Business Management and Behavioural Studies

Suggested Answers
Certificate in Accounting and Finance – Spring 2019

Ans.1 (a) Following are the work situation factors in Fiedler’s model:
 Poor leader member relations: Subordinates do not trust Akbar to look out for
their well-being.
 Low task structure: the construction jobs he supervises tend to be novel and
complex.
 Weak position power: he has no control over the rewards and disciplinary
actions his subordinates received.

(b) Fiedler would suggest task-oriented leadership style. According to him, when the
work situation is unfavorable, a task-oriented leader is more effective.

(c) If each work situation factor becomes opposite of what is presented in the above
case, then task-oriented leadership style would still be preferred. According to
Fiedler, even when the work situation is favorable, a task-oriented leader is more
effective.

(d) Fiedler would suggest changing the leader. According to him, individual leaders are
either task-oriented or relationship-oriented by nature and it is not possible to
change them.

Ans.2 (a) The management should keep following matters in perspective while setting
organizational goals:

 Goals should be SMART (specific, measurable, acceptable, realistic,

time-bound).
 Goals should be stated in a positive statement.
 Employees should be encouraged to participate in the goal setting process.
 Employees’ personal goals should be aligned with the organizational goals.

(b) Goals may create following limitations to an organization despite being realistically
challenging:

 Inflexibility that can lead to a narrow focus. An opportunity that falls outside
the scope of recorded and stated goals may potentially be overlooked.
 Stress through a constant pressure and reference needing to constantly
perform at the highest levels in order to achieve or exceed stated goals. This can
detract from taking enjoyment and interest from the task.

Ans.3 (a) The four underlying principles of the theory of scientific management as suggested
by Frederick Taylor are mentioned below:

 Study each part of a task scientifically and develop the method that carries out
the task most efficiently.
 Carefully select workers who have skills and abilities that are well-suited to the
work and train them as to how to perform the task efficiently.
 Co-ordinate trained workers and selected methods of work for the best results.
 There should be equal division of work between workers and management. The
management should be responsible for planning work methods using scientific
principles and workers should be responsible for executing the work
accordingly.

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 Business Management and Behavioural Studies
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Certificate in Accounting and Finance – Spring 2019

Criticism of scientific management

Scientific management has been criticized because of division of tasks in smaller
units thereby requiring the workers to perform repetitive and monotonous work.
The workers may start finding the work uninteresting and their efficiency may go
down gradually.

(b) (i) The managerial role of Jamal Noor is that of liaison. Under this role, manager
acts as a link or bridge with managers of other groups for the purpose of
gathering information.

(ii) The managerial role of Hina Khan is that of disseminator. Under this role,
manager acts as a channel of information within the group and / or with others.

(iii) The managerial role of Wasif Niaz is that of negotiator. Under this role, manager
resolves the conflicts and disputes, and deals with other similar unexpected
problems.

(iv) The managerial role of Sanya Butt is that of leader. Under this role, manager
provides leadership to individuals within an organization by means of guiding,
training, motivating, etc.

Ans.4 (a) AC is practicing Centralized decision making.

Reasons:
 The higher ups make plans about strategies and policies which are handed
down to lower level staff for implementation.

Franchises are following De-centralized decision making.

Reasons:
 Lower levels in the hierarchy can make decisions

(b) Centralization Advantages:

 Decisions are more likely to be taken with regard to the corporate objectives.
 In a crisis, it is easier to make (quick) important decisions centrally.
 Decisions are made by persons having better knowledge, skills or expertise.

De-Centralization Advantages:
 Due to availability of information, tactical and operational decisions are
probably better when taken by local management, particularly in a large
organization.
 Promotes motivation - giving authority to managers at divisional level and
below helps to motivate the management team.
 Reduces the burden on top executives.

Ans.5 (a) Deterministic Systems Self-Organizing Systems

 These systems follow predetermined  These systems are complex that
standard rules as defined in the rule continually change to adapt to the
book. environment.

 Given the nature, these systems have  Given the nature, these systems are
predicted operations and therefore least likely to be computerized and
give predictable outputs. therefore rely heavily on interaction
with people.
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 Business Management and Behavioural Studies
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Certificate in Accounting and Finance – Spring 2019

Example: Computer Programs Example: Trade Union Negotiations

(b) Major components of personnel system are:

 Recruitment
 Redundancy
 Personnel management and control
 Personnel management reporting / personnel management information

Following information can be obtained from personnel system:

 Report on headcounts.
 Report of salaries and wages.
 Report of employee absences.
 Report of age profile of employees.
 Report of tenure profile of employees.
 Report of employee’s disciplinary record.

(c) (i) Expert System:

An expert system is a computer program that simulates the judgement and
behavior of an organization or its executives having expert knowledge and
experience in a particular field. It contains a database of accumulated
experience and scenarios as well as a set of rules for applying the knowledge
to each particular situation described by the program.

Following are the pre-conditions that need to exist for an expert system to
perform effectively:

 The problem should be well-defined.

 The rules should also be clearly defined.
 The problem cannot be solved through conventional transaction
processing system.

(ii) Expert system may bring following benefits for an organization:

 Allows non-experts to make expert decisions.
 Faster, more accurate and consistent decisions.
 Relieved experts who may concentrate on more complex issues.
 Reduce staff costs as less number of experts required.

Ans.6 The competitive forces that may have shaped the airline industry as per Porter’s Five
Forces Model are explained below:

(i) Threat of new entrants

The threat of new entrants in an airline industry is low because of the following
probable reasons:

 The new entrants in an airline industry would have to make large capital
investment (acquisition of airplanes, extensive marketing campaigns,
acquisition of license, etc.).
 The airline service would require particular set of skills, knowledge and
experience that could be time consuming and cost bound.
 The new entrant might find difficult to develop customer base as customers
usually have high concerns of safety and trust in an airline industry.
 Airline industry is highly regulated (stringent aviation and other regulations) in
terms of entry, operations and exit.

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 Business Management and Behavioural Studies
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Certificate in Accounting and Finance – Spring 2019

(ii) Threat of substitutes

The threat of substitute services in an airline industry is low to moderate because of
the following probable reasons:

 The threat may be considered as moderate for domestic travelling because of

the presence of number of substitutes such as trains, cars, boats, etc.
 The threat may be considered as low for international travelling as air travel
usually remains the first choice of customers.

(iii) Bargaining power of suppliers

The bargaining power of suppliers in an airline industry is high because of the
following probable reasons:

 The airline industry mainly relies on aircraft and related parts manufacturers
and fuel suppliers. Given the small number of suppliers, they can exert high
bargaining powers.
 There are no or may be very few substitutes to aircrafts and fuel, therefore,
airline industry has to heavily rely on suppliers.

(iv) Bargaining power of customers

The bargaining power of customers in an airline industry is high because of the
following probable reasons:

 The costs of switching from one airline to another are low thereby empowering
buyers to exert high bargaining power.
 In a developing country, the customer groups are likely to comprise of people
who may be price sensitive than brand sensitive.
 Customers have easy access to pricing information offered by other airlines to
make comparison.

(v) Competitive rivalry

The competitive rivalry in an airline industry is high because of the following
probable reasons:

 The airline industry involves high fixed costs that might be identical for each
airline company; thereby the companies compete by means of differentiation or
costs leadership by attempting to attain economies of scale.

 The demand for airline services often remains constant or has low growth rate,
thereby, airline companies compete for a fairly fixed amount of sales and
customers.
 The costs of entry and exit are high in an airline industry thereby companies
may be reluctant to leave the industry and attempt to survive by means of
competing with each other.

Ans.7 (a) According to Herzberg’s two-factor theory, there are factors that cause
dissatisfaction with work (hygiene) and factors that cause satisfaction with work
(motivator).

(i) From the above situation, it is cleared that Ms. Khadija has been focusing on
motivator factors such as empowering employees for decision making,
recognizing good work and offering growth opportunities to eliminate the
dissatisfaction among her subordinates. According to Herzberg, factors
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 Business Management and Behavioural Studies
Suggested Answers
Certificate in Accounting and Finance – Spring 2019

causing dissatisfaction and factors causing satisfaction are not antonyms to

each other. The opposite of dissatisfaction is not satisfaction rather it is ‘not
being dissatisfied’.

(ii) Ms. Khadija, therefore, needs to make sure that hygiene factors such as
company policy, supervision, working conditions, salary and relationship with
colleagues are given proper attention to eliminate dissatisfaction. If
employees are content with their hygiene factors, they will not be dissatisfied.

(b) (i) Ms. Fatimah should follow the following steps in implementing the MBO in
her organization:

 Clearly and concisely express the organizational objectives in easily

understood mission and vision statements which may necessitate
revision.
 Translate organizational objectives at employee level. It would involve
setting goals and objectives for each concerned employee.
 Encourage the participation of concerned employees to align their
personal goals with that of the defined organizational goals/objectives.
 Once goals are communicated and agreed upon, Ms. Fatimah should
monitor the performance of employees against the set goals/objectives.
 Performance should then be evaluated in terms of goals/objectives
achieved and reward system should be designed accordingly.
 Repeat the above cycle.

(ii) Ms. Fatimah may encounter following difficulties in implementation of MBO:

 It would be challenging because of length of time involve.

 It would require commitment at all levels of employees and there could
be likely resistance from them.

Ans.8 According to Hofstede, culture is the collective programming of the mind that
distinguishes the members of one group from the members of another group.

(i) Power-distance
This refers to the way in which power is dispersed within the organization. When
power-distance dimension is low, inequalities in the distribution of power within the
organization are minimized and vice versa.
(ii) Individualism versus collectivism
In some cultures the interests of the individual come before the collective interests
of the group and vice versa.

(iii) Uncertainty avoidance

This is the extent to which a group feels threatened and endangered by unexpected
and unfamiliar happenings. When a culture of uncertainty avoidance is high, work
behavior such as precision and punctuality are highly esteemed.

(iv) Masculinity versus femininity

In some countries there is a much stronger cultural acceptance of ‘feminine’ qualities
such as modesty, intuition and quality of life, rather than aggressive ‘masculine’
qualities of aggressiveness and competitiveness and vice versa.

(v) Long-term orientation versus short-term orientation

In some countries, there is a greater focus on short-term goals and short-term
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 Business Management and Behavioural Studies
Suggested Answers
Certificate in Accounting and Finance – Spring 2019

results, whereas in other countries there is a greater willingness to consider the long
term benefits.

Ans.9 (a) (i) Driving Forces: Management of Star University (SU)

(ii) Restraining Forces: Professors
(iii) Current State: Professors mark their own papers
(iv) Ideal/Target State: Markers marking papers

(b) No. Lewin argued that by increasing the driving forces, management run the risk that
the restraining forces against the change will also grow stronger.

Ans.10 (a) Distributive Bargaining Integrative Bargaining

Goals
Each party strives to obtain the Both the parties attempt to maximize the
maximum advantage for its own scope and size of the benefits for mutual
self-interest. advantage.
Focus
The focus is on assuming a particular The focus is on understanding the
position and sticking to it to obtain the respective positions of each other and
opponent’s agreement to a specific trying to reach a mutually acceptable
target or as close to it as possible. outcome.
Information sharing
Each party withholds information to Both the parties share information to
out maneuver the other party. satisfy the interests of each other.

(b) (i) Autocratic - the leader continually gives orders and instructions without
offering any consultation. Mr. Bashir notification therefore suggests that he is
authoritarian/autocratic and does not provide reason for his decision.

(ii) I do not agree with other choices because of the following reasons:

 Democratic leader offers guidance and encouragement to the employees,

and participates actively with the group, whereas in the given situation,
there is no evidence of employees being somehow involved in the
decision.

 Under laissez-faire leadership style, the leader passes on the knowledge

of work but does not get involved and participate in the activities of the
team.

(THE END)

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