MNG2602 EXAM QUESTIONS WITH MARKED ANSWERS_SOLUTIONS_May_June_2015.

MNG2602 EXAM QUESTIONS WITH MARKED ANSWERS_SOLUTIONS_May_June_2015. MNG2602 – EXAM PAPERS & SOLUTIONS Section A: Multiple Choice Questions 1. Mr Chris O’Reilly, the CEO of MoneyMax Micofinancing Solutions, is looking for a new manager to operate and lead the first international branch of his business in Australia. While doing research, he comes across a profile for effective global leaders and users this profile as an aid to compile the job requirements for the position. Which one of the following is not an ability that the new global manager of MoneyMax would need? 1. He/she must be able to work independently. 2. He/she should be able to transfer knowledge effectively. 3. He/she must be able to manage the change process. 4. He/she should have excellent communication skills 2. Which one of the following is not a variable that influences a contemporary organisation to change? 1. Technological advances 2. Higher expectations of workers 3. Intellectual capital as a critical resource 4. Flatter organisational structures Questions 3 to 4 Match the feature of the new organisation in column A with the managerial challenge inherent to that feature in column B COLUMN A – FEATURE COLUMN B – MANAGERIAL CHALLENGE 3. Networked (3) 1. Negotiating with win-win situations 4. Global (4) 2. Working productively at several tasks 3. Forming alliances with suppliers 4. Managing culturally diverse individuals Consider the following list of job requirements of workers and answer question 5. a) Repetitive skills b) Risk avoidance c) Dependence on memory d) Being creative e) Collaborating with people 5. Which 2 of the above requirements are relevant to the knowledge era? 1. d; c 2. b; a 3. d; e 4. a; r Questions 6 to 13 Read the following case study and answer questions 6 to 13 6. The consumer trend where customers increasingly choose healthier and more organic food products refers to an _________ change, caused by a ________ force. 1. External; social 2. External; technological 3. Internal; stakeholder 4. Internal; technological 7. The implementation of the new point-of-sales system at Organix refers to an ________ change, caused by a ________ force. 1. External, technological 2. Internal; power and politics 3. Internal; new technology 4. External; pressure to grow 8. The decision that Mrs. Scott should find a new supplier would deliver quinoa more frequently, is an example of _________ change. 1. Revolutionary 2. Punctuated 3. Reactive 4. Planned 9. The new manager, Mrs. Scott, used the _________ method to overcome resistance to change. 1. Education 2. Participation 3. Facilitation 4. Negotiation 10. When Organix expanded and opened a branch in Pretoria, it followed a _______ growth strategy. 1. Integration 2. Market development 3. Diversification 4. Product development 11. Should Organix successfully acquire Fresh Eating, they would be implementing a(n) ________ strategy. 1. Concentric diversification 2. Unrelated diversification 3. Horizontal integration 4. Backward integration 12. The new tradition that will be taking place on Fridays, forms part of creating a _________, which is step _______ in Kotter’s successful change process. 1. Culture, eight 2. Vision, five 3. Sense of urgency, five 4. Guiding team, eight 13. There are a number of situational factors that could have influenced the choices Mr. Hudson faced when he decided to design and implement a change effort. When the anticipated strength of resistance is _______, the involvement of others will be ________. 1. Strong, lots 2. Weak, lots 3. Great, little 4. Little, lots 14. __________ is an integration model of how the organisation conducts its business. 1. The mission statement 2. Strategic leadership 3. An environmental analysis 4. Organisational architecture 15. The ______ perspective of the balanced scorecard is measured by ________. 1. Financial, growth 2. Customer, quality 3. Learning, growth 4. Internal, quality Question 16 to 17 Match each quadrant of the Boston Consulting Group Growth-share Matrix in Column A with an appropriate description in column B. COLUMN A – QUADRANT OF THE MATRIX COLUMN B – DESCRIPTION OF QUADRANT 16. Question marks (3) 1. Strategic business units with a high market share and low market growth rate 17. Cash cows (1) 2. Strategic business units with a high market share and high market growth rate 3. Strategic business units with a low relative market share and a high relative market growth rate 4. Strategic business unit with low market share and a low market growth rate 18. Mustard Seed Communications (MSC) believes in diversity and employing people, regardless of their ethnicity, in positions that match their skills and experience. MSC is hosting a diversity week to show that they promote the diverse nation within which they operate. They will have an informational programme every day on all the different ethnic groups in SA. What misconception regarding diversity is illustrated in the above scenario? Diversity is not _____? 1. A culture 2. Affirmative action 3. Equal employment 4. An absence of standards 19. Which one of the following is a reason for an increased focus on managing workforce diversity? 1. The industrialisation of countries globally 2. An increase in productivity and profitability 3. Globalisation of businesses and the use of information and communication technologies (ICTs) 4. The increasing number of ethnic groups in countries. 20. The _____ approach is not an approach used to manage diversity. 1. Golden rule 2. “Right the wrongs” 3. Platinum rule 4. “Value of differences” 21. When applying the learning-effectiveness diversity paradigm as a strategy for diversity management, the organisation focuses on ________. 1. Making all employees feel valued and respected 2. Creating equal opportunities and ensuring fair treatment 3. Matching employee demographics to the customers and marketplace 4. Incorporating diversity into the heart of the mission, work and culture Questions 22 to 23 Consider the following perspectives on project management and answer the questions a) Control is exercised over all the activities of the project, which leads to higher overall productivity b) The different beliefs and values of the project team can be transmitted and aligned c) Transparency in a project can be improved when all the role-players are involved d) A viewpoint taken on the efficiency of systems, methods and procedures employed by the organisation to deliver quality products and/or services e) A view taken to determine the effectiveness of the organisation’s products and/or services in the marketplace f) The project manager needs to allocate resources, tasks and responsibilities to an individual group in order to complete the task within a certain time g) Projects are undertaken in a competitive environment where work is acquired through tenders h) Different government departments invariably have to collaborate to ensure the success of these projects 22. Which 2 of the above-listed variables form part of the internal perspective of project management? 1. a; h 2. c; e 3. b; g 4. d; f 23. Which 3 of the above-listed variables form part of the external perspective of project management? 1. a; d; f 2. e; g; h 3. d; e; f 4. b; e; h Questions 24 to 26 Consider the table below on the key-role players in project management and their corresponding responsibility, and answer questions 24 to 26. KEY ROLE PLAYER CORRESPONDING RESPONSIBILITY a) ________ Mediates at strategic level on behalf of the project management / team Tactical manager b) ____________ c) ________ A cohesive group of professionals working together to achieve contracted project deliverables 24. Identify the key role-player for option (a) 1. Project sponsor 2. The project team 3. Operational manager 4. Project management office 25. Identify the main responsibility of a tactical manager in option (b) 1. Identify the internal and external environments of the organisation, and defines the strategies direction and priorities of the organisation 2. Manages at lower management level, and ensures that system, methods, processes and resources are optimally used 3. Manages at middle management level, and ensures that systems, methods, processes and resources are in place. 4. Responsible for the management and administration of project-specific systems, processes, procedures, methods, tools and techniques 26. Identify the key role-player for option (c) 1. Project sponsor 2. The project team 3. Operational manager 4. Project management office Questions 27 to 33 Read the following case study and answer questions 27 to 33 27. The element of culture that is illustrated by the open door policy and informal communication between top management and the employees at Microsoft South Africa is a(n) ___________. 1. Assumption 2. Symbol 3. Artefact 4. Value 28. The fact that employees dress professionally during the week, but wear informal outfits on Fridays, is an example of a(n) _________, which is part of the _________ level of culture. 1. Norm; second 2. Assumption; third 3. Symbol; first 4. Ritual; fourth Questions 29-31 Consider the following list of influence tactics and answer the questions. a) Rational persuasion b) Inspirational appeal c) Pressure d) Coalition e) Ingratiating f) Exchange 29. When Mr. Spector speaks to his subordinates in the sales department about their failure to reach their midyear targets, he could influence them by using tactics such as _________ and ___________. 1. b; c 2. a; e 3. b; d 4. c; e 30. Mr. Spector consults his colleague, Mr. Ross, about an internal organisational matter. In this situation the most effective influence tactics that Mr. Spector could use, are ________ and ________. 1. c; e 2. b; d 3. d; e 4. b; c 31. The best tactic Mr. Spector could use to provide Mr. Nyati with arguments and evidence concerning the changes he wishes to introduce to achieve the sales department’s goals more efficiently, would be _______. 1. e 2. d 3. b 4. a 32. Microsoft topped the ratings in this regard in the USA by ensuring that their present actions would not hamper the ability of future generations to satisfy their needs, thereby creating a cycle of sustainability. The 3 pillars of the triple bottom line of sustainability that Microsoft should focus on are ______, _______ and __________. 1. Profit, communities, ethics 2. Morality, people, planet 3. Environment, economy, ethics 4. Economy, society, environment 33. The Microsoft Unlimited Potential (UP) programme is an example of ___________. 1. Business ethics 2. Promissory relations 3. Corporate governance 4. Corporate social responsibility Questions 34 to 35 Match the type of group in Column A with its corresponding example in Column B to answer the questions COLUMN A – QUADRANT OF THE MATRIX COLUMN B – DESCRIPTION OF QUADRANT 34. Interest Group (1) 1. Colleagues as Microsoft who share a love for mountain biking and ride together every Sunday 35. Task Group (4) 2. A committee in the Microsoft human resources department that organises social events for all the members of that department 3. The general manager; and the marketing manager report to the regional director 4. Individuals in a standing committee form a group that are tasked with identifying new research areas for Microsoft SA 36. According to Edgar H Schein, culture is a pattern of assumptions that is developed by an organisation to deal with problems of external adaptation and internal integration. External adaption tasks do not include the development of consensus on the _________. 1. Goals of the organisation 2. Group boundaries and criteria for inclusion 3. Criteria that are used to measure the results 4. Resources the organisation uses to accomplish its goals 37. The ________ culture, as categorised by __________, is typified in terms of norms, values and beliefs. 1. Person, Jones et al (2006) 2. Role, Charles Handy (1993 3. Process, Deal and Kennedy (2000) 4. Market, Trompenaars and Prud’homme (2004) 38. Quinn and McGrath (1985) identify 4 types of culture, namely the ________, _________, ____________ and hierarchy culture. 1. Power, process, logic 2. Role, aggressive, constructive 3. Person, authority, passive 4. Market, adhocracy, clan 39. The relationship between power and ________ is based on the idea that a member of a group that has formed because the members work in the same geographical area, will use his/her power to protect the group. 1. Politics 2. Interests 3. Influence 4. Conflict 40. A(n) ________ strategy will be appropriate to manage organisational conflict in a situation where a high level of willingness to consider the apprehensions of others and a high degree of assertiveness are present. This strategy involves __________. 1. Avoidance, on or both parties choosing to avoid or suppress the conflict 2. Collaboration, addressing all differences and creating a win-win situation for all parties 3. Compromise, both parties giving something up and the parties reaching a consensus decision 4. Accommodation, one party choosing to focus on the other party’s needs to suppress or resolve the conflict Consider the following steps in the second and final phase of the negotiation process and answer question 41. a) Allow the other party to make the first offer b) Focus on the issues, not the individuals c) Do not rush into the agreement d_ Make sense of the other party’s needs 41. Place the steps in the negotiation phase listed above in the correct sequential order. 1. b, a, d, c 2. a, c, b, d 3. b, c, a, d 4. a, b, d, c 42. Groups represent __________, because group action can achieve what individuals often cannot achieve by themselves. 1. Power 2. Status 3. Authority 4. Achievement 43. Which one of the following is not a condition for an effective team? 1. Widespread acceptance and commitment are critical to the successful implementation of a response to a situation 2. The problem and its solution have important organisational sequences 3. The problem is relatively complex, uncertain and holds the potential for conflict 4. There are tight and immediate deadlines 44. In the _______ stage of group and team development _________. 1. Forming, individuals attempt to influence the group 2. Storming, members become more assertive and opinionated 3. Norming, there is a sensitive balancing of forces between members 4. Performing, the group can complete complex tasks 45. Which one of the following statements regarding an organisation’s value system is incorrect? 1. The value chain and value system allow managers to focus on their internal activities and are linkages with the activities taking place in their industry 2. Michael Porter developed both the value chain and the value system 3. The value chain is an interdependent system of activities connected by various linkages 4. Quality initiatives such as total quality management (TQM) and just-in-time (JIT) principles focus on the value chain rather than the value system 46. The secondary activities of the value chain do not include ___________. 1. Human resources 2. Technologies 3. General management 4. Marketing 47. A(n) __________-based business model adds value through selection, distribution efficiencies and the leveraging of brand image and reputation. 1. Mark-up 2. Subscription 3. Advertising 4. Commission 48. _________ systems can act as an early warning system and allow managers to take preventative steps in good time. 1. Expert 2. Workflow management 3. Decision support 4. Management information Read the following mini case study and answer the questions. 49. is an example of a(n) ____________ e-business shopping model. 1. Storefront 2. Online trading 3. Click-and-mortar 4. Online service provision 50. When doing an internet search on Google using the words “shop online South Africa”, one finds the link in the right-hand margin of the first results page. Google reserves this section and the top margin on the page for _________ search results. 1. Ranked 2. Organic 3. Pay per click 4. Online trading Section B Question 1 Read the following case study and answer the question that follows. Mike, Maggie and the rest of the cockpit crew looked at each other with pained expressions on their faces. After talking quietly for a few minutes, Mike summarised their options: They could follow Denver’s orders and stay aloft, or they could demand a landing for a medical evaluation. What should Mike do? Approach this ethical dilemma from a utilitarian perspective and apply the rational, ethical decision-making process to assist you in deciding what to do. Use the 8 steps as headings to structure your answer. Conclude whether you would land the plan or stay aloft. Utilitarianism – a consequentialist approach. However, unlike egoism, the morally appropriate action under utilitarianism is the one that holds the most positive long-term consequences for the majority of people affected by a specific action. Using Utilitarianism, the manager may reason that the benefits arising from the company’s passive compliance with a corrupt regime are greater than the benefits that will result from ceasing operations, since a number of primary stakeholders such as employees, suppliers and consumers are directly dependent on the company for their livelihoods, and will suffer greatly if the company closes office. Therefore, according to utilitarianism, the moral course of action in this specific instance may well be to continue with operations, even though the rights of a number of people may be indirectly harmed by this decision. Utilitarianism approach refers to morality of where interests of everyone is involved. When the utilitarian approach is adopted, the effects of a particular action on those directly involved is judged in terms of what provides the greatest good for the greatest number of people. Utilitarianism is consequential where the morality of an action is judged according to the positive long-term consequences that the action holds. OCT/NOV 2015 Section A: Multiple Choice Questions Read the following case study about Woolworths and answer questions 1 to 9. 1. When considering the objectives of the Good Business Journey programme, Woolworths is applying the ________ corporate social responsibility. 1. Broad view 2. Virtue approach 3. Statutory approach 4. Shareholder model 2. The measures taken to receive the Good Egg Award indicate that Woolworths is concerned about ______. 1. Social sustainability 2. Ethical leadership 3. Corporate governance 4. Environmental sustainability 3. The normative ethical theory approach used by Zyda Rylands, when deciding that Woolworths will only sell free-range whole eggs in their stores, is the _________ approach. 1. Altruism 2. Morality 3. Deontology 4. Utilitarianism 4. The normative ethical theory approach used by Woolworths when deciding to sell only free-range eggs is not virtue ethics, because the morality of the action is not only based on the _________. 1. Action’s adherence to a set of rules 2. Self-interest of an individual 3. Character of a good person 4. Interest of other individuals 5. Mr. Susman is a _________ stakeholder of Woolworths, which forms part of one of the pillars of the triple bottom line, an accounting measure for _________. 1. Primary, governance 2. Primary, sustainability 3. Secondary, ethical business 4. Secondary, ethical leadership 6. Mr. Susman’s position in the sustainability committee gives him _________ power. 1. Reward 2. Coercive 3. Referent 4. Legitimate 7. Ms. Rylands possesses ______ power that stems from her knowledge of sustainability and the NSPCA’s Animal Welfare Code of Practice. 1. Formal 2. Expert 3. Referent 4. Coercive 8. If Mr. Nissan (a member of the sustainability committee) uses a coalition influence tactic, he will _________ in order to convince the chairman to add a specific sustainability target to the committee’s activity list for the upcoming year. 1. Arouse enthusiasm through an emotional request 2. Seek the support of the other committee members 3. Use logical arguments and factual evidence 4. Use humour and friendliness 9. If Mr. Nissan decides to speak to a journalist shortly after a committee meeting, disclosing the sustainability performance of Woolworths before the final sustainability report has been compiled, it will be ___________, a(n) _________ and _________ form of political behaviour. 1. Sabotage, legitimate, internal 2. Retaliation, legitimate, external 3. Disloyalty, illegitimate, internal 4. Whistle-blowing, illegitimate, external Read the following additional information on Woolworths and answer questions 10 to 18 Match each example in Column B to the correct strategic management concept in Column A. COLUMN A – STRATEGIC MANAGEMENT CONCEPT COLUMN B – EXAMPLE 10. Vision Statement (4) 1. “Woolworths is planning to sell more private label fashion in the stores, as well as introducing a loyalty programme and other operational changes” 11. Mission statement (3) 2. “it’s about letting our customers shop how, where and when they want” 3. “as passionate, committed retailers, they understand and lead their customers through excellence and a deep knowledge of their products and services and the world we live in” 4. “they aim to be a world leader in retail brands that appeal to people who care about quality, innovation and sustainability” 12. When purchasing David Jones, Woolworths followed a ____________ and ______________ strategy. 1. Backward integration, related diversification 2. Market development, corporate combination 3. Concentration growth, product development 4. Forward integration, cost leadership 13. According to the Boston Consulting Group growth-share matrix, Country Road can be classified as a ___________. 1. Star 2. Dog 3. Cash cow 4. Question mark 14. Woolworths is following a(n) _______________ e-business shopping model. 1. Storefront 2. Online trading 3. Click-and-mortar 4. Business-to-consumer 15. Woolworths implemented a(n) _____________-based revenue generating business model. 1. Referral 2. Mark-up 3. Advertising 4. Commission 16. The advanced e-business technology that was recommended for Woolworths to use when they wanted to prevent the loss of the acquired intellectual capital built up by Nikki Cockcroft can be classified as a(n) ___________. 1. Expert system 2. Neural network 3. Workflow management system 4. Management information system 17. Which one of the following statements is incorrect regarding groups at Woolworths? 1. A group that forms at a Woolworths branch will involve 2 or more interdependent individuals, who work together to achieve specific goals 2. Individuals may join a group at their Woolworths branch in order to satisfy their social and affiliation needs 3. If a group of individuals from Woolworths decide to form a book club that meets weekly during lunch, they are classified as an interest group 4. A group formed at a Woolworths branch in Pretoria that has a very clear line of authority can be classified as a command group 18. Which one of the following statements demonstrates an example of a self-managed work team at Woolworths? 1. Managers from all the functional areas of Woolworths have a meeting where they use their collective expertise to solve complex problems 2. Employees from the marketing department at the Woolworths H/O in Cape Town meet every Friday to discuss ways of improving their efficiency as well as new marketing opportunities 3. Individuals employed by various Woolworths branches country-wide form a team where members are task-orientated and use technology to complete their designated tasks 4. Multi-skilled individuals who functional autonomously and meet with their leader every day to decide on issues such as improvements in design and the hiring of new team members 19. Knowledge management in a systematic approach to manage the __________ assets of the organisation, and an example of these assets includes ______________. 1. Information, policies 2. People, skills 3. Information, culture 4. People, experience 20. Structural capital is the _______________. 1. New technologies that allow customers to compare prices 2. Accumulated knowledge and expertise of the organisation 3. Combined skills and knowledge of the employees 4. Value of established relationships with suppliers 21. Bureaucracy is widely used in many organisations, except where_________________. 1. The technology is routine 2. Consumer needs are relatively stable 3. Efficient processing methods are in operation 4. Customised products and services are delivered Consider the following list of variables and answer questions 22 to 24 a) forges close relationships with suppliers b) builds alliances with other organisations c) uses a vertical flow of information d) has an ethnocentric mindset e) presents fewer chances for promotion f) has a compliant culture g) requires multitasking h) exhibits heterogeneous employees 22. The new organisation _______________, __________________, _____________ and _______________. 1. a, b, e, g 2. b, c, d, h 3. a, c, d, f 4. b, e, f, g 23. One of the challenges for the new organisation, when becoming flatter and leaner, is that the organisation ____________. 1. e 2. c 3. d 4. g 24. The traditional organisation ___________ and __________. 1. a and h 2. b and e 3. c and d 4. f and g 25. ____________ is an internal force of change that could involve implementing a plan to regain market share that the organisation has lost to competitors. 1. Balance of power 2. Pressure to grow 3. New technology 4. Demographic trends Consider the following table and match the type of change in Column B with the correct dimension of change in Column A. COLUMN A – STRATEGIC MANAGEMENT CONCEPT COLUMN B – EXAMPLE 26. Scope (1) 1. Revolutionary change, which involves radical changes such as downsizing and restructuring 27. Process (3) 2. Punctuated change, which involves a set of uninterrupted adjustments in work processes 3. Reactive change, which involves responding to forces outside the organisation’s control 4. Continuous change, which involves dealing with one problem at a time after long periods of stability 28. __________ is a barrier to change that occurs because the forces for and against change are equally strong 1. Volatility 2. Eustress 3. Inertia 4. Incongruity 29. _____________ is the third step in Lewins’ change model. 1. Unfreeze 2. Refreeze 3. Change 4. Communicate 30. A change in ________ may involve departmentalisation and the alignment of processes. 1. Strategy 2. Structure 3. Resources 4. Technology 31. Which one of the following is incorrect regarding the artefacts level of organisation culture? Artefacts ____________ 1. Are found on the first level of organisational culture 2. Include visible aspects of the organisation 3. Are always visible and understandable 4. Include the archives of the organisation 32. According to Edgar H Schein, culture is a pattern of assumptions that is developed by an organisation to deal with problem of external adaption and internal integration. Internal integration tasks do not include the development of consensus on the criteria for ________. 1. Allocating power 2. Measuring results 3. Allocating rewards 4. Developing friendships 33. ____________ reinforce the culture of an organisation and relate to the success and failures of an organisation. 1. Symbols 2. Artefacts 3. Stories 4. Rituals 34. ___________ culture, as categorized by _______________, is typified by members being encouraged to interact with each other. 1. Constructive, Jones, Dunphy, Fishman, Larne and Canter (2006) 2. Process, Deal and Kennedy (2000) 3. Adhocracy, Quim and McGrath (1985) 4. Person, Trompenaars and Purd;homme (2004) 35. Charles Handy (1993) identify 4 types of culture, namely _______________, ______________, ______________ and power culture. 1. Task, role, person 2. Process, logic, role 3. Person, market, clan 4. Defensive, authority, passive 36. Cummings and Worley’s (2009) guidelines for cultural change does not include the ________________. 1. Demonstration of commitment by top management 2. Modification of current authority structures 3. Selection of people who fit in the culture 4. Formulation of a new strategic version 37. Diversity is _____________ while employment equity is ____________ focused. 1. Proactive, qualitatively 2. Legally drive, problem3. Internally focused, externally 4. Productivity focused, reactively 38. The quest for a new management philosophy is a management issue in the South African business world which has been activated by the ______________ and _____________ movements. 1. Multinational, transformation 2. New management, multicultural 3. Empowerment, affirmative 4. Transformation, empowerment 39. The ____________ argument for diversity states that the reactions of the organisation will be faster and at a lower cost. 1. System flexibility 2. Creativity 3. Resource acquisition 4. Marketing 40. Woolworths uses a uniform performance appraisal policy to rate all its employees on all levels of the organisation. The _____________ approach to managing diversity can be suitable to remedy the above situation. 1. “Value of difference” 2. “Right the wrongs” 3. Compensation 4. Golden rule 41. A secondary dimension of diversity is ____________. 1. Geographic location 2. Ethnicity 3. Physical ability 4. Sexual orientation 42. The ______ paradigm of diversity will enable organisations to benefit adequately from the management of diversity. 1. Discrimination-fairness 2. Learning-effectiveness 3. Access-legitimacy 4. Flexibility-individual 43. The __________ perspective of the balanced scorecard is measured by ______________. 1. Financial, growth 2. Customer, quality 3. Learning, growth 4. Internal, quality 44. Strategic management is not _____________. 1. Establishing a clear direction for the organisation 2. A creative and innovative process 3. About effecting strategic change 4. A linear four-step process 45. _________ stems from the ability of successful organisations to provide greater worth to customers, which competitors try to emulate. An important contributor to the creation of worth is an organisation’s _____________, a term developed by Michael Porter to describe the interconnectedness and interrelatedness of these internal functions and activities. 1. Price advantage, value system 2. Fairness of exchange, value chain 3. Competitive advantage, value system 4. Sustainable competitive advantage, value chain 46. Which one of the following did Michael Porter classify as a secondary support activity? 1. Procurement 2. Operations 3. Logistics 4. Service Match the examples in Column B with the stages in group and team development in Column A. COLUMN A – STAGES IN GROUP AND TEAM DEVELOPMENT COLUMN B – EXAMPLE 47. Storming (3) 1. Group members are supportive and can tackle even complex tasks without compromising quality 48. Performing (1) 2. Members of a group work according to rules and procedures that they have set 3. Members of a group do not want to accept restrictions imposed on them as each member feels that his opinion is the best 4. Match each appropriate characteristic in Column B with the team role, as defined by Belbin, in Column A. COLUMN A – ROLES COLUMN B – CHARACTERISTICS 49. The company worker (2) 1. Introverted, but intellectually dominant 50. The plant (1) 2. Turns ideas into manageable tasks 3. Glue that keeps the team together 4. Worries about due dates Section B Read the following case study and answer questions 51 and 52. Question 51 Name all the key role players in project management and identify these key role players in the Elukwatini project from the above case study. a) Strategic manager (Programme Director) was Mr. Sihle Mathaba, he organised regular meetings and analysed both the external and internal environment of Woolworths. He also considered all sources of potential risk. b) Project sponsor is Mr. Tim Boardman. He had opened lines of communication to the top management level of Woolworths through his colleagues. He has access to a greater number of contacts and networks in the Woolworths environment. c) Operational manager (Project manager) is Mr. Chris Nissen. He is responsible for the execution and control of the project. He compiled a plan that stated which member of the team was responsible for which task. d) Project team consisted of Ms. Cassiram, Mr. Malebane, Mr. Karnal and Mrs. Sticker, who is responsible for training, communication with local farmers, local community involvement and resource allocation. e) Project management team office was the project administration hum located at the Woolworths regional office in Mpumalanga close to Elukwatini. f) The client is the farmers of Elukwatini, Mpumalanga. Question 52 Categorise the farmer improvement project under one of the perspectives of project management and use relevant theory as well as examples from the case study to substantiate your answer. The farmer improvement project can be categorised under the external perspective of project management. External perspective is an outward perspective taken to determine the effectiveness of the organisation’s products & services in the market place. Given the inequalities of between communities in a developing society such as SA, upliftment and development programmes are needed. Woolworths partnered up with Technoserve and Qutom and provided training, mentoring and technical assistance to small scale farmers with the impoverished community of Elukwatini, Mpumalanga. Woolworths further assisted the farmers with a grant and production loan of R350 000. The pilot project started in 2011 and it formed part of the Woolworths Good Business Journey. MAY/JUN 2016 Section A: Multiple Choice Questions 1. Which one of the following is false regarding the roles and expectations of workers in the Knowledge Era? 1. Workers actually own the means of production 2. Jobs require a much higher level of technical skill 3. Workers need to depend on facts and focus on procedures 4. Permanent employees are replaced with temporary employees 2. The characteristics of the new organisational model differ substantially from those embodied in the traditional, bureaucracy model. The new organisation’s ___________ is/are participative whereas a traditional organisation’s will be ______________. 1. Culture, unhealthy 2. Discussions, non-engaging 3. Decision-making, top-down 4. Management style, autocratic 3. An example of a management challenge for a networked organisation is ____________. 1. Developing the skills as team members and team leaders 2. Actively encouraging initiatives for innovation and change 3. Understanding the diverse cultures of the individuals involved 4. Developing negotiation skills that enable them to negotiate win-win situations 4. During step 6 in Kotter’s Eight Step Process for successful change, managers should ______________. 1. Plan and create visible performance improvements 2. Develop strategies to make the vision a reality 3. Empower those who want to embrace change 4. Stress the need for change Consider the following methods manager can use to deal with resistance to change and answer questions 5 and 6. a) manipulation and co-optation b) education and communication c) negotiation and agreement d) facilitation and support e) participation and involvement f) explicit and implicit coercion 5. When the cause of resistance to change is a lack of information or wrong information, ____________ can be an effective way to overcome the resistance. 1. b 2. d 3. e 4. f 6. The method to overcome resistance that involves giving and individual or leader a role in the implementation of a change initiative, not to obtain the participation of the individual but to secure his/her endorsement of the initiative is ________________. 1. a 2. c 3. d 4. f 7. An example of a taken-for-granted assumption is _____________. This is the tendency of organisations to develop strategies incrementally based on historical and cultural influences, but failing to keep pace with changes in the environment. 1. Strategic drift 2. Strategy deployment 3. Organisational learning 4. Organisational architecture 8. National and regional cultures differ in terms of _____________, ____________ and _______________. 1. Synergy, equality, assumptions 2. Assumptions, authority, synergy 3. Attitudes toward work, authority, equality 4. Power distance, restraint, attitudes toward work 9. Which one of the following national culture dimension deals with society’s search for virtue? 1. Power distance 2. Uncertainty avoidance 3. Individualism versus collectivism 4. Long-term versus short-term orientation 10. Which one of the following is not a guideline, as identified by Cummings and Worley (2009) in attempting to change the culture of an organisation? 1. Formulating a new vision that guides the purpose of the culture change 2. Terminating the services of people who do not fit into the culture 3. Socialising newcomers to fit into the new culture 4. Leaving elements of the culture unchanged Match the actions of the person with the power in Column B to the influence tactics in Column A. COLUMN A – INFLUENCE TACTICS COLUMN B – ACTIONS OF THE PERSON WITH THE POWER 11. Ingratiating (3) 1. Coaxing the target through logical arguments and factual evidence that a proposal or request is viable 12. Rational persuasion (1) 2. Promising that the target will receive rewards or benefits if he/she complies 3. using friendliness, humour or flattery before making a request to the target 4. Arousing enthusiasm by making an emotional request to the target 13. Governance of ethics concerns the ____________, while the ethics of governance concerns the ___________. 1. Direction of ethical culture, directing of an organisation’s relationships 2. Organisation’s social responsibilities, evaluation of the ethical standards employed 3. Management of stakeholders, development of the organisation’s ethical culture 4. Control of an organisation’s operations, promotion of the organisation’s ethical culture.