FHBM1114 Management

FOUNDATION IN ARTS

SET 2

FHBM 1114
MANAGEMENT

TUTORIAL WORKBOOK

STUDENT’S COPY

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Tutorial 1 (Set 2)
Topic 1: Introduction to Fundamental Management Principles and Managerial Roles

Section A (Multiple Choice Questions)

1. Effectiveness is synonymous with __________.

A) cost minimization
B) resource control
C) goal attainment (end result)
D) efficiency

2. What is the definition of management?

A) The process of preparing detailed financial statements to show targeted financial

results expected in a future time frame.
B) The process of planning, organizing, leading and controlling to achieve stated
organizational goals.
C) The process of receiving and disseminating information in an organization.
D) A group of people working together for a common purpose.

3. In what order do managers typically perform the managerial functions?

A) organizing, planning, controlling, leading

B) organizing, leading, planning, controlling
C) planning, organizing, leading, controlling
D) planning, organizing, controlling, leading

4. Mr. Segaran is responsible for the production line workers. He is a __________.

A) top manager
B) middle manager
C) first-line manager
D) general manager

5. Analyzing and diagnosing complex situations to see how things fit together and
to facilitate good decisions is ________________ skill.

A) interpersonal
B) political
C) technical
D) conceptual

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6. Individuals who are responsible for making organization-wide decisions and

establishing plans and goals that affect the entire organization are __________.

A) top managers
B) middle managers
C) first-line managers
D) team leaders

7. Organizing includes __________.

A) defining organizational goals (Planning)

B) ensuring that actual activities conform to planned activities (Controlling)
C) motivating organizational members (Leading)
D) determining who does what tasks

8. Ms. Celina is a manager of a company. What are the three interpersonal roles of
managers that Ms. Celina will play?

A) Figurehead, leadership and liaison

B) Spokesperson, leadership and coordinator
C) Director, coordinator and disseminator
D) Communicator, organizer and spokesperson

9. Which of these is not part of the recognized challenges for modern managers?

A) Micro-managing the workforce (Traditional management)

B) Managing communications
C) Managing change
D) Managing the learning organization

10. _________ is the art of doing something through and with other people.

A) Planning
B) Management
C) Organizing Week 3 –
D) Leading Cancellatio
n
Replaceme

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Section B (Structure Questions)

1. (a) Identify the managerial sub-roles of the following scenarios according to

Henry Mintzberg:

(i) Erik, the football coach, must meet with the media and answer
questions about the team’s performance after every game. (1 mark)
 Spokesperson Role
(ii) Zara is the regional manager for a clothing retailer. She attends the
ribbon cutting ceremony every time a new store opens for business.
 Figurehead Role (1 mark)
(iii) Jack bargains with suppliers for better quality materials at lower
prices with better delivery terms. (1 mark)
 Negotiator Role
(iv) June initiates change such as innovations or new strategies in the
organization during meetings. (1 mark)
 Entrepreneur Role
(v) James is called to the production line to manage the situation when
a worker fainted while working. (1 mark)
 Disturbance Handler Role
(vi) Jack met with all his team members to inform them regarding the
new flexible work-hour policy. (1 mark)
 Disseminator Role
(vii) John is also very active in getting to know other service providers
in the industry. He deeply understands the importance of having a
solid network to bring his business to greater success. (1
mark)
 Laison Role

2. Differentiate between efficiency and effectiveness. (4 marks)

Efficiency  The means or the ways of achieving organizational goals

 To be efficient to use the resources such as money.
Effectiveness  The organization’s ends or results
 To make the right decision for attaining organizational goals

3. Define planning and provide an example based on Sarah, who owns a bakery.

(2 marks) Planning is the process of setting objectives and determining the best
course of action to achieve those objectives. Sarah plans may involves
setting goals to get sales Five Thousand per month. By using approach
which is include promotion on all platform

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Tutorial 2 (Set 2)
Topic 2: Evolution of Fundamental Management Theories

Section A (Multiple Choice Questions)

1. Which of the following individuals advanced early Scientific Management

principles?

A) Max Weber
B) Frederick Taylor
C) Douglas McGregor
D) Henri Fayol

2. The Hawthorne Studies concluded that _______________________________.

A) human beings can be classified into two groups, either belonging to Theory X or
Theory Y
B) the brightness of lighting and other equipment have a positive impact on staff
productivity
C) human are complex beings
D) added attention has a positive impact on productivity

3. Which of the following management theorists is closely associated with the early
behaviorism?

A) Abraham Maslow
B) Max Weber
C) Hugo Munsterberg
D) Douglas McGregor

4. The theorists that contributed to human relations movement are ____________

and _____________.

A) Frederick Taylor; Abraham Maslow

B) Abraham Maslow; Douglas McGregor
C) Henri Fayol; Max Weber
D) Hugo Munsterberg: Douglas McGregor

5. Known as the “mother of modern management,” believed management was “the

art of getting things done through people.” Who does the statement above refer to?

A) Lillian Gilbert
B) Mary Parker Follet
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C) Catherine McGregor
D) Elizabeth Mannix

6. A management theory, when explained in a general context, goes as such;

“Managers must realise that people of various backgrounds may differ in their
needs that they attempt to satisfy through work”. Based on the above statement,
who formulated this theory?

A) Douglas McGregor
B) Abraham Maslow
C) Frederick Taylor
D) Henri Fayol

7. A worker was late for work because there was an emergency at home. Another
worker did not do his job well because he was tired from the football match last
night. The manager took time to understand the reasons behind their behavior and
the punishments for the two workers were different. What type of approach did
the manager use?

A) Principles of bureaucratic management

B) Contingency approach to management
C) Systems approach to management
D) Human relations approach to management

8. Which of the following types of systems does NOT interact with its environment?

A) Fluid
B) Diagrammatic
C) Closed
D) Resource-driven

9. According to Max Weber's ideal bureaucracy, which feature is being applied when
employees are placed in jobs based on performance?

A) Clear division of labor

B) Authority hierarchy
C) Formal rules and procedures
D) Career based on merit

10. Which school of thought had been developed on the idea that there is no single
best method to find solutions to managerial problems?

A) System approach
B) Empirical approach

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C) Contingency approach
D) Operational approach

Section B (Structure Questions)

1. List the FIVE (5) features of bureaucracy by Max Weber. Which of the five
features is most important and justify your answer. (7
marks)

2. Please read the below text carefully and identify the name of the theory and the
theorist.

(i) An organisation should have a clear division of labour, with the complex job
handled by specialists. (2 marks)

(ii) This theory emphasises that humans have five different levels of needs.
(2 marks)

(iii) To have a better performing team, managers should study jobs and determine the
people that are most suitable for the jobs. At the same time, it is important to
create management theories in influencing employees to perform. (2
marks)

(iv) This theory emphasises on the importance of manager to be flexible and addresses
the situation differently according to the environmental situation.
This is one of the most practical theories. (2 marks)

(v) It emphasises on the scientific study of work method to improve the productivity
of individual workers. (2 marks)

(vi) Employees worked harder if they are given more attention by their superior.
(2 marks)

3. Based on Theory X and Theory Y, identify and justify which theory is more
suitable for an organisation that applies flexible work hours which allows workers
to come to office at any time of the day. (4 marks) Tutorial 3 (Set 2)
Topic 3: Planning: Fundamentals of Planning

Section A (Multiple Choice Questions)

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1. Hightec is a global innovation company that never stops inventing. Employees at

Hightec are constantly encouraged to develop new products and ideas creatively
and enthusiastically. This focus on innovation has led Hightec to develop a wide
range of products and markets. Hightec would be likely to be a ________.

A) prospector
B) defender
C) analyzer
D) reactor

2. An outline of the fundamental purpose of an organisation is called its

__________.

A) mission statement
B) objectives
C) policy
D) strategy

3. Strategic planning is done by __________.

A) top managers of the firm

B) middle managers
C) supervisory managers
D) non supervisory employees

4. UNIQLO is a clothing apparel company, founded in Yamaguchi, Japan in 1949 as

a textiles manufacturer. After so many years, their business still revolves around
textile and apparel. UNIQLO would be likely to be a ________.

A) prospector
B) defender
C) analyzer
D) reactor

5. Mr. Chong is the supervisor for the food assembly line in ABC factory. In
__________, he needs to determine how to accomplish specific tasks with
available resources with the next __________. It is important because as the
supervisor, he needs to achieve __________ by focusing on the action plan.

A) strategic planning; 1-5 years; strategic goals

B) operational planning; 1-52 weeks; operational goals
C) operational planning; 6-24 months; operational goals
D) tactical planning; 6-24 months; tactical goals
6. Tactical planning ______________________.

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A) determines the day-to-day operations within an organisation

B) addresses the organisation’s basic mission, issuing broad statements of purpose or
direction that have a long lead time
C) includes planning that has measurable targets, schedules and timetables
D) involves managers in each department of an organisation who are
responsible for achieving the department’s objectives within a specific time

7. What does the acronym SMART stand for?

A) Suitable, measurable, actionable, rewarded and timely

B) Specific, measurable, attainable, result-oriented and target date
C) Standardised, measurable, achievable, rewarded and timely
D) Specific, measurable, achievable, rewarded and timely

8. If you are facing increased stress levels due to high goal-setting by your manager,
which is the best possible solution for your problem?

A) Analyse your risk and act on it.

B) Set your goals and ignore.
C) Adjust your goals and discuss with your managers.
D) Discuss with your colleagues.

9. According to the concept of Management by Objectives (MBO), once the goals

are set, managers are required to do which of the following next?

A) Supervise the subordinate closely.

B) Prepare an action plan to accomplish the goals.
C) Review the performance of the subordinates.
D) Revise the goals as the need arose.

10. Which of the following would best describe Management by Objectives (MBO)?

A) The purpose is to motivate employees.

B) It is an interconnecting network.
C) It is a bottom-up system.
D) The purpose is to control employees.

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Section B (Structure Questions)

1. Identify and briefly explain the different types of planning for the different levels of
management. (9 marks)

2. Michelle is an owner of a travel agency. Based on Michelle’s company, identify and

explain the FOUR (4) ways she can respond to uncertainty. (8 marks)
Tutorial 4 (Set 2)
Topic 4: Planning: Strategic Management Process

Section A (Multiple Choice Questions)

1. Why are strategic management and strategic planning important to all

organisations?

A) Providing direction and momentum.

B) Encouraging new ideas.
C) Develop a sustainable competitive advantage.
D) All the answers above are correct.

2. The last step of the Strategic Management Process is to __________.

A) establish the mission, vision, and values statements

B) access the current situation
C) maintain strategic control
D) execute the strategies

3. _______________ is a process that will provide the company with a realistic

understanding of an organisation in relation to its internal and external
environments.

A) SWOT Analysis
B) Horizontal integration
C) Diversification
D) Value-chain analysis

4. Which of the following is a strength for an organisation?

A) Low labour turnover.

B) Small competitors in the home market.
C) New market opportunities in Poland.
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D) Presence of non-price competition.

5. __________ is a hypothetical extension of a past series of events into the future.

A) Forecasting
B) Contingency planning
C) Trend analysis
D) Projection

6. Company Y increased its promotion and marketing efforts to expand its market
share. Which of the following corporate strategies is Company Y implementing?

A) Stability strategy
B) Defensive strategy
C) Reduction strategy
D) Growth strategy

7. Unilever introduced Sunsilk shampoo in the US. It was sold in Europe, Latin
America and Asia. This is an example of the __________.

A) stability strategy
B) growth strategy
C) defensive strategy
D) analyser strategy

8. Nissan has launched a new car and offered a 5-year warranty to all customers.
Toyota also offered a 5-year warranty to all their new customers.

What is the competitive force that has taken place between Nissan and Toyota,
according to the text above?

A) Threats of new entrant

B) Threats of substitute products
C) Rivalry among competitors
D) Bargaining power of suppliers

9. Ms. Tan offers local tours to Kuala Lumpur that caters to all with a minimal price
of only RM60 for a full day tour. Which of the following Porter’s four competitive
strategies is Ms. Tan implementing?

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A) Cost focused
B) Focus-differentiation
C) Differentiation
D) Cost-leadership

10. Alex offers a tour for UTAR Foundation Management course students only to
Redang Island at a low rate of RM200 for a 3D2N stay. Which of the following
Porter’s four competitive strategies is Alex implementing?

A) Cost focused
B) Focus-differentiation
C) Differentiation
D) Cost-leadership

Section B (Structure Questions)

1. Define strategic management and explain the importance of it. (5 marks)

2. Since 2001, AirAsia has carried more than 600 million passengers to over 160
destinations in its network. With many countries removing their travel bans,
AirAsia X is foreseeing a greater profit in the coming years. Just last year,
Thailand AirAsia X filed for bankruptcy due to high debt and low passenger
because of the endemic. Many new airlines are entering Asian market such as
Batik Air and MYairline.

Conduct a SWOT analysis for AirAsia Berhad based on the text given. Identify ONE (1)
factor for each of the element. (4 marks)

3. Ford Motor will partner with Tesla on charging initiatives for its current and future
electric vehicles in an unusual tie-up between the two rivals. Under the agreement,
current Ford owners will be granted access to more than 12,000 Tesla
Superchargers across the U.S. and Canada starting early next year via the use of
an adapter. Tesla Model S luxury sedan is the bestselling electric car in year 2016
and currently sold at RM360,000 price tag.

(i) List and explain the corporate strategy adopted by Ford Motor. Justify your
answer. (3 marks)

(ii) Identify the Porter’s competitive strategy used by Tesla. Support your answer with
an evidence from the text given. (2 marks)
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Tutorial 5 (Set 2)
Topic 5: Organising: Individual and Group Decision Making

Section A (Multiple Choice Questions)

1. Amy works in the purchasing department in One World Hotel and is in charge of
making routine supply reorder decisions. These decisions are considered as
__________ decisions.

A) simple
B) complicated
C) programmed
D) routine

2. Which of the following set of conditions is NOT the characteristics of a

nonprogrammed decision?

A) Complex and risky

B) Unusual and unpredictable
C) Routine and non-complex D) Non-routine and complicated.

3. Alex is an extremely detail-oriented vice-president who depends on _________

decision making. He prefers to use direct observations as well as gather different
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information to determine the best outcome. The only issue Alex faces is it is time
consuming, since he looks at every possible alternatives.

A) analytical
B) behavioral
C) conceptual
D) directive

4. A person with a behavioral decision-making style is __________ in his value

orientation and __________ in his tolerance for ambiguity.

A) task/technical; high
B) task/technical; low
C) people/social; high
D) people/social; low

5. Which of the following is the last step in the rational decision making process?

A) Evaluate alternatives and select a solution

B) Implement and evaluate the solution chosen
C) Identify the problem and opportunity
D) Think up of alternative solutions

6. Ethical matters need to be taken into consideration during _________ of the

rational decision making model in order to select a preferable solution.

A) stage 1
B) stage 2
C) stage 3
D) stage 4

7. Which of the following best describes rational decision making?

A) It is based on assumptions that are realistic

B) Information is complete but uncertain
C) It is not logical and emotional
D) It is assumed to be the best decision for the organisation

8. What is the characteristic about groups and decision making?

A) They are efficient

B) Their size does not affect decision quality
C) They may be too confident

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D) Knowledge does not count

9. Which of the following best describes groupthink?

A) Some team members have private motives that affect the group’s
interaction.
B) All team members cooperate well as a group and think of great ideas to
solve problem.
C) Individuals willingly set aside personal opinion and go along with
everyone else, even though everyone else is wrong. D) None of
the above.

10. Which of the following statements about group decision making is NOT true?

A) Managers should utilise groups in decision making on a selective basis.

B) Groups are faster at making decisions because a greater number of people
can contribute more ideas.
C) Group members will have deeper commitment to the decision.
D) People who think that they are better than the rest in the group tend to
dominate the group.

Section B (Structure Questions)

1. Identify and explain the TWO (2) types of decisions that you have learnt. (4
marks)

2. Identify the decision making style for the following situations:

(i) Donny always considers many options and future possibilities when
making a decision. He also relies on intuition and discussions with others
to acquire information. (1 mark)
(ii) Amber is very supportive and receptive to her employees’ suggestions.
She is always concerned about the needs of others and tries her best to
avoid conflict in the workplace. (1 mark) (iii) As a manager, Ben
is very efficient, logical, practical and systematic in solving problems. He
prefers to focus on facts and likes power and control.

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(1 mark)

3. When applying rational decision-making approach, what should you do if your

solution to a problem is not working? (4 marks) Tutorial 6 (Set 2)
Topic 6: Organising: Organisational Culture, Structure and Recruitment

Section A (Multiple Choice Questions)

1. A set of shared set of beliefs, values, knowledge, and patterns of behavior

common a group of people in the workplace is known as an organisation
__________.

A) structure
B) rituals
C) culture
D) regulation

2. Company ABC has practiced the culture that the best salesperson will receive a
“Best Salesperson of the Year” certificate during the company’s annual awards
dinner. This is an example of a:

A) symbol
B) value
C) rite or ritual
D) both A and C

3. Which of the following is NOT a common element of an organisation by Edgar

Schein?

A) Common purpose
B) Coordinated effort
C) Collective commitment
D) Hierarchy of authority

4. Jason is currently working in an organisation that practices many rules and

procedures, high degree of formalisation and specialisation of task. Jason and his
team decide to change their organisation to be a more flexible one. Based on the
answers given below, choose the correct flow of organisational change for the
company.

A) Formal Organisation → Informal Organisation

B) Mechanistic Organisation → Organic Organisation
C) Organic Organisation → Flexible Organisaton
D) Mechanistic Organisation → Simple Organisation

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5. What is the term used to describe a formally designed organisational structure?

A) Organic
B) Mechanistic
C) Formal
D) Structured

6. Giggles Inc. has geographic divisions for its product divisions for manufacturing,
geographic divisions for its sales force, and functional departments for staff
functions. This organisation has a __________ structure.

A) Conglomerate
B) Functional
C) Hybrid
D) Matrix

7. Sean works in Research and Development Department at General Mobile

Corporation. This would suggest that General Mobile has a __________.

A) functional structure
B) division structure
C) simple structure
D) network structure

8. _______________ happens when only a little authority is delegated to the lower

levels of management.

A) Job delegation
B) Centralisation
C) Job rotation
D) Decentralisation

9. Which of the following is NOT an internal source of recruitment?

A) Internal advertising
B) Superior recommendation
C) Intranet

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D) Walk-in

10. Which of the recruitment methods below can help an organisation to hire qualified
candidates at a lower cost?

A) Employee referrals
B) Recruitment sites
C) Newspaper advertising
D) Recruitment agencies

Section B (Structure Questions)

1. List and explain the FIVE (5) visible level of organisational culture. (10
marks)

2. What are the differences between mechanistic and organic structures? (12
marks)

3. List the FOUR (4) common elements of an organisation proposed by Edgar

Schein.
(4 marks)

4. KK Inc. is a food company which has been showing weak sales performance
compared to their competitors. The company is in the process of hiring a new
salesperson. Based on the situation, answer the following questions:

(i) Identify and explain an appropriate recruiting method for KK Inc. (2

marks)

(ii) Identify and explain an alternative recruiting method they choose to adopt.
(2 marks)

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Tutorial 7 (Set 2)
Topic 7: Leading: Managing Individual Differences and Behaviour

Section A (Multiple Choice Questions)

1. Psychological process in which individuals organise and interpret their sensory

impressions in order to give meaning to their environment is the definition of
_____________.

A) attitude
B) thinking
C) perception
D) personality

2. Liza is responsible and achievement oriented; she is probably high in

_____________.

A) emotional stability
B) conscientiousness
C) extroversion
D) openness to experience

3. is the extent to which you identify or are personally involved with your job.

A) Job satisfaction
B) Employee engagement
C) Job enhancement
D) Job enrichment
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4. Adrian believes that his family, friends and environmental factors control his fate.
According to this statement, what type of personality trait does Adrian have?

A) Internal locus of control

B) External locus of control
C) High self efficacy
D) Low self efficacy

5. Johnny is frequently nervous, tensed and worried, both at work and at home. He is
likely to score low on which of the Big Five personality dimension??

A) Emotional stability
B) Conscientiousness
C) Extroversion
D) Openness to experience

6. Christina really enjoys socialising at work functions, both to network for new
contacts and to share stories with other people. Christina probably scores high in
_________.

A) emotional stability
B) conscientiousness
C) extroversion
D) openness to experience

7. Anna has worked for more than 5 years in the same company, but she has never
thought of taking up the project leader role as she thinks that she is incapable of
managing multiple tasks at the same time. This refers to __________.

A) internal locus of control

B) external locus of control
C) high self esteem
D) low self efficacy

8. Diandra is currently working as a sales representative for a company that sells

heavy machinery for factory usage and is having difficulty gaining trust from her
colleagues because they have a perception that females are not suitable to sell
heavy machinery. Which of the following shows the mistakes in perception made
by her colleagues?

A) The Recency effect

B) Stereotyping
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C) Halo effect
D) Hawthorne effect

9. Olivia manages a department where most of her subordinates have low self-
efficacy. As a manager, Olivia should __________.

A) give them boring and easy jobs

B) leave them alone to learn new tasks
C) create extremely challenging goals for everyone
D) reward small successes and encourage them in their work

10. Andrew believes that Lisa is a boring person simply based on the fact that Lisa
chooses not to socialise with people in clubs and bars. Which of the following
distortions in perception has Andrew formed about Lisa?

A) Halo effect
B) Stereotyping
C) The Recency effect
D) Negative perception

Section B (Structure Questions)

1. List the Big Five Personality Dimensions. (5 marks)

2. Identify and briefly explain the THREE (3) mistakes in perception. (6

marks)

3. Stress is what people feel when enduring extraordinary demands or opportunities

and are not sure how to handle them. Identify and briefly explain the source of
stress for the following situations:

(i) Poor relationship with colleagues. (2 marks)

(ii) Unmanageable workload. (2 marks)

(iii) Work interfering with family life. (2 marks)

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Tutorial 8
Topic 8: Leading: Motivation Process in the Organisation

Section A (Multiple Choice Questions)

1. Which of the following is an example of intrinsic motivation?

A) Meeting sales goals to get bonus.

B) Studying to avoid being punished by teacher.
C) Participating in a competition to win cash prize.
D) Making video for personal enjoyment.

2. Which of the following is NOT true about the hierarchy of needs?

A) It is a motivational theory proposed by Abraham Maslow.

B) Belonginess needs is the third level of needs that have to be fulfilled.
C) Needs higher up in the hierarchy must be satisfied first.
D) Physiological needs refer to the biological requirements for human survival.
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3. Jennie is happy with the accomplishment of a task being its own reward, willing
to take risks, and prefers challenging but achievable goals. According to
McClelland’s acquired needs theory, Jennie probably has a _______.

A) low need for affiliation

B) high need for power
C) low need for achievement
D) high need for achievement

4. According to Herzberg, the lower level needs such as working conditions,

interpersonal relationships and supervisors are known as _______.

A) hygiene factors
B) Herzberg factors
C) motivating factors
D) leadership factors

5. Equity theory focuses on employee perceptions as to _______.

A) how achievement, affiliation and power determine people’s behavior in

the workplace
B) how fairly they think they are being treated compared to others
C) how efforts result in performance, and yield desired outcome
D) how much they want something and how likely they are going to get it

6. According to the expectancy theory, a person’s belief about a particular level of

effort will lead to a particular level of performance, is known as _______.

A) expectancy
B) instrumentality
C) valence
D) performance

7. Kelvin motivates his employees to perform by praising them. This is an example

of ______.

A) punishment
B) extinction
C) negative reinforcement
D) positive reinforcement

8. Goal setting helps motivate people by doing the following,

EXCEPT___________.
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A) to have a sense of direction

B) to increase persistence
C) to track progress
D) to decrease flexibility

9. The CEO of ABC company makes important decisions that affect the direction of
the staff and customer, has higher _______ than does administrative assistant of
an organisation.

A) skill variety
B) task identity
C) task significance
D) autonomy

10. The need to feel connected to other is an example of need for ___________
according to Deci and Ryan’s self-determination theory.

A) autonomy
B) competence
C) relatedness
D) achievement

Section B (Structure Questions)

1. Explain Herzberg’s two-factor theory, and discuss how managers can use this
theory to motivate workers. (4 marks)

2. Employee A
- Has a strong need to set and accomplish challenging goals.
- Takes calculated risks to accomplish his goals.
- Likes to receive regular feedback on his progress and achievement.

Employee B
- Wants to control and influence others.
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- Likes to win arguments.

- Enjoys competition and winning.

Employee C
- Wants to belong to the group.
- Favors collaboration over competition.
- Does not like high risk or uncertainty.

Based on the text above, identify and briefly explain the type of need in
McClelland’s Acquired Needs Theory portrayed by the employees below:

(a) Employee A (2 marks)

(b) Employee B (2
marks)
(c) Employee C (2 marks)

3. Job Characteristics Model of design is an outgrowth developed by J.Richard

Hackman and Greg Oldham. It consists of five core job characteristics that will
affect work outcomes.

(a) Describe the THREE (3) job characteristics that affect the meaningfulness
of work experience by the employee. (6 marks)

(b) What are the THREE (3) contingency factors that will affect the accuracy
of the model? (3 marks)

Tutorial 9 (Set 2)
Topic 9: Leading: Leadership Principles in an Organisation

Section A (Multiple Choice Questions)

1. A manager focuses on _____________; and a leader focuses on ______________.

A) lower level workers; higher level workers

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B) complexity; change
C) setting mission; setting vision
D) punishing employees; rewarding employees

2. According to Fred Fiedler Leadership approach, ______________ refers to the

extent to which tasks are routine, unambiguous, and easily understood.

A) position power
B) task structure
C) leader-member relations
D) member-member relations

3. The influential tactic that gets others to support your efforts to persuade someone
is ______________.

A) rational persuasion
B) coalition tactic
C) consultation
D) ingratiating tactics

4. Which of the following is NOT a kind of relationship-oriented behavior?

A) Empowering leadership
B) Ethical leadership
C) Servant leadership
D) Passive leadership

5. Jennifer motivates employees to pursue organisational goals by offering them a

chance to grow or enhance their skills. Which of the following key behaviors of
transformational leader is Jennifer applying?

A) Inspirational Motivation
B) Idealised Influence
C) Individualised Consideration
D) Intellectual Stimulation

6. The leadership approach that suggests that there are distinctive characteristics that
account for leaders’ effectiveness is the _______ approach.

A) trait
B) contingency
C) behavioral
D) transactional

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7. The leader who is skillful and knowledgeable will possess ________________.

A) legitimate power
B) reward power
C) referent power
D) expert power

8. Based on Path-Goal Leadership Model, two contingency factors that will affect
effectiveness of leadership are ___________ and _____________.

A) employee characteristics; environment factors

B) employee characteristics; leader behaviors
C) environment factors; leader behaviors
D) leader behaviors; interpersonal attributes

9. Which of the following is NOT a dimension of situational control in Fred Fiedler

Contingency leadership model?

A) Leader-member
B) Task structure
C) Environmental factors
D) Position power

10. Kenny as the general manager of a financial technology company, holds the belief
that effective leadership focuses on clarifying workers’ roles and task
requirements, and he provides rewards and punishment according to the
performance. Kenny probably applying ____________.

A) transactional leadership
B) transformational leadership
C) relationship-oriented leadership
D) positive task-oriented leadership

Section B (Structure Questions)

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1. Leaders exert power over their employees in order to influence them. Identify and
provide relevant example for any THREE (3) sources of power that leaders may
draw on. (6 marks)

2. The late Steve Jobs, former CEO of Apple was said to be a transformational
leader. What does it mean to be a transformational leader and list any THREE (3)
key
behaviors of such a leader? (4 marks)

3. Identify the influential tactics being used for each of the situations below.

(a) “We’ve known each other for a long time, and I am sure I can count on
you.”
(1 mark)

(b) “It has been approved by top managers, and we just need to get it done
accordingly.” (1 mark)

(c) “If this doesn’t happen, you’d better think about leaving the company.”
(1 mark)

(d) “You know, all the companies out there use this method, and it works
really well, we should start using this too.” (1 mark)

(e) “I hate to take your time, but you are the only one that I can count on this
time round.” (1 mark)
Tutorial 10 (Set 2)
Topic 10: Controlling: Fundamentals of Control Techniques in an Organisation

Section A (Multiple Choice Questions)

1. Which of the following is NOT the reason to perform controlling function in the
organisation?

A) To discover opportunities in the environment

B) To arrange task, people and other resources to complete the work
C) To cope with the complication in managing an organisation
D) To ensure high productivity and efficiency

2. Survey feedback is an example of _______ control.

A) feedback
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B) concurrent
C) feedforward
D) contemporary

3. SS footwear company becomes too focused on cost-cutting measures, leading

them to source cheaper materials. As a result, the quality of their shoes has decline
and receive a high rate of product defects.

The barrier to control for SS footwear company is __________.

A) overemphasis on one instead of multiple approaches

B) overemphasis on paperwork
C) overemphasis on means instead of ends
D) too little participation

4. The last step in the control process is to _______.

A) compare performance to standards

B) take corrective action, if necessary
C) establish standards
D) measure performance

5. “XYZ Company monitors the budget, cash on hand, debt-repayment schedules,

and how bills are paid in a timely manner of each department closely.”

XYZ Company is monitoring the _____________ area.

A) informational
B) financial
C) structural
D) cultural

6. At ABC Company, employees set daily production goals and are required to print
reports every hour to ensure that they are on target. Which possible barrier to
control is ABC Company facing?

A) Overemphasis on one instead of multiple approaches

B) Too little participation
C) Overemphasis on means instead of ends
D) Overemphasis on paperwork

7. _____________ control is used to monitor performance to ensure that day-to-day

goals are being implemented and corrective actions are taken as needed. The
reporting is usually done on a ____________ basis.

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A) Tactical; monthly
B) Tactical; daily
C) Operational; daily
D) Operational; monthly

8. What is the primary purpose of the first step in the control process?

A) To establish a baseline for comparison

B) To evaluate performance
C) To take corrective action
D) To measure performance

9. Which of the following is NOT a key to successful control?

A) To concentrate on significant activities
B) To set realistic performance results
C) To be rigid during the controlling process
D) To emphasize on development and improvement

10. Which of the following are possible reasons for any organisation to need or
require control?
I. Consumer tastes change
II. New competitors appear III.
Manufacturing defects
IV. Stable economic conditions

A) I only
B) I and II
C) III and IV
D) I, II and III

Section B (Structure Questions)

1. Provide THREE (3) reasons why controlling process is important for an

organisation. (3 marks)

2. Discuss any TWO (2) types of control and give an example for each. (6
marks)

3. Identify whether the statements below are TRUE or FALSE related to

management function of controlling.

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(a) Flexibility is a barrier to successful control. (1 mark)

(b) Too much paperwork can lead to misdirection where employees focus more on
reports than actual results. (1 mark)

(c) Performance appraisal is an example of concurrent control where managers

constantly monitor employees during the work process. (1 mark)

(d) A good control process should emphasise on means instead of ends.

(1 mark)

(e) Informational area of control includes conducting employee survey to assess job
satisfaction and leadership. (1 mark)

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