Copyright Business Management Training College Pty Ltd Diplo
Copyright Business Management Training College Pty Ltddiploma In
Select from column A the correct answer to match column B.
Match the management functions in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a) Organising. 1.1 Determines an organisation's vision, mission and goals. 1.1
b) Controlling 1.2 Monitoring progress and taking corrective steps to reach the mission and goals. 1.2
c) Planning. 1.3 Motivating and directing employees.
d) Leading 1.4 Grouping together activities and allocating resources . 1.4 /4 Total question 1
Question 2: Select from column A the correct answer to match column B.
Match the management levels in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a) Top managers 2.1 Implementing policies, plans and strategies. 2.1
b) Middle management 2.2 Spend the greatest portion of their time on leading. 2.2
c) First line managers or supervisors 2.3 Develop longer-term goals and strategies to reach them. 2.3 /3 Total question 2
Question 3: Select from column A the correct answer to match column B.
Match the managerial roles in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a) Interpersonal 3.1 Acts as spokesperson for the department 3.1
b) Decision making 3.2 Acts as negotiator about goals, standards of performance and resources. 3.2
c) Information 3.3 Act as figurehead and leader. 3.3 /3 Total question 3
SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES
SECTION A: SHORT QUESTIONS
Question 4: Read each statement carefully then state true or false in the space provided.
Nr: Statement or question: Your Answers
4.1 A manager is considered competent if he or she has all the relevant knowledge that is required to do the job of a manager.
4.2 Ecological forces influenced the evolution of management theories.
4.3 Frederick Taylor conducted the Hawthorn studies in the late 1800’s.
4.4 Henri Fayol formulated 14 principles for effective management.
4.5 The Hawthorne effect refers to the negative effects poor light has on workers’ performance.
4.6 Six Sigma is a business improvement methodology that focuses on understanding and managing workers’ requirements.
4.7 The individual organisation has limited control over the components of the macro environment but can have a strong influence on some of the variables.
4.8 Environmental scanning is necessary to determine whether factors in the environment constitute a threat to the organisation’s mission, vision and goals.
4.9 When an organisation has to decide whether to centralise or decentralise authority, the skills of the lower-level managers have to be considered.
4.10 Tactical planning involves aligning the organisation’s internal environment with the threats and opportunities caused by the external environment. /10 Total question 4
Question 5: Choose the CORRECT answer by selecting a or b.
Nr: Statement or question: Your Answers
5.1 ‘Ethnocentrism’ refers to the belief that …
a) One’s own group and culture must be placed first in decision making.
b) One’s own group and culture is inherently superior to other cultures and groups.
5.2 Job opportunities is an environmental ...
a) output or
b) Input.
5.3 The social environment is part of the ...
a) Micro environment
b) Macro environment
5.4 The changes in the environment impacts on management functions and eventually on the ...
a) performance or
b) culture of the organisation.
5.5 In the controlling function managers monitor ...
a) remuneration
b) progress.
Question 6: Choose the appropriate word or concept for the following statements. Select only one word from the list below for each statement and write down the corresponding letter (a/b/c etc.) in the answer column.
a. Liquidity
b. Decision-making conditions
c. Activity
d. Decision-making tools
e. Characteristics of useful information
f. Service
g. Leverage
h. Failure analysis, call centres.
i. Profitability
j. Administration
Nr: Statement or question: Your Answers
6.1 An organisation’s ability to meet its short-term obligations.
6.2 It looks at the source of the organisation’s capital.
6.3 The organisational function that is supported by office systems and personnel records.
6.4 It measures how well an organisation is using its resources.
6.5 It measures how well an organisation is managed.
6.6 Certainty, uncertainty, risk. /6 Total question 6
Question 7: Listed below are the forces of change that drive the need for organisations to change. Each one of these forces consists of certain components. Choose the appropriate word or concept for the following set of components. Write down the corresponding letter (a/b/c etc.) in the answer column.
Force of change:
a. Economic and market forces
b. Technological forces
c. International forces
d. Social forces
Nr: Components Your Answers:
7.1 Nepad, Commonwealth of Nations, EU.
7.2 Business ethics, demographic trends.
7.3 Trade union activities, free trade globally, more countries join markets.
7.4 New products, new and faster production, internet.
Question 8: Choose the CORRECT answer by selecting a or b.
Nr: Statement or question: Your Answers
8.1 One of the reasons why organising is necessary is ...
a) departmentalisation or
b) goal formulation
8..2 The narrowing-down of activities to simple, repetitive routines.
a) job design or
b) job specialisation
8..3 People naturally __________ change.
a) embrace or
b) resist
8..4 Managers can respond to change either through reactive change or
a) planned change or
b) forced change
8..5 Control systems is an element of the ________ area of organisational change.
a) structure or
b) technology
8..6 Bureaucracy falls within the __________ area of organisational change.
a) structure or
b) people
8..7 One of the reasons that people resist change is
a) Micro environment or
b) Macro environment
8..8 One of the elements of the strategy area of organisational change is _______
a) corporate combinations or
b) decision making
8..9 In organisational culture analysis (OCA), the condition that determines the sharing of power is ___________.
a) commitment or
b) collaboration
8..10 The perception that a group of people has certain collective characteristics is known as ____________.
a) stereotyping or
b) generalisation
Question 9: Fill in the missing words from the paragraph below: Accountability…
Nr: Statement or question: Your Answers:
9.1 has its roots in the ____a____ management theories,
a)
9.2 in the division of ____b____ into parts, and explicit job specification.
b)
9.3 and in explicit job ____c_____.
c)
9.4 Consistent with Taylor’s ____d____ management,
d)
9.5 employees are deemed _____e_____ for the work under their control.
e) /5 Total question 9
SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES
SECTION B : ESSAY QUESTIONS
Nr: Question: Mark:
10. Discuss the three main environments that make up the management environment. Your discussion should include:
a. All the variables that make up each environment (14)
b. The level of control that the manager has over each environment (3)
c. The influences that these environments had on South African managers in the past 5 years.
11. Explain the main reasons why people generally resist change.
12. Explain the main features of each of the five stages in group and team development. Also indicate what the main role of the team or group leader would be during each stage.
13. Discuss five of the characteristics of good corporate governance that were identified by the King II report.
14. Discuss the importance of the organising function in the management process. Refer to the necessity of organising to make the other management functions work effectively.
15. Discuss the challenges for management in each of the following features of the ‘new organisation’:
a. Operating in a global economy
b. Virtual organisations
c. Flatter and leaner organisational structures
d. Flexibility
e. Workforce diversity
16. Illustrate how the management functions vary between the different levels of management in terms of the responsibilities, competencies and roles of managers on these levels. Use the following format for your illustration:
Planning | Organising | Leading | Controlling
Top | Middle | Low
TOTAL: SECTION B
Top: /15
Middle: /15
Low: /15
SECTION C : CASE STUDIES
Case Study 1
ABC company initially supplied businesses with exceptional quality textiles. Later on they started to supply businesses with professional quality uniforms and sports gear. The company has grown from a small operation in Cape Town to a large organization with multiple divisions. The current structure is organized around product types, with managers responsible for specific sectors. Challenges include staff flexibility, responsibilities, and decision-making for expansion options in Durban. A decision tree with probabilities was used to evaluate whether to buy an existing business or invest in a new product range.
Questions:
a. Draw a decision tree to determine expected values for each option and decide which to choose based on that.
b. Identify the mission of ABC and translate it into at least three measurable long-term goals.
c. Illustrate ABC’s system components: inputs, processes, outputs.
d. What is their current organizational structure?
e. What are disadvantages of this structure?
f. Suggest and motivate a new structure to support their expansion strategy.
g. Use the leadership cycle model to recommend the most effective leadership style for Andy.
Case Study 2
Joe and Jane own a sportswear retail shop in a changing commercial environment. Their shop has experienced declining sales and increased competition. Price reductions improved sales but cut profits. External factors influencing success include market shifts, competition, and safety concerns.
Questions:
I. What external factors influence their business?
II. What should they consider in strategic planning?
Case Study 3
Eskom’s shutdown of the Highveld power station in 1958 affected the town’s population and local economy. Rising costs and environmental conditions contributed to the closure, impacting local farmers and town residents.
Questions:
a. Explain environmental factors leading to the shutdown.
b. How did these environmental conditions affect local retail operations?
c. How would environmental changes impact a vegetable farmer?
TOTAL: SECTION C /50
TOTAL OF ASSIGNMENT /200
SECTION A /50
SECTION B /100
SECTION C /50
TOTAL /200