Introduction to Management Exam Questions

Topic 1: Origins of management practices

1. Explain what is meant by ‘management’. In your answer discuss how the definitions of
‘management’ have changed over time.

Management is the process of getting things done, effectively and efficiently, with and
through other people. The definitions of ‘management’ has evolved through time due to
societal values and beliefs ever changing; globalisation and technological advancements
playing major roles. Policies are now in place in regards to human rights and in guiding
workplace operations. Referring to Taylorism whereby organisations adopt a more
autocratic approach to management, this is now slowly being replaced by more
contemporary styles such as focusing specifically on human behaviour. Thus, how
organisations manage their systems as well as their human resources have shifted to target
issues of sustainability and equality. For example, promoting gender equality.

Topic 2: Managing organisational behaviour

1. Describe the three ‘attitude orientations’ of organisational behaviour and give an
example for each. In your answer discuss why it is helpful for managers to be aware of
these orientations.

The three ‘attitude orientations’ of organisational behaviour relates to the cognitive,

affective, and behavioural components of an attitude. The cognitive component is made up
of the beliefs, opinions, knowledge and information held by a person. For example, Brad
feels strongly that smoking is unhealthy. The affective component is the emotional or
feeling part. For example, Brad doesn’t like Erica because she smokes. Whilst the
behavioural component refers to an intention to behave in a certain way towards someone
or something. For example, Brad might choose to avoid Erica on purpose. Thus, managers
should be aware of these orientations to avoid any unnecessary tension; placing two people
who are unable to work together effectively. Vice versa, knowing which members are able
to work well in a team.

2. Describe the two approaches of perception and the categories in each approach. Discuss
why it is important for individuals to be aware of these approaches and the barriers to
accurate perception that can occur.

Two approaches of perception are self-perception and social perception. Self-perception, as

the name suggests, is how the individual views oneself, incorporating ideas of self-concept,
self-esteem and self-presentation. Whilst social perception is the study of how people form
impressions of and make inferences about other people. It is important for individuals to be
aware of these approaches as it impacts their performance in terms of how they value
themselves and others; affecting their ability to work cohesively. In addition, individuals
should be aware of the barriers to accurate perception such as it is highly subjective (i.e.
depends on the individual and their state of mind) and perhaps biased.
Topic 3: Groups and Teams
1. Compare how early scientific management theorists and behavioural science theorists
might react to the increased use of teams in contemporary organisations.

Scientific management theorists such as Taylor may disapprove of the increased use of
teams in contemporary organisations due to nature of his beliefs – that there is only ‘one
best way’ for a job to be done. This counters the purpose of creating teams as it aims to
incorporate a range of individuals with complementary sets of skills and knowledge to
devise different ways to complete a given task/problem as organisations now face more
complicated implications. On the other hand, behavioural science theorists, such as
referring to the Hawthorne Studies, places greater emphasis on the inter and intrapersonal
relationships an individual has in the workplace. Therefore, their reaction to the increased
use of teams in contemporary organisations may be reflected positively as issues revolving
around group cohesion and productivity is dependent on the relationships established in
these teams.

2. Discuss ways in which norms and conformity can affect group behaviour. In your answer
draw on the influence of Schwarz’s ‘values model’ on norms and conformity.

Norms are standards or expectations that are accepted and shared by a group’s members.
Whilst conformity is the compliance with standards, rules or laws. Together, they affect
group behaviour as it pressures individuals to act in a certain way to fit in.

Topic 4: Managerial Communication

1. Explain why it is important to understand the different communication styles when
communicating with people. In your answer discuss the barriers to communication that
managers need to be aware of when communicating with culturally diverse teams.

In order to get things done, managers (or anyone in general) need to be able to successfully
communicate their intended messages to whom they are targeting. Thus, it is crucial for
them to acknowledge that not everyone can be communicated in the same way. Within
that, managers need to be aware of the barriers to communication; language, filtering, and
selective perception, for example. Within a culturally diverse team, it would not be
surprising to have individuals brought together who have originated from different parts of
the world, thus their native language may not be that of English. In relation to filtering,
individuals may not accurately convey the intended message as they may manipulate it to
appear more favourable to the receiver. Similarly, selective perception is when the receiver
only chooses to take in depending on his/her feelings at the time. Thus, these are the sorts
of variables managers need to be careful when communicating information.

2. You are a manager who is trying to get support from your colleagues for a new idea.
Describe the three principles of communication as well as three influencing tactics you
might use.
The first communication principle of communication involves having to ‘think carefully
about what you are trying to achieve’ (i.e. getting support from my colleagues for the new
idea). The second principle involves needing to ‘identify your audience’ (i.e. my colleagues).
Lastly, the third principle is ‘matching the messaging to the audience, the context and the
desired outcome’. Three influencing tactics that I might use are personal appeal,
inspirational appeal and coalition formation. Personal appeal will be demonstrated through
having an overall friendly and approachable personality, thereby improving the image I
project to my colleagues. Inspirational appeal will involve me arousing my colleague’s
enthusiasm for an issue that relates to my proposed idea (i.e. the potential success the idea
will have on sales which may then correlate to a promotion). Coalition formation will involve
establishing a truce in which when they propose a new idea, I will agree to support it.

Topic 5: Managing CSR and Ethical Behaviour

1. Taking a systems view of organisations, discuss the influence of systems, culture and
values on corporate social responsibility (CSR).

CSR refers to an organisation’s intentions to go beyond its legal and economic obligations –
to act in ways that are good for society. A systems view of organisations aims to look at the
organisation’s operations in a holistic way. Such by taking into account the external
environment (e.g. global issues like climate change) as well as internally. Thus, this will
impact the culture of the business in the way they run their operations (e.g. saving paper
and investing towards more paperless practices). Followed closely, values such as
appreciating and caring for the environment (i.e. motivating employees to minimise the
company’s carbon footprint) forms the basis of the organisation’s CSR. Thereby, the
organisation’s view of its social responsibilities influences what they decide to do and how
they decide.

2. Secchi developed three theories of CSR. Describe the differences between the three
theories and give an example for each.

The three theories of CSR Secchi developed are Utilitarian, Managerial and Relational.
Utilitarian theories are related to strategies for competitive advantages. Secchi further
divides it into two – social costs and idea of functionalism. For example, one of the firm’s
goals should be profit making; investment should be profitable to the investors and
stakeholders. Thus being describe as social responsibility that of businessmen.

Managerial theories have been divided into three sub-groups – corporate social
performance (CSP), social accountability, auditing and reporting (SAAR), and social
responsibility of multinationals. The three activities are separate managerial activities but
they are interrelated to each other. All these contribute to the socially responsible
behaviour of a firm (e.g. releasing verifiable and accurate financial documents), which finally
measures the corporations’ activities that have social impact; social responsibility as
philanthropy.

Relationship theories focuses on the the interrelations between the firm and environment.
The relationship theory is further divided into four sub-groups – business and society,
stakeholder approach, corporate citizenship, and social contract. For example, looking into
human rights, labour rights and respect for the environment.
Conclusions about the three groups of CSR theories are as follows: Utilitarian is simplified in
its views by the individuals and mechanical from the corporation perspective, managerial is
very organizational oriented and measurable; and relational is values-based as well as
interdependent between the corporation and society.

Topic 6: Managerial Leadership

1. Draw on your knowledge of the conventional leader-celebratory approaches to
leadership. Describe Adair’s three circles model. In your answer explain the model’s core
management responsibilities.

Adair’s three circles model illustrates Adair’s three core management responsibilities –
achieving the task, managing the team or group, and managing individuals. Achieving the
task may involve things like identifying aims and vision for the group; having a direction.
Managing the team or group may involve having to establish, agree and communicate
standards of performance and behaviour. Managing individuals may involve having to
understand their personalities, skills, strengths, needs, aims and fears.

The model states that leaders must balance the actions they take across all three key areas
if they want their group to succeed. The areas are interdependent; if a leader focuses too
much on one area and neglects the other two, then the group will experience problems.

2. Bass and Avolio developed a model of Transformational Leadership. Discuss the key
features of the model including what is meant by the term ‘Transformational
Leadership’.

Transformational leadership is defined as a leadership approach that causes change in

individuals and social systems. In its ideal form, it creates valuable and positive change in
the followers with the end goal of developing followers into leaders. There are four
components to transformational leadership (sometimes referred to as the 4 I’s) – Idealized
Influence (II), Inspirational Motivation (IM), Individualized Consideration (IC) and Intellectual
Stimulation (IS). II refers to the leader being an ideal role model, IM refers to leaders having
the ability to inspire and motivate followers, IC refers to leaders demonstrating genuine
concern for the needs and feelings of their followers and IS refers to leaders challenging
followers to be innovative and creative.

Topic 7: Managing strategically

3. You have just been appointed as a strategic manager. In your planning you are
considering undertaking either a macro analysis or an organisational analysis. Discuss
the key features of both approaches and in what circumstances you would apply each
analytical tool.

A macro analysis refers to looking beyond the local business environment (i.e. political,
economical, etc.); towards more international matters and the effects such impacts has on
the business. Whereas an organisational analysis is one that looks more at the internal
operations of the business (i.e. organisational resources). As a strategic manager, I would
implement a macro analysis if the business was proposing to market their products
internationally and when taking into account possible global issues that may directly or
indirectly affect the business. Whereas, I would use an organisational analysis to identify if
the business is effectively using its resources in ways to maintain a sustainable competitive
advantage. For example, whether or not the business’s products are distinct from that of
their competitors.

4. Discuss two tools that could be applied by managers when facing a strategic. Explain
which tool would be more useful in this context.

When facing a strategic dilemma, managers could implement the PESTEL tool – looking
at the political, economic, sustainability, technology, environment and legal aspects of
the business environment. Thereby allowing managers to gain a better understanding of
 stakeholders and how their behaviour may change due to, for example, inflation or
issues regarding the company’s carbon foot print. Another tool that could be used is
Porter’s Five Forces of Competition – looking at the Threat of Entrants, Threat of
Substitutes, Bargaining Power of Supplier and Bargaining Power of Buyers. This tool is
useful when wanting to evaluate the factors contributing to price changes. Thus, in this
context, the PESTEL tool is better in wanting to oversee the bigger picture and how it
impacts the dilemma.

Topic 8: Organisational Analysis

1. Explain the contingency factors that affect organisational design.
http://www.yourarticlelibrary.com/organization/5-contingency-factors-affecting-
organisational-design/22114/

The contingency factors that affect organisational design are strategy, environment, size of
the organisation, age of the organisation, and technology. Organisational structures are built
to achieve objectives by implementing strategies, therefore, when strategy changes,
structures must change. Environment has an impact on decision making – the stability and
predictability of the environment has a direct bearing on the ability of the organisation to
function effectively. It is observed that large organisations differ structurally from small ones
in terms of aspects like the division of labour and the practiced rules and regulations. Like
people, organisations evolve through different stages of the life cycle. For example, in the
‘birth’ stage, as the organisation has just been established, decision making may be
centralised and tasks are not yet specialised. In regards to technology, the technology used
to manufacture the products impacts the organisation’s operations.
2. Describe what the objective frameworks for organisational analysis are. Discuss when
the ‘systems principles’ are not desirable for businesses to apply.

The objective framework for organisational analysis are functionality, data, software,
engineering and technology. It deals with the more physical aspects of organisational
operations. The ‘systems principles’ are not desirable for fast paced technological changes
to drive business functionality. In addition, it is not desirable for businesses to be
constrained by technology choices.

Topic 9: Creativity, Innovation & Design

1. Define each of the following types of innovation and give an appropriate example for
each from the motorcar industry: Product/Service innovation; Marketing innovation;
Technology innovation.

Product/Service innovation is the creation and subsequent introduction of a good or service

that is either new, or an improved version of previous goods or services. For example, the
manufacturers in the motorcar industry may replace old/ inefficient parts with ones that are
more up-to-date and better. Marketing innovation is the implementation of a new
marketing method involving significant changes in product design or packaging, product
placement, product promotion or pricing. For example, suppliers in the motorcar industry
might propose special deals for certain car models. Technology innovation refers to the
significant technological changes of products and processes. For example, Henry Ford
launched the world’s first moving assembly line which greatly changed the manufacturing
industry.

2. Explain why it is necessary, and very important, to measure innovation within

organisations. In your answer discuss what would be appropriate metrics for product
and technology innovation.

Measuring innovation within organisations is necessary and important because it

determines their ability to maintain a competitive edge and if they are able to keep up to
date with trends. Appropriate metrics for product innovation are measures like the
percentage of sales from new products and/or the number of patents registered.
Appropriate metrics for technology innovation are measures like the total output per unit of
input (i.e. focusing on efficiency) and/or the number of mechanical problems (i.e. ratio to
human errors) occurring.

Topic 10: Managing work in a global society

1. ‘The availability of advanced information technology allows an organisation’s work to be
done anywhere at any time.’ Discuss if ‘organising’ is still an important managerial
function in a global society. Provide examples to illustrate your answer.
‘Organising’ is still a fundamental managerial function in a global society as managers still
need to ensure clarity in workplace relations and delegate tasks to accomplish
organisational goals and targets. Furthermore, due to the technological advancements,
being able to keep track of all aspects of the organisation calls for greater need in organising
skills. For example,
e-mailing is a rising preference for means of communication as it is easy and instantaneous
(i.e. there is no postage time nor fee). Due to this popularity, managers will need to be able
keep on top of important messages and organise their time and priorities accordingly.
Topic 11: Future Trends
1. Describe three effects of globalisation on organisations.

One effect of globalisation on organisations is that of expanded markets. Organisations are

now able to sell their products internationally as well as domestically. A second effect is the
access to cheaper resources. This introduces the need for policies regarding human rights as
some countries may take advantage of the far cheaper labour in countries like China. A third
effect is international development, arising out of a combination of both expanded markets
as well as cheaper resources. A prime example of this is India. Before the late 90s, the
information technology sector in India was largely in its infancy stage. However, coupled
with an educated yet inexpensive workforce, foreign companies were able to start
subsidiaries of high tech activities in cities like Bangalore.

2. Discuss five challenges that managers face in motivating today’s workforce and ways in
which these challenges can be overcome.

Five challenges that managers face in motivating today’s workforce are:

1) Keeping staff engaged – managers could introduce monetary incentives
2) Keeping staff committed and passionate about what they do – inspiring employees
to be emotionally driven to achieve organisational goals
3) Maintaining healthy workplace relationships – holding annual company parties and
informal events that will allow employees to mingle
4)