PUB3704._ EXAM NOTES_ 2021.

PUB3704._EXAM_NOTES_2021. The principles of using authority.  Authority of management (strategic, decision making). - Managers must have the right to make and enforce decisions. - Right to choose between alternatives and to enforce choices.  Authority of employees - Employees make suggestions to management for solving problems, for changing procedures or for other improvements in the work situation. - Right to make suggestions to management, to give advice or to attempt to influence management in favour of suggestions made.  Authority granted in specific situations - Delegated by management to an expert member of staff.  Operational authority This study source was downloaded by from CourseH on :20:50 GMT -05:00 This study resource was shared via CourseH - All employees have the right to work without excessive supervision. & have authority to make certain decisions. (c) The basis for the use of power by individuals.  Rational or legitimate power - Starts when one person accepts, because of some set of rules or codes, that another person has certain powers that both parties regard as legitimate. - Stems from a position that one holds or from his/her position in the hierarchy. (eg, police, magistrate in court).  Power to grant or refuse benefits - Power is obtained through the ability of one person to control the rewards or benefits granted to another person. - Power to grant or refuse benefits (eg, manager who has control of salary increase may have power over employees).  Coercion - Ability of one person to coerce another or to mete out punishment in one form or another is a strong basis for power or influence in organisations. - Relies on possibility of punishment to gain power. (An ANC example is used in this context due to current debates in organisational politics involving Constitutional Court ruling on RSA President over Nkandla matter). - (e.g. ANC secretary general threatening provincial structures for not agreeing with national decision to support the President).  Referent power - Is the power that A has over B because B identifies with A. - Such identification enables A to influence the behaviour of B without either A or B being aware of such identification. - E.g. the power a role model has over their supporters.  Charismatic power - Influence or power based on the personality of a person. - E.g. Hitler.  Power derived from expertise - Their power is derived from their knowledge or special skills. - The expert is respected for their abilities, regardless of the position one occupies in the organisation. (d) The basis for the use of power by departments or units in public institutions.  Power gained through control of resources  Power gained by resolving critical or strategic issues  Substitutability This study source was downloaded by from CourseH on :20:50 GMT -05:00 This study resource was shared via CourseH  Power and the locus of power in organisations  Power and position in the hierarchy (Marks will be allocated as follows: a=(10), b=(5), c=(5), d=(5)) [25] QUESTION 2 The National Treasury has established the Office of the Chief Procurement Officer (OCPO), whose purpose is, inter alia, to “promote, support and enforce the transparent and effective management of state supply chain and the sound stewardship of government assets and resources”. In this regard, the OCPO has established a central supplier database that all public institutions have to use to source suppliers. With this in mind, evaluate the merits of centralisation, decentralisation, concentration and deconcentration, by providing theory-driven arguments. [25] QUESTION 3 Analyse the role of demography as part of the external environment of public institutions. [25] QUESTION 4 Write an essay on change management and the process for managing change in a public institution. QUESTION 5 Discuss the various ways in which efficiency and effectiveness can be measured. [25] QUESTION 6 Discuss the role of organisational groups. In your answer refer to the following: (a) Definition of group.  consists of a number of people (employees) who usually report to a common supervisor.  Usually involves face-to-face contact between these employees.  characterised by a degree of interdependence between the employees and their respective tasks in pursuit of the stated objectives of the organisation (b) Describe formal and informal groups. Formal Group Informal Group  Determined by organisational structure of an institution, with prescribed activities aimed at realising organisational objectives.  Supervisory groups.  Task/ working group.  Alliances that are not formally structured or officially decided.  Social contact between workers.  Interest groups  Friendly groups  Informal groups This study source was downloaded by from CourseH on :20:50 GMT -05:00 This study resource was shared via CourseH (c) Evaluate the advantages and disadvantages of group decision-making. Advantages Disadvantages  More complete information and knowledge of the subject.  Greater variety of views.  Increased acceptance of a solution to a problem.  Increased legitimacy.  It is time-consuming.  Pressure to conform or compromise.  Dominance by a minority. (Marks will be allocated as follows: a=(5), b=(10), c=(10)) [25] QUESTION 7 In an ever-changing external environment, organisations have to adapt to change, in order to remain viable. Organisations that plan for change have to develop their staff complement and innovate in order for the change to be successful. With this context in mind, do the following: (a) Analyse the importance of developing individuals.