BDPP1103

TAKE HOME EXAMINATION

SEMESTER SEPTEMBER 2022

BDPP1103

INTRODUCTORY MANAGEMENT

MATRICULATION NO :
IDENTITY CARD NO. :

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INSTRUCTIONS
 Do not copy the question and instructions to your answer.
 Put the question number according to quetion answered.
 Type your answer using 12 point Times New Roman font and 1.5 line spacing

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QUESTION 1

A manager is accountable for all the happenings in the film and is answerable to the
management. A manager is an individual answerable for administering and rousing workers
and for coordinating the advancement of an association. A manager is a person who directs
the activities of other employees in an organization while operative employees are workers
who are responsible for carrying out tasks without supervising the tasks of others.

QUESTION 2

Max Weber, a German scientist, introduced the theory of authoritarian structure and defined
organisational activity based on the relationship of authority. He provided a clear picture of a
unique organisational tren known as bureaucracy. Bureaucracy is a system based on clear
division of labour, clear hierarchy of authority, formal rules and procedures as well as
impersonality.

QUESTION 3

Strategic planning are plans that involve the entire organization. A strategic plan outlines the
overall objectives of the organisation and determines the position of the organisation in the
organisational scenario. Strategic planning encompasses a long period, focuses on general
issues, involves expressing organisational objectives. Tactical planning, or also known as
operational planning, outlines in details the steps for achieving overall objectives. Tactical
planning involves short-term plans, focuses on the details, implements existing objectives and
sets methods or approaches to achieve these objectives.

QUESTION 4

Groupthink is a phenomenon that occurs when the desire for group consensus overrides
people's common sense desire to present alternatives, critique a position, or express an
unpopular opinion. Here, the desire for group cohesion effectively drives out good decision-
making and problem solving.

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QUESTION 5

Organis organisations are organisations which can adapt to various situations. They are
characterised by broadly defined jobs and responsibility, loosely defined, frequently changing
roles, and decentralised authority and horizontal communication based on task knowledge.
This type of organisation works best in a dynamic, changing business environment. Its unique
structure enables it to be flexible according to its needs. Under this structure, there are
competent and trained technicians who can handle problems. They need minimum
supervision and control. In addition, organic organisations are more decentralised.

QUESTION 6

Sexual harassment is a serious global problem because it represents unsolicited sexual

advances which can affect an employee’s job. It can happen to a person of the opposite or
same sex. Sexual harassment can take the form of verbal or physical harassment which will
lead to an uncomfortable work environment. Victims who do not submit to sexual harassment
may experience various forms of retaliation, including isolation, traumatised and bullying.
QUESTION 7

Organisation can change the following three things:

a) Structure
- A change to the relationship authority, coordination mechanism, degree of power
centralisation, work design, etc. Structural change will give authority to the employee
to implement the change process.
b) Technology
- A change comprises adapting to work methods, work processes and tool used. The
main focus change is continuous initiatives which aim to develop a process that is
more flexible to better support operational quality. Therefore, organisations must be
committed and provide training and learning opportunities to the employees.
c) People
- Means changing the attitudes, aspirations, perceptions and behaviour. Workers are
expected to give their commitment to achieving organisational objectives. Again,
organisations must provide full support for employee’s learning and training.

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QUESTION 8

Virtual work teams are a follow-up from the electronic meetings. Virtual teams allow
members to meet irrespective of space or deadlines and it allows the organisation to bring
together members who could not previously work together. Team members use technological
tools to solve problems irrespective of deadlines and the place they are in. They can
communicate by teleconferencing, email, Intranet, Internet and ‘chat-rooms’.

QUESTION 9

According to the Fiedler’s Model, the effectiveness of group performance depends on the
careful matching between leadership interaction style and the degree of situational demands
that can be controlled and influenced by the leaders. Fiedler designed a methodology to
obtain information known as “least-preferred co-worker questionnaire”. Fiedler also
postulated that it was vital to match leadership styles with situational demands based on three
criteria:
a) Leader-worker Relationship
- Degree of confidence, trust and respect shown by subordinates for their leaders.
b) Task Structure
- Degree of how structured or unstructured the task of the worker is.
c) Power Position
- Degree to which the leaders’ influence lies in power factors like selection, firing,
discipline, promotions and salary increment.

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QUESTION 10

Controlling is the process of monitoring organisational activities to ensure that goals are
achieved as planned and taking corrective action on any significant deviations. An effective
control system ensures that activities are carried out in a way which will ensure the
achievement of organisational objectives. Two method of control are:
a) Market Control
- This method emphasises the use of the external market mechanism. Control is
established based on criteria like price competition or market share. Organisations
which use this method normally have clear products and services and stiff
competition.
b) Bureaucratic Control
- This method emphasises authority that depends on administrative rules, procedures
and policies. This type of control is premised on strict hierarchical mechanisms. It
depends on the uniformity of activity, and clear job description to direct workers’
behaviour.