcontrol 10
8. “Your score on the performance appraisal is 4.75. You Incentive pay
will receive a rate increase of 7 %.” plan 5
9. “Team, I would like you input here. How can we reduce Minimizing
scrap from the conversion line?” costs 1
10. At the unionized plant, employees who drove U.S.
made cars parked in a lot closer to the door; those who
drove foreign brands had to park in the back lot farthest
from the door. Objectivity 6
44.
1. “Attaboy! Great job!” Strategic control 5

Reinforcement
2. What gets rewarded gets repeated. theory 2
3. Brandon pulls one part out of every 100 produced to Preliminary
check compliance to specifications. control 9
4. “Although it looks like the problem is the conveyor,
there might be other factors we haven’t investigated Piece-rate
yet. incentive plan 10
5. The executive team meets to compare annual results
from each business division to the goals for the total
organization. Punishment 6
6. “Because of your absenteeism, you will receive a
written warning that will remain in your personnel file
for at least one year.” Postaction control 7
7. At the end of the production process, Joe turns on the Reward for
TV to see if it works. inefficiency 8
8. “We have $7,000 left in this year’s budget and only
three months to spend it. If we don’t our budget will be
cut next year.” Spuriousness 4
Positive
9. Only candidates with bachelors’ degrees need apply. reinforcement 1
10. For each widget Kathy makes, she earns five cents. Screening control 3
45.
1. Janine works Monday and Wednesday evenings,

Friday early morning, and afternoons on Saturday to
accommodate her class schedule. Structural control 4
2. “My people never know when I’ll offer a compliment Too much
for their work, so they keep trying their best.” accountability 5
3. Elizabeth works from the airport, her hotel room, and
sometimes her home, connecting to customers and her Variable-interval
coworkers by Internet and phone. schedule 2
4. The executive team is looking at the manpower report
and questioning why there are so many people in quality
assurance compared to the number of production
workers. Timeliness 6
5. “I’m doing my job. Why do you have to keep Variable work
checking up on me?” schedule 1
6. “We need daily feedback on the new product but only
monthly figures for the older one.” Telecommuting 3
7. Slot machines are designed to pay off after a different
number of pulls. Sometimes the payoff comes after Variable-ratio
three pulls, other times after 300. schedule 7
46. What is meant by a spuriousness? Give an example to support your statements.
Spuriousness is the possiblity that a different variable might be the true cause of the effect rather than the
possible cause under consideration. Students’ examples will vary.
47. What conditions must exist for a determination of cause and effect to be made? Give an example.
First, X must occur or exist before Y. Second, a change in X must lead to a change in Y. And third, we must
eliminate the possibility that another variable, say Z, is actually causing Y.
48. What is the relationship between control and diagnostic skills?
Managing control relates to diagnostic skills in that effective control requires a clear understanding of both
cause-and-effect and what to change if control systems indicate a problem.
49. Wood Engineering produced slide rules, a wooden mechanical device used by engineers and
mathematicians for complex problems. When the first handheld calculators appeard on the market, Wood
Engineering ignored the dip in its sales, thinking the new calculators were just a fad that would never replace
the slide rule. Wood ended up closing its doors when the market for slide rules vanished. What was the
mistake Wood made?
Wood Engineering failed to adapt to changes in its external environment. It also failed to properly diagnose the
problem.
50. What are three ways a control system helps an organization?
1. To adapt to changes
2. To cope with complexity
3. To minimize costs
51. Bill’s Burgers uses a sophisticated software that tracks sales of its sandwiches and other menu items by the
minute, every day of the week. Bill can accurately predict how many and what kind of items will be ordered at
any time of day so he can prepare only what will be sold. Bill is using this software as part of a control system
to:
minimize costs.
52. Return on assets is an accounting (financial) ratio indicating how well the organizations assets are being
used to generate revenues. What level of control does this exemplify?
Structural control
53. List the steps in designing a control system
1. Establish standards.
2. Measure performance.
3. Compare performance against standards.
4. Determine need for corrective action.
54. List four reasons employees might resist control.
1. Overcontrol
2. Inappropriate focus
3. Rewards for inneficiency
4. Too much accountability
55. List three ways managers can overcome resistance to control.
1. Create an effective control system.

2. Encourage employee participation.
3. Develop verification procedures.
56. _________________ are a major causal factor in contributing to employee motivation to perform.
Rewards
57. _______________ argues that behavior that results in rewarding consequences is likely to be repeated,
whereas behavior that results in punishing consequences is less likely to be repeated.
Reinforcement theory
58. List four kinds of reinforcement managers can use to direct employee behavior toward desirable actions.
1. Positive reinforcement
2. Avoidance
3. Punishment
4. Extinction
59. Managers who want to use reinforcement theory to motivate their employees generally do so with a
technique called _________________.
behavior modification
60. Explain the difference between participation and empowerment. Which one works best, and why?
Empowerment is the process of enabling workers to set their own work goals, make decisions, and solve
problems within their sphere of responsibility and authority. Participation is the process of giving employees a
voice in making decisions about their own work. Thus empowerment is a somewhat broader concept that
promotes participation in a wide variety of areas, including but not limited to work itself, work context, and
work environment. Empowerment is preferred because it is more comprehensive in nature.
61. To accommodate his college schedule, Wyatt works the breakfast shift on Monday and Wednesday, the
lunch shift on Tuesdays and Fridays, and the evening dinner shift on the weekends. He has the same schedule
every week and is not allowed to deviate from it. What kind of schedule does Wyatt have?
Variable work schedule
62. Barbara is a nurse. She works three 12-hours days in the first week and is off four days. Then she works
four 12-hour days the second week and is off three days. Every two weeks she works a total of 84
hours. What kind of alternative work arrangement is Barbara working?
Compressed work schedule
63. Jeremy is a customer service representative. He is required to be at work from 10 a.m. to 3 p.m. every
weekday. He can begin his day as early as 6 a.m. and end it as late as 7 p.m. provided that he does not exceed 8
hours per day. What kind of work arrangement is this?
Flexible work schedule, or flextime

64. Maria and Naomi are both accounting department clerks. Maria works every morning from 8:30 to
12:30. Naomi comes in at 12:15 and works until 4:30. The ladies share one workspace. What kind of work
arrangement is this?
Job sharing
65. Brenda works from home. Every morning she participates in a meeting with her supervisor and peers via
Internet connection. Occasionally she must actually go to the office but the bulk of her work is done by phone
and computer at home. What kind of alternative work arrangement is this?
Telecommuting
66. Miguel has been given an increase in his hourly wage as a result of his high performance this past
year. What type of reward system is this?
Merit pay
67. Manuel is paid $1.20 for every part he makes above the required minimum of 60 per hour. What kind of
reward system is this?
Piece rate
68. Bill watches his employees trying to catch one of them doing something above and beyond the
usual. When this happens, he gives that person praise and a coupon for a free drink at the local coffee
shop. What kind of reward system is this?
Non-monetary
69. At the beginning of the fiscal year, the CEO announced that if the organization met its profit goals, the
employees with at least one year seniority at the end of the fiscal year would be eligible for a bonus. What type
of incentive plan is this?
Profit sharing
70. As a reward for continued loyalty to the company, ABC Corporation, a publicly traded company, gives
shares of stock to its employees based on their years of service. What kind of reward system is this?
ESOP, or employee stock ownership plan
71. Why are strong diagnostic skills important for a manager?
Students’ answers will vary, but a recurring theme should be that misdiagnosis could lead to the wrong
“treatment”, which could have disastrous effects on the organization
72. Why is control an important management function? What happens to an organization when there is no
control? Give appropriate examples.
Students answers will vary. The gist of control is summed up thus: If you don’t pay attention to where you’re
going, you might not get where you want to be.
Examining variations from goals allows managers to determine why goals were missed and avoid future
shortfalls and to determine why goals were exceeded so success can be repeated. In the absence of control,
company resources may be squandered on activities that do not contribute to company goals. Productivity may
be allowed to fall below profitable levels. Costs can escalate; ultimately the company may fail. If by accident
it does succeed, it won’t know how it did it or how to do it again.
73. How can control prevent the accumulation of errors? Provide an appropriate example
Students’ answers will vary but should all include the fact that errors are compounded when the first one is not
corrected. An effective control system will provide for inspections at key stages to ensure compliance with
specifications, thus catching the error before it can be compounded.
Assume a carpenter is erecting a tall building. If the first vertical corner I-beam is not perfectly plumb, by the
time the building reaches the third floor, the wall may be leaning so much the structure will look like the
Leaning Tower of Pisa.
74. Why is control of financial resources the most important area to control? What happens if the financial
resources are not properly controlled?
Students’ answers will vary but should include the fact that all the other resources carry costs so failure to
control costs in every area can lead to organizational failure.
75. Explain the use of each type of operational control and give an appropriate example of each.
The three types are preliminary, screen, and post-action. Students’ examples will vary.
76. Explain and give examples of the characteristics of an effective control system.
Control systems tend to be most effective when they are integrated with planning and when they are flexible,
accurate, timely, and objective.
Students’ examples will vary.
77. Why would employees resist control? What can managers do to reduce this resistance?
Many employees resist control, especially if they feel over controlled, if they think control is inappropriately
focused or rewards inefficiency, or if they are uncomfortable with accountability.
78. Explan reinforcement theory and why it works. Give appropriate examples to support your statements.
Students’ answers and examples will vary. Key points include the fact that people will seek pleasure and try to
avoid pain. Positive reinforcement provides pleasure to the employee; punishment brings pain. Extinction
brings neither but denies the employee the attention that would come from either positive reinforcement or
punishment. Avoidance can redirect actions toward behavior that is desired and away from behavior that is not
desired.
Various reinforcement schedules can be used along with positive reinforcement. While the employee is
learning, one of the fixed schedules is appropriate. In the beginning, more frequent positive reinforcement is
most effective. As the skill is learned, the interval can be extended. Once the skill is mastered, a variable
schedule can be substituted. The irregular, variable schedule has been shown to be the most effective. The
employee never knows when the reinforcement will come so continues the desired behavior hoping this
occurrence will be the one that generates the rewards.
79. What conditions must be in place for either participation or empowerment to succeed?
First of all, the organization must be sincere in its efforts to spread power and autonomy to lower levels of the
organization. Token efforts to promote participation in only a few areas are not likely to succeed. Second, the
organization must be committed to maintaining participation and empowerment. Workers will be resentful if
they are given more control, only to later have it reduced or taken away altogether. Third, workers must truly
believe that they and their managers are working together in their joint best interests. Finally, the organization
must be prepared to increase its commitment to training.
80. Identify the alternative work arrangements and tell the advantages and disadvantages of each one. Give
examples appropriately.
Variable work schedules allow employees to attend to personal business that can only be conducted during
normal business hours such as doctor and school appointments and can reduce the need for employees to use
sick days when they are not sick. This level of flexibility may also reduce resentment and job
dissatisfaction. An example of the variable work schedule is the compressed work schedule. Flextime gives
more control to the employee. The employee must be present during core time, such as 10 to 2 Monday
through Friday, but may begin at 6 and end at 2 or begin at 10 and end at 6. Job sharing divides one full time
job between two part-time employees. Telecommuting allows employees to work offsite. This may be from
the employee’s home or from any other appropriately equipped site. Many sales people telecommute, as might
software programmers and customer service telephone operators. One advantage is the reduction in costs of
office space. Another is increased job satisfaction.
For any of these arrangements to work, communication with management is extremely important. In job
sharing, the two part-timers must communicate closely to coordinate unfinished projects and deadlines. Some
overlap in the hours if often part of the schedule. The telecommuter must have necessary office equipment
including a computer and phone, Internet access, perhaps a printer and/or fax. If the employee’s work involves
phone conversations, a quiet space in the home is very important. Business associates will not appreciate
crying children or barking dogs. Developing an effective performance review system for the telecommuter can
be difficult because the employee is not under direct observation of the supervisor as are the onsite
employees. Variable and flexible work schedules can pose staffing problems for managers.
81. Why is an effective reward system so important to organizational performance?
What gets rewarded gets repeated. Reward systems provide both the motivation to perform and the
acknowledgement of the behavior. If the system is poorly designed, employees may not be sufficiently
motivated to perform at the levels expected by management. Alternatively, the system may be rewarding the
wrong behaviors. For instance, if the organization wants results but rewards only activity, it may get lots of
activity but no results. The expectancy theory states that employees will be motivated to perform if they
believe they will achieve success in the endeavor, the success will be recognized and rewarded, and that the
reward will help the employee achieve personal goals. If no reward is given, or if the reward is not something
important to the employee, the desired behavior will not be forthcoming. Without these behaviors, the
organization is unlikely to meets its goals.
82. Discuss the advantages and disadvantages of each type of reward system.
Merit pay allows for distinctions between star performers and all others. Pay is based on performance, or the
contribution the employee has made to the organization. The possibility of a merit pay increase may provide
sufficient motivation for an employee to give greater effort toward organizational goals. The disadvantage is
that merit increases are a reward for past performance and do not guarantee that the high level of performance
will continue into the future. Thus, the firm will perpetually pay for behaviors in the past even though current
behavior may have slipped.
Piece rate pays the employee for units produced. Quality standards must be incorporated into a piece-rate
system to guard against rapid production on unshippable pieces. This system does not account for the fact that
the quantity produced may not be entirely under the control of the employee.
Incentive pay plans provide for bonuses rather than base salary or wage increases. Thus, the increase is limited
in time and scope and is tied directly to the achievement of goals. The firm does not end up paying forever for
one outstanding performance period. This plan works best when there is objective data available on which to
base the decision to award the incentive pay. Because incentive plans do not increase the base pay, the
employees may lose purchasing power over time in periods of even moderate inflation.
Profit sharing plans work when the employee can see a direct correlation between his/her actions and the
company profits. Although the focus of gainsharing plans is on costs rather than revenues, the situation is the
same: the plan works when the employee sees the impact of his/her actions and decisions on the reduction in
costs or gains in productivity. The problem with these plans is first establishing that link between actions and
rewards, and then distributing the profits or savings equitably. The Scanlon Plan, for instance, distributes the
savings across the entire organization, not just to the group or team that created them.
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manner acceptable to better taste. But there is certainly some distinction to be
drawn between [204]the primitive doings of a people struggling numerically
against the cruellest conditions of life nature can impose, (who moreover have
no conception of the ethical idea of morality), and mere promiscuity and vice as
practised for their own sakes by the “civilised” peoples of far more favoured
lands.
One of the commonest occasions of calling in the aid of the conjuror is during
bad weather. The days have been dark and stormy, with bitter gales and
snowstorms, so that the hunters have been unable to go afield. The witch doctor
arms himself with a whip—either an ordinary dog whip or one made from sea-
weed—and a knife, and rushes out to join the howling elements. He slashes the
wind and shouts down the gale. “Taba! Taba! Namuktok!” (Stop! Stop! It is
enough!).
And presently the wind drops, and the accustomed death-like stillness of the
frozen world supervenes upon the uproar.
The conjuror of course could read the signs of the weather even more astutely
than the practised hunters, and awaited the moment when the gale had spent
itself for the exhibition of his influence.
After the death of anyone looked upon as more or less of a criminal, the conjuror
is called upon to drive the evil-intentioned spirit of the departed away from his
old home. He does this by shading his eyes carefully in the effort to perceive the
spirit. Then, with a knife or spear he rushes about, yelling and shouting, and
stabbing as if at his invisible foe, calling upon [205]it to depart and go to its own
place below. At length he vanquishes the spirit, and announces that it is to be
dreaded no more; by their belief in him he removes their fears and restores
tranquility of mind and body; whereupon he receives his dues and the perturbed
and anxious relatives recover their poise and cheerfulness.
In order to grasp how seriously the Eskimo believe their lives, and every
adventure of their lives, to be beset by unseen influences, it must be remarked
that the main idea of their uncouth religion is that, not only man, but all things,
animate or inanimate, have souls. Rocks, wood, earth, water, sun, moon, stars,
fire, fog, icebergs, plants, all animals, all creeping things, and even hunting
implements, have spirits which never die. The Tarnuk, or soul of a man, has the
shape of a man, but is about one inch in height, and is to be discovered in the
hand of a conjuror or in that of a new-born babe. The soul of a bear is like a
bear; that of a walrus like a walrus; but the soul of a deer resembles a spider,
and that of a salmon, a man! The souls of rocks are like sturdy, thickset men; the
soul of the earth looks like a piece of liver. Animals’ souls are black and hairless,
but those of some inanimate objects are clothed in deerskin. It would indeed
take a great deal of study to determine how and why the people should have
arrived at these fantastic notions and distinctions. Perhaps it would never be
given to the mind of the modern white man to fathom the workings of such
primitive intelligence, building up for itself a monstrous, nightmare [206]scheme of
things, on foundations of the blackest ignorance.
For sheer phantasy, the writer is aware of course that the beliefs of the Eskimos
are paralleled by those of many other uncivilised peoples. It may be that along
lines of comparative savage mythology some generalisations might emerge
which would throw light upon the whole subject. Here, however, would lie the
study of a lifetime.
Briefly put, the Eskimo religion consists in the belief in a multiplicity of spirits,
good and bad, and in one Supreme Spirit, of whom no fear is felt because he
has no evil intention towards man. The conjuration and propitiation of the evil
spirits is the constant business of the conjuring class, although everyone has
some degree of power to deal with them. Man was made, indeed, by the Great
Supreme Spirit, and his name was given, Âkkolukju; and woman, Omaneetok,
was fashioned from his left-hand floating rib.
The Eskimo very highly esteem their own race, but hold Europeans in
considerable contempt. They have an unpleasant legend of a woman and a dog
being cast away together in a boat or on a floe, by way of accounting for the
origin of the whites.
Man’s spirit, like the spirit of everything else, is immortal, and destined to a
future life in bliss, in the region where the Great Spirit presides over a happy
community of very prosperous Eskimo, such as has already been described.
Those who die on the hunt go to this heaven, also women in childbirth, and
those [207]who die a violent death by any sort of accident. The road to this
Eskimo heaven is beset by many obstacles and pitfalls. It is haunted by savage
animals, who lie in wait to attack, maim, and kill the wayfarers upon it. Legend
has it that at the end of this road, at the rim of this world which is the gate to the
next, two huge rocks are set, confronting each other across the narrow path.
They sway ominously and often crash together, so that the soul seeking heaven
has to run the risk of being caught and crushed between them as he endeavours
to get through.
All illness other than that derived from these causes is looked upon as a
consequence of sin, i.e., the failure to be a good member of the community, the
having been of a quarrelsome turn, bad-tempered, mean or ungenerous, and
the having failed to own up to these things when exhorted by the conjuror. When
a sick person, having confessed yet dies, it is believed that he had some mental
reservation and was not quite honest about his confession. These bad folk go to
the Eskimo hell, to the awful realms of Sedna. But a third idea of a sort of
purgatory comes in, a place to which the damned can escape before they are
finally admitted to bliss. The spirit of the conjuror is able to go below and fight
the evil one, and liberate the soul in question. The whole transaction is generally
a somewhat expensive one for the relatives.
All animals have their guardian spirits (Tongak) who have power over their souls
(Innua). The bear, [208]walrus, killer, ground seal, etc., have the best and
strongest familiars. It is the custom for each conjuror to adopt one of these
spirits as his own, in order to avail himself of its attributes and powers. The bear
is a special favourite, since his Tongak is possessed of cunning and intelligence
above the ordinary. Sedna, the goddess or protectress of the sea creatures in
her briny underworld, controls and safeguards their bodies only; each one’s
particular Tongak controls its soul. The conjuror, in turn, controls the Tongak; so
this important personage can counteract Sedna’s machinations against
successful hunting. The hunter invokes the aid of the conjuror, who thereupon
causes the Tongak of the seals to enter into the man and lead him to success.
This familiar companionship is forfeited if the hunter commit some breach of the
law and does not confess as much to the witch doctor, or if he fail to pay for the
services rendered.
Eskimo mythology is almost an inexhaustible subject. In addition to the active,

informing spirit called the Tongak, which everyone possesses and which can be
invoked for guidance or assistance by every man at his need, all other beings,
animate and inanimate, possess an indwelling spirit peculiar to themselves
alone. This individual, permanent, presiding spirit is the Innua, something
distinct from the patron spirit, the Tongak.
An Umiak or Family Boat.
Used for migrating from place to place.
The Summer Tent or Tapik.
This is built of rough poles of drift wood covered with seal skins. It is large
enough for a family of six.
The writer has collected an immense mass of notes on the Eskimo deities, as
they were described to him [209]by the most creditable of the conjurors. He
believes that his list is unique, and offers the student of such matters entirely
original material. In it are enumerated no less than fifty of these tutelary spirits,
with their personal descriptions (generally uncouth and imaginative to a degree),
their supposed habitat—earth, air, or water—and their characteristic activities or
patronages.
There is Keekut, for instance, a being who lives on the land, in appearance is
like a dog without hair, and who works in a more or less maleficent manner.
There is Segook, a spirit with a head like a crow, a body like that of a human
being, and who is black. It has wings. It is a benefactor to the tribesfolk, and
brings them meat in its beak. It is fabled to exist upon the eyes of deer and
seals. The list is monotonously fabulous, and could only be wearisome to the
general reader.
Ataksok lives in the sky. He is like a ball, and has the means of bringing joy to
his beholders as often as he may be invoked by the conjurors. Akseloak is the
spirit of rocking stones. When called upon, he arrives rolling, and falls flat upon
his face at the witch doctor’s feet. Ooyarraksakju is a female spirit, and lives in
the rocks and boulders; is beneficent in her activities.
So the list goes on. It would doubtless have a value all its own for the student of
primitive imagery or fable, and form an addition to ethnographical researches on
the Eskimo; but to give it here in extenso would perhaps serve little or no
purpose. [210]
[Contents]
CHAPTER XV
The Sedna Ceremony
At the end of the arctic summer, before the young ice begins to form again along
the shores, there comes a spell of tempestuous weather, with frequent storms
and high, rough tides. Food grows more and more scarce as sealing increases
in risk and difficulty. Those intrepid hunters who do venture out, return empty-
handed day after day, and it grows high time for something to be done. The
goddess Sedna is supposed to be causing these storms and all this dirty
weather at sea, to prevent her animals being killed. And so a conjuration has to
be performed to liberate the seals.
This is the occasion of the most elaborate festival in the Eskimo calendar.
It begins by the conjurors, in full dress, calling the people altogether to dispense
them for a short space from their marriage ties. Each witch doctor is masked,
and clad in women’s clothing. The idea of his amazing get-up, apart from the
usual intention to awe the people by grotesqueness or hideousness, is to
disguise the face and body, to efface as it were the well-known individual, to
make the people lose sight of the conjuror in the representation of a great power
[211]at work among them. His dress is partly that of a man and partly that of a
woman, and he carries the usual implements used by both sexes. This is to
bring the needs of either before the great power, and to intercede for their
respective needs.
A Conjuror’s Mask.
Mask made of sealskin with hair shaved off, and with tattoo marks, used by ancient Eskimos of
Central tribes. This mask is used by the Conjuror at the celebration of the Autumnal Sedna feasts
and ceremonies. Sketch by a Conjuror of the Central Eskimos.
To begin with, the Angakok wears several pairs of nether garments and boots,
until he looks very big and out of his usual proportions. He has a woman’s
pointed tunic, whose sleeves are elaborately trimmed with fringes and charms.
The hood is pulled down [212]over his head, and he wears a mask of black skin
tattooed all over. On his shoulders he carries an inflated sealskin float, and over
his arm a coil of walrus hide. In his left hand he bears a woman’s skin scraper,
and in his right a spear. Thus caparisoned, he emerges from his tent and begins
by pairing off the couples.
The tribesfolk are ranged in two long lines, the men and women facing each
other, and a lane between. Then the “Kailuktetak” (a minor order among the
initiate) open the ceremonies. Each conjuror is furnished with a deer-horn
scraper like a long curved knife (used in the ordinary course of things for
scraping the newly formed ice from the kyaks as they are drawn out of the
water), to which is attached a small piece of bearskin. He starts off down the
living lane, dancing and shouting in glee, touching first a man and then a woman
with the wand as he goes. The two thus indicated pair off, and are man and wife
for the next twenty-four hours, or perhaps a little longer. The fun is fast and
furious. Much of the whole thing has been prearranged, and the element of
surprise is rather subordinate to that of anticipation. The conjurors choose
among the women for themselves first, and next for those hunters who have had
sufficient eye for beauty and sufficient of this world’s goods to mention the fact
privately and persuasively beforehand.
There has been quite a stream of visitors to the conjuror’s house of late, and
quite a number of presents [213]made, which forgetfulness on the part of that
worthy has failed to return. So that the pairing off on this auspicious day is
largely a prearranged affair. However, it occasions plenty of Eskimo laughter and
delight. The enceinte (and the old folks) are not included in this adventure. They
play the part of spectators only, but applaud or deride as heartily as the rest over
each mating. These women are Kooveayootiksatyonerktoot, i.e., “no-longer-the-
material-for-a-rejoicing,” having apparently given hostages to fortune already, or
having sufficiently fulfilled the hopes of the community. Children are paired off
first—boys and girls of no more than twelve years—and then the adults.
Each couple, as they are selected, join hands and walk away towards the man’s
dwelling, attended for a little distance by the Kiluktetak who has picked them out,
dancing all round them and about them like a mad thing. If they chance to touch
him, they too begin to dance, and to voice their excitement in no uncertain
manner. On entering the dwelling, each drinks a little water and mentions the
place of his or her birth.
The conjuror has an âvetak slung upon his breast, that is, the entire skin of a
seal which, inflated, is generally used as a float on the kyak. On this day,
however, it serves another purpose. As the couple presently return to the
Kilukletak, they pour water into this, and each individual, drinking from it again
and again, mentions the place of his or her birth a [214]second time. The rite is
official, and sets the conjuror’s seal upon the proceedings and its
consequences.
The root idea of this pairing off is to strengthen a race that might easily be
weakened by too much inter-marriage, and to increase the birth-rate. The writer
has elsewhere commented on the defensibility of such a custom—from the
Eskimo point of view—but it remains to be added here that, as regards
parentage, the father of a child is always known and acknowledged, be he the
woman’s husband or her temporary Sedna mate. The Sedna offspring is cared
for by the regular husband, or by the community.
Next comes the extraordinary performance already described, when the conjuror
is speared through the chest.
After this, the principal Angakok prepares to give battle to Sedna. The goddess
can be killed; but as she subsequently comes to life again, this killing has to take
place every year. The whole performance is a representation of seal-spearing on
the ice. The conjuror coils a rope on the floor of a large hut, and leaves a little
opening at the top to represent the blow hole. Two assistants stand on either
side, armed respectively with harpoon and spear. A third chants incantations at
the back of the dwelling. Sedna is supposed to be lured from the underworld,
and when she comes to the hole, is transfixed at once. She sinks away again,
dragging the harpoon with her, [215]wounded and incensed. The conjurors haul
on the line for all they are worth, and recover the weapon.
Then the chief Angakut squats upon the floor, with his arms and legs bound by a
length of light hide line. The lamps are pressed down to burn so dimly that it is
all but dark. The rest of the folk also sit about the floor with their heads bowed,
so that none may stare at the conjuror’s face. He begins his incantations,
rocking to and fro and uttering sounds that seem incredible for a human throat to
compass. He works himself into a state of insensibility (but not before his familiar
spirit has undone the knots and released him from his bonds.) It is this trance
which makes such an impression on the tribesfolk. They believe that the witch
doctor’s spirit has left his body and their midst, and has really gone to meet and
despatch the powerful figment of their myth, to kill her and liberate the seals.
The hardening of the weather soon after this ceremony, when the prospects of
the sealers naturally improve, seems to the Eskimo mind a clear demonstration
of cause and effect. Probably the conjuror quite believes it, too, and although he
has done nothing but hypnotise himself and strike awe thereby into the
onlookers, this assumption of all that he accomplishes in the meantime is as real
to him as to the others.
After the Kiluktetak—the chief of the whole conjuring band—has concluded this
séance, he proceeds to make good hunters. Those who are ambitious to
[216]make a name for themselves in this respect, and greatly desire the skins and
trappings that come of abundant catches, pay the conjuror a walrus hide line;
whereupon he resorts again to his incantations, and his Tougak causes the soul
of a seal to enter the body or mind of the young man in question. The whole
business may perhaps have some result, perforce of suggestion, and the sealer
who had hitherto doubted his own judgment or prowess, who had felt
discouraged by ill success, or who had failed perhaps in skill or patience, picks
up a fortuitous confidence in himself and really has better luck afterwards.
It is impossible to believe that these beliefs and ceremonies would be so

widespread among the people and carry so much weight, were no sort of
explanation to be sought for them. These folk are trained and accomplished
hunters; they attribute their success to junketings of this description, and by no
means wholly to the obvious care they take to ensure it. If the ceremonies had
no value and proved by experience to have no bearing on all these vital matters,
even the primitive mind would scarcely perpetuate them for their own sakes pure
and simple.
In the meantime, while the Kiluktetak has his hands full in the underworld, all
sorts of other things are taking place, all sorts of games going on, in the village
above.
There is a tug of war with a rope of walrus hide or white whale hide, a contest
provocative of uproarious fun, watched by a keen, delighted crowd. One end of
[217]the rope is manned by the “Ptarmigans” (those born in the winter time) and
the other by the “Ducks” (those born in summer.) If the former yield to the latter,
it is taken as an augury of good weather for the ensuing season.
After this a curious game is played. One of the lesser conjurors is fantastically
got up in a number of garments, and in a pair of trousers with very narrow legs.
The trousers seem to tickle the Eskimo sense of the ludicrous in exactly the
same way as Charlie Chaplin’s baggy ones and his “caterpillar” boots tickle ours.
He takes a piece of wood in one hand, a skin scraper in the other, and starts
capering off, calling on all and sundry to follow him and assemble in the “Kagge,”
or singing house.
The ceremony in the Kagge was performed in the past but now only the Sedna
ceremony is performed, minus the Kagge.
The Eskimo build larger houses than those they usually occupy, for feasting,
singing and dancing on particular occasions. The singing house is dedicated to
a particular spirit which has the shape of a bow-legged, hairless man. It is
generally built upon the usual round plan of the igloo, sometimes three being
grouped together, apse and transept fashion, with a common entrance (nave).
The company disposes itself in concentric rings round the house, married
women by the wall, spinsters in front of them, and a ring of men to the front.
Children are grouped on either side of the door, and the singer or dancer,
[218]stripped to the waist, takes his stand amid them and remains on the one
spot all the time. A pillar of snow in the middle of the house supports as many
lamps as it requires to illuminate the proceedings and to warm the air. Singing
festivals and competitions in the Kagge especially mark the great occasion of
the tribal deer hunting in the spring, so that it will be described at somewhat
greater length in that connection.
A Kagge or Singing House. (Elevation.)
Singing competitions at the assembly of the tribes are held in these. The songs are composed by
the singer, the audience joining in the chorus, the head men and conjurors being judges. Much
fun and merriment are caused by the songs.
As soon as everyone has crowded in, all the new made (temporary) couples are
bidden to join hands and guide each other out. Everyone is laughing, but the
pair in question have to preserve the gravity of owls. If they yield to the
infectious merriment and badinage going on, and fail to keep absolutely solemn
faces, some grievous sickness will befall them. The conjuror touches their feet
as they cross the threshold, [219]and when he himself follows out the last pair,
blows off hard, like a seal.
At the risk of wearying the reader with the apparent uncouthness of all this (an
alien humour is always hard to perceive), one more incident of the festival must
be given.
A Kagge or Singing House. (Plan.)
The Mukkosaktok possesses himself of a whip with a particularly short handle,

and starts on a tour of the village on his own account. He enters the first house
he comes to, and starts to lay about him in play. He fillips one of the inmates
with the end of his lash, and orders him to sing a song—an extempore song of
his own composition. If the victim fails, another one has to take his place, and so
in turn until the circle is exhausted. This goes on in every household, all sorts
[220]of weird howls and chants and guttural distiches being elicited by force
majeure, until at last the Mukkosaktok is playfully hustled to the door and
pushed outside.
The underlying idea of much of all this is doubtless that of promoting sociability
and good feeling all round. The Eskimo are an intensely sociable people, and, to
the very limited extent of their powers and opportunities, delight in
entertainment. These festival songs, for instance, have required a certain
amount of preparation. They are composed about some event that has taken
place and caught the singer’s attention. They have been rehearsed and, if
successful, will be repeated all through the long winter nights, when the folk
spend so much weather-bound time in visiting each other and exchanging tales
and gossip round the igloo lamps. No tribesman likes to be laughed at, so he
really does his best over his song.
There is a real groundwork of sense about the ceremony of visiting each house
in turn, and the scramble for presents. In the first place, it is a symbol of goodwill
and plenty. Each householder is expected to keep up appearances by doing this
sort of thing, and he uses every effort to gain the wherewithal to meet the
obligation. This militates against laziness and any tendency to hoard—great
crimes in the Eskimo estimation of things. The hunter strains every nerve to
provide the things his neighbours scramble for, and the women of the village do
their utmost, so far as attractiveness and domesticity go, [221]to attach such men
as husbands. Again, by a general scramble, the poorer and less lucky folk get a
good many windfalls otherwise unobtainable.
The roysterers flock off in a body, to make the round of the encampment,
stopping at every man’s house in turn. The owner goes inside, makes a
selection of all sorts of unconsidered trifles—generally bits of sealskin used for
the legs of boots, with different kinds of sewing sinew attached—and, returning
to the vociferous crowd waiting outside, scatters these things broadcast. There
is a grand commotion and no end of noise, as the oddments are battled for. As
this performance is repeated at every house in the village it necessarily takes
some time.
Little information is obtainable as to the significance of these games or

ceremonies, or whatever the Eskimo themselves may consider them. The
annual pairing off doubtless serves to keep up the numbers of the tribe. Women
are always in excess of men, owing to hunting fatalities among the latter, and
other causes; and some of these, although married, may be childless. The
Sedna proceedings tend to remedy this state of things to a satisfactory extent.
The writer’s own idea is that, in addition to the main responsibilities of the
festival, which rest on the shoulders of the Kiluktetok, the doings of the lesser
lights of the order of conjurors are designed more or less to keep things going
merrily and to establish themselves firmly in the good-will of the community.
The main idea of the frequent acknowledgment of [222]breaches of village law is

undoubtedly to keep the social life intact, to ensure that no secrecies and
plottings shall break it up, and no hoarding of supplies lead to quarrels and
injustices. Another feature of the Sedna day is a general “confessing” of all
these “sins.” Another lesser luminary, called a Noonageeksaktoot, dresses
himself up in a medley of garments and dons a close-fitting cap made from the
skull of a ground seal. This cap has a peak, to represent a bird’s bill. He binds
upon his feet some of the sticks used for beating snow from clothes, so that they
resemble a raven’s, and hops about in imitation of that bird. As often as the
people come up and accuse themselves of wrongdoing, he betakes himself to
the beach, to tell Sedna, and returns with forgiveness.
It will be readily understood that it is of great value in the hard fight for existence
in the arctic that a spirit of hope and cheerfulness should be maintained. No one
knows this better than the commander of an arctic or antarctic expedition, or
than the head of a trading station! It is quite essential that the Eskimo village
should make itself a centre of jollity and comfort to the returning hunters, and to
travellers on the trail. There are sound economic principles underneath the
queer trappings of some of all this barbaric custom, and even sound hygienic
laws governing some of the regulations and taboos of daily life. That one, for
instance, which forbids a woman in childbirth to eat any food not provided by her
husband, [223]probably acts quite beneficially. Eskimo food is very rich and often
consumed in the raw state, so that a glut of it, as would result from a shower of
benefactions, would upset the new-made mother.
The Sedna ceremony has been carefully studied by the best ethnologists, like
Dr. Boas, who have travelled for the sake of science among the arctic tribes; but
it may be hazarded that the raison d’être of much of it could only dawn on an
observer who had actually lived for a very considerable time in close personal
and linguistic touch with the people.
The writer offers his interpretations with all diffidence, but believes they
constitute something original to the descriptions of other writers. Those who
easily dismiss the whole subject as fantastic savagery, much of which is unfit for
publication, seem singularly to have failed in any real grasp of the character of
these benighted, but in many ways cheery and genuine, children of the sternest
wild in the world. [224]
[Contents]
CHAPTER XVI
The Native Surgeon
One of the principal offices of the native conjuror is to find out the reason of
sickness and death, or of any misfortune or disaster happening to the tribesfolk.
But in this matter of primitive medicine, the Eskimo are probably far behind the
untutored folk of other uncivilised peoples, for the simple reason that, unlike the
dwellers in temperate or tropical and therefore vegetated regions of the world,
they have nothing with which to experiment, in sickness, by way of herbs and
simples. An absolutely barren land, covered for the most part of the year with
snow, provides no material for the empirical pharmacist. Eskimo medical
practice consists entirely in incantation, in dealings with the spirit world, and in
the exercise of an amazing and complicated system of fetish and taboo, i.e., the
doing or refraining from doing all sorts of unreasonable things to attain or
produce some desired end. In surgery, the conjuror is no less intrepid, if
considerably more lucky (thanks to an air so pure as to be almost sterile) than
the ghastly practitioners of West Africa, whose appalling anatomical ventures
are described in Mary Kingsley’s unrivalled book of travel in the Cameroons.

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1. The quality assurance employees have authority to

1. “Attaboy! Great job!” Strategic control ____

1. Janine works Monday and Wednesday evenings,

48. What is the relationship between control and diagnostic skills?

53. List the steps in designing a control system

55. List three ways managers can overcome resistance to control.

71. Why are strong diagnostic skills important for a manager?

6. A budget is a control mechanism designed to:

32. One of the best reasons to empower employees is:

1. The welding supervisor promised doughnuts to his day

1. The computer monitor just went dark. To fix the

1. The quality assurance employees have authority to shut

1. “Attaboy! Great job!” Strategic control 5

1. Janine works Monday and Wednesday evenings,

48. What is the relationship between control and diagnostic skills?

50. What are three ways a control system helps an organization?

53. List the steps in designing a control system

54. List four reasons employees might resist control.

55. List three ways managers can overcome resistance to control.

1. Create an effective control system.

Variable work schedule

Compressed work schedule

Flexible work schedule, or flextime

ESOP, or employee stock ownership plan

71. Why are strong diagnostic skills important for a manager?

Students’ examples will vary.

81. Why is an effective reward system so important to organizational performance?

Eskimo mythology is almost an inexhaustible subject. In addition to the active,

Used for migrating from place to place.

The Summer Tent or Tapik.

It is impossible to believe that these beliefs and ceremonies would be so

A Kagge or Singing House. (Elevation.)

A Kagge or Singing House. (Plan.)

The Mukkosaktok possesses himself of a whip with a particularly short handle,

Little information is obtainable as to the significance of these games or

The main idea of the frequent acknowledgment of [222]breaches of village law is

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