Measuring Organisational Performance — IELTS Reading Answers

The experiment was designed to

1. Aestablish whether increased productivity should be sought at any cost.correct
2. Bshow that four divisions could use the same technology.
3. Cperfect a system for processing accounts.
4. Dexploit the human organisation of a company in order to increase profits.

“To what extent can a manager make an impressive earnings record over a short period of one to three years by exploiting the company’s investment in the human organisation in his plant or division? To what extent will the quality of his organisation suffer if he does so? The following is a description of an important...”

The study asked to what extent a manager can make an impressive earnings record by exploiting the human organisation, and whether quality suffers, so option A fits.

The four divisions

1. Aeach employed a staff of 500 clerks.
2. Beach had equal levels of productivity.
3. Chad identical patterns of organisation.correct
4. Dwere randomly chosen for the experiment.

“Each division was organised in exactly the same way, used the same technology, did exactly the same kind of work, and had employees of comparable aptitudes”

Each division was organised in exactly the same way, used the same technology and did the same work, so it had identical patterns of organisation.

Before the experiment

1. Athe four divisions were carefully selected to suit a specific programme.
2. Beach division was told to reduce its level of productivity.
3. Cthe staff involved spent a number of months preparing for the study.correct
4. Dthe employees were questioned about their feelings towards the study.

“Beforehand, several months were devoted to planning, and there was also a training period of approximately six months”

Beforehand several months were devoted to planning and there was a training period of about six months, so staff spent months preparing.

“No attempt was made to place a division in the programme that would best fit its habitual methods of supervision used by the manager, assistant managers, supervisors and assistant supervisors In addition, the managers, assistant managers,”

The gap needs the management practice being altered; the text refers to each division's habitual methods of supervision.

“Productivity was measured continuously and computed weekly throughout the year”

The gap needs what was measured continuously and computed weekly; the text says productivity was measured continuously throughout the year.

“In two divisions an attempt was made to change the supervision so that the decision levels were pushed down and detailed supervision of the workers reduced”

The gap needs what happened to detailed supervision in two divisions; decision levels were pushed down and detailed supervision was reduced.

“In addition, the managers, assistant managers, supervisors and assistant supervisors of these two divisions were trained in group methods of leadership, which they endeavoured to use as much as their skill would permit during the experimental year”

The gap needs what the supervisors were trained in; the text says they were trained in group methods of leadership.

“This showed that these divisions were overstaffed by about 30%”

The gap needs the description of staffing levels revealed by the analysis; the text says these divisions were overstaffed by about 30 per cent.

“The general manager then ordered the managers of these two divisions to cut staff by 25%”

The gap needs what the general manager ordered; he told the two divisions' managers to cut staff by 25 per cent, i.e. reduce it.

Fig 1

“Figure 1 shows the changes in salary costs per unit of work, which reflect the change in productivity that occurred in the divisions”

Figure 1 shows the changes in salary costs per unit of work, which reflect the change in productivity that occurred in the divisions.

Fig 2

“For example, Figure 2 shows that when more general supervision and increased participation were provided, the employees’ feeling of responsibility to see that the work got done increased”

Figure 2 shows that when more general supervision and increased participation were provided, employees' feeling of responsibility to see the work got done increased.

Fig 3

“As Figure 3 shows, the employees in the participative programme at the end of the year felt that their manager and assistant manager were ‘closer to them’ than at the beginning of the year”

Figure 3 shows employees in the participative programme felt their manager and assistant manager were closer to them than at the beginning of the year.

Fig 4

“Moreover, as Figure 4 shows, employees in the participative programme felt that their supervisors were more likely to ‘pull’ for them, or for the company and them, and not be solely interested in the company, while in the hierarchically controlled programme, the opposite trend occurred”

Figure 4 shows employees felt their supervisors were more likely to pull for them, reflecting their opinion of personal support from management.