MANAGING PEOPLE AND ORGANISATIONS

BMGT001
(2019)

BMGT001 – V2.6 Page | 1

 Weekly Lecture / Tutorial Schedule

Week Lecture Topic/Chapters Tutorial Activity Assessment Tasks

Due
The Contemporary Workplace,
1 - Introduction to the subject.
and Historical Foundations of
Management
Chapters 1 & 2
Environment, Culture & Diversity
2 - Rapid Review of Chapters 1 & 2
Chapter 3
- Sample Practice Tutorial
- Rapid review and activities on
3 Information and Decision Making Chapter 3.
Chapter 7 - Sample Quiz 1

- Rapid review and activities on Quiz 1

4 Teams & teamwork
chapter 7 Lectures 1 - 2
Chapter 17
- Grouping (Forming) (5%)
Communication and Interpersonal
- Rapid review and activities on
5 Skills
Chapter 17
Chapter 14
- Grouping (Storming/Norming)
Sustainability, Ethical Behaviour
- Rapid review and activities on
6 and CSR
Chapter 14
Chapters 5 & 6
- Grouping (Norming)

- Rapid review and activities on Group

7 Motivation and Rewards Chapters 5 & 6 Presentation
Chapter 15 - Sample Quiz 2 Outline
- Grouping (Norming/Performing) (5%)
- Rapid review and activities on
Leading Quiz 2
8 Chapter 15
Chapter 13 Lectures 1 - 4
- Grouping (Performing)
(15%)

- Tutorial Group Presentations Group Verbal

9 Human Resource Management
- Grouping (Performing/Adjourning) Presentations
Chapter 12
(15%)

- Rapid review and activities on

10 Managing Change Chapters 12 & 13 Individual
Chapter 18 - Group Presentations Feedback Reflection Report
(20%)

- Rapid review and activities on

Briefing on Final Exam & Final Chapter 18
11
exam lecture revision
Lectures 5-10 - Final Exam Sample Practice

Final Exam
12
Final Exam Period Nil Lectures 5 - 10
(40%)

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WELCOME to Managing People and Organisations – BMGT001!

The following tutorial program outlines your assessment for this semester. It also provides you with
a weekly tutorial guide. You will need to ensure that you bring your tutorial program with you
to class each week.

Subject Coordinator
The subject coordinator for BMGT001 is Maya Sonji - (Maya.Sonji@insearch.edu.au)

Assessment
Your assessment for this subject will consist of Quizzes, a Tutorial Group Presentation Assessment,
an Individual Reflection Report Assessment, and a Final Exam.

Subject Learning Outcomes

On successful completion of this subject students should be able to:

a. Demonstrate understanding of management and organisational processes and issues relevant

to organisations operating in a global and diverse workplace.
b. Demonstrate understanding of the principles of individual and collective behaviour in
organisations.
c. Apply critical and analytical thinking, a capacity to question and challenge existing frameworks
and ideas to the study of management and organisations.
d. Apply information and internet technologies to the retrieval of information for the purpose of
research in management and organisations.
e. Demonstrate understanding of the theoretical foundations of the field of management and
organisational behaviour and new managerial practices in organisations.
f. Communicate business information both orally and in writing through presentations, informal
reports and team work.

Program Learning Objectives

PLO 1.1 - Show an understanding of and critically analyse essential concepts necessary for a
career in business and related professions.

PLO 4.1 - Demonstrate awareness of conflicting ethical demands of various stakeholders within
business and related professional environments.

Graduate Attributes

GA 1 - Business knowledge and concepts (GA 1) be able operate effectively with business
knowledge of sufficient depth in different professions, industry and society, both locally
and globally.

GA 4 - Have an awareness of obligations and responsibilities in business and their impact.

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 ASSESSMENT COMPONENTS
Refer to UTS ONLINE for full instructions and assessment submission specifications.

1 – Tutorial Quiz 1 – due in week 4

Where Learning Weight Study Chapters Format
Outcomes
Tutorial class a,b,e,f 5% 1, 2 & 3 15 Multiple Choice Questions

2 – Group Presentation Outline– due in week 7

Where Learning Weight Study Chapters Format
Outcomes
Tutorial class a,b,c,d,e,f 5% TBA Hardcopy submission. Template
provided.

3 – Tutorial Quiz 2 – due in week 8

Where Learning Weight Study Chapters Format
Outcomes
Tutorial class a,b,e,f 15% 1,2,3,7, & 17 20 Multiple Choice Questions
1 Short answer question

4 - Group Presentations – due in week 9

Where Learning Weight Study Chapters Format
Outcomes
Tutorial class a,b,c,d,e,f 15% TBA Oral presentation + Hardcopy
submission.

5 - Individual Reflective Report – due in week 10

Where Learning Weight Study Chapters
Outcomes
Turnitin a,b,c,d,e,f 20% TBA Report format. Online Submission.

6 - Final Exam – due in week 12

Learning Weight Study Format
Outcomes Chapters

Part A: 25 Multiple Choice Questions

a,b,c,e,f 40% 5, 6,
12,13,14,15, Part B: 3 Short answer questions from a choice of 5
18 questions

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TUTORIAL 1 - Introduction to the subject WEEK

Topic Objectives - by the end of this lesson students should be able to;
Introduction Get to know your classmates and teacher.
Expectations Become familiar with all expectations and formalities required to succeed
Assessment Become knowledgeable with the assessment due dates and understand all
Components submission requirements.
Skills Identify what managerial skills are needed to succeed and which ones you
Assessment are good at to which ones you may need to improve on.

Introduction to tutorials (Welcoming – 5mins)

Ice-breaker activity: (Establishing rapport – 10mins)

Find someone who….

1. Knows the full name and subject code for this subject ____________________

2. Can list what POLC stands for ____________________

3. Wants to pass this subject with an HD ____________________

4. Knows the name of the richest person on Earth ____________________

5. Has a birthday in the next 3 months ____________________

6. Is currently working or has had work experience ____________________

7. Has a picture of an animal on their clothing ____________________

8. Knows the name of their Management Lecturer, and tutor ____________________

9. Can say “hello” in more than 3 languages ____________________

10. Has a pet at home ____________________

Expectations and Formalities – “how to effectively study for this subject” - (15mins)

Attendance Students are expected to attend a minimum of 80% of all lecture and tutorial
classes
Presenteeism is considered an unacceptable form of attendance.
Preparation Pre-reading all the weekly chapter topics and any additional support material
Review concepts discussed in lectures and tutorials
Continuously prepare for your group workload
Participation Participate in activities and discussions presented in Lecture and tutorial classes
Contribute your thoughts, ideas and experiences in class and your group work
Raise questions that may stimulate discussion or ask questions in order to clarify
on concept comprehension
Proactivity Address issues that may arise early on in order to allow time for resolving them
Communicate with your tutor or Lecturer as soon as you have any concerns
regarding your study load, conflict with group members, and grades

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APPS required for this subject:

 Kahoot
 QR Code Reader

Textbook required for this subject:

Management, 6th Asia-Pacific Edition, 2017 - Schermerhorn J, Davidson P, Woods P, Factor A,

Simon A, & McBarron E

Subject Assessment components and due dates - (25 mins)

(Refer to the ‘Assessments’ folder on UTS Online)

You
How to effectively pass this subject…

What happens if you take one leg out?

away? Tutorials Lecture
s
Studying Participatio
n
Skills required to succeed in this subject:

 Conceptual: the ability to solve problems, think independently and make decisions.
 Human (Interpersonal): the ability to work well with others and communicate proficiently
 Technical: the ability to apply your knowledge.

Test yourself and determine what skills you are best at, and what
skills you would need to improve on.

Instructions: Read each item carefully and decide whether the item describes you as a person. Indicate your
response to each item by circling one of the five numbers to the right of each item.

Key: 1 = Not true 2 = Seldom true 3 = Occasionally true 4 = Somewhat true 5 = Very true

Technical Skill Self-Assessment:

1. I enjoy getting into the details of how things work. 1 2 3 4 5

2. Technical things fascinate me. 1 2 3 4 5
3. One of my skills is being good at making things work. 1 2 3 4 5
4. Following directions and filling out forms comes easily for me. 1 2 3 4 5
5. I am good at completing the things I’ve been assigned to do. 1 2 3 4 5
6. I understand how to do the basic things required of me. 1 2 3 4 5

Total Score for Technical Skills _________

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Human Skill Self-Assessment:

1. As a rule, adapting ideas to people’s needs is easy for me. 1 2 3 4 5

2. Being able to understand others is the most important part of my work. 1 2 3 4 5
3. My main concern is to have a supportive communication climate. 1 2 3 4 5
4. Understanding the social fabric of the organization is important to me. 1 2 3 4 5
5. Getting all parties to work together is a challenge I enjoy. 1 2 3 4 5
6. I am concerned with how my decisions affect the lives of others. 1 2 3 4 5

Total Score for Human Skills _________

Conceptual Skill Self-Assessment:

1. I enjoy working with abstract ideas. 1 2 3 4 5

2. Seeing the big picture comes easy for me. 1 2 3 4 5
3. I am intrigued by complex organizational problems. 1 2 3 4 5
4. I would enjoy working out strategies for my organization’s growth. 1 2 3 4 5
5. Creating a mission statement is rewarding work. 1 2 3 4 5
6. Thinking about organizational values and philosophy appeals to me. 1 2 3 4 5

Total Score for Conceptual Skills _________

Scoring Interpretation

23–30 High Range 14–22 Moderate Range 6–13 Low Range

The scores you received on the skills inventory provide information about your leadership skills in three areas.
By comparing the differences between your scores, you can determine where you have leadership strengths
and where you have leadership weaknesses. Your scores also point toward the level of management for
which you might be most suited.

Conclusion:

I should be working on my Technical Skills Yes No

I should be working on my Human Skills Yes No
I should be working on my Conceptual Skills Yes No
I scored high on all skill-sets and should be working on maintaining them Yes No

NEXT WEEK’S TUTORIAL

 Review Chapters 1 & 2

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TUTORIAL 2 - Lecture chapters reviewed: Chapters 1 & 2 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Revision Demonstrate understanding of the theoretical and historical foundations of the

field of management and organisational behaviour within a contemporary
workplace, the impact of globalisation on business, and new managerial
practices in organisations.

Ice-Breaker Activity: Motion Studies Activity (30mins)

Refer to your tutor’s instructions. (https://www.youtube.com/watch?v=IUu9CNuKGYY)

Discussion: How do you think Globalisation has affected your life? How can this be reflected in a
business context? (10mins)

Activity 1: What are the 3 levels to management? Which level of management do you think requires
the highest level of conceptual skill? Justify. (10mins)

Activity 2: What does POLC stand for? Which level of management do you think is responsible for
the effective application of these 4 functions? (5mins)

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 Productivity / Performance = Effectiveness + Efficiency
Effectives = meeting objectives and standards
Efficiency = minimising cost, waste, and time

Activity 3: Determine whether each scenario of an organisation’s performance is effective,

efficient, neither or both (10mins)

Goals are not achieved Goals are not achieved

Resources are wasted Resources are not wasted
? ?

Goals are achieved Goals are achieved

Resources are put to good use and Resources are wasted
high productivity ?
?

Source: http://blogs.versionone.com/agile_management/2013/08/23/words-mean-things-efficient-and-effective/

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 Watch the following video “Classical History of Management”. (1:36)

(https://www.youtube.com/watch?v=kNrvxh8R1KU)

Activity 4: Reflecting back from lecture 1 and considering the information in the video, what do you
think is the main difference between Max Weber’s management principles of Bureaucracy versus
Henri Fayol’s Administrative principles? (10mins)

Activity 5: Fill in the blanks below in order to complete the diagram - (15mins)

Classical: people make _____________ Behavioural: People are ____________

decisions and are driven by economic and self-actualising. Social
gain. Aim: increase the _____________ relationships, group work and
of the workers. ___________________ are important.

If you were a Top-Level Manager, which approach do you think you would most likely apply? Why?

NEXT WEEK’S TUTORIAL

 Sample practice quiz1 (so make sure you are reviewing the previous chapters as well)
 Review Chapter 3
 Grouping

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TUTORIAL 3 - Lecture chapter reviewed: Chapter 3 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Revision Apply some critical and analytical thinking to demonstrate understanding of

the theoretical foundations of the internal and external environments that
influences organisational behaviour.
Sample Quiz Become familiar and knowledgeable with the question format of assessment
1, and formulate a basis for study and submission requirements.

Discussion: Can you recall what the two (2) environments that affect a business are? (2mins)

Activity 1: What is the main distinction between the two? (5mins)

Activity 2: Definition matching. Work in pairs. (10mins)

1 Political Includes the general state of the economy in terms of inflation, income
levels, gross domestic product and unemployment and related
indicators of economic health.

2 Suppliers Includes laws and government regulations and the general state of the
prevailing philosophy and objectives of the political party or parties
running the government.

3 Customers Includes the specific organisations that offer the same or similar goods
and services to the same consumer or client group.

4 Natural Includes the general state of nature and the conditions of the natural
environment, including levels of public concern expressed through
environmentalism.

5 Economic Includes the specific providers of the human, information and financial
resources and raw materials needed by the organisation to operate.

6 Social-Cultural Includes the general state of prevailing social values on matters such
as human rights, trends in education and related social institutions,
and demographic patterns.

7 Competitors Includes the individuals and organisations that purchase the

organisation’s goods and/or use its services.

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Discussion: Determine what influences the technological environment might have on a Café in
Sydney (You may consider the impact of globalisation, and I.T. as relevant). (15mins)

(Tip: First determine any technological influences and implications affecting the Cafe,
and then recommend some solutions or strategies in response to these influences in
order for a Cafe to maintain its operations or improve its situation).

Activity 3: What is organisational culture and why is it important? (5mins)

Tony Hsieh is an American internet entrepreneur

and venture capitalist. He is the CEO of the online
shoe and clothing company Zappos

https://www.youtube.com/watch?v=-uINIExpJ3I

Discussion: Take a moment to think about the difference between a weak corporate culture and a
strong corporate culture. If you were the CEO of your company, what aspects of a strong corporate
culture would you incorporate and how would you plan to achieve this? (5mins)

Activity 4: Ice-Breaker - Observable Culture (Pair up) - (15mins)

a) Look at the person next to you and try to make some educated guesses by filling in
the fields based on what you can observe (visually see). DO NOT ask any questions
yet.

Is Prefers Nationality Is afraid or shy Outgoing Would rather

organised outdoors over of public and likes to be an
and likes indoors speaking socialise employee or
routine activities an employer

b) Now compare your answers and check how accurate your answers are. Discuss.

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 QUIZ 1- SAMPLE PRACTICE

1. The underlying beliefs that influence the behaviour of organisation members and actually give rise
to the different aspects of observable culture can be described as the:
a. core values.
b. rites of passage.
c. behavioural guidelines.
d. observable culture.
e. human values.

2. An upside-down pyramid has several practical implications. Which of the following is/are included
among these practical implications?
a. The best managers are often known for 'helping' and 'supporting' rather than 'directing'
and 'order-giving'.
b. Each individual is a value-added worker who creates eventual value for the organisation's
customers or clients.
c. A manager's job is to support workers' efforts to add value to the organisation's goods or
services.
d. All of the options listed are practical implications of the upside-down pyramid.
e. None of the options listed is practical implications of the upside-down pyramid.

3. Which of the following is NOT one of the four principles of scientific management developed by
Frederick Taylor?
a. Develop a science for every job.
b. Train workers and provide incentives to follow rules.
c. Provide management support for workers.
d. Organise tasks into groups to encourage teamwork.
e. Select workers based on their abilities.

4. All of the following are important stakeholder elements in the task/specific environment of most
organisations EXCEPT:
a. suppliers.
b. supervisors.
c. customers.
d. competitors.
e. regulators.

5. An output measure of task or goal accomplishment is called?

a. Performance efficiency.
b. Productivity.
c. The bottom line.
d. Performance effectiveness.
e. Organisational competency.

6. Max Weber was concerned that people in nineteenth century organisations were in positions of
authority because of __________ rather than because of __________.
a. political connections; leadership traits
b. social standing; job-related capabilities
c. leadership qualities; job requirements
d. economic wealth; social standing
e. managerial competence; economic wealth

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7. _________ is the worldwide interdependence of resource flows, product markets, and business
competition that characterises the new economy.
a. Economic internationalisation
b. International management
c. Globalisation
d. World interdependence
e. Cross-cultural business

8. The __________ principle, as defined by Henri Fayol, states that one person should be in charge
of all activities having the same performance objective.
a. scalar chain
b. unity of command
c. unity of direction
d. classical design
e. Hawthorne

9. Which of the following attributes accurately describes the new economy?

a. The new economy is a global economy.
b. The new economy is knowledge-driven.
c. The new economy is performance-driven.
d. All of these are attributes of the new economy.
e. Only alternatives A and C describe attributes of the new economy.

10. Differences among members of the workforce -- such as age, gender and national origin -- are
characteristics of:
a. organisational gaps.
b. workforce diversity.
c. cultural similarities.
d. economic barriers for workforce development.
e. management challenges.

11. Which of the following are appropriate targets for ethical and social responsibility issues?
a. Concerns for the natural environment
b. Employees' behaviour
c. Changing needs of an increasingly global economy
d. All of the options listed
e. None of the options listed

12. Which of the below is NOT one of Hofstede’s dimensions of national culture?
a. Power distance
b. Masculinity – femininity
c- Religion
d- Collectivism
e- Uncertainty Avoidance

13. __________ means that there is a lack of complete information regarding what developments
will occur in the external environment.
a. Environmental change
b. Environmental uncertainty
c. Environmental information
d. Environmental complexity
e. Environmental dynamism

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14. Which of the following accurately describes an open system?
a. An open system is permissive in observing the rules of management science.
b. An open system is a collection of subsystems that do not relate to one another.
c. An open system is consistent with the Theory Y system of management.
d. An open system interacts with the external environment in a continual process of
transforming resource inputs into product outputs in the form of finished goods and/or
services.
e. An open system treats its employees as responsible adults.

15. Australia Postal Services makes use of job simplification to improve the timing of package
sorting, delivery, and pickup in order to keep productivity at the highest level per employee. In
developing worker productivity standards, APS obviously makes use of:
a. behavioural theories.
b. self-actualisation.
c. systems theory.
d. motion studies.
e. administrative principles.

NEXT WEEK’S TUTORIAL

 Tutorial Quiz 1 held in YOUR tutorial class. Duration of assessment is 25 minutes. Please
make sure to arrive on time. Students who arrive more than 15mins late may not be
allowed to sit the assessment!

 Pre-read Chapter 7

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TUTORIAL 4 - Lecture chapter reviewed: Chapter 7 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Tutorial Demonstrate understanding of the theoretical foundations of the field of

Quiz 1 management practices, processes, and issues relevant to organisations
operating in a global and diverse workplace.
Grouping Affiliate with new team members and establish initial task schedules.
Revision Apply critical and analytical thinking to question and challenge existing
frameworks and ideas of managerial planning and decision-making.

Activity 1: What are the characteristics of useful information? (5mins)

Activity 2: in your own words, how do you think I.T. is breaking barriers? (5mins)

Activity 3: Research Activity – work in pairs (20mins)

You are planning to start an online business selling sneakers. Make a short list of the information
you should gather to help you make the right business planning decisions? (For example,
information about how much a website would cost, etc.)

Be prepared to share your list.

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Activity 4: True or False? (10mins)

1 A knowledge worker is the collection of brainpower or shared knowledge of a workforce

2 It is important that the information managers receive is complete and sufficient, but not
necessarily current or up to date as it may still be valid.
3 Problem solving is the process of identifying a discrepancy between an actual and
desired state of affairs, and taking action to resolve the deficiency or take advantage of
the opportunity.
4 When a manager applies specific solutions crafted for a unique problem, this type of
managerial decision is known as ‘Programmed ‘decisions.

5 ‘Problem avoiders’ ignore information, are inactive and do not want to make decisions
and deal with problems.
6 I.T. breaks down barriers by making communication easy, immediate, expensive and
important.

7 In a traditional organisation structure (Pyramid structure), information only flows

vertically to facilitate problem-solving and decision -making
8 For best results and to ensure best decision-making practice, information should be
gathered both quantitatively and qualitatively.

9 Defining the problem is the second step of the decision-making process

10 Having tunnel vision is one of the disadvantages of working and decision-making within
a team environment

Activity 5: Group Formation/development (15mins)

Group member Name Group member Contact Group Member Email

Meeting Day(s): Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Meeting Time(s): AM / PM ________________ and AM / PM __________________

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 Put your new team to the test!

https://www.youtube.com/watch?v=1zkS7bJMmG8

Activity 6: in your groups, try to think of an online communication platform that you would like to
create/innovate.

Be prepared to present your idea, explain what it is, how it works, and to discuss how this platform
will benefit from a B2C, B2B, or both perspectives. (20mins brainstorm, 5 mins presentation)

Tutorial Quiz 1 (25mins)

Please put away all your learning resources and textbook. This is a closed book
assessment. Students caught cheating will receive a grade of ZERO (F1) on their
assessment and will be reported to the Academic Board.

You have exactly 25mins to complete the assessment. Good Luck!

NEXT WEEK’S TUTORIAL

 Review Chapter 17

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TUTORIAL 5 - Lecture chapter reviewed: Chapter 17 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Assessment Become knowledgeable with the Presentation assessment due dates and
Components understand all its submission requirements. Topics assigned to groups.
Revision Identify factors within the internal environment in order to
evaluate the organisation’s team effectiveness.

Research Apply information and internet technologies to the retrieval of information for
the purpose of research in management and organisations.

Presentation Topic: Refer to UTS Online Document

Activity 1: Interactive Team Challenge (30mins)

Please refer to Challenge Activity Questions in the Tutor’s Tutorial Slides.

Activity 2: Reflect on your teamwork from activity 1 - (10 mins)

What are some challenges of teamwork? Could you identify any from activity 1? How could you
overcome these challenges?

Activity 3: - (10 mins)

1- What are the stages of group/team development? Explain each. Determine which stage of group
development your team is currently functioning at.

BMGT001 – V2.6 Page | 19

2- Define “Norms”. Create at least 3 norms that your group members agree to commit to in order to
ensure effective team management and maximise performance.

Activity 4: Practice Presentation - (35 mins)

Class to be divided into 2 groups, each group comprised of 2 opposing teams.

 One debate ‘counterpoint’ topic will be assigned to each group.

 Allow 15mins of research and 10 mins of debate per group

Quiz 1 Feedback - (10mins)

NEXT WEEK’S TUTORIAL

 Review Chapter 14

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TUTORIAL 6 - Lecture chapter reviewed: Chapter 14 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Assessment Become knowledgeable with the Presentation assessment due dates and
Components understand all its submission requirements.
Critical Apply critical and analytical thinking, a capacity to question and challenge
Analysis existing ethical and social responsibility frameworks and ideas to the study of
Questions management and organisations.
Role Play Communicate business information and demonstrate understanding of the
& principles of individual and collective behaviour in organisations and conflict
Scenario management.
Analysis

Presentation Outline: Refer to UTS Online Document

Discuss: What are the three major barriers to communication? (2mins)

Discuss: Provide some examples of ‘Noise’ as a barrier to communication. (2mins)

Activity 1: Critical Analysis Questions - (5mins)

Jane was inducting Tuan into his new position. As she spoke with Tuan she noticed he looked down
rather than give her eye contact. Jane found it difficult to communicate this way. At one stage Tuan
was sitting in front of the computer and Jane thought he was not listening to her. She touched him
on the head to catch his attention. Tuan complained to Jane’s supervisor Ted saying that she has
treated him discourteously. Jane was surprised as she felt she had been courteous throughout the
induction and said to Ted: what did I do to offend him? Ted replied: to touch South East Asians on
the head is an act of discourtesy. Tuan is from Vietnam.

What is the barrier? __________________________________ How can you overcome it?

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Activity 2: Short Answer Questions - (40mins)

1. How do tendencies towards assertiveness and cooperativeness in conflict management result in

win–lose, lose–lose and win–win outcomes?

2. What is the difference between the halo effect and selective perception?

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Activity 3: Interactive Team Challenge - (40mins)

Negotiation and Conflict Management Simulation – refer to tutorial slides provided by your tutor.

Scenario: You are in a corporate workplace environment and are in the process of negotiating a
work agreement with your potential employer. The job role is for a Project Manager.
You are highly qualified and considered an asset to any organisation within your field.

Part I: Grouping

You will be grouped and then assigned to represent either the “Employer” or “Employee”.

Each group will be given by their tutor a confidential (Secret) document that has the negotiation
terms and points system. Do not show this document to your opposing group!

Part II: Negotiation – All groups will be negotiating these terms. You have 15 minutes ONLY!

1- Length of the contract

2- Notice of termination

3- Minimum annual salary of employees

4- Superannuation and benefits

Part III: Reflecting

a. What was the outcome of your negotiation? Win-win / win-lose / lose-lose

b. Which negotiation approach did you use? Principled Distributive

c. Why do you think you won / lost? ____________________________________________

_______________________________________________________________________

Show your draft to your class tutor. This is an opportunity to receive feedback and address
any questions you may have.

NEXT WEEK’S TUTORIAL

 Hardcopy submission of Group Presentation Outline (template on UTS Online)

 Review Chapters 5 & 6
 Sample practice quiz 2 (so make sure you are reviewing lectures 1-4)

BMGT001 – V2.6 Page | 23

 TUTORIAL 7 - Lecture chapters reviewed: Chapters 5 & 6 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Case Study Apply critical and analytical thinking, a capacity to question and challenge
existing ethical and social responsibility frameworks and ideas to the study of
management and organisations.
Sample Quiz Become familiar and knowledgeable with the question format of assessment
3, and formulate a basis for study and submission requirements.

Presentation Outline Due

Activity 1: Case for critical thinking –

Read the case study below and answer the questions in - (45 mins)

BHP’s OK Tedi mine in Papua New Guinea (PNG)

The OK Tedi mine is a classic example in the study of ethics and social responsibility, as both sides of the
argument are presented in this case.

The Ok Tedi Mine operates to extract copper-gold porphyry from an open pit mine in the Western Province of
Papua New Guinea.

BHP did not build a suggested tailings dam to retain noxious sediment, and did not have a proper waste
retention facility which resulted in massive pollutions to the Fly River and the surrounding environment on
which 50,000 local villagers depended for their livelihood. High concentrations of cyanide and acid rock
drainage in the river poisoned and killed many fish. Many trees along the river course died too. Experts have
predicted that it will take 300 years to clean up the toxic contamination.

In June 1989 a burst pipe spilled toxic chemicals into the river. This was discovered weeks later by a local
politician; BHP had failed to report the incident to the PNG department of environment and conservation. It is
suspected that many other accidents have gone unreported.

BHP left the mine early in 2002, shifting the company’s 52% stake to a trust fund for the PNG people. The
PNG government took over ownership of about 30% of the stake of the mine. Agreement was reached that the
mine should be closed in 2010, although this was later extended to 2013. Canadian, South African and
Chinese miners filled in from 2002. A class action by law firm Slater & Gordon in Melbourne, on behalf of
50,000 PNG villagers whose environment was severely damaged by the mining operations, was abandoned in
early 2004.

BHP vigorously defended itself against the class action suit, claims, "Ok Tedi operates in compliance with
PNG law and with the support of the PNG government".

BMGT001 – V2.6 Page | 24

The project was approved on the basis that it would have a tailings dam. In fact, one was constructed but was
swept away by a landslide on the eve of the mine starting up in 1984. The area has a rainfall measured in
meters per year.

The counterpoint to this however, is that the company provided employment for many villagers, built
infrastructure – including a hospital – and helped increase life expectancy and reduce malaria and infant
mortality rates. Because of all the new money pouring into the economy, the quality of the health care, schools
and roads has greatly improved.

Questions:

1- What are the two perspectives on social responsibility? Which one do you think BHP adopts?

2- When considering ethics, explain what a rationalization is? Write at least one rationalization
you think BHP uses for its unethical behavior.

3- Does BHP’s sustainability programme of employment, building of a hospital and other

infrastructure and health improvements let it off the hook for damage it did to PNG’s
environment?

4- List the questions posed at the four levels of formal assessment of CSR? Answer them
based on BHP in this case.

1-
2-

3-

4-

Follow-up on the case study: (optional)

https://www.youtube.com/watch?v=U77AxM6V1nU

BMGT001 – V2.6 Page | 25

 QUIZ 2- SAMPLE PRACTICE

1. Persons, groups, and institutions that are affected in some way by the organisation's performance
are referred to as:
a. stakeholders
b. target populations
c. agencies
d. All of the options listed
e. None of the options listed

2. Useful information has the characteristics of:

a. timeliness, quality, completeness, relevance and understandability.
b. timeliness, quality, completeness, relevance and acceptance.
c. timeliness, quantity, completeness, relevance and understandability.
d. timeliness, completeness, relevance, applicability and acceptance.
e. timeliness, quantity, quality, completeness and acceptance.

3. The __________ principle, as defined by Henri Fayol, states that each person should receive
orders from only one boss.
a. unity of direction
b. scalar chain
c. management order
d. organisation
e. unity of command

4. A problem exists when there is a difference between __________ and __________.

a. an actual situation; a desired situation
b. a past situation; the current situation
c. an actual situation; a potential situation
d. goals; objectives
e. the financial bottom line in one quarter; the financial bottom line in the next quarter

5. A manager who emphasises cost containment, even at the expense of missing production
targets, is more interested in __________ than in __________.
a. productivity; performance effectiveness
b. performance efficiency; performance effectiveness
c. performance effectiveness; performance efficiency
d. productivity; performance efficiency
e. productivity; quality of work life

6. Frank works in the city office of a large consulting firm. Joe, Steve, and Michele work in a branch
office in a northwest suburb. Joan and David work in a branch office in an eastern suburb. When
these people formally and collectively work on problems and try to figure out solutions that they all
can accept, they sit down at their computer terminals and communicate with each other through a
special software program that guides their discussion. These people are operating as:
a. an informal group.
b. a human network.
c. a free riding group.
d. task-focused problem solvers.
e. a virtual team.

BMGT001 – V2.6 Page | 26

7. Problem-solving and decision making are dependent on quality __________ being available to
the right people at the right time.
a. services
b. information
c. products
d. goals
e. control

8. The four basic functions of management are:

a. planning, organising, leading and controlling.
b. delegating, planning, organising and order giving.
c. organising, leading, controlling and order giving.
d. delegating, leading, controlling and decision-making.
e. planning, leading, controlling and decision-making.

9. The ideal, but seldom achieved, condition for managerial problem-solving is characterised by:
a. high risk, because that is when high profits are possible.
b. uncertainty, because that offers the greatest chance for creativity.
c. low risk, because managers seek a little stimulation.
d. certainty, because the manager simply has to locate the alternative offering the best
solution.
e. normality, because that is the condition under which all the business school principles
work.

10. A follower of Frederick Taylor would be least likely to try to:

a. make results-based compensation a performance incentive.
b. motivate workers by encouraging them to work in small groups.
c. select workers with the right abilities to do the job.
d. offer workers proper training.
e. train supervisors to support workers by carefully planning their work.

11. Decision making is a _________ process that begins with __________ and ends with
__________.
a. five-step; identifying and defining the problem; implementing the solution
b. four-step; identifying and defining the problem; implementing the solution
c. five-step; identifying and defining the problem; evaluating the results of the implemented
solution
d. six-step; generating alternative solutions; implementing the solution
e. six-step; generating alternative solutions; evaluating the results

12. __________ refers to the presence of 'free riders' that slack off because responsibility is diffused
in teams and others are present to do the work.
a. Poor work ethics
b. Antisynergy
c. Social imperfection
d. Social loafing
e. Synergy

13. __________ is the creation of a whole that is greater than the sum of its parts is called
a. Group dynamics
b. Synergy
c. A quality circle
d. Cohesiveness
e. Team building
BMGT001 – V2.6 Page | 27
14. The assumption that people are rational and primarily interested in economic incentives from
their work is the underlying assumption of which approach to management thought?
a. Quantitative approach
b. Classical approach
c. Socioeconomic approach
d. Modern approach
e. Behavioural approach

15. Two types of groups especially important to managers in organisations are:

a. informal and formal.
b. formal and cohesive.
c. formal and developmental.
d. psychological and social.
e. cohesive and emergent.

16. __________ is a temporary group created to solve a specific problem.

a. A functional group
b. A quality control circle
c. A task force
d. A command group
e. An autonomous work group

17. A __________ occurs when an actual situation turns out either better than anticipated or offers
the potential to be so.
a. performance deficiency.
b. performance opportunity.
c. performance issue.
d. management challenge.
e. decision situation.

18. The best organisations that have strong cultures will likely do all the following EXCEPT:
a. encourage continuous improvement.
b. discourage innovation.
c. promote teamwork.
d. show respect for members.
e. encourage adaptability.

19. During the __________ stage of the team life cycle, total integration of team members occurs,
and they engage in creative ways of dealing with complex tasks and interpersonal conflicts.
a. storming
b. norming
c. forming
d. adjourning
e. performing

20. The existence of an invisible barrier that prevents women and minorities from rising above a
certain level of organisational responsibility is called the:
a. mirrored wall effect.
b. harassment effect.
c. promotion barrier.
d. sticky floor effect.
e. glass ceiling effect.

BMGT001 – V2.6 Page | 28

Short Answer Question:

List the steps in the ‘Decision Making Process”? Provide a detailed example of how a
manager may apply the decision making process to make the right/best decisions for their
business. (Tip: think of an issue or scenario and maintain your example throughout the
same scenario)

NEXT WEEK’S TUTORIAL

 Quiz 2
 Revision Chapter 15

BMGT001 – V2.6 Page | 29

TUTORIAL 8 - Lecture chapters reviewed: Chapter 15 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Assessment Become knowledgeable with the Presentation assessment due dates and
Components understand all its submission requirements.
Case Study Apply critical and analytical thinking, a capacity to question and challenge
existing frameworks of Motivation and ideas to the study of
management and organisations.
Tutorial Demonstrate understanding of the theoretical foundations of the field of
Quiz 2 management practices, processes.

Recap on ‘Group Verbal Presentations’ requirements.

Due next week!

Activity 1: Case for critical thinking - Read the case study below and answer the questions in the
space provided. - (45 mins)

Motivating and engaging employees for better business:

A Virgin Media case study

Virgin Media was created from the merger of NTL, Telewest and Richard Branson's Virgin Mobile
and is a part of Liberty Global plc, the world’s largest international cable company. In the UK, Virgin
Media is the first ‘quad play’ provider, meaning that they provide broadband, TV, mobile phone and
home phone services. The company has invested over £13 billion and owns the UK’s largest fibre
optic network, making it the biggest privately built network. In the first quarter of 2013 Virgin Media
had 4.49 million broadband subscribers.

The company believes that its employees need to both understand

and believe in the journey of the business and the personal role
they can each play in its success. This applies to all employees.
There are a range of careers at Virgin Media from apprenticeships
out in the field in areas such as installation and service to a variety
of graduate opportunities. Virgin Media’s apprenticeship programs,
which consist of light work using screwdrivers rather than heavy
duty maintenance work, are attracting a growing number of females
into its technician roles year on year. As well as work experience
and traineeships there are a wide range of career opportunities in the three main business areas:

 Serve which includes roles in customer support and service technicians.

 Growth which includes sales and retail.
 Support which includes roles in finance and health and safety.

Balancing business needs with the needs of its employees is achieved through the company’s
commitment to creating a fun environment for its employees whilst they develop their careers.

‘Being Virgin Media means we don't just want to be proud of what we do, we also want to love how
we do it.’

BMGT001 – V2.6 Page | 30

As individuals we are all different and therefore are motivated by different factors at work. Virgin
Media considers the welfare of its employees a priority and understands that engaging and
motivating its people benefits its customers, the business and also the individuals involved. Virgin
Media has also worked to understand the key drivers of engagement for its people; those areas
which have the greatest engagement impact. This has lead to targeted engagement practices
business wide.

‘It is impossible to win the loyalty of customers without first winning the loyalty of employees.’

Although recognised as not a key driver of engagement, Virgin Media recognises that reward is one
of many motivating factors for a lot of its people and offers competitive salaries. It also offers bonus
schemes, such as it’s ASPIRE field pay and reward scheme. The scheme rewards every Net
Promoter® score (NPS) of 9 or 10 with £10. However, as a forward thinking business it understands
the importance of different motivational factors. It offers additional benefits including private health
care, life assurance, company pension scheme and staff saving schemes. The opportunity to
progress within the company is also an important factor, for example, Benjamin joined Virgin Media
in 2011 and went from apprentice to service technician and then network engineer in just 18 months.
As he says: ‘Six months after gaining my apprenticeship I moved up to a new role. I think this shows
how the company is supporting my ambitions.’

Virgin Media use a variety of strategies to recognise the achievements of its employees. One
method used is its NPS Hero Championship scheme where employees receive a personalised letter
congratulating them on a perfect 10 score. Virgin Media’s successful online peer to peer recognition
scheme, SHOUT, provides a simple way by which individuals right across the business can be
thanked for living the Virgin Media values in their work. The employee forum VOICE is another way
the company engages with its employees.

‘Within a large organisation it is important to create a culture where everyone feels they can be
heard, not just about the big things but about the everyday things that make the working
environment a great place to be.’

In 2009 Virgin Media introduced a fleet of fun, movie themed super-vans. The new vans were
inspired by vehicles used in films including Thunderbirds, Disney’s Herbie and The A-Team. The
vans were specially designed for the company’s top performing engineers as a reward for
consistently delivering exceptional customer service.

Another example of recognition at Virgin Media is its annual apprentice graduation. The event is an
opportunity to celebrate the hard work of the apprentices as they successfully complete their training
program and progress their career with Virgin Media.

All Virgin Media technicians are managed through the ‘Your Story Framework’ for career
progression. This includes regular meetings to discuss performance, review progress against set
objectives and develop plans which offer a clear career ladder to enable progression within the
company. This approach ensures fairness and consistency and also offers opportunities for
progression in salary. This framework directly supports Maslow’s higher order needs. As Francis, a
female apprentice says: ‘First, it's not all about the job. Second, you're really well looked after. Third,
Virgin Media are genuinely interested in your future development.’

Virgin Media has a culture of ‘doing the right thing’ and believes that creating a fun workplace where
people feel happy makes for a better business. Its commitment to corporate social responsibility
ensures its employees have access to opportunities to meet their self-actualisation needs. For
example, each year a day is dedicated to raising money for charity

Understanding the factors that motivate employees helps a business to determine the ways in which
it should engage with its people. The level of motivation and satisfaction amongst employees can
have a direct impact on meeting and exceeding customer expectations and overall business
performance. Virgin Media’s engaged employees are committed to the company’s values and to
providing excellent service to its customers.
Source: http://businesscasestudies.co.uk

BMGT001 – V2.6 Page | 31

1- Define and explain Maslow’s theory of needs. Provide an example of at least 3 of
Maslow’s stages Virgin applies in the case study to motivate its employees. Which stage
of Maslow’s hierarchy is most evidently used by Virgin? Justify your answer.

BMGT001 – V2.6 Page | 32

2- Define “reward” and explain what the two forms of rewards are. Provide some examples
of rewards that Virgin media uses. If you were to reward your employee for meeting the
performance objectives, which reinforcement strategy are you applying? Justify your
answer.

BMGT001 – V2.6 Page | 33

 Tutorial Quiz 2 (40mins)
Please put away all your learning resources and textbook. This is a closed book
assessment. Students caught cheating will receive a grade of ZERO (F1) on their
assessment and will be reported to the Academic Board.

You have exactly 40mins to complete the assessment. Good Luck!

Show your PPT draft to your class tutor. This is an opportunity to receive feedback and
address any questions you may have.

NEXT WEEK’S TUTORIAL

 Oral / Verbal Group Presentations due (15%).

 Make sure to arrive on time. Late penalties may apply to students who arrive late and / or
start late.
 Refer to UTS Online for further presentation instructions and submission requirements

BMGT001 – V2.6 Page | 34

TUTORIAL 9 - Lecture chapters reviewed: N/A WEEK

Topic Objectives - by the end of this lesson students should be able to;

Group Communicate business information both orally and in writing through

Presentation presentations, informal reports and team work.
Assessment Become knowledgeable with the Presentation assessment due dates and
Components understand all its submission requirements.

All Presentations due!

Recap on ‘Individual Reflective Report’ requirements.

Due next week.

Quiz 2 Feedback - (10mins)

NEXT WEEK’S TUTORIAL

 Review Chapters 12 & 13

 Reflection Report Due Sunday before 11.59pm

BMGT001 – V2.6 Page | 35

TUTORIAL 10 - Lecture chapters reviewed: Chapters 12 & 13 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Assessment Become knowledgeable with the Presentation assessment due dates and
Components understand all its submission requirements.
Revision Demonstrate understanding of the conceptual foundations of the theories of
Leadership and HRM
Role Play
Communicate business information and demonstrate understanding of the
&
principles of the HRM Process
Scenario
Analysis

Activity 1: Rapid Review - (20mins)

1. Explain the implications for leaders of the statement “We become most powerful when we
give our own power away.” Give a few examples..

2. What are the 2 dimensions of leadership most researched in order to determine leader
behaviour / styles?

3. Why does a person need both position power and personal power to achieve long-term
managerial effectiveness?

BMGT001 – V2.6 Page | 36

Activity 2: Interactive Team Challenge (30mins)

Refer to Challenge Activity Questions in the Tutor’s Tutorial Slides.

Activity 3: Short Answer Question - (15mins)

Define Power. Explain what the 5 sources of power are and how they could be used in a business
scenario? If you were a leader, which one(s) would you choose to use, and why?

BMGT001 – V2.6 Page | 37

Activity 4: - Role play - (30mins)

Watch the following video:

Part I: As a class, create the job analysis of “Operations Manager ” at Google (10mins)

Job Descriptions/Specifications:

95,000K per annum; Excellent communications skills; CBD location; Improve the efficiency of
support services; Implement and manage operational plans; Demonstrated leadership ability; At
least 3 years’ experience in Management; Oversee organizational insurance policies; Ensure
health and Safety committee meetings are held and tasks assigned; High comfort level working in a
diverse environment; Excellent computer skills; Assist in recruitment and placement of staff; Post-
graduate education in Business; Creating organizational and program budgets; Liaising with Board
and Executive Directors.

Operations Manager

Job Description Job Specification

BMGT001 – V2.6 Page | 38

Part II: Role Play (20mins)

Scenario 1: You are the HR Manager at Google and have been tasked to recruit an Operations
Manager. You are about to interview some potential candidates. Prepare three questions you want
to ask the applicants.

Question 1:

Question 2:

Question 3:

Scenario 2: You are the applicant interested in applying for the Operations Manager position at
Google. You have a Masters Degree in Business and have worked in operations for 2 years only.
Write down the two more of the most important points you want to mention during the interview.

1.

2.

Presentations Feedback - (10mins)

BMGT001 – V2.6 Page | 39

 This is your last chance to show your tutor any report drafts. Take a moment to reflect on
your progress and discuss with your tutor how you may improve upon the construction and
inclusions of your reflective report.

You can use the below checklist;

Defining main concepts

Explaining key concepts
Relevant research and reflective language to support both point of arguments (alternative
views)
Critically analysing data
Using minimum 3 academic references
In-text citations used throughout
Use of graphs/charts as supporting evidence
Using comprehensive and elaborated examples to illustrate
Grammar check
Spelling check
UTS Harvard Style referencing check
Organisation and presentation of report
Report format (cover page, table of contents, page numbers, sequencing, double line
spacing, etc..)

NEXT WEEK’S TUTORIAL

 Review ALL final exam inclusive chapters (Lectures 5-10)

 Practice Final Exam

BMGT001 – V2.6 Page | 40

TUTORIAL 11 - Lecture chapter reviewed: Chapters 18 WEEK

Topic Objectives - by the end of this lesson students should be able to;

Assessment
Become knowledgeable with the Final Exam assessment requirements.
Components
Revision Demonstrate understanding of the innovation processes and issues as well
as the theoretical foundations of managing change and resistance to change.
Practice Become familiar and knowledgeable with the question format of the Final
Final Exam Exam and formulate a basis for study and submission requirements.

Recap on Final Exam requirements.

PRACTICE PAPER
Subject code BMGT001
Managing People and Organisations

Time Allowed: 3 hours (plus 10 minutes reading time)

Number of Questions: 28 in Total –
Part A is 25 Multiple Choice Questions
Part B is 3 Short Answer questions

Instructions: All answers to all the questions go in the booklet provided

Multiple choice questions are 1 mark each Total Marks – 25
Short answer type questions are 5 marks each Total Marks – 15
The exam covers the material in weeks 5 – 10.

Materials Allowed: NIL

IMPORTANT INFORMATION REGARDING THE EXAMINATION RULES

 You must not try to get any help in these examinations or give help to any other student.
 You must not bring any unauthorised information into the examination room or in any other place visited by you during
the examination.
 Any items brought into the examination room must be available for inspection and must be placed where directed by
the supervisor.
 You are not allowed to bring your bags into the examination room.
 Programmable calculators are not permitted and your calculator must not have a cover, nor have anything written on it
or any notes enclosed in it.
 The examination paper and the answer sheets/booklets must not be removed from the examination room. You are to
remain seated until all examination papers and answer sheets/booklets are collected.
 You are not permitted to leave the examination room for any reason until 90 minutes of writing time has passed or
within 15 minutes of the examination concluding.
 Any student who breaks the examination rules, is found cheating, behaves in a disorderly manner or otherwise
disrupts an examination will face disciplinary action as determined by the Student Conduct Committee.

BMGT001 – V2.6 Page | 41

 PART A: Multiple Choice Questions. Circle the correct answer.
YOU MUST ANSWER ALLL THESE QUESTIONS

Write your answer in BLOCK letters into the answer grid provided below;

1 6 11 16 21

2 7 12 17 22

3 8 13 18 23

4 9 14 19 24

5 10 15 20 25

1. In recognising the importance of people to organisational success, increasingly companies offer:

a. flexible working hours.
b. good career planning opportunities.
c. links between employee performance and remuneration.
d. good training and development.
e. all of the options listed.

2. Human resource management does all of the following EXCEPT:

a. attract, develop and maintain a talented and energetic workforce.
b. support organisational mission, objectives and strategies.
c. provide workers with relevant skills and enthusiasm to implement corporate, business and
functional strategies.
d. ensure that the organisation minimises expenditures for wages and salaries, benefits and
quality of work-life elements.
e. help the organisation be ready to perform up to expectations.

3. __________ occurs as a result of the specific efforts of a change agent in direct response to a
person's perception of a performance gap.
a. Crisis-induced change
b. Unplanned change
c. Performance change
d. Planned change
e. Innovative change

4. __________ occurs when criteria that are not job-relevant are used in making hiring decisions or
job assignments.
a. Employment discrimination
b. Affirmative action
c. Equal employment opportunity
d. Managerial bias
e. Job prejudice

BMGT001 – V2.6 Page | 42

5. A __________ allows all members to communicate directly with each other.
a. neutral communication network
b. decentralised communication network
c. centralised communication network
d. standard communication network
e. restricted communication network

6. When Linda, a manager in a department store, tells someone to do something and refers to the
fact that she is the boss and therefore the other person must do as asked, she is trying to use
__________ power to influence the other person's behaviour.
a. referent
b. legitimate
c. personal
d. formal
e. coercive

7. The content theories of motivation include all of the following EXCEPT

a. hierarchy of needs theory.
b. ERG theory.
c. two-factor theory.
d. goal-setting theory.
e. acquired-needs theory.

8. In the expectancy theory of motivation, the person's belief that successful performance will be
followed by rewards or other potential outcomes is called:
a. valence.
b. Expectancy.
c. instrumentality.
d. comparable worth.
e. the multiplier effect.

9. Maslow's __________ holds that a need at one level does not become activated until the next
lower-level need is already satisfied.
a. reinforcement principle
b. satisfier principle
c. deficit principle
d. progression principle
e. scalar-chain principle

10. In McClelland's motivation theory, the need for __________ is the desire to control, influence or
be responsible for other people.
a. self-actualisation
b. achievement
c. growth
d. power
e. affiliation

11. In contemporary organisations, __________ concerns the protection of employees with respect
to their rights to privacy, due process, free speech, free consent, health and safety, and freedom of
conscience.
a. the utilitarian view.
b. the individualism view.
c. the collectivism view.
d. the moral-rights view.
e. the justice view.

BMGT001 – V2.6 Page | 43

12. The accommodative strategy of social responsibility meets the organisation's:
a. economic responsibility.
b. economic and legal responsibilities.
c. economic, legal and ethical responsibilities.
d. economic, legal, ethical and discretionary responsibilities.
e. economic, legal, ethical, discretionary and political responsibilities.

13. In the communication process, __________ is sent through a communication channel to a

__________, who then decodes or interprets its meaning.
a. noise, person
b. feedback, receiver
c. the message, receiver
d. a decision, work team
e. an attribution, a leader

14. A manager describes how to perform a new task to a subordinate; the subordinate then repeats
the instructions accurately and does the job flawlessly. The manager then follows the same
procedures with several other employees, one at a time. This communication process would most
likely be characterised as
a. effective but not efficient communication.
b. efficient but not effective communication.
c. neither effective nor efficient communication.
d. both effective and efficient communication.
e. a typical failure of leadership.

15. Nancy, a plant manager, received a directive from corporate headquarters to examine possible
ways for redesigning work processes to improve plant productivity. Knowing this would be a 'hot
button' issue with plants workers, Nancy needs to communicate this news to them as effectively as
possible. Which communication approach should Nancy use?
a. Oral communication
b. Written communication
c. Nonverbal communication
d. Delegate the task to a lower-level manager
e. Nonverbal then written communication

16. What BEST defines business sustainability?

a. Economic growth that incorporates community concerns.
b. The use of resources that meet the needs of current and future generations.
c. The management of the natural environment and society.
d. The use of resources that meet the needs of future generations.
e. The management of the natural environment and community.

17. Vision, something frequently associated with effective leadership, refers to:
a. a future that one hopes to create or achieve in order to improve upon the present state of
affairs.
b. the ability to spontaneously take charge in a group situation.
c. the capacity to plan, organise and control.
d. the knowledge of when to use position power and when not use it.
e. the capacity to influence one's superiors.

18. A measure of company performance covering results in terms of economic, social and
environmental and cultural factors is called?
a. The total bottom line.
b. The ethical bottom line
c. The integrated bottom line.
d. The quadruple bottom line.
e. The financial bottom line

BMGT001 – V2.6 Page | 44

19. The ability to get someone else to do something you want done or to make thing happen the
way you want is called:
a. political behaviour.
b. manipulation.
c. leadership.
d. power.
e. control.

20. __________ occurs when strategic and comprehensive changes are initiated from senior
management with the goal of having a comprehensive impact on the organisation and its
performance.
a. Bottom-up change
b. Theory O change
c. Top-down change
d. Inside-out change
e. Outside-in change

21. The process that managers use to allow others to gain power and achieve influence within the
organisation is known as:
a. organising.
b. empowerment.
c. planning.
d. motivating.
e. authority.

22. In highly innovative organisations, certain key roles must be fulfilled. These include all of the
following roles EXCEPT:
a. those who perform technical functions on the innovation project.
b. those who advocate the status quo and some sense of stability.
c. those who serve as links between people and groups.
d. those who encourage, and coach others to keep innovation values and goals in place.
e. those who create new insights from internal discoveries or external awareness.

23. Sustainability can be described as the use of resources without comprising the ability of future
generations to meet their __________.
a. desires
b. goals
c. needs
d. wants
e. aspirations

24. The underlying beliefs and attitudes that help determine behaviour are referred to as:
a. morals.
b. values.
c. ethics.
d. personal standards.
e. social norms.

25. All of the following statements correctly describe the process innovations EXCEPT:
a. product innovations result in the creation of new or improved goods and services.
b. process and product innovations support invention.
c. process innovations result in better ways of doing things.
d. creativity is not essential for innovation.
e. process and product innovations support application.

BMGT001 – V2.6 Page | 45

PART B: Choose any THREE questions out of Questions 1 – 5

1. Define and explain Kurt Lewin’s three-phase organisational change model for contemporary
organisations. Think of a business scenario whereby you are a top manager about to
implement a planned change; provide a detailed illustration of how you would use this model
to effectively execute the change(s).

2. Define conflict. Explain what the two forms of conflict are and provide some examples using
a business environment of your choice, and elaborate on what conflict management style
you would use as a manager to resolve the issue. Do you agree that all conflict results in
dysfunctional and destructive consequences? Justify your answer.

3. In order to survive in a very challenging industry, Sydney’s Belvoir St Theatre operated on a

parity pay system between 1984 and 2010. From the general manager to the box-office staff,
every employee was paid the same amount. Identify two or three advantages and
disadvantages of this rewards system. Do you agree that this system leads to an increase in
job satisfaction among staff members? Discuss.

4. What are the major differences in potential outcomes achieved by managers using the force-
coercion, rational persuasion and shared power strategies to bring about organisational
change?

5. What are the main distinctions / suggestions between Fiedler’s theory on effective leadership
to Hershey-Blanchard’s theory on effective leadership? Which situational leadership style
works best in high-readiness situations of able, willing and confident followers? Justify your
answer.

END OF PAPER

BMGT001 – V2.6 Page | 46

BMGT001 – V2.6 Page | 47
 Source: http://wishesmessages.com/good-luck-messages-for-exams-best-wishes-for-exams/

BMGT001 – V2.6 Page | 48