1. CASE: FABULOUS FABRICS, Inc.

Mwiinga was recently promoted to the managing director's position at Bwino Fabrics, Inc. in Mufulira. In her new position, Mwiinga first compared the actual revenues and expenses of the company with desired results. Armed with this analysis, he formulated the future course of action for Bwino Fabrics. Mwiinga transmitted her revenue and expense analysis to outsiders such as bankers and other analysts and distributed her desired future course of action for Bwino Fabrics to his subordinates. All these groups then provide him with feedback through reports. Mwiinga is confident he can lead the company into a prosperous future.

Unfortunately the company has just made changes in the way it manufactures and markets its products. These changes are producing issues associated with employee motivation and satisfaction. The company has sent some of their manufacturing offshore to South Africa, and their plants have been restructured into self-directed work teams. The company has also changed its sales program into a customer-relationship management (CRM) system which serves its customers with a team made up of a salesperson, product engineer and a customer service representative. With jobs being re-defined and sent off-abroad, employee satisfaction and turnover is becoming prevalent. The Executive Leadership team is becoming concerned and realizes that something needs to change. Employees are citing in exit interviews that pay and uncertainty are some of the reasons they are leaving. They believe that they will be compensated and treated better elsewhere. With employee unrest, Bwino is not moving smoothly into the CRM system. Before this system can become effective, the Executive Leadership team must discover and agree upon the underlying problem. Once the issues of employee value, fairness of pay and unchallenging jobs are addressed, the unrest will dissipate into an excited, motivate team effort.

Questions

Based on the case study above, discuss the following as may be perceived in your organization:

1. As a manager you know that there are complexities in decision making. Using the case study above, discuss the potential sources ofcomplexities in decision making for you as a decision maker. (10 Marks)
2. Describe the generic influence tactics which are used at the workplace and recommend the ones that could be used at this organization. (10 Marks)
3. Explain the relationship between Herzberg's two-factor theory and the motivation factors at work at Bwino. As a manager at Bwino Fabrics, explain how you could have ensured the Herzberg motivation factors were reinforced at the company. (10 Marks)

B. The following table shows the various activities of the development of a new product in your organization

1. Calculate ALL the missing (?) data points. (10 Marks)

Activity	Event	Immediate Predecessor(s)	Estimates of Activity Duration (Weeks)
Optimistic (To)	Most Likely (Tm)	Pessimistic (Tp)	Average (Te)
1	A	-	2	3	4	?
2	B	A	1	2	?	2
3	C	A	1	?	4	2.2
4	D	B	?	5	6	5
5	E	B	3	?	5	4
6	F	C	2	3	?	3
7	G	D	?	2	4	2.2
8	H	E,F, G	3	4	6	?
9	I	H	3	?	5	4
10	J	I	2	1	3	?

Questions:

a.CalculateALLthemissing(?)datapoints(10marks)

b. Draw the PERT network from the given data. (10 Marks)

c. Determine ALL the paths, the critical path and its total duration in days. (5 Marks)

d. Explain the limitations of the Gantt Cart as a planning tool. (5 Marks)

C. Job: Installing an IT System at Bana Bank Zambia Ltd. (08-04- 2022 to 20-05- 2022)

ACTIVITY	WEEK	NUMBER OF WORKDAYS
A. Design system on the computer	1	5
B. Purchase components	?	3
C. Configure network	?	2
D. Prepare software	?	2
E. Install software	?	4
F. Assemble computers	?	7
G. Connect computers	?	3
H. Pilot test and refine system	?	2
I. Start up system, inaugurate and handover to client.	?	1

From the data given above:

1. Prepare/draw a full Gantt Chart as at end of Week 5. (10 Marks)
2. Calculate and indicate the missing (?)week numbers. (10 Marks)
3. Indicate the completed and planned activities on the chart. (5 Marks)
4. Explain the shortcomings of the Gantt Cart as a planning tool. (5 Marks)