Centre for Business Studies

Year 2020 / Semester 2

MGT106 Management

Tutorial
Topic : INTRODUCTION TO MANAGEMENT
Subtopic : Managers and management
Date : 19/6/2020

LEARNING OUTCOMES

1. Who Are Managers?

 Explain how managers differ from non-managerial employees.
 Describe how to classify managers in organizations.
2. What Is Management?
 Define management.
 Explain why efficiency and effectiveness are important to management.

PART A
Answer all questions

1) What function does a manager perform?

(4 marks)

2) Describe Mintzberg’s roles in management.

(6 marks)

PART B

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1. Which of the following statements regarding managers in today's world is accurate?

a) The single most important variable in employee productivity and loyalty is the quality of
the relationship between employees and their direct supervisors.
b) Their age range is limited to between 30 and 65 years.
c) They can be found exclusively in for-profit organizations.
d) They are found only in large corporations.

2. Supervisor is another name for which of the following?

a) top manager
b) first-line manager
c) team leader
d) middle manager

3. ________ involves ensuring that work activities are completed efficiently and effectively by
the people responsible for doing them.
a) Planning
b) Organizing
c) Managing
d) Commanding

Tutorial
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Topic : INTRODUCTION TO MANAGEMENT

Subtopic : The environment of management
Date : 26/6/2020

LEARNING OUTCOMES

1. The Manager: Omnipotent Or Symbolic?

 Contrast the actions of managers according to the omnipotent and symbolic views.
 Identify the two constraints on managerial discretion.
2. The Environment.
 List the components of the specific and general environments.
 Explain the two dimensions of environmental uncertainty.
 Identify the most common organizational stakeholders.
 List the four steps in managing external stakeholder relationships.

PART A
Answer all questions

1. Describe the differences between Omnipotent and Symbolic.

(4 marks)

2. How the environment affects managers?

(2 marks)

PART B

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1. Michael is the manager of a production facility. On a routine day, Michael meets with the
employees who produce the organization's product. At another time, Michael meets with the
production manager, Betty, and the human resource manager, Joyce, to discuss complaints
filed by one of the employees in the production department. Michael also spends time on the
Internet looking for new technologies that can be used in the production processes of his
plant.

i. When Michael meets with Betty and Joyce to discuss a complaint filed by one of the
employees in the production department, he requires which of the following managerial
skills?
a) conceptual skills
b) human skills
c) empirical skills
d) technical skills

ii. When Michael manages the employees who produce the product, he is utilizing his
________.
a) technical skills
b) conceptual skills
c) empirical skills
d) human skills

2. The omnipotent view of management states that ________.

a) managers' roles are peripheral and staff manage their own areas of the business
b) managers should allow employees to take part in decision making
c) managers have little or no responsibility for an organization's success or failure
d) managers are directly responsible for an organization's success or failure

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Tutorial
Topic : PLANNING
Subtopic : Planning and strategy formulation
Date : 03/7/2020

LEARNING OUTCOMES

1. The What And Why Of Planning

 Define planning.
 Describe the purposes of planning.
 Explain what studies have shown about the relationship between planning and
performance.
 Describe each of the different types of plans
2. Setting Goals and Developing Plans
 Discuss the contingency factors that affect planning.
 Describe the approaches to planning.
3. Contemporary Issues in Planning
 Explain the criticisms of planning.
 Describe how managers can effectively plan in today’s dynamic environment.
4. Strategic Management
 Define strategic management, strategy, and business model.
 Give three reasons why strategic management is important.
5. The Strategic Management Process
 Describe the six steps in the strategic management process.
 Define SWOT (strengths, weaknesses, opportunities, and threats).

PART A
Answer all questions

1. Discuss the difference between formal and informal planning with relevant example.
(2 marks)

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2. Explain FOUR (4) reasons why manager should plan.

(4 marks)

3. Discuss the Cooperate level, Business level and Functional level.

(6 marks)

PART B

1. ________ involves defining the organization's goals, establishing strategies for achieving
those goals, and developing plans to integrate and coordinate work activities.
a) Planning
b) Execution
c) Logistics
d) Operations

2. Which of the following is one of the reasons why managers should plan?
a) Uncertainty can be eliminated and the organization can be insulated from change with
planning.
b) Planning eliminates the need to set goals.
c) Planning eliminates the need to measure work effort
d) When work activities are coordinated around plans, inefficiencies become obvious.

3. Which of the following is true of the impact of formal planning on organizational

performance?
a) Formal planning is associated with positive financial results.
b) Companies can start seeing the impact of formal planning on performance after about a
year of starting the planning process.
c) Organizations that formally plan invariably outperform those that do not plan.
d) The amount of planning done is more important to high performance than the quality of
planning and implementation.

4. Strategic plans are usually ________.

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a) short term, specific, and standing

b) long term, directional, and single use
c) short term, directional, and standing
d) long term, specific, and standing

5. Plans that encompass only the production or the sales goals of a company are termed
________ plans.
a) strategic
b) informal
c) operational
d) financial

6. Long-term plans are defined as those with a time frame beyond ________.
a) five years
b) three years
c) one year
d) seven years

7. Which of the following is an example of a single-use plan?

a) a plan developed to ensure worker safety at the company's facilities
b) affirmative action hiring policies of a company
c) the procedure to be followed for firing low-performing employees
d) a plan developed to implement new environmental regulations

8. Which of the following is an example of a standing plan?

a) a retail chain's plan to counter the entry of a new competitor
b) a fire escape policy establishing practices to be followed in an emergency
c) a plan to cope with radical changes in the political environment
d) a plan developed to address a sudden, unanticipated surge in demand

Tutorial
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Topic : INTRODUCTION TO MANAGEMENT

Subtopic : Setting vision, mission and objectives /
Date : 10/07/2020

LEARNING OUTCOMES

3.1 Goals And Plans

 Define goals and plans.

 Describe the types of goals organizations might have.
 Describe well written goals and explain how to set them.

PART A

Answer all questions

1. Discuss financial goal, strategic goal, stated goal and real goal with relevant example.
(8 marks)

2. Define Management By Objectives (MBO).

(2 marks)

PART B
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1. Goals are different from plans because ________.

a) goals are important only for small companies, and plans are important only for large
companies
b) goals are desired outcomes, and plans describe how those outcomes will be accomplished
c) goals identify specific steps that the organization needs to achieve, and plans identify the
overall mission of the organization
d) goals describe financial objectives, and plans describe objectives related to social
responsibility

2. An organization's ________ goals are official statements of what an organization says, and
what it wants its stakeholders to believe its goals are.
a) implicit
b) authentic
c) real
d) stated

3. Goals are different from plans because ________.

a) goals are important only for small companies, and plans are important only for large
companies
b) goals are desired outcomes, and plans describe how those outcomes will be accomplished
c) goals identify specific steps that the organization needs to achieve, and plans identify the
overall mission of the organization
d) goals describe financial objectives, and plans describe objectives related to social
responsibility

4. Which of the following statements is true regarding an organization's goals?

a) A single goal is more efficient than multiple goals for defining an organization's success.
b) All organizations share the single goal of making profits.
c) Using a single goal such as profit may result in unethical behaviors by employees.
d) Long-term success is ensured if managers emphasize only one goal for an organization.

5. Most company's goals can be classified as either ________ or ________.

a) social; economic
b) operational; tactical
c) strategic; financial
d) strategic; operational

6. Which of the following is the best indicator of an organization's real goals?

a) annual reports
b) organizational members' actions
c) mission statement
d) stock valuation

7. Short-term plans are those covering ________ or less.

a) five years

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b) one year
c) six months
d) three years

8. In ________, goals set by top managers flow down through the organization and become
subgoals for each organizational area.
a) management by observation
b) traditional goal setting
c) management by exception
d) management by objectives

9. Which of the following is an assumption associated with traditional goal setting?

a) Top managers know what is best because they see the "big picture."
b) Organizational goals must not be broken down into individual goals.
c) Organizational goals must not be communicated to lower level employees.
d) Employees will be more motivated to try to attain goals that they helped set.

10. Which of the following statements is true of traditional goal setting?

a) Managers at each level define goals and apply their own interpretations and biases as they
make them more specific.
b) Evaluation of performance is carried out concurrently with the flow of goals through the
organization.
c) Traditional goal setting assumes that employees know best and employs a bottom-up
approach of setting organizational goals.
d) Goals defined narrowly by top managers need to be made more directional as they flow
down through the organization.

11. The omnipotent view of management states that ________.

a) managers' roles are peripheral and staff manage their own areas of the business
b) managers should allow employees to take part in decision making
c) managers have little or no responsibility for an organization's success or failure
d) managers are directly responsible for an organization's success or failure

12. Which of the following most accurately reflects the symbolic view of management?
a) Employees are directly responsible for an organization's success or failure.
b) External forces are responsible for an organization's success or failure.
c) Managers have to ensure that every obstacle is overcome on the way to achieving the
organization's goals.
d) Managers are directly responsible for an organization's success or failure.

Tutorial
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MGT106 Management

Topic : ORGANIZING
Subtopic : Organizing
Date : 17/07/2020

LEARNING OUTCOMES

1. Defining Organizational Structure

 Discuss the traditional and contemporary views of work specialization, chain of
command, and span of control.
 Describe each of the five forms of departmentalization.
 Differentiate, authority, responsibility, and unity of command.
 Explain how centralization – decentralization and formalization are used in organizational
design.
2. Mechanistic and Organic Structures
 Contrast mechanistic and organic organizations.
 Explain the contingency factors that affect organizational design.
3. Common Organizational Designs
 Contrast the three traditional organizational designs.

PART A

You are given a task to discuss and present the following topics:

1. Discuss the organization structure as follows:

a) Work specialization
b) Departmentalization
c) Chain of command
d) Span of control
e) Centralization and decentralization
f) Formalization

2. Present each structure with advantages and disadvantages.

PART B
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1. Organizational design is a process that involves decisions about ________.

a) centralization and differentiation

b) departmentalization and diversification

c) chain of command and span of control

d) work specialization and cost-leadership

2. The process of dividing work activities into separate job tasks is known as ________.

a) differentiation

b) chain of command

c) span of control

d) work specialization

3. Which of the following statements accurately defines work specialization?

a) Individual employees specialize in doing part of an activity rather than the entire activity.

b) It is the basis of grouping jobs together.

c) It is the line of authority extending from upper organizational levels to the lower levels.

d) It clarifies who reports to whom.

4. The process of grouping jobs together is known as ___________.

a) decentralization

b) departmentalization

c) formalization

d) centralization

Tutorial
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MGT106 Management

Topic : ORGANIZING
Subtopic : Change and Development
Date : 24/07/2020

LEARNING OUTCOMES

1. The Change Process

 Explain Lewin’s three-step model of the change process.
 Contrast the calm waters and white-water rapids metaphors of change.
2. Managing Organizational Change
 Define organizational change.
 Explain how managers might change structure, technology, and people.
3. Managing Resistance to Change
 Explain why people resist change and how resistance might be managed.
4. Contemporary Issues In Managing Change
 Explain why changing organizational culture is so difficult and how managers can do it.
 Describe employee stress and how managers can help employees deal with stress.
 Discuss what it takes to make change happen successfully.

PART A

This is a team assignment. In this exercise, students are asked to work on personal skills that will help
make them better change agents. Change management is a necessary skill for two reasons, first
managers are always making change and second employees almost always resist change.

Stress management and counseling can be an important aid for employees. In this
dilemma, students are asked to address why employees would not take advantage of these
benefits. The authors mention a paradox that exists; employees are experiencing stress but
they feel that they don’t want to admit to being stressed (which may make the stress even
worse). Students are encouraged to think of ways to change the perception of stress
management programs and to get employees to participate. Some companies use EAP
programs that keep employees names confidential. Another way to take away the stigma of
stress management programs may take the opposite approach and have employees write
testimonials of their benefits. These could be published in a company newsletter (again with
the names confidential). This case also asks students to consider if organizations have an
ethical responsibility to help employees deal with stress? The simple answer to this question
is yes. For many employees it is the stressful nature of the job that causes employees to
poor behavior at work which can spill over into their home life.

1. Discuss contemporary issues in managing change.

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2. Explain how to manage resistance to change.

3. Research information on how to be a more creative person. Write down suggestions in a

bulleted list format and be prepared to present your information in class.

PART B

Answer all questions

1. Which of the following is NOT an internal force of change?

a) strategy
b) technology
c) employee attitudes
d) workforce

2. The two metaphors commonly used to describe the two views of the change process are
___________.
a) running water and troubled water
b) muckwater and mudwater
c) calm waters and white-water rapids
d) marine water and freshwater
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3. In the ________ metaphor, change is normal and expected and managing it is a continual
process.
a) marine-waters
b) freshwater
c) white-water rapids
d) calm waters

4. According to Kurt Lewin, which of the following is a stage in the change process?
a) processing
b) unfreezing
c) restraining
d) driving

5. The unfreezing step of the change process can be thought of as _____________.

a) changing the organizational structure
b) changing to a new state
c) preparing for the needed change
d) sustaining a change over time

6. In organizations, people who act as catalysts and assume the responsibility for managing the
change process are called ________.
a) change agents
b) change champions
c) change masters
d) change generators

7. Changes in work processes, methods, and equipment are a part of ________ changes.
a) financial
b) structural
c) people
d) technological

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Tutorial (Week 44)

Topic : STAFFING
Subtopic : Human Resource Management
Date : 31/07/2020

LEARNING OUTCOMES

1. The Human Resource Management Process

 Explain why the HRM process is important.
 Discuss the environmental factors that most directly affect the HRM process.
2. Identifying and Selecting Competent Employees
 Define job analysis, job description, and job specification.
3. Discuss the major sources of potential job candidates.
4. Contemporary Issues in Managing Human Resources

PART A

Answer all questions

1. Discuss THREE (3) function of Human Resource.

(3 marks)

2. Discuss job analysis, job description, job specification conduct by Human Resource.
(6 marks)

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PART B

1. The development and application of employees' skills and energies to accomplish the goals
and objectives of the organization is called:
a) human resource management.
b) human resource planning.
c) selection.
d) recruiting.

2. The first step in the human resource planning process is:

a) preparing a job analysis.
b) forecasting future human resource needs.
c) assessing future demand.
d) assessing future supply.

3. Which term describes the process of gathering, analyzing and synthesizing information about
the jobs that are being done and any new jobs that are envisaged?
a) job description.
b) job analysis.
c) job specification.
d) human resource inventory.

4. The first step in a typical job analysis is to examine the overall organization. The next step is:
a) collect data on jobs.
b) prepare job description.
c) prepare job specification.
d) select jobs to be analyzed.

5. A job _________ is a written statement of the job's activities, the equipment required for it,
and the working conditions in which it exists.
a) analysis.
b) specification.
c) design.
d) description.

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6. Which of the following is a written statement of the skills, knowledge, abilities, and other
characteristics needed to perform a job effectively?
a) job design.
b) job specification.
c) job analysis.
d) job description.

7. Job ___________ is the process of describing jobs and arranging their interrelationships.
a) design.
b) specification.
c) analysis.
d) description.

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Tutorial

Topic : STAFFING
Subtopic : Managing diverse employees
Date : 07/08/2020

LEARNING OUTCOMES

1. Define workplace diversity and explain why managing it is so important.

2. Describe the changing workplaces in the United States and around the world.
3. Explain the different types of diversity found in workplaces.
4. Discuss the challenges managers face in managing diversity.
5. Describe various workplace diversity management initiatives.

PART A

Answer all questions

1. Why is it important for an organization to have a clear definition of diversity?

(8 marks)

2. Distinguish between surface-level diversity and deep level diversity. Why is it important to
understand the difference between the two?
(4 marks)

PART B

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1. To what does diversity in the workplace refer to?

a) The number of people employed from different ethnic groups.
b) Increasing the number of women employed in the organisation.
c) The number of different religious affiliation held by employees in the organisation.
d) The range of personal characteristics of employees in an organization.

2. The challenge of managing a diverse workforce is of even greater importance for:

a) local firms.
b) national firms.
c) global firms.
d) not-for-profit organizations.

3. Effective diversity training enables managers to:

a) audit policies.
b) develop a global mindset.
c) clarify compensation objectives.
d) make more money.

4. A popular diversity management practice is to:

a) provide alternate work arrangements.
b) provide clear job descriptions.
c) give preference to target group populations.
d) provide a "shopping basket" from which to select benefits.

Tutorial
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MGT106 Management

Topic : LEADING
Subtopic : Leadership and trust
Date : 14/08/2020

LEARNING OUTCOMES

1. Who Are Leaders and What Is Leadership

 Define leaders and leadership.
 Explain why managers should be leaders.
2. Early Leadership Theories
 Discuss what research has shown about leadership traits.
 Contrast the findings of the four behavioral leadership theories.
 Explain the dual nature of a leader’s behavior.
3. Contingency Theories of Leadership
 Explain Fiedler’s contingency model of leadership.
 Describe situational leadership theory.
 Discuss how path-goal theory explains leadership.
4. Contemporary Views of Leadership
 Differentiate between transactional and transformational leaders.
 Describe charismatic and visionary leadership.
 Discuss what team leadership involves.

PART A

Answer all questions

1. Discuss the Behavioral Theories with provide relevant example for each theory.
(6 marks)

2. What is the differences between transformational leadership and transactional

leadership?
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(4 marks)

3. Power is the capacity of a leader to influence work actions or decisions. Because

leaders must influence others, we need to look at how leaders acquire power.
French and Raven identified five sources or bases of power. Discuss the Legitimate
power, Coercive power, Reward power, Expert power and Referent power with
relevant example.
(10 marks)

PART B

1. Charismatic leadership has which of the following characteristics?

a) Seeks to ensure staff understand issues facing the organisation.
b) Seeks to involve staff in the decision making process.
c) Builds a strong and distinctive image for the organisation.
d) Takes the view that rewards and punishment motivate staff.

2. Transactional leadership has which of the following characteristics?

a) Takes the view that rewards and punishment motivate staff.
b) Seeks to ensure staff understand issues facing the organisation.

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c) Seeks to involve staff in the decision making process.

d) Believe success arises from leaders and staff working together.

3. Transformational leadership has which of the following characteristics?

a) Seeks to involve staff in the decision making process.

b) Takes the view that rewards and punishment motivate staff.
c) Believe success arises from leaders and staff working together.
d) Builds a strong and distinctive image for the organisation.

4. Which of the following is reward power?

a) Leader can reward staff who comply with instructions.

b) Leader is able to exercise power because of their charisma and reputation.
c) Leader can punish staff who do not comply with instructions.
d) Leader can exercise power as a result of their position in the organisation.

5. Which of the following is expert power?

a) Leader can exercise power as a result of their position in the organisation.

b) Leader has power because subordinates trust him/her.
c) Leader has power because of their expert knowledge.
d) Leader can reward staff who comply with instructions.

Tutorial

Topic : LEADING
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Subtopic : Motivation and rewarding employees

Date : 21/08/2020

LEARNING OUTCOMES

1. Define motivation.
2. Compare and contrast early theories of motivation.
3. Compare and contrast contemporary theories of motivation.
4. Discuss current issues in motivation.

PART A

Answer all questions

1. How do you relate human needs with Maslow’s theory?

(10 marks)

2. The three-needs theory, developed by David McClelland, is the motivation theory

that says three acquired (not innate) needs—achievement, power, and affiliation.
Describe each theory with relevant example to support your explanation.
(6 marks)

PART B
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1. In Maslow's hierarchy of needs theory, ________ needs form the lowest or foundational step
in the hierarchy.

a) physiological
b) social
c) safety
d) esteem

2. Theory X and Theory Y—two assumptions about human nature—were proposed by

________.

a) Abraham Maslow
b) Douglas McGregor
c) David McClelland
d) Frederick Herzberg

3. According to Herzberg's two-factor theory, which of the following is a hygiene factor?

a) advancement
b) working conditions
c) responsibility
d) recognition

4. For communication to be successful, meaning must be imparted and ________.

a) force action from the receiver

b) received by the other person
c) understood by the receiver
d) feedback must be established

5. In which of the following cases has communication occurred?

a) Brian attends all the Algebra lectures, but is unable to understand the subject.
b) Gary updates his blog regularly, even though no one reads it.
c) Jen has sent an urgent e-mail to her Japanese colleague, but a translator is not yet
available.
d) Ana tells her manager that she needs a new computer, but he says that the company can't
afford it.

6. ________ consists of all the patterns, networks, and systems of communication within an
organization.

a) Interpersonal communication
b) The grapevine
c) Formal communication
d) Organizational communication
7. When a communication requires employees to follow their job description, or to comply with
company policies, communication is being used to ________.

a) motivate
b) control
c) provide a release for emotional expression
d) persuade

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Tutorial
Topic : LEADING
Subtopic : Communication and Interpersonal skil28
Date : 28/08/2020
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LEARNING OUTCOMES

1. Define the nature and function of communication.

2. Compare and contrast methods of interpersonal communication.
3. Identify barriers to effective interpersonal communication and how to overcome
them.
4. Explain how communication can flow most effectively in organizations.
5. Describe how technology affects managerial communication and organizations.
6. Discuss contemporary issues in communication.

PART A

1. Describe the barriers to communication.

(6 marks)

2. Explain the components in the communication process

(6 marks)

3. Contrast formal and informal communication.

(4 marks)

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PART B

FUTURE VISION: Office of Tomorrow

What will the office of tomorrow look like? It’s difficult to tell, but some patterns are
emerging. First, the way in which we communicate is likely to change. Employees will rely
on multiple channels of communication with heavy reliance on social networks, text
messaging, and instant messaging. Smartphones will be as powerful as today’s mainframes,
meaning employees will be able to do heavy computing on the go. Software will be able to
track where employees are and blend that data with information about current projects and
suggest potential collaborators. E-mail is likely to decline in popularity, largely because other
channels are faster, more fluid, and more immediate. Technology will change in that a single
device will have multiple functions (like the smartphones of today, but only smarter). And
business travel will decrease as computer.

1. How Technology Affects Managerial Communication. Discuss TWO (2) developments

in information technology have a significant impact on current managerial
communication: networked computer systems and wireless capabilities

2. How Information Technology Affects Organizations.

Tutorial
Topic : LEADING / CONTROLLING
Subtopic : Understanding work team
Date : 04/09/2020

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LEARNING OUTCOMES

1. Define group and describe the stages of group development.

2. Describe the major components that determine group performance and satisfaction.
3. Define team and describe best practices influencing team performance.
4. Discuss contemporary issues in managing teams.

PART A

Answer all questions

1. Describe FOUR (4) types of team.

(4 marks)

2. Explain how external conditions and group member resources affect group performance and
satisfaction.
(2 marks)

3. Discuss how group structure, group processes, and group tasks influence group performance
and satisfaction.
(4 marks)

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PART B

1. Which one of the following is not a characteristic of a team?

a) Minimal and formal knowledge sharing

b) Collective output

c) Individual and collective responsibility

d) Fluid dimension to roles and tasks

2. What are group norms?

a) Modes of behaviour that are acceptable to and shared by group members

b) Modes of behaviour that are shared by some members of the group

c) Modes of behaviour that challenge group values and beliefs

d) Modes of behaviour that are different of those of the other group members

3. What is characteristic for the location of a virtual team?

a) In the same building

b) In the same industry

c) In the same country

d) remotely

4. Which of the following refers to independent formal groups whose members, in addition to
their regular jobs, take on traditional managerial responsibilities, such as hiring, planning and
scheduling, and evaluating performance?
a) cross-functional teams
b) command groups
c) task groups
d) self-managed teams

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MGT106 Management

5. Which of the following stages in group development involves defining the group's structure
and leadership?
a) storming
b) performing
c) norming
d) forming

6. Which of the following traits is negatively related to group productivity and morale?
a) self-reliance
b) independence
c) sociability
d) unconventionality

Tutorial

Topic : CONTROLLING
Subtopic : Quality control and productivity / Management control system
Date : 11/09/2020

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Centre for Business Studies
Year 2020 / Semester 2
MGT106 Management

LEARNING OUTCOMES

1. Controlling Organizational Performance

2. Tools for Measuring Organizational Performance
3. Contemporary Issues in Control
4. The Role of Operations Management
5. Current Issues in Operations Management

PART A

Answer all questions

1. Explain what is organizational performance.

(3 marks)

2. Explain the three courses of action managers can take in controlling.

(6 marks)

3. Define operations management.

(2 marks)

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MGT106 Management

4. Describe managers’ role in improving productivity.

(3 marks)

5. Explain ISO 9000 and Six Sigma.

(6 marks)

Tutorial

Topic : CONTROLLING
Subtopic : Information technology system / Operations Management
Date : 18/09/2020

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Centre for Business Studies
Year 2020 / Semester 2
MGT106 Management

LEARNING OUTCOMES

1. The Role of Operations Management

2. Current Issues in Operations Management

1. Define operations management.

(2 marks)

2. Describe managers’ role in improving productivity.

(3 marks)

3. Explain ISO 9000 and Six Sigma.

(6 marks)

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