SECTION A
Question 1
(a) State the four (4) principles of scientific management.
(b) Explain any two (2) determinants of personality.
(c) What is cognitive dissonance and how is it related to attitudes?
(d) Define perception. Briefly discuss the important implications of perception for
managers.
(e) Based on the Job Characteristics Model (JCM), state any four (4) core job
dimensions that can be used to describe a job.
(f) Briefly discuss two (2) advantages of cross-functional teams.
(g) State the four (4) functions of communications.
(h) Briefly describe the Charismatic Leadership Theory and state any two (2) of the
qualities of a charismatic leader.
(i) Clarify the relationships between power and dependency. Identify two (2) factors
that create dependency.
(j) Describe two characteristics each of the mechanistic and organic structural
models.
SECTION B
Question 2
(a) Discuss and analyse how an employee is assured that they are being equally treated
and rewarded based on the equity theory.
(b) Identify and evaluate the implications of Victor H.Vroom’s expectancy theory to
managers.
Question 3
Scott Davis is the manager of a plant that manufactures camping equipment. The
employees are highly trained and experienced in their jobs, and their performance has
been excellent. Mr. Davis recently promoted Will Taylor to be supervisor of a Production
Department. Will has worked in the plant for the past 12 years and has the best
production record in the department.
After a month of Will’s supervision, his employees requested a meeting with Mr. Davis.
They stated that Will was making it impossible for them to achieve their production
goals. They complained Will is a dictator and a perfectionist. Will overly emphasised the
need to achieve the established goals and targets without paying attention to the concerns
and developmental needs of the employees. Rather than motivating them in the process of
achieving the targets, Will intervenes only if standards are not met.
(a) Analyse the above situation in light of the Hersey and Blanchard’s Situational
Leadership Model.
(b) Besides being a Situational Leader, does Will have the characteristics of a
transactional or transformational leader. Elaborate.
Question 4
Synthesise the individual and organisational factors that encourage organisational
politics.
Question 5
(a) Explain how a strong organizational culture can negatively affect an
organisation’s effectiveness.
(b) Discuss how the recruitment and selection process can play an important role in
sustaining the preferred organizational culture within an organisation.
Question 6
(a) Elaborate and argue why it is difficult for organisations to introduce and
implement change?
(b) Describe and asses with relevant examples Kurt Lewin’s model of the change
process.
Tuesday, 31 May 2011
om june 2007
SECTION A
Question 1
(a) Briefly explain the four (4) main management functions.
(b) Describe the importance of “chain of command” in organisations.
(c) Explain job enlargement and job enrichment.
(d) State any two (2) advantages and two (2) disadvantages of cross-functional teams.
(e) Briefly discuss Herzberg’s motivation-hygiene theory.
(f) State any four (4) techniques that are frequently used in perceiving or judging
others.
(g) Briefly discuss two (2) common classes of group norms.
(h) Briefly describe and provide examples of “reward power”.
(i) List any two (2) advantages and any two (2) disadvantages of a strong culture.
(j) Briefly describe and provide examples of rituals in organisations.
SECTION B
Question 2
John, CEO of XYZ factory realizes that for the plant to become profitable, productivity
had to improve. XYZ relies on the workers themselves to find ways to cut costs and boost
output. To motivate the employees and align their efforts with the needs of the business,
John designed a new pay system. It offers all employees an annual bonus of RM400 for
coming up with three ideas per employee and the idea must save an average of RM1300.
John also changed the way employees were paid. During peak season, the workers are
expected to put in longer hours; but instead of overtime pay, they build up an account of
extra days off.
Referring to the effort to boost the employees’ motivation, explain why it is important for
John to consider the issues highlighted by the Victor Vroom’s Expectancy Theory.
Identify the implications of this theory to managers.
Question 3
(a) Explain Fiedler’s Contingency Model of Leadership.
(b) Discuss the Least-Preferred Co-worker (LPC) questionnaire and the three (3) key
situational factors for determining leader effectiveness.
Question 4
(a) Explain the four (4) functions of communications.
(b) Discuss any four (4) common barriers to effective communications.
Question 5
(a) Identify and explain two (2) advantages and disadvantages of functional and
divisional departmentalisation.
(b) Describe the characteristics of mechanistic and organic structural models.
Question 6
(a) Identify eight (8) possible sources of resistance to change in an organisation.
(b) Discuss six (6) possible ways of overcoming the resistance to change.
Question 1
(a) Briefly explain the four (4) main management functions.
(b) Describe the importance of “chain of command” in organisations.
(c) Explain job enlargement and job enrichment.
(d) State any two (2) advantages and two (2) disadvantages of cross-functional teams.
(e) Briefly discuss Herzberg’s motivation-hygiene theory.
(f) State any four (4) techniques that are frequently used in perceiving or judging
others.
(g) Briefly discuss two (2) common classes of group norms.
(h) Briefly describe and provide examples of “reward power”.
(i) List any two (2) advantages and any two (2) disadvantages of a strong culture.
(j) Briefly describe and provide examples of rituals in organisations.
SECTION B
Question 2
John, CEO of XYZ factory realizes that for the plant to become profitable, productivity
had to improve. XYZ relies on the workers themselves to find ways to cut costs and boost
output. To motivate the employees and align their efforts with the needs of the business,
John designed a new pay system. It offers all employees an annual bonus of RM400 for
coming up with three ideas per employee and the idea must save an average of RM1300.
John also changed the way employees were paid. During peak season, the workers are
expected to put in longer hours; but instead of overtime pay, they build up an account of
extra days off.
Referring to the effort to boost the employees’ motivation, explain why it is important for
John to consider the issues highlighted by the Victor Vroom’s Expectancy Theory.
Identify the implications of this theory to managers.
Question 3
(a) Explain Fiedler’s Contingency Model of Leadership.
(b) Discuss the Least-Preferred Co-worker (LPC) questionnaire and the three (3) key
situational factors for determining leader effectiveness.
Question 4
(a) Explain the four (4) functions of communications.
(b) Discuss any four (4) common barriers to effective communications.
Question 5
(a) Identify and explain two (2) advantages and disadvantages of functional and
divisional departmentalisation.
(b) Describe the characteristics of mechanistic and organic structural models.
Question 6
(a) Identify eight (8) possible sources of resistance to change in an organisation.
(b) Discuss six (6) possible ways of overcoming the resistance to change.
om dec 2008
SECTION A
Question 1
(a) Briefly describe the Hawthorne studies and identify two (2) major conclusions of
these studies.
(b) Define the Systems Theory Approach in management and describe any two (2)
important concepts in this theory.
(c) Describe the characteristics of Type A and Type B personalities in the context of
teams.
(d) List the four (4) major classifications of individual types as defined by the MyersBriggs Type Indicator (MBTI).
(e) Identify and describe ‘self-esteem’ and ‘self-monitoring’ that are crucial in
explaining individual behaviour in organisations.
(f) Define and explain “participative management” and “quality circle” as examples
of employee involvement programs.
(g) Briefly describe the McClelland’s acquired-needs theory of motivation and the
three types of motivational needs.
(h) Explain the four (4) types of reinforcements that managers can choose as defined
by the Reinforcement Theory.
(i) Describe the two (2) bases of formal power.
(j) State two (2) advantages and two (2) disadvantages of work specialisation.
SECTION B
Question 2
(a) Explain and discuss the three managerial skills that are essential to successful
management as identified by Robert Katz. Analyse how the importance of the three
management skills varies depending on management levels.
(b) Discuss with relevant examples the three sets of Mintzberg’s management roles that
managers perform on a routine basis.
Question 3
(a) Explain group cohesion. Discuss the potential advantages and disadvantages of strong
group cohesion.
(b) Illustrate and summarise the different stages of group development as proposed in the
Tuckman’s Model (1965).
Question 4
(a) Explain the Fiedler’s Contingency Model of Leadership. Explain the three (3) key
situational factors for determining leader effectiveness.
(b) Discuss the Least-Preferred Co-worker (LPC) questionnaire.
Question 5
A large retail store, XYZ Sdn Bhd, has been receiving continuous complaints from its
customers for poor services provided by its employees. T Smith, the newly recruited
marketing executive has analysed the situation and is currently focusing on creating a
strong customer-responsive culture for the organisation.
(a) Explain four (4) possible managerial actions that Smith could undertake in order to
inculcate the customer-responsive culture.
(b) Besides improving customer service, describe the functions of a culture within an
organisation.
Question 6
Resistance is an inevitable response to any major change. Explain the sources of
resistance to change in an organization and discuss six (6) possible ways of reducing
them.
Question 1
(a) Briefly describe the Hawthorne studies and identify two (2) major conclusions of
these studies.
(b) Define the Systems Theory Approach in management and describe any two (2)
important concepts in this theory.
(c) Describe the characteristics of Type A and Type B personalities in the context of
teams.
(d) List the four (4) major classifications of individual types as defined by the MyersBriggs Type Indicator (MBTI).
(e) Identify and describe ‘self-esteem’ and ‘self-monitoring’ that are crucial in
explaining individual behaviour in organisations.
(f) Define and explain “participative management” and “quality circle” as examples
of employee involvement programs.
(g) Briefly describe the McClelland’s acquired-needs theory of motivation and the
three types of motivational needs.
(h) Explain the four (4) types of reinforcements that managers can choose as defined
by the Reinforcement Theory.
(i) Describe the two (2) bases of formal power.
(j) State two (2) advantages and two (2) disadvantages of work specialisation.
SECTION B
Question 2
(a) Explain and discuss the three managerial skills that are essential to successful
management as identified by Robert Katz. Analyse how the importance of the three
management skills varies depending on management levels.
(b) Discuss with relevant examples the three sets of Mintzberg’s management roles that
managers perform on a routine basis.
Question 3
(a) Explain group cohesion. Discuss the potential advantages and disadvantages of strong
group cohesion.
(b) Illustrate and summarise the different stages of group development as proposed in the
Tuckman’s Model (1965).
Question 4
(a) Explain the Fiedler’s Contingency Model of Leadership. Explain the three (3) key
situational factors for determining leader effectiveness.
(b) Discuss the Least-Preferred Co-worker (LPC) questionnaire.
Question 5
A large retail store, XYZ Sdn Bhd, has been receiving continuous complaints from its
customers for poor services provided by its employees. T Smith, the newly recruited
marketing executive has analysed the situation and is currently focusing on creating a
strong customer-responsive culture for the organisation.
(a) Explain four (4) possible managerial actions that Smith could undertake in order to
inculcate the customer-responsive culture.
(b) Besides improving customer service, describe the functions of a culture within an
organisation.
Question 6
Resistance is an inevitable response to any major change. Explain the sources of
resistance to change in an organization and discuss six (6) possible ways of reducing
them.
om june 2008
SECTION A
Question 1
(a) Explain the term “self-esteem” and its implications to managers.
(b) Describe two (2) types of locus of control that will influence behaviour in an
organisation.
(c) Briefly discuss the possible employees’ response towards job dissatisfaction.
(d) Identify the major differences between work groups and work teams.
(e) Briefly explain upward flow of communication and how it is used by managers.
(f) Identify four (4) leadership behaviours based on the path-goal leadership theory.
(g) Define empowerment. How can managers empower others?
(h) Discuss two (2) possible causes of organisational politics.
(i) Briefly describe centralisation and decentralisation.
(j) Outline the forces that act as stimulants for organisational change.
SECTION B
Question 2
(a) Compare and contrast the Clayton Alderfer’s ERG theory and the Maslow’s hierarchy
of needs theory.
(b) Based on Douglas McGregor’s views of human beings, discuss the assumptions that
underlie “Theory X” and “Theory Y”.
Question 3
XYZ is a jet engine manufacturer that practices work teams concept in its daily operation.
At XYZ, each team “owns” the engines it builds – from the beginning of the assembly
process to getting the engine loaded on a truck for delivery. Instead of relying on a
supervisor or support staff to order tools and parts, the team does all. The team also
schedules vacations and overtime assignments and monitors work quality. In fact,
decisions about almost anything related to building the engine are made by the team
itself.
Identify the appropriate type of team that best describes the nature of work team being
practiced at XYZ. Based on the type of team identified, discuss the nature, roles and
potential benefits of such team.
Question 4
(a) Contrast the functional and divisional types of departmentalisation. Highlight
their respective advantages and disadvantages.
(b) Describe the hybrid, or mixed, type of departmentalisation. How does this type of
structure help incorporate some of the advantages of both the functional and
divisional types?
Question 5
(a) Using an example, explain how an organisation can apply the socialisation
process to assist employees in successfully adapting to the organisation’s culture.
(b) Discuss four (4) ways that managers can create an ethical culture within an
organisation.
Question 6
When Johan became general manager of the local civic recreation centre, he realised that
many changes would be necessary to make the facility a true community resource.
Having the benefit of a new bond issue, the centre had the funds for new equipment and
expanded programming. All he needed to do now was getting the staff committed to new
initiatives. Unfortunately, his efforts to raise performance have been met with
considerable resistance to change. A typical staff comment is, “Why do all these extras?
Everything is fine as it is.”
Based on the above scenario, discuss how organisational development (OD) interventions
may help Johan in successfully introducing change and getting the staff committed to
new initiatives.
Question 1
(a) Explain the term “self-esteem” and its implications to managers.
(b) Describe two (2) types of locus of control that will influence behaviour in an
organisation.
(c) Briefly discuss the possible employees’ response towards job dissatisfaction.
(d) Identify the major differences between work groups and work teams.
(e) Briefly explain upward flow of communication and how it is used by managers.
(f) Identify four (4) leadership behaviours based on the path-goal leadership theory.
(g) Define empowerment. How can managers empower others?
(h) Discuss two (2) possible causes of organisational politics.
(i) Briefly describe centralisation and decentralisation.
(j) Outline the forces that act as stimulants for organisational change.
SECTION B
Question 2
(a) Compare and contrast the Clayton Alderfer’s ERG theory and the Maslow’s hierarchy
of needs theory.
(b) Based on Douglas McGregor’s views of human beings, discuss the assumptions that
underlie “Theory X” and “Theory Y”.
Question 3
XYZ is a jet engine manufacturer that practices work teams concept in its daily operation.
At XYZ, each team “owns” the engines it builds – from the beginning of the assembly
process to getting the engine loaded on a truck for delivery. Instead of relying on a
supervisor or support staff to order tools and parts, the team does all. The team also
schedules vacations and overtime assignments and monitors work quality. In fact,
decisions about almost anything related to building the engine are made by the team
itself.
Identify the appropriate type of team that best describes the nature of work team being
practiced at XYZ. Based on the type of team identified, discuss the nature, roles and
potential benefits of such team.
Question 4
(a) Contrast the functional and divisional types of departmentalisation. Highlight
their respective advantages and disadvantages.
(b) Describe the hybrid, or mixed, type of departmentalisation. How does this type of
structure help incorporate some of the advantages of both the functional and
divisional types?
Question 5
(a) Using an example, explain how an organisation can apply the socialisation
process to assist employees in successfully adapting to the organisation’s culture.
(b) Discuss four (4) ways that managers can create an ethical culture within an
organisation.
Question 6
When Johan became general manager of the local civic recreation centre, he realised that
many changes would be necessary to make the facility a true community resource.
Having the benefit of a new bond issue, the centre had the funds for new equipment and
expanded programming. All he needed to do now was getting the staff committed to new
initiatives. Unfortunately, his efforts to raise performance have been met with
considerable resistance to change. A typical staff comment is, “Why do all these extras?
Everything is fine as it is.”
Based on the above scenario, discuss how organisational development (OD) interventions
may help Johan in successfully introducing change and getting the staff committed to
new initiatives.
Monday, 30 May 2011
om dec 2009
SECTION A
Question 1
(a) State the FOUR (4) principles of scientific management.
(b) Briefly explain terminal values and instrumental values.
(c) List the FOUR (4) common perceptual distortions.
(d) State any FOUR (4) core job dimensions based on the Job Characteristics Model (JCM).
(e) State any TWO (2) advantages and any TWO (2) disadvantages of work specialisation.
(f) Briefly explain any TWO (2) types of reinforcement that managers can choose as defined
by the Reinforcement Theory.
(g) Describe TWO (2) common classes of group norms.
(h) Discuss any TWO (2) functions of communications in business organization
(i) Define Charismatic Leadership and state any TWO (2) of the qualities of a charismatic
leader.
(j) Using any one mechanistic or organic model, describe FOUR (4) characteristics of the
chosen model.
SECTION B
Question 2
(a) Discuss how the importance of the management functions and management skills differ
with the level of management.
(b) How do the various Mintzberg’s management roles explain what managers do?
Question 3
Explain the Big Five Personality Traits with an example for each personality traits.
Question 4
(a) Using the FIVE (5) impression management techniques, explain how an individual can
promote him/herself in an organization.
(b) Discuss how people use power tactics to translate power bases into specific actions.
Question 5
A large retail store, ABC Superstore, has been receiving complaints from its customers for poor
services provided by its employees. Graham, the Retail Manager has analysed the situation and
is currently focusing on creating a strong customer-responsive culture for the organisation to
minimise the complaints.
(a) Explain FIVE (5) possible managerial actions that Graham could undertake in order to
inculcate the customer-responsive culture.
(b) Describe the functions of an organisational culture within an organisation with relevant
examples.
Question 6
(a) Elaborate the difficulties for organisations when introducing and implementing changes.
(b) Describe with relevant examples the Kurt Lewin’s model of change process.
Question 1
(a) State the FOUR (4) principles of scientific management.
(b) Briefly explain terminal values and instrumental values.
(c) List the FOUR (4) common perceptual distortions.
(d) State any FOUR (4) core job dimensions based on the Job Characteristics Model (JCM).
(e) State any TWO (2) advantages and any TWO (2) disadvantages of work specialisation.
(f) Briefly explain any TWO (2) types of reinforcement that managers can choose as defined
by the Reinforcement Theory.
(g) Describe TWO (2) common classes of group norms.
(h) Discuss any TWO (2) functions of communications in business organization
(i) Define Charismatic Leadership and state any TWO (2) of the qualities of a charismatic
leader.
(j) Using any one mechanistic or organic model, describe FOUR (4) characteristics of the
chosen model.
SECTION B
Question 2
(a) Discuss how the importance of the management functions and management skills differ
with the level of management.
(b) How do the various Mintzberg’s management roles explain what managers do?
Question 3
Explain the Big Five Personality Traits with an example for each personality traits.
Question 4
(a) Using the FIVE (5) impression management techniques, explain how an individual can
promote him/herself in an organization.
(b) Discuss how people use power tactics to translate power bases into specific actions.
Question 5
A large retail store, ABC Superstore, has been receiving complaints from its customers for poor
services provided by its employees. Graham, the Retail Manager has analysed the situation and
is currently focusing on creating a strong customer-responsive culture for the organisation to
minimise the complaints.
(a) Explain FIVE (5) possible managerial actions that Graham could undertake in order to
inculcate the customer-responsive culture.
(b) Describe the functions of an organisational culture within an organisation with relevant
examples.
Question 6
(a) Elaborate the difficulties for organisations when introducing and implementing changes.
(b) Describe with relevant examples the Kurt Lewin’s model of change process.
om june 2009
SECTION A
Question 1
(a) Briefly explain the FOUR (4) main management functions.
(b) Describe the TWO (2) types of locus of control by focusing on how they will
influence one’s behaviour in organisation.
(c) What are the key features of job enlargement and job enrichment?
(d) Briefly describe the Herzberg’s motivation-hygiene theory.
(e) Based on the equity theory, identify the FOUR (4) referent comparisons that an
employee can use to ensure they are being equally treated and rewarded.
(f) What are any TWO (2) advantages and disadvantages of cross-functional teams?
(g) List any FOUR (4) techniques in impression management.
(h) Briefly describe any TWO (2) factors that create dependency.
(i) What are the TWO (2) factors that determine an appropriate structure for an
organisation?
(j) State any TWO (2) advantages and disadvantages of a strong organisational
culture.
SECTION B
Question 2
(a) Explain how the Clayton Alderfer’s ERG theory differs from the hierarchy of
needs theory.
(b) Define and discuss the Victor H. Vroom’s expectancy theory. Identify the
implications of this theory to managers.
Question 3
(a) Describe the following leadership studies:
i) The Ohio State Leadership Studies
ii) The Early Michigan Studies
(b) Highlight the distinct features of transactional leadership and transformational
leadership.
Question 4
(a) Describe French and Raven’s ‘position-based’ and ‘individual-based’ power with
relevant examples.
(b) Explain the factors that influence and contribute towards political behaviour in an
organisation.
Question 5
(a) Discuss the following THREE (3) new structural design options: team structure,
virtual organisation, and boundaryless organisation.
(b) Identify and elaborate any FOUR (4) common forms of departmentalisation.
Question 6
The CEO of XYZ Corporation is planning for a change of his organisation. His decision
for change is due to inefficiencies and low quality of work by his staff. The CEO is
planning for a change in the way works are done in the organisation. He planned to
introduce teamwork approach. However, there are several forces that have constrained
the CEO from implementing the change process.
(a) Discuss the above issue in the context of force field analysis and its relationship to
Lewin’s change model.
(b) Based on the above scenario, discuss how organisational development (OD)
interventions may help the CEO in successfully introducing change and getting
the staff committed to the new initiatives.
Question 1
(a) Briefly explain the FOUR (4) main management functions.
(b) Describe the TWO (2) types of locus of control by focusing on how they will
influence one’s behaviour in organisation.
(c) What are the key features of job enlargement and job enrichment?
(d) Briefly describe the Herzberg’s motivation-hygiene theory.
(e) Based on the equity theory, identify the FOUR (4) referent comparisons that an
employee can use to ensure they are being equally treated and rewarded.
(f) What are any TWO (2) advantages and disadvantages of cross-functional teams?
(g) List any FOUR (4) techniques in impression management.
(h) Briefly describe any TWO (2) factors that create dependency.
(i) What are the TWO (2) factors that determine an appropriate structure for an
organisation?
(j) State any TWO (2) advantages and disadvantages of a strong organisational
culture.
SECTION B
Question 2
(a) Explain how the Clayton Alderfer’s ERG theory differs from the hierarchy of
needs theory.
(b) Define and discuss the Victor H. Vroom’s expectancy theory. Identify the
implications of this theory to managers.
Question 3
(a) Describe the following leadership studies:
i) The Ohio State Leadership Studies
ii) The Early Michigan Studies
(b) Highlight the distinct features of transactional leadership and transformational
leadership.
Question 4
(a) Describe French and Raven’s ‘position-based’ and ‘individual-based’ power with
relevant examples.
(b) Explain the factors that influence and contribute towards political behaviour in an
organisation.
Question 5
(a) Discuss the following THREE (3) new structural design options: team structure,
virtual organisation, and boundaryless organisation.
(b) Identify and elaborate any FOUR (4) common forms of departmentalisation.
Question 6
The CEO of XYZ Corporation is planning for a change of his organisation. His decision
for change is due to inefficiencies and low quality of work by his staff. The CEO is
planning for a change in the way works are done in the organisation. He planned to
introduce teamwork approach. However, there are several forces that have constrained
the CEO from implementing the change process.
(a) Discuss the above issue in the context of force field analysis and its relationship to
Lewin’s change model.
(b) Based on the above scenario, discuss how organisational development (OD)
interventions may help the CEO in successfully introducing change and getting
the staff committed to the new initiatives.
OM dec 2010
QUESTION 1
(a) List the major conclusions of the Hawthorne studies.
The Hawthorne studies, conducted at the Western Electric Company Works in Cicero Illinois, from 1924 through the early 1930s, exposed an experimental group of workers to various lighting intensities while providing a control group with constant intensity. As the level of light was increased in the experimental group, the output of both groups increased.
In later experiments, other variables were altered, such as wage levels, rest periods, and length of workday. Worker performance varied but tended to increase over time, leading Mayo and his colleagues to hypothesise what came to be known as the Hawthorne effect – namely, that employees worked harder if they received added attention, if they thought managers cared about their welfare and that supervisors paid special attention to them.
(b) Briefly describe TWO (2) types of locus of control that may influence behaviour in an organisation.
There are two types of locus of control:
Internal: those who believe that they control their own destiny
Attributes organisational success or failure to his or her own actions.
In organisation, the person with internal locus of control will have greater motivation and willingness to accept responsibility. Higher job satisfaction, less turnover, and greater attempt to control their environment.
External: those who see their lives as being controlled by outside forces.
Perceive themselves as having little control over the success or failure of the organisation.
These individuals will be less satisfied with jobs, higher absenteeism rates, more alienated from the work setting, less involved in their jobs. More compliant and willing to follow direction.
(c) What are the FOUR (4) possible employee responses towards job dissatisfaction?
Four possible responses to job dissatisfaction:
Exit:Behaviour directed toward leaving the organisation, including looking for a new position as well as resigning
Voice:Actively and constructively attempting to improve conditions, including suggesting improvements, and discussing problems with superior.
Loyalty:Passively but optimistically waiting for conditions to improve, including speaking up for the organisation in the face of external criticism and trusting the organisation and its management to “do the right thing.”
Neglect:Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.
(d) Briefly explain the hygiene factors and motivators in the Herzberg’s motivation-hygiene theory.
Herzberg‟s motivation – hygiene theory:
The theory believes that the opposite of satisfaction was not dissatisfaction. Removing dissatisfying characteristics from a job would not necessarily make the job satisfying
Factors leading to job satisfaction were separate and distinct from those that led to job dissatisfaction.
Hygiene Factors: factors that eliminate dissatisfaction. Include supervision, company policy, salary, working conditions, security, etc.
Motivators: factors that increase job satisfaction and hence motivation. Include achievement, recognition, responsibility, advancement, etc.
(e) What are the TWO (2) major differences between work groups and work teams?
Two major differences between work groups and work teams:
Goal:A work group interacts primarily to share information and to make decisions to help one another perform within each member‟s area of responsibility. On the other hand, work teams focus on achieving collective performance, and generating positive synergy through coordinated effort.
Skills:Work groups consist of members with random and varied skills, whereas, work teams consists of members possessing complementary skills. For work teams, the focus is on generating greater outputs with no increase in inputs, therefore, members are selected carefully so that a positive synergy can be achieved.
(f) What is upward communication?
Upward communication means:
This communication flows to a higher level in an organisation.
Information is transferred from lower level employees, to higher level managers for decisions, actions and evaluations.
It keeps managers aware of how employees feel about their jobs, their co-workers, and the organisation in general.
Managers also rely on upward communication for ideas on how things can be improved.
(g) Identify the TWO (2) factors that create dependency.
The factors that can create dependency are:
Importance: dependency is increased when the resources someone controls is important. If the resources possessed are not important, there will be no dependency created.
Scarcity: if resources are easily available, possession of them will not increase power. A resource needs to be perceived as scarce to create dependency. Resources may include both tangible (raw materials, money, equipments) and intangible (skills, knowledge, information).
(h) Briefly describe “reward power” and “coercive power”.
Reward power is to lead or influence another through the use of desired rewards by the other party. This is also known as the „carrot and stick‟ method of obtaining the cooperation of another. These rewards can be either financial-such as controlling pay rates, raises, and bonuses; or non financial-including recognition, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories.
Coercive power is to lead or influence another by force. This may be physical but in the organisational context, this takes the form of the threat of being deprived if the desired behaviour at work is not forthcoming. One reacts to this power out of fear of the negative results that might occur if one failed to comply. For example, an employee may obey management to avoid being reprimanded or in extreme situation, to avoid being dismissed from work.
(i) List and briefly explain any TWO (2) advantages of a strong culture.
Advantages of strong culture:
Shared understanding: Shared understanding of values, beliefs and attitudes towards work and performance helps to reduce the complexity of in well with the corporate mindset.
Corporate identity: The sense of identity culture conveys can act as the „social glue‟ that holds the organisation together in setting the appropriate standards for what employees should say or do.
(j) Briefly describe and provide examples of rituals in organisations.
Rituals are events through which the organisation emphasises what is particularly important and can include formal and informal organisational processes. Rituals also can be defined as repetitive sequences of activities that express and reinforce the key values of the organisation, which goals are most important, which people are important, and so on.
Rituals form part of the culture of the company in that they represent shared values and beliefs that help to strengthen the sense of unity and belonging among its employees and induct newcomers into the organisation. Rituals commonly used in
organisations can include mentoring new staff, fixed interval meetings that have critical agendas, important feedback, and sensing mechanisms to monitor feelings, views and attitudes, grading and promotion.
(Any relevant example to be accepted)
SECTION B
QUESTION 2
Robert, the Production Manager of ABC factory realizes that for the plant to become profitable, productivity has to improve. ABC relies on the workers themselves to find ways to cut costs and boost output. To motivate the employees and align their efforts with the needs of the business, Robert designed a new pay system. It offers all employees an annual bonus of RM400 for coming up with any idea that can save an average of RM1000.
Robert also changed the way employees were paid for putting in expected longer hours during peak season. Instead of overtime pay, they build up an account of extra days off.
Referring to the above efforts to boost the employees’ motivation, explain why it is important for Robert to consider the issues highlighted by the Victor Vroom’s Expectancy Theory. Identify the implications of this theory to managers.
From the scenario, it is obvious that Robert is using goals and rewards to improve performance of the employees. This can be related to the Victor Vroom‟s Expectancy theory. This theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome, and on the attractiveness of that outcome. Therefore, in motivating the workers to contribute in finding ways to cut costs and boost output, it is important for Robert to make the employees believe that their acts will be rewarded, and ensure that the rewards are valuable and attractive to the employees.
This theory focuses on three relationships:
Effort-performance (E-P) relationship
The probability perceived by an individual that exerting a given amount of effort would lead to performance.
The assessment may include: (i) evaluating own abilities (ii) considering the adequacy of contextual factors such as availability of resources
Performance-outcome (E-O) relationship
The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.
Extrinsic rewards are rewards, such as bonuses, awards, or promotions, which are provided by others. Intrinsic rewards are rewards related to own internal experiences with successful performance, such as feelings of achievement, challenge, and growth.
Rewards-personal goals (valence) relationship
The degree to which organisational rewards satisfy an individual‟s personal goals or needs and the attractiveness of those potential rewards for the individual.
If the rewards are valued, valence is high. Rewards will have a motivating effect only if valence is high.
The key to expectancy theory is the understanding of an individual‟s goals and the linkage between effort and performance, between performance and rewards, and finally, between the rewards and individuals goals satisfaction. Therefore, it is important for Robert, as the production manager to clearly explain the goals and rewards that are promised to the workers and convince them on the attractiveness of the rewards.
Implications to managers will be seen as follows:
Managers need to encourage the formation of high P – O expectancies by being careful to link rewards with high performance.
Managers should foster a high E – P expectancy in subordinates by being clear about the performance expectations; setting challenging but attainable performance goals; ensuring that the employees have the necessary training and the resources; and providing encouragement.
Managers should ensure that performances are measured in a very systematic way by having good performance measurement techniques. This is crucial especially in ensuring the employees that they are fairly and equally treated or rewarded based on their performances
Managers can encourage motivation by offering opportunities for rewards that have a high valence to employees.
QUESTION 3
Groups offer various advantages to decision-making process. Some work groups are cohesive because the members have spent a great deal of time together, or the group’s small size facilitates high interaction, or the group has experienced external threats that have brought members close together. Cohesiveness has found to be related to the group’s productivity.
a) Explain group cohesion. Discuss the potential advantages and disadvantages of strong group cohesion.
Group cohesion is the degree to which members are motivated to remain in a group. Strengthening group cohesion is an ultimate objective of those managers and organisations that turn groups into teams.
Group cohesion is usually regarded as having many advantages and is highly desirable.
Increase in quantity and quality of group interaction.
Group has stronger influence on each member to conform to the group‟s standards or norms.
Cohesive groups appear to be more effective in achieving goals that group members accept.
Members tend to have greater satisfaction with the group.
High group cohesiveness may also be detrimental to the groups‟ performance, such as:
If the groups‟ norms do not support the organisation‟s goals, then greater cohesion will be undesirable.
Useful or creative ideas may be ignored if they deviate from established norms or values.
Increased probability of developing groupthink.
Potential decrease in intergroup cooperation.
(b) Explain how group development can be attained in the organisation.
Stages of Group Development:
The Forming Stage
Members of the group come together for the first time, for the group‟s purpose. The group structure is planned in terms of leadership, hierarchy, individual roles and responsibilities, its rules and regulations. There can be considerable anxiety at this stage as members create impressions, test each other‟s temperaments and establish their personal identity within the group.
The Storming Stage
As members become more familiar with each other, they may start to express themselves more openly and forcefully. Disagreements may arise and patterns of work and relationships laid down at the earlier stage may start to be challenged, not necessarily without justification. All this may lead to conflict and hostility but can be for good if the arguments lead to more meaningful work structures and processes.
The Norming Stage
If the storming stage is successfully passed, then the group will start to evolve its own norms of behaviour. These norms set the guidelines and standards of what is acceptable work behaviour within the group so that its members are clear as to how many group is supposed to behave and function as a harmonious entity. These norms can operate to contribute to the efficiency of the organization.
The Performing Stage
If the group successfully passes through all the stages above, it will be able to work cohesively and successfully as a unit. This is when the group is most effective as it concentrates on achieving its goals.
The Adjourning Stage
If the group was formed for a purpose over a specified period only, then it will disband once that is achieved. For example, a group handle a project that has been completed.
QUESTION 4
Scott Davis is the manager of a plant that manufactures camping equipment. The employees are highly trained and experienced in their jobs, and their performance has been excellent. Mr. Davis recently promoted Taylor to be the Supervisor of the Production Department. Taylor has worked in the plant for the past 12 years and has the best production record in the department.
After a month of Taylor’s supervision, his employees requested a meeting with Mr. Davis. They stated that Taylor was making it impossible for them to achieve their production goals. They complained Taylor is a dictator and a perfectionist. Taylor overly emphasised the need to achieve the established goals and targets without paying attention to the concerns and developmental needs of the employees. Rather than motivating them in the process of achieving the targets, Taylor intervenes only if standards are not met.
(a) Analyse the above situation in light of the Hersey and Blanchard’s Situational Leadership Model.
The feedback received from the employees on Taylor‟s leadership style indicates the importance of understanding the situations that a particular leader is dealing with, especially the employees or the followers. This means, a leader should select an appropriate leadership style, depending on the followers.
The Hersey and Blanchard‟s situational leadership model suggests that successful leaders adjust their style depending on the maturity of the followers, indicated by their readiness.
9
Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. Based on the followers‟ readiness, leaders should select whether to adopt a supportive behaviour (relationship-oriented) or directive behaviour (task-oriented).
The scenario given indicates that the employees are highly trained and experienced in their jobs, and their performance has been excellent. This is an important element to be considered by Taylor in forming and adjusting his leadership style.
Four specific leadership styles highlighted by Hersey and Blanchard‟s situational leadership model are as follow:
Telling (high directive, low supportive)
When followers are unable, unwilling and insecure
Selling (high directive, high supportive)
When followers are unable, willing and confident
Participating (low directive, high supportive)
When followers are able, unwilling and insecure
Delegating (low directive, low supportive)
When followers able, willing and confident
Therefore, it is very clear that, having highly trained and experienced employees, it will be more appropriate for Taylor to use delegating or participating approach to leadership
(b) From the given scenario, does Taylor have the characteristics of a transactional or transformational leader? Elaborate.
Based on the comments expressed by the employees on Taylor‟s leadership style, we can characterise Taylor as a transactional leader. This is due to the consistencies between Taylor‟s leadership styles with the characteristics that describe transactional leaders as follow:
Management by exception (active): watches and searches for deviations from rules and standards, takes corrective action
Management by exception (passive): intervenes only if standards are not met
Contingent reward: contracts exchange of rewards for effort, promises rewards for good performance, recognises accomplishments
10
Laissez-faire: abdicates responsibilities, avoids making decisions
Taylor‟s leadership styles match the above characteristics of a transactional leader. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Less concern is given on the developmental needs of the followers.
QUESTION 5
An organisational structure defines how job tasks are formally divided, grouped, and coordinated. Organisations structures help define the corporate culture, expectations and management style. When the structure and design of an organizational work together, they create a productive and efficient working environment where employees are motivated and customers are satisfied.
(a) Discuss the following THREE (3) new structural design options: team structure, virtual organisation, and boundaryless organisation.
Three new structural design options:
Team Structure:
o Breaks down departmental barriers and decentralises decision making to the level of the work team. Team structures require employees to be generalists as well as specialists.
o In small companies, team structure can define the entire organisation
o Among larger organisations, the team structure complements bureaucracy. This allow the organisation to achieve efficiency of bureaucracy‟s standardisation while gaining the flexibility that teams provide
o Common types: self-managed teams and cross-functional teams
Virtual Organisation:
o A small, core organisation that outsource major business functions. It is highly centralised, with little or no departmentalisation.
o Virtual organisation create networks of relationships that allow them to contract out manufacturing, distribution, marketing, or any other business function where management feels others can do it better or cheaper.
o It is contrast to bureaucracy that has many vertical levels of management and most business functions done by own employees.
11
Boundaryless Organisation
o An organisation that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
o By removing vertical boundaries, management flattens the hierarchy. Status and rank are minimised. Cross hierarchical teams, participative decision-making practices, and 360-degree performance appraisals are among the examples of breaking down vertical boundaries.
o Horizontal boundaries (functional departments) can be reduced by having cross-functional teams and organise activities around processes.
o Boundaryless organisation also breaks down barriers to external constituencies and barriers created by geography. This is done through globalisation, strategic alliances, telecommuting, etc.
(b) Identify and elaborate any FOUR (4) common forms of departmentalisation.
Four common forms of departmentalisation:
Functional Departmentalisation: Jobs are grouped by the functions (marketing, finance, human resource, etc)
Product Departmentalisation: Jobs are grouped by product line.
Geographical Departmentalisation: Jobs are grouped on the basis of territory.
Process Departmentalisation: Jobs grouped on the basis of product or customer flow.
QUESTION 6
One of the well-documented findings from studies of individual and organisational behaviour is that organisations and their members resist change. Resistance to change can stimulate a healthy debate over the merits of an idea and result in a better decision. But, there is a definite downside to resistance to change, it hinders adaptations and progress.
Identify the possible sources for the resistance to change. Discuss the major possible ways of reducing resistance to change.
Sources of Resistance to Change
Individual Sources
o Habit
o Security
o Economic factors
o Fear of unknown
o Selective information processing
Organisational Sources
o Structural inertia
o Limited focus of change
o Group inertia
o Threat to expertise
o Threat to established resource allocation
Possible ways of overcoming resistance to change:
Education and communication: The communication process should take place prior to the change implementation in order to create a perception among the employees that their full commitment is crucial for the success of the initiated change. Leader should clear up any misunderstandings, doubts, or confusions that the employees might have.
Participation: Rather than simply providing the justification for change, leaders should show clearly to the employees on how they are actually involved in the change process.
Facilitation and Support: Supportive efforts in a continuous basis are highly needed in preserving the employees‟ confidence towards the benefit of the change process. (E.g.: counselling, training, team support)
Negotiation: When the resistance comes from powerful source, leaders should think of exchanging the change with something of value as reward.
Manipulation and Cooptation: Should be considered as the last option due to its high risk of leaders loosing their credibility once the tactics discovered. Leader might choose to manipulate the facts to appear more attractive or withhold undesirable information to gain commitment.
Coercion: Leaders apply direct threats or force on the resisters. Although having various drawbacks, this approach is desirable when immediate support for change is needed.
(a) List the major conclusions of the Hawthorne studies.
The Hawthorne studies, conducted at the Western Electric Company Works in Cicero Illinois, from 1924 through the early 1930s, exposed an experimental group of workers to various lighting intensities while providing a control group with constant intensity. As the level of light was increased in the experimental group, the output of both groups increased.
In later experiments, other variables were altered, such as wage levels, rest periods, and length of workday. Worker performance varied but tended to increase over time, leading Mayo and his colleagues to hypothesise what came to be known as the Hawthorne effect – namely, that employees worked harder if they received added attention, if they thought managers cared about their welfare and that supervisors paid special attention to them.
(b) Briefly describe TWO (2) types of locus of control that may influence behaviour in an organisation.
There are two types of locus of control:
Internal: those who believe that they control their own destiny
Attributes organisational success or failure to his or her own actions.
In organisation, the person with internal locus of control will have greater motivation and willingness to accept responsibility. Higher job satisfaction, less turnover, and greater attempt to control their environment.
External: those who see their lives as being controlled by outside forces.
Perceive themselves as having little control over the success or failure of the organisation.
These individuals will be less satisfied with jobs, higher absenteeism rates, more alienated from the work setting, less involved in their jobs. More compliant and willing to follow direction.
(c) What are the FOUR (4) possible employee responses towards job dissatisfaction?
Four possible responses to job dissatisfaction:
Exit:Behaviour directed toward leaving the organisation, including looking for a new position as well as resigning
Voice:Actively and constructively attempting to improve conditions, including suggesting improvements, and discussing problems with superior.
Loyalty:Passively but optimistically waiting for conditions to improve, including speaking up for the organisation in the face of external criticism and trusting the organisation and its management to “do the right thing.”
Neglect:Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.
(d) Briefly explain the hygiene factors and motivators in the Herzberg’s motivation-hygiene theory.
Herzberg‟s motivation – hygiene theory:
The theory believes that the opposite of satisfaction was not dissatisfaction. Removing dissatisfying characteristics from a job would not necessarily make the job satisfying
Factors leading to job satisfaction were separate and distinct from those that led to job dissatisfaction.
Hygiene Factors: factors that eliminate dissatisfaction. Include supervision, company policy, salary, working conditions, security, etc.
Motivators: factors that increase job satisfaction and hence motivation. Include achievement, recognition, responsibility, advancement, etc.
(e) What are the TWO (2) major differences between work groups and work teams?
Two major differences between work groups and work teams:
Goal:A work group interacts primarily to share information and to make decisions to help one another perform within each member‟s area of responsibility. On the other hand, work teams focus on achieving collective performance, and generating positive synergy through coordinated effort.
Skills:Work groups consist of members with random and varied skills, whereas, work teams consists of members possessing complementary skills. For work teams, the focus is on generating greater outputs with no increase in inputs, therefore, members are selected carefully so that a positive synergy can be achieved.
(f) What is upward communication?
Upward communication means:
This communication flows to a higher level in an organisation.
Information is transferred from lower level employees, to higher level managers for decisions, actions and evaluations.
It keeps managers aware of how employees feel about their jobs, their co-workers, and the organisation in general.
Managers also rely on upward communication for ideas on how things can be improved.
(g) Identify the TWO (2) factors that create dependency.
The factors that can create dependency are:
Importance: dependency is increased when the resources someone controls is important. If the resources possessed are not important, there will be no dependency created.
Scarcity: if resources are easily available, possession of them will not increase power. A resource needs to be perceived as scarce to create dependency. Resources may include both tangible (raw materials, money, equipments) and intangible (skills, knowledge, information).
(h) Briefly describe “reward power” and “coercive power”.
Reward power is to lead or influence another through the use of desired rewards by the other party. This is also known as the „carrot and stick‟ method of obtaining the cooperation of another. These rewards can be either financial-such as controlling pay rates, raises, and bonuses; or non financial-including recognition, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories.
Coercive power is to lead or influence another by force. This may be physical but in the organisational context, this takes the form of the threat of being deprived if the desired behaviour at work is not forthcoming. One reacts to this power out of fear of the negative results that might occur if one failed to comply. For example, an employee may obey management to avoid being reprimanded or in extreme situation, to avoid being dismissed from work.
(i) List and briefly explain any TWO (2) advantages of a strong culture.
Advantages of strong culture:
Shared understanding: Shared understanding of values, beliefs and attitudes towards work and performance helps to reduce the complexity of in well with the corporate mindset.
Corporate identity: The sense of identity culture conveys can act as the „social glue‟ that holds the organisation together in setting the appropriate standards for what employees should say or do.
(j) Briefly describe and provide examples of rituals in organisations.
Rituals are events through which the organisation emphasises what is particularly important and can include formal and informal organisational processes. Rituals also can be defined as repetitive sequences of activities that express and reinforce the key values of the organisation, which goals are most important, which people are important, and so on.
Rituals form part of the culture of the company in that they represent shared values and beliefs that help to strengthen the sense of unity and belonging among its employees and induct newcomers into the organisation. Rituals commonly used in
organisations can include mentoring new staff, fixed interval meetings that have critical agendas, important feedback, and sensing mechanisms to monitor feelings, views and attitudes, grading and promotion.
(Any relevant example to be accepted)
SECTION B
QUESTION 2
Robert, the Production Manager of ABC factory realizes that for the plant to become profitable, productivity has to improve. ABC relies on the workers themselves to find ways to cut costs and boost output. To motivate the employees and align their efforts with the needs of the business, Robert designed a new pay system. It offers all employees an annual bonus of RM400 for coming up with any idea that can save an average of RM1000.
Robert also changed the way employees were paid for putting in expected longer hours during peak season. Instead of overtime pay, they build up an account of extra days off.
Referring to the above efforts to boost the employees’ motivation, explain why it is important for Robert to consider the issues highlighted by the Victor Vroom’s Expectancy Theory. Identify the implications of this theory to managers.
From the scenario, it is obvious that Robert is using goals and rewards to improve performance of the employees. This can be related to the Victor Vroom‟s Expectancy theory. This theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome, and on the attractiveness of that outcome. Therefore, in motivating the workers to contribute in finding ways to cut costs and boost output, it is important for Robert to make the employees believe that their acts will be rewarded, and ensure that the rewards are valuable and attractive to the employees.
This theory focuses on three relationships:
Effort-performance (E-P) relationship
The probability perceived by an individual that exerting a given amount of effort would lead to performance.
The assessment may include: (i) evaluating own abilities (ii) considering the adequacy of contextual factors such as availability of resources
Performance-outcome (E-O) relationship
The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.
Extrinsic rewards are rewards, such as bonuses, awards, or promotions, which are provided by others. Intrinsic rewards are rewards related to own internal experiences with successful performance, such as feelings of achievement, challenge, and growth.
Rewards-personal goals (valence) relationship
The degree to which organisational rewards satisfy an individual‟s personal goals or needs and the attractiveness of those potential rewards for the individual.
If the rewards are valued, valence is high. Rewards will have a motivating effect only if valence is high.
The key to expectancy theory is the understanding of an individual‟s goals and the linkage between effort and performance, between performance and rewards, and finally, between the rewards and individuals goals satisfaction. Therefore, it is important for Robert, as the production manager to clearly explain the goals and rewards that are promised to the workers and convince them on the attractiveness of the rewards.
Implications to managers will be seen as follows:
Managers need to encourage the formation of high P – O expectancies by being careful to link rewards with high performance.
Managers should foster a high E – P expectancy in subordinates by being clear about the performance expectations; setting challenging but attainable performance goals; ensuring that the employees have the necessary training and the resources; and providing encouragement.
Managers should ensure that performances are measured in a very systematic way by having good performance measurement techniques. This is crucial especially in ensuring the employees that they are fairly and equally treated or rewarded based on their performances
Managers can encourage motivation by offering opportunities for rewards that have a high valence to employees.
QUESTION 3
Groups offer various advantages to decision-making process. Some work groups are cohesive because the members have spent a great deal of time together, or the group’s small size facilitates high interaction, or the group has experienced external threats that have brought members close together. Cohesiveness has found to be related to the group’s productivity.
a) Explain group cohesion. Discuss the potential advantages and disadvantages of strong group cohesion.
Group cohesion is the degree to which members are motivated to remain in a group. Strengthening group cohesion is an ultimate objective of those managers and organisations that turn groups into teams.
Group cohesion is usually regarded as having many advantages and is highly desirable.
Increase in quantity and quality of group interaction.
Group has stronger influence on each member to conform to the group‟s standards or norms.
Cohesive groups appear to be more effective in achieving goals that group members accept.
Members tend to have greater satisfaction with the group.
High group cohesiveness may also be detrimental to the groups‟ performance, such as:
If the groups‟ norms do not support the organisation‟s goals, then greater cohesion will be undesirable.
Useful or creative ideas may be ignored if they deviate from established norms or values.
Increased probability of developing groupthink.
Potential decrease in intergroup cooperation.
(b) Explain how group development can be attained in the organisation.
Stages of Group Development:
The Forming Stage
Members of the group come together for the first time, for the group‟s purpose. The group structure is planned in terms of leadership, hierarchy, individual roles and responsibilities, its rules and regulations. There can be considerable anxiety at this stage as members create impressions, test each other‟s temperaments and establish their personal identity within the group.
The Storming Stage
As members become more familiar with each other, they may start to express themselves more openly and forcefully. Disagreements may arise and patterns of work and relationships laid down at the earlier stage may start to be challenged, not necessarily without justification. All this may lead to conflict and hostility but can be for good if the arguments lead to more meaningful work structures and processes.
The Norming Stage
If the storming stage is successfully passed, then the group will start to evolve its own norms of behaviour. These norms set the guidelines and standards of what is acceptable work behaviour within the group so that its members are clear as to how many group is supposed to behave and function as a harmonious entity. These norms can operate to contribute to the efficiency of the organization.
The Performing Stage
If the group successfully passes through all the stages above, it will be able to work cohesively and successfully as a unit. This is when the group is most effective as it concentrates on achieving its goals.
The Adjourning Stage
If the group was formed for a purpose over a specified period only, then it will disband once that is achieved. For example, a group handle a project that has been completed.
QUESTION 4
Scott Davis is the manager of a plant that manufactures camping equipment. The employees are highly trained and experienced in their jobs, and their performance has been excellent. Mr. Davis recently promoted Taylor to be the Supervisor of the Production Department. Taylor has worked in the plant for the past 12 years and has the best production record in the department.
After a month of Taylor’s supervision, his employees requested a meeting with Mr. Davis. They stated that Taylor was making it impossible for them to achieve their production goals. They complained Taylor is a dictator and a perfectionist. Taylor overly emphasised the need to achieve the established goals and targets without paying attention to the concerns and developmental needs of the employees. Rather than motivating them in the process of achieving the targets, Taylor intervenes only if standards are not met.
(a) Analyse the above situation in light of the Hersey and Blanchard’s Situational Leadership Model.
The feedback received from the employees on Taylor‟s leadership style indicates the importance of understanding the situations that a particular leader is dealing with, especially the employees or the followers. This means, a leader should select an appropriate leadership style, depending on the followers.
The Hersey and Blanchard‟s situational leadership model suggests that successful leaders adjust their style depending on the maturity of the followers, indicated by their readiness.
9
Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. Based on the followers‟ readiness, leaders should select whether to adopt a supportive behaviour (relationship-oriented) or directive behaviour (task-oriented).
The scenario given indicates that the employees are highly trained and experienced in their jobs, and their performance has been excellent. This is an important element to be considered by Taylor in forming and adjusting his leadership style.
Four specific leadership styles highlighted by Hersey and Blanchard‟s situational leadership model are as follow:
Telling (high directive, low supportive)
When followers are unable, unwilling and insecure
Selling (high directive, high supportive)
When followers are unable, willing and confident
Participating (low directive, high supportive)
When followers are able, unwilling and insecure
Delegating (low directive, low supportive)
When followers able, willing and confident
Therefore, it is very clear that, having highly trained and experienced employees, it will be more appropriate for Taylor to use delegating or participating approach to leadership
(b) From the given scenario, does Taylor have the characteristics of a transactional or transformational leader? Elaborate.
Based on the comments expressed by the employees on Taylor‟s leadership style, we can characterise Taylor as a transactional leader. This is due to the consistencies between Taylor‟s leadership styles with the characteristics that describe transactional leaders as follow:
Management by exception (active): watches and searches for deviations from rules and standards, takes corrective action
Management by exception (passive): intervenes only if standards are not met
Contingent reward: contracts exchange of rewards for effort, promises rewards for good performance, recognises accomplishments
10
Laissez-faire: abdicates responsibilities, avoids making decisions
Taylor‟s leadership styles match the above characteristics of a transactional leader. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Less concern is given on the developmental needs of the followers.
QUESTION 5
An organisational structure defines how job tasks are formally divided, grouped, and coordinated. Organisations structures help define the corporate culture, expectations and management style. When the structure and design of an organizational work together, they create a productive and efficient working environment where employees are motivated and customers are satisfied.
(a) Discuss the following THREE (3) new structural design options: team structure, virtual organisation, and boundaryless organisation.
Three new structural design options:
Team Structure:
o Breaks down departmental barriers and decentralises decision making to the level of the work team. Team structures require employees to be generalists as well as specialists.
o In small companies, team structure can define the entire organisation
o Among larger organisations, the team structure complements bureaucracy. This allow the organisation to achieve efficiency of bureaucracy‟s standardisation while gaining the flexibility that teams provide
o Common types: self-managed teams and cross-functional teams
Virtual Organisation:
o A small, core organisation that outsource major business functions. It is highly centralised, with little or no departmentalisation.
o Virtual organisation create networks of relationships that allow them to contract out manufacturing, distribution, marketing, or any other business function where management feels others can do it better or cheaper.
o It is contrast to bureaucracy that has many vertical levels of management and most business functions done by own employees.
11
Boundaryless Organisation
o An organisation that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
o By removing vertical boundaries, management flattens the hierarchy. Status and rank are minimised. Cross hierarchical teams, participative decision-making practices, and 360-degree performance appraisals are among the examples of breaking down vertical boundaries.
o Horizontal boundaries (functional departments) can be reduced by having cross-functional teams and organise activities around processes.
o Boundaryless organisation also breaks down barriers to external constituencies and barriers created by geography. This is done through globalisation, strategic alliances, telecommuting, etc.
(b) Identify and elaborate any FOUR (4) common forms of departmentalisation.
Four common forms of departmentalisation:
Functional Departmentalisation: Jobs are grouped by the functions (marketing, finance, human resource, etc)
Product Departmentalisation: Jobs are grouped by product line.
Geographical Departmentalisation: Jobs are grouped on the basis of territory.
Process Departmentalisation: Jobs grouped on the basis of product or customer flow.
QUESTION 6
One of the well-documented findings from studies of individual and organisational behaviour is that organisations and their members resist change. Resistance to change can stimulate a healthy debate over the merits of an idea and result in a better decision. But, there is a definite downside to resistance to change, it hinders adaptations and progress.
Identify the possible sources for the resistance to change. Discuss the major possible ways of reducing resistance to change.
Sources of Resistance to Change
Individual Sources
o Habit
o Security
o Economic factors
o Fear of unknown
o Selective information processing
Organisational Sources
o Structural inertia
o Limited focus of change
o Group inertia
o Threat to expertise
o Threat to established resource allocation
Possible ways of overcoming resistance to change:
Education and communication: The communication process should take place prior to the change implementation in order to create a perception among the employees that their full commitment is crucial for the success of the initiated change. Leader should clear up any misunderstandings, doubts, or confusions that the employees might have.
Participation: Rather than simply providing the justification for change, leaders should show clearly to the employees on how they are actually involved in the change process.
Facilitation and Support: Supportive efforts in a continuous basis are highly needed in preserving the employees‟ confidence towards the benefit of the change process. (E.g.: counselling, training, team support)
Negotiation: When the resistance comes from powerful source, leaders should think of exchanging the change with something of value as reward.
Manipulation and Cooptation: Should be considered as the last option due to its high risk of leaders loosing their credibility once the tactics discovered. Leader might choose to manipulate the facts to appear more attractive or withhold undesirable information to gain commitment.
Coercion: Leaders apply direct threats or force on the resisters. Although having various drawbacks, this approach is desirable when immediate support for change is needed.
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