CONFIDENTIAL BS210/IS250/PI100/ /SEPT2021/MGT4013

FINAL EXAMINATION

MODULE TITTLE : PRINCIPLES OF MANAGEMENT

MODULE CODE : MGT4013

EXAMINATION DATE : 27 SEPTEMBER 2021

TIME : 2 PM – 5 PM (3 HOURS)

NAME Afiq Danish B.Mohd Razip

MATRIX NUMBER DPI2106678
PROGRAM MGT4013 ( FINAL TEST )

PART A (20 marks)

ANSWER ALL QUESTIONS.

1. A 11. D
2. B 12. C
3. B 13. C
4. D 14. A
5. C 15. A
6. D 16. D
7. D 17. A
8. A 18. B
9. C 19. B
10. A 20. A

PART B (20 marks)

1
CONFIDENTIAL BS210/IS250/PI100/ /SEPT2021/MGT4013

ANSWER ALL QUESTIONS.

QUESTION 1
1. Management
2. Marketing
3. Designers
4. Manufacturing
5. Assembly

QUESTION 2
1. Hardworking
2. Self Direction
3. Seek Responsibility
4. Good Decisions
5. Achievement

QUESTION 3
1. Hierarchical Organizations
2. Flatter organizations
3. Flat Organizations
4. Flatarchies
5. Holacratic Organizations

QUESTION 4
1. Physical Barriers
2. Attitude Barriers
3. Emotional Barriers
4. Cultural Barriers
5. Language Barriers

PART C (60 MARKS)

2
 CONFIDENTIAL BS210/IS250/PI100/ /SEPT2021/MGT4013

ANSWER ANY THREE (3) QUESTIONS.

Question 1
a. 1. Planning and Decision Making = Looking ahead into the future and predicting possible trends or occurrences that are likely to influence the working situation is
the most vital quality and manager’s job. Planning means setting an organization’s goals and deciding how best to achieve them.
2. Organizing, Coordinating Activities and Resources = Organizing can be defined as the process by which the established plans are moved closer to realization.
3. Leading - Managing, Motivating, and Directing People = Leading is influencing or prompting the organization member to work together with the interest of the
organization.
4. Controlling – Monitoring and Evaluating Activities = Monitoring the organizational progress toward goal fulfillment is called controlling. Thus, monitoring progress is essential to
ensure the achievement of organizational goals.
b. Strategic management process begins with recognizing and formulating the vision and mission of the organization. The second step is concerned with performing a
strategic analysis of the organization.Setting Objectives, It means deciding objectives to be accomplished for reaching the vision. Strategy Formulation, After deciding
various objectives to be achieved, the next step is choosing the most appropriate action among different alternatives available for attaining them. Strategy
Implementation, In this step, strategies framed by managers are put into action by successfully implementing them within the organization.The sixth step in the
strategic management process is concerned with evaluating and monitoring the performance for ensuring that all activities go as per the plan. SWOT Analysis, This is
a crucial part of the strategy management process. A SWOT analysis focuses on evaluating the strengths, weakness, opportunities and threats of an organization

Question 2
a. 1. Single Strand Chain = Single Strand Chains are those which follow single chain transmission.For example, A tells to B, who tells
it to C & so on. The longer the strand, the more is the distortion and filtering effects.
2. Gossip chains = Gossip chains are those in which Group of people gather up to discuss matters of mutual interest. For example,
a message of ‘not-on-job’ is passed through this type of chain.
3. Probability Chain = Probability Chain is an informational network where each of the individual randomly tells others the same
message. The source of information for each of the person hearing the message is different.
4. Cluster Chain = Cluster chain is an informational network where someone first tells the message to the selected individuals and
those selected individuals pass the same information to other selected individuals and the process continue in the same way.
b. 1. Division of work = Division of work leads to specialization, and specialization helps to increases efficiency and efficiency which
results in improvements in the productivity and profitability of the organization.
2. Balancing Authority and Responsibility = Authority must be equal to Responsibility. According to Henri Fayol, there should be a
balance between Authority (Power) and Responsibility (Duties). The right to give orders should not be considered without reference
to responsibility.
3. Discipline = Outward mark of respect in accordance with formal or informal agreements between a firm and its employees.
Discipline means respect for the rules and regulations of the organization. Discipline may be Self-discipline, or it may be Enforced
discipline.
4. Unity of command = According to this principle, a subordinate (employee) must have and receive orders from only one superior
(boss or manager).
Question 3
a. 1. Abusive Behavior = Too many workplaces are lled with leaders who use their position and power to mistreat others. Unfortunately,
unless the situation involves race, gender or ethnic origin, there is often little to no legal protection against abusive behavior in the
workplace. Abusive behavior is unethical
2. Employee Theft = Whether its check tampering, not recording sales in order to skim, or manipulating expense reimbursements,
employee theft is a crime and unethical.
3. Lying to employees = The fastest way to lose the trust of your employees is to lie to them. If you ask employees whether their manager
or supervisor has lied tjo them within the past year, you may be surprised at the results. Lying is unethical.
4. Violating Company Internet Policies = Cyberslackers. Cyberloafers. These are terms used to identify people who surf the internet when
they should be working.
b. 1. Clan culture = A hallmark of many small businesses, start-ups yand family-run organizations, Clan culture has an inward focus.
2. Adhocracy culture = A culture that runs on adrenaline and thrives on disrupting the status quo.
3. Market culture = The most aggressive of the organizational culture types. Expect a workplace driven by targets, deadlines and the need to get
results, with staff performance closely monitored.
4. Hierarchy culture = A place for everyone and everyone in their place. There’s a formality to this particular organizational culture, with leaders at the
top and an established chain of command. In essence, it’s the traditional corporate structure.

3
.

fi