BUSM4176: PART 1 SHORT ANSWER QUESTIONS: SET OF 20 Six exam questions will be drawn from the following list. INSTRUCTIONS TO STUDENTS: Answer FOUR (4) of the six questions. Each question in Part 1 is worth 5 marks. It is recommended that students spend approximately 15 minutes on each question in Part 1. Write succinctly and clearly - normally a good response could be written in about 100 to 120 words. TOPIC 1: ORIGINS OF MANAGEMENT PRACTICES Lecture + Robbins Ch. 1 1. Explain what is meant by 'management'. In your answer discuss how the definitions or 'management' have changed over time. TOPIC 2: MANAGING ORGANISATIONAL BEHAVIOUR Lecture + Robbins Ch. 8 1. Describe the three 'attitude orientations' of organisational behaviour and give an example for each. In your answer discuss why it is helpful for managers to be aware of these orientations. 2. Describe the two approaches of perception and the categories in each approach. Discuss why it is important for individuals to be aware of these approaches and the barriers to accurate perception that can occur. TOPIC 3: GROUPS AND TEAMS Lecture + Robbins Ch. 9 1. Compare how early scientific management theorists and behavioural science theorists might react to the increased use of teams in contemporary organisations. 2. Discuss ways in which norms and conformity can affect group behaviour. In your answer draw on the influence of Schwarz's 'values model' on norms and conformity. TOPIC 4: MANAGERIAL COMMUNICATION Lecture + Robbins Ch. 12 1. Explain why it is important to understand the different communication styles when communicating with people. In your answer discuss the barriers to communication that managers need to be aware of when communicating with culturally diverse teams. 2. You are a manager who is trying to get support from your colleagues for a new idea. Describe the three principles of communication as well as three influencing tactics you might use. Page 1 of 3 TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch. 2 1. Taking a systems view of organisations, discuss the influence of systems, culture and values on corporate social responsibility (CSR). 2. Secchi developed three theories of corporate social responsibility (CSR). Describe the differences between the three theories and give an example for each. TOPIC 6: MANAGERIAL LEADERSHIP Lecture + Robbins Ch. 3 & 11 1. Draw on your knowledge of the conventional leader-celebratory approaches to leadership. Describe Adair's three circles model. In your answer explain the model's core management responsibilities. 2. Bass and Avolio developed a model of Transformational Leadership. Discuss the key features of the model including what is meant by the term 'Transformational Leadership'. TOPIC 7: MANAGING STRATEGICALLY Lecture + Robbins Ch. 4 & 6 1. You have just been appointed as a strategic manager. In your planning you are considering undertaking either a macro analysis or an organisational analysis. Discuss the key features of both approaches and in what circumstances you would apply each analytical tool. 2. Discuss two tools that could be applied by managers when facing a strategic dilemma. Explain which tool would be more useful in this context. TOPIC 8: ORGANISATIONAL ANALYSIS Lecture + Robbins Ch. 5 1. Explain the contingency factors that affect organisational design. 2. Describe what the objective frameworks for organisational analysis are. Discuss when the 'systems principles' are not desirable for businesses to apply. TOPIC 9: CREATIVITY, INNOVATION & DESIGN Lecture + Robbins Ch. 7, 13 1. Define each of the following types of innovation and give an appropriate example for each from the motorcar industry: Product/Service innovation; Marketing innovation; Technology innovation 2. Explain why it is necessary, and very important, to measure innovation within organisations. In your answer discuss what would be appropriate metrics for product and technology innovation. Page 2 of 3 TOPIC 10: MANAGING WORK IN A GLOBAL SOCIETY Lecture + Robbins Ch. 2, 5 1. 'The availability of advanced information technology allows an organisation's work to be done anywhere at any time.' Discuss if 'organising' is still an important managerial function in a global society. Provide examples to illustrate your answer. TOPIC 11: FUTURE TRENDS Lecture + Robbins Ch. 10 1. Describe three effects of globalisation on organisations. 2. Discuss five challenges that managers face in motivating today's workforce and ways in which these challenges can be overcome. Page 3 of 3 TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch.2 TOPIC 1: ORIGINS OF MANAGEMENT PRACTICES Lecture + Robbins Ch. 1 1. Explain what is meant by 'management'. In your answer discuss how the definitions or 'management' have changed over time. Management is the process of planning, organizing, leading and controlling the efforts of organization members and using all other organizational resources to achieve stated organizational goals. According to Dalton E. Mc Farland: \"Management is the fundamental integrating and operating mechanism underlying organized efforts\". According to Dr. William R.spriegel, \"Management is an executive function which is primarily concerned with carrying out the board policies laid down by the administration. It is that function of an enterprise which concerns itself with the direction and control of various activities to attain the business objectives\". According to James A.E. Stone, \"Management is the process of planning, organizing, leading and controlling the efforts of organization members and using all other organizational resources to achieve stated organizational goals.\" According the Kimball, Management is the art of applying the economic principles that underlie the control of men and materials in the enterprise under consideration. According to Koontz, "Management is the art of getting things done through and with people in formally organized groups." TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch.2 According to Theo haimann, "Management is the function of getting things done through people and directing the efforts of individuals towards a common objective." According to Sisks, "Management is the process of working of with and other to effectively achieve organizational objectives by efficiently using limited resources in changing environment." TOPIC 2: MANAGING ORGANISATIONAL BEHAVIOUR Lecture + Robbins Ch. 8 1. Describe the three 'attitude orientations' of organizational behavior and give an example for each. In your answer discuss why it is helpful for managers to be aware of these orientations. a) Job Satisfaction A collection of positive and/or negative feelings that an individual hold toward his or her job. b) Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth c) Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization 2. Describe the two approaches of perception and the categories in each approach. Discuss why it is important for individuals to be aware of these approaches and the barriers to accurate perception that can occur. The classical perspective of management, which rose up out of the Industrial Revolution, concentrates on enhancing the effectiveness, profitability, and yield of workers, and in addition the business as a whole. In any case, it by and large does not concentrate on human or behavioral characteristics or variances among workers, for example, how job satisfaction enhances worker's productivity. scientists who TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch.2 advocated for this approach include Frederick Winslow Taylor, Max Weber, Henri Fayol The behavioral perspective of management (also called the "human relations perspective") takes an entirely different methodology from the classical viewpoint: it is for the most part more concerned with worker's prosperity and encourages management approaches that consider the workers as a spurred specialist who truly needs to work.it was advocated by theorists such as Elton Mayo, Abraham Maslow, and Mary Parker Follett. TOPIC 3: GROUPS AND TEAMS Lecture + Robbins Ch. 9 1. Compare how early scientific management theorists and behavioural science theorists might react to the increased use of teams in contemporary organisations. Scientific management theorists, such as Fredrick W. Taylor whose theory was defined by finding \"the one best way\" to do things, and the Gilbreths' techniques called therbligs, would embrace the idea of increased reliance on teams in organizations. They would have to \"study\" the team concept, but would eventually agree that teams are beginning to be the \"one best way\" and a technique that makes an organization more effective and efficient. Behavioral science theorists who studied what is referred to as organizational behavior (OB) like Robert Owen, Hugo Munsterberg, Mary Parker Follett and Chester Barnard would not be surprised that organizations have increased their reliance on teams because they all believed that the people were the most important asset of the organization and should be managed accordingly. After all, their ideas provided the foundation for such management practices as employee selection procedures, motivation programs and work teams. 2. Discuss ways in which norms and conformity can affect group behaviour. In your TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch.2 answer draw on the influence of Schwarz's 'values model' on norms and conformity. Work groups are affected by the external conditions imposed on it such as the organization's strategy, authority relationships, formal rules and regulations, availability of resources, employee selection criteria, the performance management system and culture, and the general physical layout of the group's work space. A group's performance potential depends to a large extent on the resources each individual brings to the group. These resources include knowledge, abilities, skills, and personality traits, and they determine what members can do and how effectively they will perform in a group. Interpersonal skills (especially conflict management and resolution, collaborative problem solving and communication) consistently emerge as important for high performance by work groups. Personality traits also affect group performance because they strongly influence how the individual will interact with other group members. Traits viewed as positive in our culture (sociability, self-reliance, and independence) tend to be positively related to group productivity and morale. Traits viewed as negative in our culture (authoritarianism, dominance, and unconventionality) tend to be negatively related to group productivity and moral. TOPIC 8: ORGANISATIONAL ANALYSIS Lecture + Robbins Ch. 5 1. Explain the contingency factors that affect organisational design. Certain situations lend themselves to more vertical and robotic hierarchical plans. Unverifiable situations require more even and versatile organizational plans. Technology - including the utilization of information, hardware, and work strategies in the change procedure, is an essential thought in organizational design. In spite of the fact that associations have a tendency to end up more mechanistic as they develop in size, designs must be utilized to permit innovation and inventiveness in evolving environments. TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch.2 2. Describe what the objective frameworks for organisational analysis are. Discuss when the 'systems principles' are not desirable for businesses to apply. The Organizational Performance Assessment (OPA) framework is a model that can be connected to portray, dissect and assess organizations. This is due to strategic or organizational mindset failures; cultural bias and closemindedness; informational breakdowns; and leadership mistakes. Most organizations lack a paradigm that would facilitate perception and learning and have a political bias to conserve the previously successful ways of seeing, thinking, learning, and therefore acting. TOPIC 10: MANAGING WORK IN A GLOBAL SOCIETY Lecture + Robbins Ch. 2, 5