MGMT 222 (002) MANAGEMENT PRINCIPLES

Winter 2022: Professor Jai Goolsarran

Test No. 2 (25%)

Student name and number:

1. Refer to the definition of strategy given in Chapter 8 of your textbook. Then,

review Figure 8.1 and think about your likely employment opportunities for the

first fifteen years after graduation. In which step would you be dominantly

engaged in, if you were to be employed in a number of large business

organizations in those fifteen years? And do explain, fully and clearly, why you

think that your answer is very correct. (4 marks)

2. Did we discuss a better way of presenting to Business School students what

strategy is all about? What exactly do you recall about the matter? Please

explain clearly and fully. (3 marks)

3. Do explain clearly and fully how a good plan would be relevant to the

managerial function of controlling. Please prove that your answer is indeed

correct with reference to the presentation in your textbook. (3 marks)

4. What is the real value of Michael Porter's Five Forces Model to managers?

(2 marks)

5. A firm pursues a business-level strategy of differentiation. What would be one

key aspect of the firm's functional strategies in (a) human resources

management and (b) marketing? Do explain your answer fully. (4 marks)

6. The top management of Centennial College would like to institute TQM with

respect to the management of The Business School. Please list, in numbered

fashion, the steps in TQM which could be effectively applied in this proposed

endeavour. And do explain why you think your choices are correct. (6 marks)

7. Our Assistant Professor, Vipulan Nilushan, tells his colleague, Nirajan

Anuradha, that, as far as he understands matters a function is a group of people,

working together, who possess similar skills or use the same kind of knowledge,

tools, or techniques to perform their jobs and that it bears no relevance to the

topic of designing organizational structure. Nirajan disagrees with Vipulan.

Who is correct here? Please explain your answer fully. (2 marks)

8. What classic management principle is violated in the matrix organizational

structure? Do explain your answer fully and clearly. (2 marks)

9. Your colleague, Robbie Hannah, is reviewing the textbook's discussions on

organizational culture (corporate culture) and she tells her colleague, Cheikh

Gamagate, that there ought to better way of presenting the material so that

students could get a meaningful grasp of the topic. Cheikh would like to assist

Robbie on this matter. What should he do? Do explain your answer. (3 marks)

10.A colleague of yours has just been promoted to the position of Supervisor in a

department in a large business enterprise. You want her to succeed in her new

position. Please advise her fully and clearly about the four steps in

organizational control which she should rigorously follow. And do explain why

she should strictly adhere to the indicated steps. (6 marks)

11. If a manufacturer of automobiles decides to get into tyre manufacturing, to

what topic in Chapter 8 would this matter relate? Do explain your answer

clearly and fully, convincing your Professor that you are very correct. (3 marks)

12. Your textbook discusses three organizational control systems. One of these three

is behaviour control. (The other two are output control and clan control.)

Describe the three mechanisms of behaviour control that are typically used in

the management of organizations. (6 marks)

13.Managers rely on five sources of their authority (power). What are these

sources? And which one of the five is the best one for managers to rely on and

why? (3 marks)

14.What is the key point that is put forward in the Leader Substitutes Model, as

presented in your textbook. (2 marks).

15. Is there a meaningful difference between management and leadership, as is put

forward in many textbooks? Do explain your answer fully and clearly. (3 marks)

16. Your colleague, Shin Chanhyeok, has been preparing quite assiduously for this

Test he is looking at the diagram below. His colleague, Chirag, tells him

that he is just wasting his time as that the diagram has nothing to do with any

of assigned chapters on which the Test would be based. Your informed comment?

(3 marks)

High Country Club Team Management Management Middle-of-the-Road Concern for People Management Impoverished Produce-or-Perish Low Management Management Low Concern for Results High