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.