BA (Hons) Interior Design. Cohort: FDI-BAID/13B/FT Year 1. Examinations for 2013/2014 Semester II. & 2014 Semester I

Transcription

1 BA (Hons) Interior Design Cohort: FDI-BAID/13B/FT Year 1 Examinations for 2013/2014 Semester II & 2014 Semester I MODULE: BUSINESS MANAGEMENT MODULE CODE: MGMT 1102 Duration: 2 Hours 30 Minutes Instructions to Candidates: 1. This question paper consists of Section A and Section B. 2. Section A is compulsory. 3. Answer any two questions from Section B. 4. Always start a new question on a fresh page. 5. Total Marks: 100 This question paper contains 5 questions and 8 pages. Page 1 of 8

2 SECTION A: COMPULSORY QUESTION 1: MULTIPLE CHOICE QUESTIONS (20 MARKS) (a) have titles such as executive vice president, chief operating officer, and chief executive officer. A. Middle Managers B. First-Line Managers C. Team Managers D. Top Managers (1 mark) (b) involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them. A. Planning B. Organizing C. Managing D. Commanding (1 mark) (c) Today, the basic management functions include. A. planning, organizing, commanding, and coordinating B. planning, organizing, coordinating, and controlling C. planning, organizing, leading, and controlling D. planning, organizing, commanding, and controlling (1 mark) (d) Establishing strategies for achieving organizational goals is a part of the function. A. Organizing B. coordinating C. planning D. Leading (1 mark) Page 2 of 8

3 (e) (f) (g) refers to the rights inherent in a managerial position to tell people what to do and to expect them to do it. A. Authority B. Bureaucracy C. Liability D. Responsibility (1 mark) Conceptual skills involve. A. managing employees who use tools to produce the organization s products. B. inspiring enthusiasm and trust among employees. C. thinking about abstract and complex situations. D. communicating with customers (1 mark) The line of authority that extends form upper organizational levels to lower levels, clarifying who reports to whom, is known as the. A. employee power distance B. span of control C. chain of command D. unity of command (1 mark) (h) (i) is the obligation or expectation to perform a duty. A. Responsibility B. Authority C. Preponderance D. Ascendancy (1 mark) Which one of Fayol s 14 principles of management states that a person should report to only one manager? A. unity of direction B. division of work C. unity of command D. division of authority (1 mark) Page 3 of 8

4 (j) Corporate governance. A. is a system used to govern a corporation so that the interests of corporate owners are protected. B. refers to the negative influence of the corporation in society C. refers to executive governance practices in companies D. is a term that refers to legal agreements made between two or more partners firms (1 mark) (k) is the formal arrangement of jobs within an organization. A. Departmentalization B. Work specialization C. Organizational design D. Organizational structure (1 mark) (l) Which of the following statements accurately defines work specialization? A. Individual employees specialize in doing part of an activity rather than the entire activity. B. It is the basis of grouping jobs together. C. It is the line of authority extending from upper organizational levels to the lower levels. D. It clarifies who reports to whom. (1 mark) (m) The process of grouping jobs together is known as. A. decentralization B. departmentalization C. formalization D. centralization (1 mark) Page 4 of 8

5 (n) Lower-level managers are responsible for strategies. A. stability B. growth C. corporate D. functional (1 mark) (o) In an organization whose culture conveys a basis distrust of employees, managers are more likely to use a (n) leadership style. A. laissez-faire B. participatory C. authoritarian D. democratic (1 mark) (p) Managers with good know how to communicate, motivate and lead to get the best out of their people. A. conceptual skills B. empirical skills C. technical skills D. human skills (1 mark) (q) The following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit. A. laissez-faire style B. autocratic style C. cultural style D. democratic style (1 mark) Page 5 of 8

6 (r) Persons who are able to influence others and who possess managerial authority are termed as. A. organizers B. entrepreneurs C. leaders D. visionaries (1 mark) (s) According to Herzberg s two-factor theory, which of the following is a motivator? A. working conditions B. responsibility C. security D. salary (1 mark) (t) Strategic plans are usually. A. short term, specific and standing B. long term, directional and single use C. short term, directional and standing D. long term, specific and standing (1 mark) Page 6 of 8

7 QUESTION 2: (30 MARKS) Case Study- Price Tag for Responsibility The ADX Construction Company Ltd opened its doors in the South of Mauritius in December In an effort to match policy with action, management has given each of its 120 employees, from the manual ones to the general manager, discretion and authority to spend up to Rs 1500 to placate a dissatisfied customer without asking higher approval. When staff cannot make even the smallest decision without first getting clearance from a supervisor, it means they are not trusted. The company prides itself on a culture of empowering people, giving them authority as well as responsibility. Plans are in place for more and more responsibly to be given to staff. They will have the ability to recruit new co-workers, perform their staff appraisal and make decisions in increasing areas of their work environment. This is how the organisation hopes to show its employees it trusts them, to keep them motivated. ADX Ltd looks to retaining their employees by giving them responsibilities. In Mauritius where the manpower is acute and architects and construction related employees job hop, staff retention is a crucial issue. (a) According to the Maslow Hierarchy of Needs, which needs of employees are being satisfied through the above policies? (7 marks) (b) How do you think employees might respond to such initiatives? Why? (8 marks) (c) Differentiate between these three styles-autocratic, democratic and laissezfaire approach to leadership. Which one does ADX Ltd favour and why? (15 marks) Page 7 of 8

8 SECTION B: ANSWER ANY TWO QUESTIONS QUESTION 3: (25 MARKS) Describe the differences among management levels in terms of skills needed and functions performed. QUESTION 4: (25 MARKS) Differentiate between transformational and transactional leadership and explain the link of transformational leadership to innovation. QUESTION 5: (25 MARKS) Explain Herzberg s theory of motivation and discuss how it can be useful to managers. ***END OF QUESTION PAPER*** Page 8 of 8