UNIVERSITY EXAMINATIONS UNIVERSITEITSEKSAMENS UNISA lSex MNG2601 (473870) May/June 2018 GENERAL MANAGEMENT Duraton 2 Hours 70 Marks EXAMINERS . FIRST MSL VAN WYK SECOND. MRS L CRONJE Closed book examination. ‘This examination question paper remains the property of the University of South Aftiea and may not be ‘removed from the examination venue. The use of a calculator is not allowed This paper consists of J pages plus instructions for completing a mark-reading sheet INSTRUCTIONS This paper comprises 70 multiple-choice questions ‘Answer all the questions on the mark-reading sheet The questions are worth one mark each Please check that you have filled in the following information on the mark-reading sheet - your student number = the module code MNG2601 - the unique number of the paper 473870 Please complete the attendance register on the back page, tear it off and hand it to the invigilator {TURN OVER]2 MNG2601 May/June 2015, Questions 1 to 2 Match each theorist in Column A to the appropriate contribution he made to management theory, from the ist in Column B ‘Column A Column B (Theorists) (Contribution to management theory) 1 ChesterBamard [1 Developed theory X and theory Y 2 Frederick W Taylor |2 Introduced the concept of human needs in management 3___Pioneered the scientific management approach 4 Recognised the importance of the interaction between the organisation and its external environment 3 The focuses/focused on individuals who work in organisational groups scientific approach bureaucratic approach human needs and motivation movement human relations movement sons Questions 4 to 6 Consider the list of activities regarding the evolution of management theory and answer questions 4 to 6 a _contnbuted to the tnpol concept and organisation-wide quality management b developed job analysis, time and motion studies, standardisation of processes and productivity measures ¢ focused on individuals who work in organisational groups and how to improve individual behaviour to improve productuity d _ dentified three pure types of organisation, namely, charismatic, traditional and rational- legal organisations contnbuted to the total quality movement advocated continual improvement through lifelong learning contnbuted to the scientific management approach pioneered the system's approach to management sao [TURN OVER]3 MNG2601 May/June 2015 Fredenck Taylor and RON esac ea +a Max Weber toa 206 30d af Joseph Juran_ and 1 ae 2 af 3 de 4 dh ‘Supervisors perform the following functions of management planning organising leading coordinating controlling delegating seaoce a,b,d bof a,b,ce bode Bona The definition of management involves 41 working with and through others 2 building an organisational culture 3 balancing customer demands and employee satisfaction 4 developing internal and external relationships [TURN OVER]10 1 4 MNG2601 May/June 2015, Lower-level managers would typically make and plans departmental, intermediate tactical, intermediate operational, short-term departmental, short-term RONs An organisation's strategy feeds down into strategies and into a number of strategies such as financial and information systems strategies grand, divisional, functional corporate, functional, divisional grand, departmental; operational corporate, operational, departmental bons 1s the process of taking corrective action to find a solution, while ts the process of selecting an alternative course of action that will solve a problem Control, decision-making Decision-making, control Problem-solving, decision-making Decision-making, problem-solving Ona [TURN OVER]5 MNG2601 May/June 2015 Questions 12 to 13, The following figure illustrates how managers at different levels use different decision- making tools under various conditions ‘Top Management 12) Makes decisions mainly under conditions of and can use as a quantitative tool for decision making. Middle Management Makes decisions mainly under conditions of risk and can use the decision tree as a quantitative tool for decision making. Lower Management 13) Makes decisions mainly under conditions of _—__— and canuse as a quantitative tool 12 Complete the figure by choosing the correct option for question 12 (first tier m the figure 13 provided) 1 uncertainty, simulation 2 uncertainty and low nsk, the pay-off matrx 3 high risk; linear programming 4 uncertainty and high nsk, the break-even analysis Complete the figure by choosing the correct option for question 13 (third tier in the figure provided) 1 uncertainty, capital budgeting 2 lownsk, probability analysis 3 near certamty, the queuing theory 4 certainty and low risk, simulation [TURN OVER]6 MNG2601 MayiJune 2015 Question 14 to 15 The following figure illustrates the decision-making process Stage 1 ‘> Recognise, classify and define the problem or opportunity 14 Complete the figure by choosing the correct option below 1 (i) Set goals and entena, (1) Identify the key performance areas (mi) Ensure buy-in from all stakeholders (0 Set goals and eritena, (u) Evaluate alternative courses of action, (ii) Select the best option () Identify cntena for assessing work performance, (1) Identify the key performance areas, (1m) Allocate resources for the option 4 ()) Identify cntenia for assessing work performance (i) Evaluate alternative courses of action, (1) Select the best option oon Generally, in programmed decisions, stages to need not be followed as cntena have been set for these decisions none syne aaa (TURN OVER}7 MNG2601 May/June 2015 Question 16 to 17 Consider the following list containing different types of information systems, to answer questions 16 to 17 a@reance 16 7 18 Intranet Transaction-processing system Expert information system Information reporting Office automation Decision support system Business function information systems Which of the information systems listed above are management information systems? ad af bf eg Rone ‘Which of the information systems listed above are operations information systems? 1 ab 2 be 3 ad, 4 def Ain), information system provides management and end-users with the information reports needed for decision-making, while systems provide managers with interactive information support dunng the decision-making process information reporting, operations information operations information, information reporting information reporting, decision support decision support, information reporting Bons [TURN OVER]8 MNG2601 May/June 2015 19 Vodacom’s financial statements were released in February 2015, and management compared the retail sales of this year and the previous year to determine where sales targets have not been met This was also used to investigate the causes for substantial variances In this context, retail sales are an example of data marketing data management information functional information RONS 20 Which one of the following 1s not a characteristic of useful information? 1 Accuracy 2 Relevance 3 Flextbilty 4 Curreney Questions 21 to 22 Match the concept related to motivation in Column A with the appropriate definition in Column B Column A ‘Column B (Concept) (Definition) 21 Job enrichment | 7 Refers to the control a worker has over the decision- making aspects of his or her job 22 Autonomy 2 The extent to which a worker performs the job im is entirety leading to high job satisfaction 3 The narrowing down of activities to simple, repetitive routines | 4 Adding additional responsibilities, which were previously performed by the worker's supermisor, to a worker's job, Question 23 Consider the following list of steps an organisation can follow when designing its structure. Develop organisational design Design jobs and assign to employees Outline task and activities Define worker relationships Implement a control mechanism eacce {TURN OVER]23 24 25 26 9 MNG2601 May/June 2015 Place the steps in designing an organisational structure in the correct sequential order 4 cad,be 2 obdae 3 boade 4 bdace One disadvantage of departmentalisation is that each employee reports to two supervisors, which violates the unity of command principle of organising location product network matrix Bons Effective managers need to understand the human resources (people) that they manage One example of 1s. which 1 the big five personality dimensions, openness, states that such an individual gets along easily with people and 1s generally trustworthy 2 the concept of personality, locus of control, refers to an individual's generalised perception about the amount of control people have over their own Ives 3 the Myers-Bnggs Type Indicator, Extrovert (E) - Introvert (|), is a scale concerning the Ife style of a particular individual 4 Emotional intelligence, emotional fitness, involves knowledge and understanding of ‘one’s own emotions and how they function Benevolence, as a value construct in Schwartz’s value circumflex, refers to the 1. preservation and enhancement of the welfare of people with whom one 1s in frequent personal contact 2 safety, harmony and stability of society, or relationships, and of self 3 respect, commitment and acceptance of the customs and ideas that traditional culture provides 4 understanding, appreciation, tolerance and protection for the welfare of all people and nature [TURN OVER]10 MNG2601 May/June 2015 27 Personality is the combination of traits that essentially determines how individuals, percewve, evaluate and react to their environment The mayor factors influencing personality are personal experiences, genetic hereditary : and. ability, motivation, attitude culture, famuly, talent emotions, values, attitude society, culture, family RON= 28 Four specific personality tratts can help managers to explain and understand individual behaviour that links to job performance in organisations Which one of the following concepts is related to personality and work? Self- monitoring Genetic hereditary Thinking (T) - Feeling (F) Emotional intelligence Rona 29 According to the MARS model of individual behaviour, the values of personality, perceptions, emotions and attitude, stress, skills and competence affect the and of individuals’ performance in organisations 1 talent, emotional literacy 2 behaviour; ability 3 ability, motivation 4 personality, openness 30 Which one of the following leadership concepts is associated with Robert House's. path-goal theory of leadership? Leader-member relations Impovershed management Middle-of-the-road management Achievement-onented behaviour Rona [TURN OVER]31 32 33 1 MNG2601 May/June 2015 According to the leadership styles identified by Blake and Mouton, a manager with a team management orientation, will 1 2 3 4 ‘emphasise the needs of both production and people be concemed with the task af the expense of employees assume that the needs of the organisation and the needs of the people are in conflict have little concem for the task or people and will exert just enough effort to survive tn the organisation A transactional leader ene motvvates his/her followers by appealing to therr self-interest articulates a compelling vision of how the organisation can improve often has traits such as self-confidence, vision, unconventional behaviour and environmental sensitivity helps others to grow and develop, and provides an opportunity for them to gain matenally and emotionally Ancona’s Leadership Framework is based on four assumptions, namely, ___, hone and sensemaking, relating, loyalty, initiating sensemaking, relating, visioning, inventing inating, consideration, competence, consistency integnty, competence, consistency, loyalty According to the expectancy theory of motivation, instrumentality 1s the value or importance that an individual attaches to vanous work outcomes refers to the degree to which an individual believes that a certain level of performance will lead to the attainment of a desired goal 1s the individual's belief that a particular level of performance will follow a particular level of effort relates to the extent to which the task influences the lives or work of the individual and other staff members [TURN OVER]35 36 37 12 MNG2601 May/June 2015 ‘Which one of the following is the third step in the control process? 1 Evaluating deviations 2 Taking corrective action 3 Measuring actual performance 4 Evaluating various courses of action Identify the step in the control process that refers to the collection of data and the Teporting of real performance Evaluating deviations Taking corrective action Measunng actual performance Establishing performance standards Aone Which one of the following 1s not a reason or necessity for implementing control in organisations? 1 Itensures that the organisation's resources are deployed in a way that it can attain its goals 2 Itresults im better quality and enables management to cope with environmental change and uncertainty 3 Itensures that costly mistakes are avoided 4 Itleads to a great deal of job satisfaction and motwation amongst managers Strategic control entails the close study of an organisation's total effectiveness, productivity, management effectiveness and organisational maturty refers to. 1 Total effectiveness, an audit of the organisation's key success factors 2 Productivity; the relationship between products and services and the resources used to generate those outputs 3 Management effectiveness, the extent to which the organisation has reached its goals and the way in which the goals have been realised 4 — Organisational matunty, the ability of the organisation to become a learning organisation [TURN OVER]13 MNG2601 May/June 2015, 39 Organisations can implement vanous control systems to control the physical resources of the organisation, such as control 1 feedback 2 strategic 3 preliminary 4 inventory 40 Dung the process of transforming inputs to outputs, control ensures that predetermined standards are met production damage post concurrent Rone 41 Managers use coaching as a system to control their organisations’ human resources, when they need to 1 focus on a non-performing employee in need of motivation and training 2 inform an employee that his or her personal problems affect their job performance 3 address an employee who does not have the ability to meet job performance standards 4 give motivational feedback to an employee to mamtain the desired performance Due to copyright challenges, the case study can’t be circulated or uploaded on myUnisa. The application questions were based on the case study, and have therefore been removed. TOTAL MARKS: 70 e UNISA 2015UNIVERSITY OF SOUTH AFRICA U N ] SA EXAMINATION MARK READING SHEET PART 4. 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