SECTION A: MULTIPLE CHOICE

1. c

2. d

3. b

4. a

5. a

6. d

7. a

8. c

9. c

10. b

11. d

12. a

13. a

14. d

15. a

16. c

17. c

18. c

19. d

20. b
SECTION B

QUESTION 2

(a) Human Resource Management is defined as a way of management that links

people related activities to the strategy of a business or organization
(2 marks)

(b) The four goals of strategic human resource management are:

1. To meet the needs of the business and management
2. To link human resource strategies and policies to the business goals and
objectives
3. To find ways of human resources to add value to a business
4. To help a business gain the commitment of employees to its values, goals and
objectives

2 marks each

(c) The five factors to be considered in workforce forecasting are:

1. Demand for existing and new products
2. Business disposal and product closures
3. Cost reduction programmes (causing reduction in staff members)
4. Introduction of new technology (new production equipment)
5. Changes to the business organizational structure
6. Business acquisitions, joint ventures and strategic partnerships

Any five of the above 2 marks each

QUESTION 3

(a) Mention the FOUR characteristics of an effective control system

(8 marks)

The four characteristics are:

1. Flexibility
 2. Accuracy
3. Timeliness
4. Objectivity

2 marks each

(b) If you were a manager, explain SIX key managerial actions of managing conflict
at the workplace. (12
marks)

The six are: any 6 of the following 2 marks each

1. Regularly review job descriptions

2. Intentionally build relationships with all subordinates
3. Get regular written status reports from subordinates
4. Conduct basic training about interpersonal communication, conflict
management and delegation
5. Develop procedures for routine tasks and include the employee ‘s input
6. Regularly hold management meetings
7. Consider an anonymous suggestion box for employees

QUESTION 4

(a) A workgroup has many characteristics similar to those of a team but these two
have their own unique traits. Mention FIVE differences between a workgroup and
a team (10 marks)

The differences are as follows: Each one 1 mark…any five of the following:

Work Group Team

1. Strong, clearly focused leader 1. Shared leadership roles

2. Individual accountability 2. Individual and mutual
3. The group’s purpose is the accountability
same as the broader 3. Specific team purpose that the
organizational mission team itself delivers
 4. Individual work products 4. Collective work products
5. Runs efficient meetings 5. Encourages open-ended
6. Measures its effectiveness discussion and active problem-
indirectly by its influence on solving meetings
others (such as financial 6. Measures performance directly
performance of the business) by assessing collective work
7. Discusses, decides, and products
delegates together 7. Discusses, decides and does
real work

(b) Name and explain any five individualistic roles that place the group member
above the group and are destructive to the group
(10 marks)

Any five of the following. Mentioning 1 mark, explaining that role 1 mark also in
total 2 marks

1. Aggressor - Makes personal attacks using belittling and insulting comments, for
example, "That's the most ridiculous idea I've ever heard." Actions are usually an
attempt to decrease another member's status.
2. Blocker - Opposes every idea or opinion that is put forward and yet refuses to
make own suggestions, for example, "That's not a good idea." The result is that
the group stalls because it can't get past the resistance.

3. Recognition Seeker - Uses group meetings to draw personal attention to him or

herself. May brag about past accomplishments or relay irrelevant stories that
paint him or her in a positive light. Sometimes pulls crazy stunts to attract
attention like acting silly, making excess noise, or otherwise directing members
away from the task at hand.
4. Self-confessor - Uses the group meetings as an avenue to disclose personal
feelings and issues. Tries to slip these comments in under the guise of
relevance, such as "That reminds me of a time when." May relate group actions
to his or her personal life. For example, if two others are disagreeing about
something, the Self-confessor may say, "You guys fight just like me and my
wife."

5. Disrupter/Playboy or Playgirl - Uses group meetings as fun time and a way to

get out of real work. Distracts other people by telling jokes, playing pranks, or
even reading unrelated material.

6. Dominator - Tries to control the conversation and dictate what people should be
doing. Often exaggerates his or her knowledge and will monopolize any
conversation claiming to know more about the situation and have better solutions
than anybody else.

7. Help Seeker - Actively looks for sympathy by expressing feelings of inadequacy.

Acts helpless, self deprecating and unable to contribute, e.g. "I can't help you, I'm
too confused and useless with this stuff."

8. Special Interest Pleader - Makes suggestions based on what others would think
or feel. Avoids revealing his or her own biases or opinions by using a
stereotypical position instead, for example, "The people over in Admin sure
wouldn't like that idea." or "You know how cheap our suppliers are, they won't go
for that."

QUESTION 5

(a) A non-governmental organization operating in four districts in Malawi is thinking

of introducing decentralization into their system. Inform the Director of this non-
governmental organization about any FIVE implications of decentralization in
their system. (10 marks)
Any five of the following each 2 marks:

1. There is less burden on the Chief Executive as in the case of centralization.

2. In decentralization, the subordinates get a chance to decide and act
independently which develops skills and capabilities. This way the organization is
able to process reserve of talents in it.

3. In decentralization, diversification and horizontal can be easily implanted.

4. In decentralization, concern diversification of activities can place effectively since

there is more scope for creating new departments. Therefore, diversification
growth is of a degree.

5. In decentralization structure, operations can be coordinated at divisional level

which is not possible in the centralization set up.

6. In the case of decentralization structure, there is greater motivation and morale of

the employees since they get more independence to act and decide.

7. In a decentralization structure, co-ordination to some extent is difficult to maintain

as there are lot many department divisions and authority is delegated to
maximum possible extent, i.e., to the bottom most level delegation reaches.
Centralization and decentralization are the categories by which the pattern of
authority relationships became clear.

(b) Peters and Waterman developed the “In Search of Excellence” theory after
conducting a study of successful companies. Explain the FIVE themes that
Peters and Waterman put forth in their theory.
(10 marks)

Any five of the following each 2 marks:

1. A bias for action
 2. Close to the customer
3. Autonomy and entrepreneurship
4. Productivity through people
5. Hands on value driven
6. Stick to the knitting
7. Simple form, lean staff
8. Simultaneous loose-tight properties

QUESTION 7

(a) For motivation behavior to occur, expectancy theory mentions of three conditions
that must be made. Explain what these three conditions are?
(6 marks)

For motivation behavior to occur, three conditions must be met.

1. First, the effort-to-performance expectancy must be greater that zero (the
individual must believe that if effort is expended, high performance will
result).
2. The performance-to-outcome expectancy must also be greater than zero
(the individual must believe that high performance will lead to certain
outcomes.)
3. And the sum of the valences for the outcomes must be greater than zero.

(b) Much as trait theories of leadership had gained popularity, Zaccaro (2007) noted
a few drawbacks of this theory. Mention the FOUR drawbacks that were
identified by Zaccaro.
(8 marks)
1. Focus on a small set of individual attributes such as Big Five personality traits, to
the neglect of cognitive abilities, motives, values, social skills, expertise, and
problem-solving skills

2. Fail to consider patterns or integrations of multiple attributes

 3. Do not distinguish between those leader attributes that are generally not
malleable over time and those that are shaped by, and bound to, situational
influences

4. Do not consider how stable leader attributes account for the behavioral diversity
necessary for effective leadership

The four above each 2 marks

(c) Explain how you would use the 5 (five) sources of power to influence your
subordinate to do what you tell them to do.
(10 marks)

1. Legitimate Power
Legitimate power is power granted through the organizational hierarchy; it is the
power accorded people occupying a particular position as defined by the
organization. A manager can assign a subordinate tasks, and a subordinate
who refuses to do them can be reprimanded or even fired. So the best is to
remind subordinates of the authority

2. Reward Power
Reward power is the power to give or withhold rewards. Rewards that a manager may
control include salary increases, bonuses, promotion recommendations, praise,
recognition, and interesting job assignments. So as a manager you would use this to
control behavior of subordinate.

3. Coercive Power
Coercive power is the power to force compliance by means of psychological,
emotional, or physical threat.

4. Referent Power
Compared with legitimate, reward, and coercive power, which are relatively concrete
and grounded in objective facets of organizational life, referent power is abstract. It is
based on identification, imitation, loyalty, or charisma. Followers may react favorably
because they identify in some way with a leader, who may be like them impersonality,
background, or attitudes. So the best is to be someone liked by the subordinates.

5. Expert Power
Expert power is derived from information or expertise. So you have to get trained and
be conversant with what the subordinates are doing.