HRM3704 Previously asked exam questions AND ANSWERS.

Previously exam questions of June and Oct 2011, June and Oct 2012, May and Nov 2013, May and Nov 2014 and May and Oct 2015 1. 4 perspectives of balanced scorecard (8) June 2011, Oct 2011, June 2012, Oct 2012, Oct 2013, May 2014, Oct 2014 and May 2015 Page 175 Page 73 SG (8 Times) A customer perspective: How do customers see us? Measures lead time, quality performance, service and cost. Articulate To improve – Get standard products to the market sooner, to improve customers’ time to the market, to become the customers’ supplier of choice through partnership with them, and the develop innovative products tailored to the customers’ needs. An internal perspective: What must we excel at? What must the company do internally to meet its customers’ expectations? Goals: To obtain cycle time, employee skills productivity An innovative and learning perspective: Can we continue to improve and create value? Measures by the percentage of sales from new products, Ability to launch new products, create more value and improve operating efficiencies A financial perspective: How do we look at shareholders? Measuring cash flow, quarterly sales, growth, and operating income by division, return of equity. Indicate if strategy, implementation execution is contributing to bottom-line improvement 2. 4 components of Workforce scorecard (4) Oct 2011, May 2013, Oct 2013 and May 2014 Chapter 7 Page 184/5 Page 77 SG (4 Times) Workforce success:  Captures bottom-line of workforce performance  Measures how well workforce has contributed to execution of company’s strategy  Number and quality of customer complaints, new distributors, response time for customer inquiries Workforce mind-set and culture:  Measures and assesses culture in terms of impact on company’s strategic success  Extent to which company strategy clearly and widely understood  Extent to which average employee can describe company’s HR strategy  Extent to which employees take pride in working for company Workforce competencies:  Competencies represent knowledge, skills, ability each employee possesses  Effectiveness of information sharing among departments  Exposure of cross-functional job experiences  Extent of organisation learning Leadership and workforce behaviours:  Execute strategy, leaders and employees must behave in ways consistent with the strategy  Effectiveness in dealing with poor performers  Percentage of employees making suggestions  Percentage retention of core-competency workforces Page 1 of 33 3. Concept of leadership and the difference between leadership and management (9) June 2011, June 2012, Oct 2012, May 2013, Oct 2013, May 2014 and Oct 2014 Compulsory Page 26 SG (6 Times) Concept of leadership: 1 st Leadership is a process not a position. 2 nd Relationship between a leader and followers in a given situation. 3 rd People are influenced by the leader. Leaders gain commitment and enthusiasm of followers who are willing to be influenced; these followers are influenced to think of the interest of the organisation and not only their own interest. Followers are also influenced to bring about change that will contribute to the desired future state of the organisation. Management characteristics: An attitude of doing Working in the paradigm Working in a system Creative problem solving Setting people and ‘things’ in motion by means of methods and techniques Using people as means Leadership characteristics: An attitude of serving Creating a new paradigm Working on the system Alertness to opportunities Imagination and vision to capitalise on them Natural unforced ability to inspire people Requiring respect and a genuine interest in people Both are vital for the success of an organisation. The sources of leadership are alertness to opportunity and the imagination and vision to exploit or capitalise on it, thereby creating value for all the stakeholders – people, society, customers and shareholders. On the other hand, they see management as creative problem-solving that works in the system and is easier to learn than leadership. In a time of uncertainty, leadership is more important than management Manager administers; Leader innovates. Manager is a copy; Leader is an original. Manager maintains; Leader develops. Manager focuses on systems and structure; Leader focuses on people. Manager relies on control; Leader inspires trust. Manager has a short-range view; Leader has a long-range perspective. Manager asks how and when; Leader asks what and why. Manager has his eye always on the bottom line; Leader’s eye is on the horizon. Manager imitates; Leader originates. Manager accepts the status quo; Leader challenges it. Manager is the classic good soldier; Leader is his own person. Manager does things right; Leader does the right thing