MNG2601 EXAM REVISION PACK

MNG 2601 EXAM REVISION PACK Managers at all levels of the organisation need three management skills, but they need it in different proportions from level to level. Middle-level managers must have the ability to …………………….. top-level managers must have the ability to ………….. and lower-level managers must have the ability to ……………. a) perform jobs such as data entry in a computer b) see things as a whole and the interrelationship of their parts c) get employees to achieve organisational goals 1) b, a, c 2) b, c, a 3) a, b, c 4) c, b, a 2. The management process comprises four management functions, which managers perform in a specific sequence. Select an example of each management function and list it in the correct sequence. a) conduct a job interview to fill a vacant position b) determine how many units must be produced during a shift c) praise an employee for reaching his sales target d) adjust the budget to reflect an increase in wages 1) a, b, c, d 2) b, a, c, d 3) c, b, d a 4) d, c, b, a Match each situation in column A with an appropriate management role in column B. COLUMN A Situation COLUMN B Management role a discuss the organisation's offer on a wage increase with union representatives e decisional b read the Business Day first thing in the morning f interpersonal c develop new total quality management techniques g informational d have a mentoring session with an employee © 2014 Together We Pass. All rights reserved. pg. 3 1. ae bf cg de 2. ef bg ce df 3. ag be cf dg 4. ef bg ce dg Question 4 - 7 The following statements pertain to the evolution of management theory. Answer the questions that follow. a) A famous series of studies, known as the Hawthorne studies, gave momentum to this perspective on management. b) This researcher was a mechanical engineer and he studied the work of individual workers to discover exactly how they performed their tasks. c) According to this approach, certain disabilities can cripple an organisation. d) This perspective on management comprises management science and operations research. e) This approach views an organisation as a group of interrelated parts with a single purpose: to remain in balance. f) This famous researcher based his model on legal authority, which stems from rules and other controls that govern an organisation in its pursuit to achieve goals. g) The basic premise of this approach is that the application of management principles depends on a particular situation that a manager faces at a given time. h) Hammer and Champy are experts in this approach that entails a significant reassessment of a particular organisation. i) This approach to management grew out of the need to find guidelines for managing complex organisations such as factories. 4. Statement ……………….. refers to the human relations movement, statement ……………. refers to the learning organisation and statement………………. refers to the administrative approach to management. 1. a, b, e 2. b, f, i 3. a, c, i 4. d, g, h 5. The three management theories that comprise the classical approach to management are described in statements 1. a, c, i © 2014 Together We Pass. All rights reserved. pg. 4 2. b, f, i 3. c, d, g 4. i, h, e 6. Statement ………………. describes the contingency approach to management and statement ……………… describes the qualitative approach to management. 1. a, b 2. g, d 3. c, b 4. e, f 7. Statement ………………. refers to Max Weber's approach to management, while statement ……………. refers to ………… Peter Senge's perspective. 1. a, b 2. b, g 3. f, c 4. f, b 8. The main difference between the behavioural approach to leadership and the contingency approach to leadership is that ……………. 1. one focuses on the characteristics of leaders, whilst the other one focuses on the situation 2. one focuses on what the leader does and the other one focuses on the fit between a leader's style and the situation 3. the one focuses on the task and the other on the relationship of the leader and follower 4. one focuses on initiating structure and the other on consideration 9. All managers have the right to insist that employees do their work and some leaders also have personal characteristics that make their subordinates want to follow them. The two types of power referred to above are …………… 1. legitimate and expert 2. reward and referent © 2014 Together We Pass. All rights reserved. pg. 5 3. legitimate and referent 4. referent and charismatic 10. Managers should provide the necessary direction and support to ensure that employees' goals are in line with those of the organisation. The researcher identified four leadership behaviours directive, supportive, participative and achievementoriented, which managers can use in different situations. The description above refers to ………….. theory of leadership. 1 House's 2 Hersey and Blanchard's 3 Fiedler's 4 Blake and Mouton's 11. The main difference between transactional and transformational leadership is that ……………… 1. transactional leaders are charismatic, transformational leader are not 2 transformational leaders reward people for their efforts, transactional leaders inspire people to perform beyond what is expected of them 3 transactional leaders take organisations through periods of major change; transformational leaders inspire subordinates with a vision 4 transformational leaders function well in unstable environments, transactional leaders perform well in stable environments 12. Complete the following equation: Motivation x ………. x ……….. = Performance 1. ability; opportunity 2. opportunity; reward 3. reward; situation 4. ability; reward 13. Kurt and Nuzli are both first line managers in a production department. It is important for Kurt to perceive the relationship between the reward he receives and his performance. It is also important for Kurt to be able to perceive his own input-output ratio and that of Nuzli whom he regards as his equal. © 2014 Together We Pass. All rights reserved. pg. 6 This is an example of the ………… theory of motivation, which can be categorised as a ………….. theory 1. expectancy; content 2. equity; process 3. reinforcement; process 4. equity; content 14. Sally is working on a large programme for her organisation. As a manager she is responsible for a variety of projects, one of which must be completed in two weeks time. Sally is working hard to meet this deadline as she does not want to be reprimanded. Sally's behaviour is characteristic of the …………….. theory of motivation. 1. expectancy 2. equity 3. reinforcement 4. job characteristics 15. The motivation theory of Herzberg postulates that the factors responsible for job dissatisfaction are related to job ……………… 1. content 2. context 3. satisfaction 4. design 16. Which of the following control systems are used for controlling physical resources? 1 the operational budget and financial analysis 2 quality control, inventory control and operational control 3 PERT, break-even analysis and linear programming 4 labour turnover and performance measurement 17. Productivity can be defined as the relationship between products and services and the resources needed to produce it. Productivity can be increased in five basic ways. Which one of the following ways will not lead to an increase in productivity? 1. A greater output is made with fewer inputs. © 2014 Together We Pass. All rights reserved. pg. 7 2. A greater output is made with more inputs, but the increase in output is greater than the increase in inputs. 3. A greater output is made with more inputs, but the increase in inputs is greater than the increase in output. 4. A greater output is made with the same inputs. 18. The control process can be described in four steps. Identify the correct sequence of steps in the process from the following: a) Determine why the desired performance is different from the actual performance within a specified period. b) This step involves the improvement of the actual performance, reviewing the strategy, or lowering performance standards. c) Through planning and setting goals, the organisation's realistic aims in terms of profit, market share, productivity and personnel development can be determined. d) Through the collection and reporting of raw data and the transformation thereof into information, an organisation can measure its actual performance within a given period of time. 1. a, b, c, d 2. b, c, d, e 3. d, a, b, c 4. c, d, a, b 19. At the level of ethical decision making a medical doctor facing an ethical dilemma may refer to her professions code of ethics for guidelines to make an ethical decision. 1. organisational 2. association 3. societal 4. international 20. Cliff is a manager at a large production plant and he is faced with an ethical dilemma, on which he must make a decision. He has studied the effects that his decision will have on his subordinates and has taken a decision that will benefit the majority of his subordinates to the greatest extent. What approach to ethical decision making has Cliff adopted? 1. utilitarian approach 2. justice approach © 2014 Together We Pass. All rights reserved. pg. 8 3. human rights approach 4. moral rights approach.