Revision

1. Discuss FOUR (4) management functions. (10 marks)

There 4 management functions which are,Planning,Organising,Leading and controlling:

Planning - can be defined as creating strategy to achieve organizational goals.It is

mandatory because it can reduce uncertainties and forcing managers to look ahead,aware
of change and its impact and develop proper response.It can also minimize waste and
redundancy.

Organising – can be defined as arranging and structuring work to accomplish

organisational goals.Organising always come after planning to organise the structure of
work or organisation.Organising can help create coordination and communication among
various departments of an organization.As an example, creating a framework for the
company.

Leading - leading can be defined as managing individual such as employees,teams and

groups.Leading consist of motivating employees and influencing their behaviour to
achieve goals.It is important to promote cooperation,teamwork and setting reasonable
goals within the employees.As an example, directing,coaching,supporting and delegating.

Controlling – is a process of monitoring,comparing and correcting work performance.The

purpose of controlling is to ensure that activities lead the way to accomplish goals.It is
important for managers to know whether their goals are on target and actions to be taken
in the future.
2. Briefly explain FIVE (5) forms of departmentalization use to group work activities.(10
marks)

There are 5 types of departmentalization in an organisational structure which are:

Functional – grouping jobs by functions performed.

Product – grouping jobs by product lines.

Geographical – grouping jobs on the basis of territory or geography.

Process – grouping jobs on the basis of product or customer flow.

Customer – grouping jobs by type of customer and needs.

3. Briefly explain FOUR (4) decisional roles of a manager.(10 marks)

Roles are specific actions or behaviours expected of a manager. Henry Mintzberg

identified :

Entrepeneur – scan the organizational environment for opportunities; foster creativity and
innovation.

Disturbance Handler – manage organizational problems and crises.

Resource Allocator – take responsibility for all allocation of all types of organizational
resources.

Negotiator – represent the organization during any significant negotiations.

4. Briefly explain FOUR (4) types of planning. (10 marks)

Breadth – include strategic and operational plans.Strategic plans are plans that will be
apply to an organsation and establish the organizational overall goals. Operational plan
that specify how the overall goals can be achieved.

Time Frame – include long-term and short- term plans. Long-term plan is considered a
plan with the time frame more than 3 years. Short-term plan is a plan with the time frame
of a year or less.

Specificity – include directional and specific plans. Directional plans is flexible plan that
set out general guidelines.As an example, increase production by 5% to 10%. Specific
plan is specified stated objectives and clearly defined. As an example, increase production
by 8%.

Frequency of use – include single use and standing use plans. Single use plan is a plan
that used for the need of a unique situation such as projects and programs. Standing use
plan is an outgoing plan that provide guidance for activities performed repeatedly.As an
example, company’s policy,rules and SOPs.

5. Briefly explain FOUR (4) hygiene factors according to Herzberg’s two factor theory.

Intrinsic factors are related to job satisfaction and motivation,whereas extrinsic factors are
associated with job dissastifaction.It includes hygiene factors and motivators.Hygiene
factors eliminate jobs dissatisfaction but don’t motivate.Motivators increase both job
satisfaction and motivation.

Supervision – Hygiene factors characterize the environmental context of your work such
as company's policies,co-workers,supervision, pay and benefits.

Salary – When it's not met then employees will leave and the company's ability to attract
and retain key talent is diminished.

Working conditions – Working conditions refers to the working environment and aspects
of an employee's terms and conditions of employment.

Job Security – if that is not there employee would not feel motivated to work and will keep
looking for other job.
 6. Discuss FIVE (5) needs according to Maslow’s theory of motivation. Provide a related
diagram. (20 marks)

Hierarchy of needs theory - Maslow’s theory that human needs — physiological, safety,
social, esteem, and self-actualization — form a sort of hierarchy.

 Physiological needs - a person’s needs for food, drink, shelter, sexual satisfaction, and
other physical needs.

 Safety needs - a person’s needs for security and protection from physical and emotional
harm.

 Social needs - a person’s needs for affection, belongingness, acceptance, and friendship.

 Esteem needs - a person’s needs for internal factors (e.g., self-respect, autonomy, and
achievement) and external factors (such as status, recognition, and attention).

 Self-actualization needs - a person’s need to become what he or she is capable of

becoming.

7. Define manager. (2 marks)

Someone who coordinates and oversees the work of other people so that organizational
goals can be accomplished.Manager doesn’t actually do work but guide others to do things
correctly.
8. Briefly explain FIVE (5) types of power. (10 marks)

9. Briefly explain THREE (3) level of managers. (10 marks)

 First-line managers – Managers at the lowest level of management who manage the
work of non-managerial employees who typically are involved with producing the
organization’s products or servicing the organization’s customers.

 Middle managers – Managers between first-line managers and the top level of the
organization.

 Top managers – Managers at or near the upper levels who are responsible for making
organization-wide decisions and establishing plans and goals that affect the entire
organization.
10. Briefly explain TWO (2) decision making biases and errors. (10 marks)

• A person who thinks he has a photographic memory and a detailed understanding of a

subject. The person could show his overconfidence by deciding not to study for a test
that he has to take on the subject, thus doing poorly on the test due to lack of
preparation.

• Whenever we see a beggar, he or she must be poor, that’s our first thought. However,
there are cases where some of them live in big houses! Another example, bad drivers –
if you see a bad driver, it must be a lady! So all these are stereotyping!
 11. Discuss THREE (3) types of managerial skills. (10 marks)

 Technical skills
o Knowledge and proficiency in a specific field.
 Human skills
o The ability to work well with other people.
 Conceptual skills
o The ability to think and conceptualize about abstract and complex
situations concerning the organization.

12. Briefly explain TWO (2) condition of decision making. (10 marks)

13. Explain TWO (2) types of decisions. (10 marks)

There are two types of decisions:

Programmed Decision - a repetitive decision that can be handled by a routine approach.

Non-programmed Decision - unique and nonrecurring decisions that require a custom-made

solution.
14. Briefly explain FOUR (4) motivator factors according to Herzberg’s two factor theory.

Achievement – In the workplace, achievement motivation leads some people to be high

performers who desire success—and fear failure.

Recognition – Motivation involves recognizing talent, catching a good act and rewarding
it spontaneously. The more spontaneous the reward, the more real it is, the better
motivation instilled

Responsibilty – People are motivated when their responsibilities are meaningful and
engage their abilities and values. The most motivating responsibilities are those that
stretch and develop skills. Responsibilities are most meaningful when they fit a person's
values.

Growth – Employees often feel more motivated at work when there are ample
opportunities for growth and professional development. Giving employees opportunities
to increase their skills and become more efficient in their positions instills a sense of
accomplishment and pride that acts as a strong motivator for employees.

15. With an appropriate diagram, explain FIVE (5) leadership style under Managerial Grid
Theory. (20 marks)
 Impoverished management (1, 1)
 Managers with this approach are low on both the dimensions and exercise
minimum effort to get the work done from subordinates. The leader has low
concern for employee satisfaction and work deadlines

 Task management (9, 1)

 leaders are more concerned about production and have less concern for people.
The leader believes that efficiency can result only through proper organization of
work systems and through elimination of people wherever possible.

 Middle-of-the-road management (5, 5)

 leader tries to maintain a balance between goals of company and the needs of
people. The leader does not push the boundaries of achievement resulting in
average performance for organization. Here neither employee nor production
needs are fully met.

 Country club management (1, 9)

 leader gives attention to the needs of people providing them with a friendly and
comfortable environment. The leader feels that the actions will lead to self-
motivation and will find people working hard on their own. However, a low focus
on tasks can hamper production and lead to questionable results.
 Team management (9, 9)
The leader feels that empowerment, commitment, trust, and respect are the key
elements in creating a team atmosphere which will automatically result in high
employee satisfaction and production.

16. Briefly explain TWO (2) types of control. (10 marks)

 Feed forward control - control that takes place before a work activity is done.
 Feedback control - control that takes place after a work activity is done
17. Define controlling. (1 mark)
Controlling - the process of monitoring, comparing, and correcting work performance.

18. Briefly explain FIVE (5) key elements on organizational design. (10 marks)

Work Specialisation – The degree to which tasks in the organization are divided into
separate jobs with each step completed by a different person.

Departmentalisation – Departmentalization is an organizational structure that separates

people into groups or departments, based on a particular set of criteria.

Chain of Command – The continuous line of authority that extends from upper levels of
an organization to the lowest levels of the organization—clarifies who reports to whom.

Span of Control – The number of employees who can be effectively and efficiently
supervised by a manager.

Formalisation – The degree to which jobs within the organization are standardised and
the extent to which employee behavior is guided by rules and procedures.
19. Draw FIVE (5) related diagram of departmentalization. Provide advantages for each.
(10 marks)

Functional – In-depth specialization

Geographical – Serve needs of unique geographic markets better
Products – Allows specialization in particular products and services.
Process – More efficient flow of work activities
Customer – Customer’s needs and problems can be meet by specialists
20. Discuss leadership style under Path Goal Model. (20 marks)

States that the leader’s job is to assist their followers to obtain their goals and to provide
direction or support to ensure their goals are compatible with those of the organization.

Directive leader - the leader lets employees know what is expected of them and tells
them how to perform their tasks.

Supportive leader - The leader shows concern for the employees’ psychological well-
being

Participative leader - leaders consulting with employees and asking for their suggestions
before making a decision.

Achievement oriented leader - situations where the leader sets challenging goals for
employees, expects them to perform at their highest level, and shows confidence in their
ability to meet this expectation.

21. Briefly explain FOUR (4) performance control tools used for measuring organizational
performance. (10 marks)

 Management Information System (MIS) – a system used to provide

management with needed information on a regular basis.

 Balanced Scorecard – a performance measurement tool that examines more than

just the financial perspective.

 Benchmarking of Best Practices – a performance measurement tool that

examines more than just the financial perspective.

22. Briefly explain McGregor’s Theory X and Theory Y. (10 marks)

 Theory X - the assumption that employees dislike work, are lazy, avoid
responsibility, and must be coerced to perform.

 Theory Y - the assumption that employees are creative, enjoy work, seek
responsibility, and can exercise self-direction.
23. Explain TWO (2) leadership styles according to University of Iowa studies. (10 marks)

Democratic Style – Involving subordinates,delegating authority and encouraging

participation.

Autocratic Style – Dictating work methods,cemtralizing decision making and limiting

participation.

24. Briefly explain the controlling process in organization. (10 marks)

Measuring Actual Performance – Measure performance based on personal

observation,statistical reports,oral reports and written reports.Measure employee’s
satisfaction,turnover and absenteeism.Also measure budgets which are
costs,outputs,sales.

Comparing Actual Performance Against Standard – Determining the degree of

variation between actual performance and the standard Range of variation - the
acceptable parameters of variance between actual performance and the standard

Taking Managerial Action – Doing nothing only if deviation is judged to be insignificant.

Correcting actual (current) performance Immediate corrective action to correct the
problem at once.Corrective actions include Change strategy, structure, compensation
scheme or training programs; redesign jobs; fire employees.
25. Briefly explain FOUR (4) sources of information in controlling process. (10 marks)

26. Briefly explain TWO (2) leadership styles according to University of Michigan studies.
(10 marks)

Employee Oriented – Emphasised interpersonal relationships and taking care of

employees’ needs.

Production Oriented – Emphasised technical or task aspects of jobs.