MODULE: TEAM BUILDING & LEADERSHIP

Transcription

1 Programme BSc (Hons) Human Resource Management BSc (Hons) Management F/L/G Cohort BHRM/11/FT (B1 & 2) Aug/ BHRM/11/PT - (Jan) BMAN/10/PT F/L/G Mar Diploma in Human Resource Management Examinations for Semester I / 2012 Semester II DHRM/11/PT (Jan) MODULE: TEAM BUILDING & LEADERSHIP MODULE CODE: HRMT 2103 Duration: 2 Hours Reading Time : 15 Minutes Instructions to Candidates: 1. This paper consists of Sections A and 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 5 pages. Page 1 of 5

2 SECTION A: COMPULSORY QUESTION 1: (40 MARKS) CASE STUDY Tesco is a customer-orientated business. It aims to offer products that provide value for money for its customers and to deliver high-quality service. Tesco wants to attract new customers, but it also wants to keep its existing customers happy. Tesco has more than a 30% market share of the UK grocery market; nearly double that of its nearest rival. In its 2009/2010 financial year, Tesco earned revenues of 38.6 billion in the UK and employed more than 280,000 people. To keep at the top of its game and to maintain its number one spot in the market, the company needs skilled staff at all levels and in all roles. This case study will show how Tesco s leadership framework is fundamental to developing the qualities of leadership needed at every level in the business. Berian is a bakery manager Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivity could be maintained. Berian s approach produced a positive outcome and increased team motivation. Page 2 of 5

3 Stephen is a Tesco store manager Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response. Martin is Tesco's Programme Manager for Education and Skills Martin is Tesco s Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business. Required: (a) i) Define leadership? ii) Referring to the above case study, explain briefly which style of leadership is used by Berian bakery manager and what was the outcome? iii) Explain the style of leadership used by Stephen store manager, when he may take control to ensure a prompt and co-ordinated response? iv) Describe the style of leadership adapted by Martin programme manager, when developing budget? Page 3 of 5

4 (b) What are the corporate team building games and activities that Berian, Stephen, and Martin could use to motivate and assist in developing an environment for effective communication and community building among the teams that they manage at Tesco? (20 marks) SECTION B: ANSWER ANY TWO QUESTIONS QUESTION 2: (30 MARKS) During the financial crisis in America, many Chief Executive Officers decided to give up their bonuses as a measure to deal with this drastic situation. Taking this statement as an example, explain the way in which a leader implements change in an organization. QUESTION 3: (30 MARKS) According to many situational theories, the appropriate leadership style depends on the characteristics of the followers. Using any one of the situational theories, explain the above statement and describe other situational factors which will determine the leadership style. QUESTION 4: (30 MARKS) With the growth in team working, organizations are increasingly turning to team role models in the hope of enhancing the effectiveness of their teams. Working in a team is now a way of life, as organizations move towards a flatter organizational structure through de-layering and strategically demand a workforce that is flexible, multi skilled and empowered to act under their own initiative. Rosemary K. Rushmer, Dundee Business School, University of Abertay Dundee,UK. Elaborate on the nine team roles identified by Dr. M. Belbin and indicate their contribution to the team and allowable weaknesses. Page 4 of 5

5 QUESTION 5: (30 MARKS) Conflict is the offspring of disagreement between individuals and is inevitable in teams especially with people with diverse backgrounds, skills and norms. (i) What are the common factors that lead to conflict in a team? (15 marks) (ii) Explain the techniques and tools you would use to overcome these conflicts. (15 marks) ***END OF QUESTION PAPER*** Page 5 of 5