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.