Practice Exam Questions
Practice Exam Questions Short Answer Questions (half a paqe) 1. Contrast the importance of Katz' 3 essential managerial skills at the different levels of management: Research by Robert Katz found that it was important for managers to possess 3 essential managerial skills, being technical, human and conceptual. Further, it was noted that each essential skill was consider to be more important at each level of management. This response will focus on this element. Conceptual skills - the ability to conceptualise and think about abstract and complex situations are considered more important to top level managers. This is due to the fact that these managers must be able to visualise the organisation as a whole, to be able to successfully make decisions. Human skills - the ability to work well with other people individually and in a group, are more important to look after staff who are using such tools and skills when producing work for their organisation. 3. What is organisational culture: Shared values, principles, traditions and ways of doing things that influence the way organisational staff act. Strong cultures hold key values and share them amongst workers. Attention to detail, People orientation, aggressiveness, innovative culture.
8. Relationship of SWOT analysis to strategic planning: Strengths — activities the organisation does well or unique resources it has Weaknesses — activities the organisation doesn't do well or resources it needs but doesn't possess Opportunities — opportunities that may arise from marketing such a product, investors etc. Threats — takeover bids, pressure groups
MAN11 — Exam Study Information Topic 2 Orqanisations and managers 1.Define an organisation and identify its major components. A deliberate arrangement of people to accomplish some specific purpose. Organisations have a distinct purpose, deliberate structure, people. New organisation is dynamic, flexible, skills-focused, work is defined in terms of tasks to be done, teamoriented, temporary jobs, involvement oriented, employees have more participation, customer-oriented, diverse, work anytime anywhere etc.
2. Describe what managers do including the skills, roles, functions at different levels of managing. Someone who coordinates and oversees the work of others so that organisational goals can be accomplished. Coordinating work activities of others so that they are completed efficiently and effectively. Top Manaqers — Responsible for making organisation-wide decisions and establishing the goals and plans that affect the entire organisation.
Functions of Manaqement (Henri Favol) Planning — defining goals, establishing strategies for achieving those goals, and develop plans to integrate and coordinate activities (strategic planning, benchmarking).
Roles of Manaqement (Mintzberq) Interpersonal — Roles that involve people and other duties that are ceremonial and symbolic in nature - figurehead, leaders, liaison
Management Skills (Katz) Technical Skills — knowledge and proficiency in a certain area
2. Identify where these management theories are evident in contemporary management practice. Job descriptions, hiring the best qualified staff, incentive systems, TQM, motivational rewards
Topic 5 The external environment 1. Know the difference between the organisation's internal, specific and general environments.
Internal — organisations' own culture, specific — external forces that have a direct impact on a manager's decision and actions and are directly relevant to the achievement of the organisation, general — broad external conditions that may affect the organisation.
2. Identify each component in the organisation's general and specific environments. General — Economic, political/legal, socio-cultural, technological, global, demographic Specific — suppliers, customers, competitors, pressure groups
Topic 8 Planning
1. Identify the steps in the rational decision-making process and understand how it may be affected by the managers bounded rationality and intuition. Provides direction — goals, reduces uncertainty, minimises waste and redundancies, establishes goals and standards for controlling
2. Understand the purpose of planning and why formal planning is less relevant to today's organisations. Formal planning — specific goals covering a period of time — written down and shared — action program in place for achievement of goals
Topic 10 Leading
1. Define the difference between a manager and a leader. Managers are appointed to their position — leaders are appointed or emerge from within a work group
2. Describe the contemporary approaches to leadership. Transactional leadership — those who guide or motivate their followers in the direction of established goals by clarifying role and task requirements Transformational leadership — those who provide individualised consideration and intellectual stimulation and possess charisma Charismatic leadership — self confident,
Topic 11 Motivating
1. Define motivation. Process by which an individual's efforts are energised, directed and sustained towards attaining a goal
3. Identify what leaders and managers can do in practice to motivate their employees.
Setting individual goals and targets for staff, giving a sense of ownership to the organisation, match people and jobs, use goals to challenge employees, ensure the system is equitable, use recognition, show compassion and concern for staff, provide money incentives
Topic 12 Controlling 2. Describe the primary methods of organisational control. Financial — budgets, cash ratio analysis Balance Scorecard — four areas: financial, customers, internal processes and people, innovation — and how they contribute to the organisation's performance
8. Relationship of SWOT analysis to strategic planning: Strengths — activities the organisation does well or unique resources it has Weaknesses — activities the organisation doesn't do well or resources it needs but doesn't possess Opportunities — opportunities that may arise from marketing such a product, investors etc. Threats — takeover bids, pressure groups
MAN11 — Exam Study Information Topic 2 Orqanisations and managers 1.Define an organisation and identify its major components. A deliberate arrangement of people to accomplish some specific purpose. Organisations have a distinct purpose, deliberate structure, people. New organisation is dynamic, flexible, skills-focused, work is defined in terms of tasks to be done, teamoriented, temporary jobs, involvement oriented, employees have more participation, customer-oriented, diverse, work anytime anywhere etc.
2. Describe what managers do including the skills, roles, functions at different levels of managing. Someone who coordinates and oversees the work of others so that organisational goals can be accomplished. Coordinating work activities of others so that they are completed efficiently and effectively. Top Manaqers — Responsible for making organisation-wide decisions and establishing the goals and plans that affect the entire organisation.
Functions of Manaqement (Henri Favol) Planning — defining goals, establishing strategies for achieving those goals, and develop plans to integrate and coordinate activities (strategic planning, benchmarking).
Roles of Manaqement (Mintzberq) Interpersonal — Roles that involve people and other duties that are ceremonial and symbolic in nature - figurehead, leaders, liaison
Management Skills (Katz) Technical Skills — knowledge and proficiency in a certain area
2. Identify where these management theories are evident in contemporary management practice. Job descriptions, hiring the best qualified staff, incentive systems, TQM, motivational rewards
Topic 5 The external environment 1. Know the difference between the organisation's internal, specific and general environments.
Internal — organisations' own culture, specific — external forces that have a direct impact on a manager's decision and actions and are directly relevant to the achievement of the organisation, general — broad external conditions that may affect the organisation.
2. Identify each component in the organisation's general and specific environments. General — Economic, political/legal, socio-cultural, technological, global, demographic Specific — suppliers, customers, competitors, pressure groups
Topic 8 Planning
1. Identify the steps in the rational decision-making process and understand how it may be affected by the managers bounded rationality and intuition. Provides direction — goals, reduces uncertainty, minimises waste and redundancies, establishes goals and standards for controlling
2. Understand the purpose of planning and why formal planning is less relevant to today's organisations. Formal planning — specific goals covering a period of time — written down and shared — action program in place for achievement of goals
Topic 10 Leading
1. Define the difference between a manager and a leader. Managers are appointed to their position — leaders are appointed or emerge from within a work group
2. Describe the contemporary approaches to leadership. Transactional leadership — those who guide or motivate their followers in the direction of established goals by clarifying role and task requirements Transformational leadership — those who provide individualised consideration and intellectual stimulation and possess charisma Charismatic leadership — self confident,
Topic 11 Motivating
1. Define motivation. Process by which an individual's efforts are energised, directed and sustained towards attaining a goal
3. Identify what leaders and managers can do in practice to motivate their employees.
Setting individual goals and targets for staff, giving a sense of ownership to the organisation, match people and jobs, use goals to challenge employees, ensure the system is equitable, use recognition, show compassion and concern for staff, provide money incentives
Topic 12 Controlling 2. Describe the primary methods of organisational control. Financial — budgets, cash ratio analysis Balance Scorecard — four areas: financial, customers, internal processes and people, innovation — and how they contribute to the organisation's performance
