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.