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.