Oct 10 - UNIVERSITY EXAMINATIONS UNIS/3t“ unmsrty of...

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Unformatted text preview: UNIVERSITY EXAMINATIONS UNIVERSITEITSEKSAMENS UNIS/3t“ unmsrty of south afnca MNG2016 (455493) October/November 2010 RMN201X (497617) GENERAL MANAGEMENT (BUSINESS MANAGEMENT (GENERAL) 201) Duration 2 Hours 70 Marks EXAMINERS FIRST PROF T BREVlS-LANDSBERG SECOND MS MJ VRBA The use of a calculator IS not permISSIble ThlS paper conSIsts of 21 pages plus Instructions for the completlon of a mark-reading sheet ThlS examination paper remains the property of the Universrty of South Africa and you may not remove It from the examination venue. INSTRUCTIONS ThlS paper consusts of 70 multiple-chorce questions Answer all the questions on the mark-reading sheet The questions are worth one mark each Please supply the followmg Information on the mark-reading sheet . your student number . the module code (IVING2016 or RIVIN201X) . the unique number of the paper MNGZO16 465498 RMN201X 497617 [TURN OVER] 2 MNGZO16 October/November 2010 Questions 1 to 4 Use words from the followmg list to answer questions 1 to 4 leading management resources outputs interpersonal demsmn making control (0"“(DQOU'DJ 1 In order to make a profit, managers need to perform certain functions to transform into abc bcd cde efg hOJNA 2 When managers appomt new personnel, train them, promote the best candidates and dismiss unproductive employees, they are performing their roles. LEONA "“CDO'ID 3 Two functions of middle-level managers are and 39 cd ef ae #mN—l 4 A manager. dealing With hislher organisation’s labour union who is threatening to strike, lS performing his/her role. Atom—x ‘HFDD'Q 5 Which one of the followmg researchers distingwshed two alternative baSIC assumptions about people and their approaches to work, which he called Theory X and Theory Y? Maslow Mayo McGregor McClelland wa-i [TURN OVER] ' ' i 1O 11 3 MNGZO16 OctoberlNovember 2010 Who was responSIble for the process approach to management? 1 Frederick Taylor 2 Henri Fayol 3 Elton Mayo 4 Max Weber deals With the issue of outstanding performance In organisations and takes a holistic approach to the management of an organisation’s quality system The South African Excellence Model 1 2 SIX Sigma 3 Total Quality Management 4 Re-engineering The learning organisation is a management approach developed by 1 Hammer and Champy 2 Peter Senge 3 W Edwards Demming 4 LudWig von Bertalanffy According to the contingency approach, the “contingenCIes” can help managers to identify a speCIfic “Situation" These contingenCIes include a the compleXIty of an organisation’s enwronment b an organisation’s external enVironment c the technology used by an organisation d an organisation's internal enVIronment 1 abcd 2 b c d 3 a b d 4 a 0 Which one of the followmg is not a characteristic of strategic planning? Strategic planning is 1 is an ongomg actiwty 2 is future oriented 3 differentiates between management functions 4 focuses on the organisation as a whole An organisation can state its values. ethics and beliefs in its Vi3ion statement missmn statement 1 2 3 long-term goals 4 strategic plans [TURN OVER] 12 13 14 15 16 4 MNGZO16 October/November 2010 The approach to internal enwronment assessment explains why Cell C, Vodacom and MTN can each compete successfully in the cellular communications industry value chain resource-based View prod uctlmarket evolution benchmarking thd Tactical plans 1 deal With people and action to Implement strategic plans 2 have an extended time frame 3 focus on creating and maintaining a competitive advantage for the organisation 4 are developed by middle-level and lower-level managers Which one of the followmg statements does not apply to a single-use plan? 1 Prescribes or prohibits action by speCIfying what an indiwdual may or may not do in a speCIfic Situation 2 It comprises the followmg phases initiating, planning, executing, controlling and closmg 3 It is used to plan the allocation and utilisation of resources 4 It is a plan for a large set of activaties In a very unstable busmess enwronment, an organisation may find that many uncertainties and Change influence its strategic plans, in which case plans often form the nucleus of the planning actiwties 1 long-term 2 intermediate 3 short—term 4 operational To execute the fifth step in the planning process, dealing With the evaluation of various courses of action, it is necessary to reVISIt one of the preVIous steps in the process Which step should be reViSited? Step 1 Step 2 Step 3 Step 4 Imam—s .- . , [TURN OVER] 17 18 19 20 21 5 MNG2016 October/November 2010 Management-by-objectives refers to 1 the balanced scorecard 2 operative goals 3 goal-settlng at the IndIVIdual level 4 the speCIficatIons of goals Identify the correct statement 1 Decusuons are non-programmed to the extent that they are repetitive and routine 2 Non-programmed deCISlonS limit the flexublllty of managers 3 Managers at all levels of the organisatlon make non-programmed decnsnons 4 Demsuons are programmed to the extent that they are novel and unstructured One of South Africa’s major hotel groups estimated that between 300,000 to 500,000 tourists would vusut South Africa during the Flfa Soccer World Cup They further estlmated that occupancy In thelr hotels would be 70% If only 300,000 VISItors arrive and 90% If 500,000 wsntors arrlve Based on these estlmates, they decuded to buuld two new hotels This rs an example of a/an decision, taken under conditions of non-programmed, l'lSk programmed, nsk non—programmed, uncertainty programmed, certainty LODN-A The rational decision-making model IS used when a deCISIon-maker 1 Is maklng a programmed, low nsk deCISlon 2 selects the fll’St alternative that meets the minimal criteria 3 seeks to find the best possnble solution 4 “satisfices” The decision-making process that does not reqUIre the phySIcaI presence of the parhcnpants IS the Delphi technique capital budgeting the nominal group technique brainstorming AWN—fi [TURN OVER] 22 23 24 25 6 MNG2016 October/November 2010 When Investlng In lIsted shares on the Johannesburg SecuntIes Exchange, portfollo managers of retirement funds strIve to mInImIse the rIsk of loss Without beIng extremely conservatlve and mIss opportunItIes for potential returns It IS a fine balancmg act for portfollo managers, who make theIr decisions under conditions of rIsk uncertalnty certalnty ObjeCthlty th—l An Important charactenstlc of useful Information Is that managers can use It dIrectly In problem—solvmg and deCISIon-maklng processes The above refers to the of information. 1 quallty 2 relevance 3 quantIty 4 tImeIIness Two management information systems are and systems a busmess functIon Information b deClS|0n support c InformatIon-reportmg d office automatlon e process control 1 a b 2 b c 3 c d 4 d e The management of a retaIl store needs Informatlon on annual sales, bad debt, effectlve customer serVIce and quaIIty control The step In the information system development life cycle that W!” address the above needs, IS systems analySIs Investlgatlon Implementatlon deSIgn th—i [TURN OVER] a . I 7 MNGZO16 October/November 2010 26 The step In the information system development life cycle that involves acqumng hardware and software and developing software is systems 1 analySIs 2 investigation 3 implementation 4 de5ign Questions 27 to 31 The Department of Busmess Management at a univerSIty is diVided into five sections, namely General Management, Strategic Management, Entrepreneurship and Small Busmess Management, Operations Management and Purchasmg Management An area manager heads each section and all the area managers report to the head ofthe department (HOD) The HOD reports to the director of the School for Management Solences, who reports to the dean of the College for Economic and Management Selences 27 An area manager heads each section and all the area managers report to the head of the department (HOD) The HOD reports to the director of the School for Management Scrences, who reports to the dean of the College for Economic and Management Selences The above refers to in the college 1 unity of command 2 chain of command 3 span of control 4 diwsron of work 28 An area manager heads each section and the five area managers report to the head of the department (HOD) The above refers to the HOD's unity of command chain of command span of control responSIbility #OJNA 29 The HOD delegates a task to the area manager of the General Management section The HOD must also delegate and to the area manager; but not 1 authority, power, responSIbility 2 responSIbility, accountability, authority 3 authority, responSIbility, accountability 4 accountability, respon5ibility, power .‘ [TURN OVER] 30 31 32 33 34 8 MNGZO16 October/November 2010 The Department of Busmess Management has organised Its actiwties according to departmentalisation. functional 1 2 product 3 location 4 customer Staff members of the College for Economic and Management Solences like and respect the dean and they think highly of her knowledge of all aspects of busmess management The dean uses power 1 legitimate and coercwe 2 referent, legitimate and coercwe 3 expert, referent and paitICipative 4 legitimate, referent and expert The premise of the behavioural approach to leadership is that 1 certain characteristics differentiate leaders from non-leaders 2 every Situation comprises different variables that influence the effectiveness of leadership 3 the actions of successful leaders differ from those of unsuccessful leaders 4 ceitain IndiVIduals have an exceptional impact on their organisations Which one of the followrng researcher's or researchers' work is not assomated With the contingency approach to leadership? Fiedler Hersey and Blanchard Likert House hQJN—k The clean of a college works in a relatively stable, bureaucratic enwronment She sets objectives and standards and evaluates performance in terms of pOIICies and procedures The clean also initiates structures and prowde appropriate rewards to deservmg staff members The dean exhibits leadership. 1 transactional 2 charismatic 3 transformational 4 interactive (female leadership) [TURN OVER] 35 36 37 38 9 MNGZOl 6 October/November 2010 Which one of the followmg is not a key leadership skill of transformational leaders? 1 They sense needs, opportunities and dangers 2 They think In a kaleidoscopic way — they look for different patterns to find different p035ibi|ities 3 They drive change processes in their organisations 4 They develop agreements With followers in terms of rewards for achievements The manager of a retail store needs his staff to be highly motivated He gives them salary increases to keep up With inflation, buys new furniture for their staff room and Installs an expenswe coffee machine According to Herzberg's two-factor theory, the staff members Will be motivated be satisfied not be dissatisfied be dissatisfied #mN—L When a history lecturer at univerSIty A compares his qualifications and workload to that of a history lecturer at universrty B, they are Similar However, when he compares his salary and other benefits to that of the lecturer at univerSIty B, he discovers a marked difference — the other lecturer's rewards are far higher The motivation theory that explains wh y the lecturer at unrversrty A’s motivation at work Will decrease iS the theory. 1 expectancy 2 eqUIty 3 reinforcement 4 two-factor A young employee is keen to Win the "Achiever of the Year" award at work He works hard because he is sure that if he gives his best, his performance Will be outstanding and thus enable him to Win the award The theory of motivation explains why the employee is highly motivated to work hard expectancy 1 2 eqUIty 3 reinforcement 4 two-factor [TURN OVER] r 39 40 41 42 43 10 MNGZOtS October/November 2010 At South African Steel Works, many workers speak Zulu only and do not understand written communication messages in other South African languages The organisation solved this problem by prowding Videos, Illustrations and other Visual ways of communication This is an example of the step in the communication process 1 encoding 2 decoding 3 feedback 4 transmit The step in the communication process whereby the interprets the message and translates it into meaningful information is sender, encoding receiver, decoding sender, decoding receiver, encoding «bUJM—I- At an airport, air-traffic controllers communicate With pilots from different airlines, the weather bureau and various other departments at the airport This is an example of communication 1 intra—personal 2 interpersonal 3 organisational 4 aVIation Identify the wrong statement 1 Managers should focus their attention on the formal communication network, as they have no influence over the informal communication network 2 The informal communication network involves communication that does not follow the hierarchical path Informal communication has little correlation With the organisational chart Organisational communication flows in four directions up and down, horizontally and laterally AC») The manager of the accounting department explains a budget item to a supewisor at the plant This is an example of delegation upward communication horizontal communication lateral communication LWNA [TURN OVER] 11 MNGZO16 October/November 2010 44 Top management. In addition to controlllng IndIVIdual resources, must control the whole organlsatIon Thrs type of control 13 about 1 effectlveness 2 effICIency 3 the effectrveness of management 4 all the above 45 The purpose of control Is to prevent possmle problems concernIng any of the resources, thIe control occurs durIng the converSIon of resources Into products and serVIces 1 operatlons. post actIon 2 preIImInary, screenIng 3 post-actlon, operatlons 4 screenIng. preIImInary Questlons 46 to 50 Match the concept In column A wrth the approprIate word In column B Conce ot Word 46 A characterrstrc of good corporate 1 assomatron oovernance 47 An a-proach to ethIcaI deCISIon-makln- 2 thstle blowrn- 48 A way to manage ethIcs In the 3 SOClal reactron or anIsatIon 49 AlevelofethlcaldeCISIOH makm 50 Alevelofcorporate socralresonsrblht Questlons 51 to 70 Read the followrng case study and answer the questrons that follow Brian Joffe, CEO of The Bidvest Group Mr Bnan Joffe graduated as a chartered accountant In 1971 HIs first Independent busrness venture was In the anImaI feed market He burlt the busmess, sold It and "retIred", aged 32, to the United States of Amerlca However, he returned to South Afrlca and In 1988 gamed control of a cash shell. from thch he bUIIt The BIdvest Group Into an Internatronal tradIng, servIces and dIstrIbutIon group Mr Joffe Is prImarIly an entrepreneur, a groundbreaker and senSIble rIsk-taker who creates jObS thIe creating wealth He beIIeves South AfrIca should tap Into Its vast underutlllsed pool of talent and empower a new generatlon of entrepreneurs Mr Joffe burlt hIS uanue busmess model on hIs own experlence He has always belIeved that [TURN OVER] 12 MNGZO16 October/November 2010 incentIVIsed entrepreneurs generate rapid growth and that competition between managerial peers drives top performance He set the Vi8ion to work by bUilding a group of companies With revenue of more than R112 billion a year The Bidvest Group employs more than 80 000 people yet the head office contains only SIX executives and no more than a dozen people in all Bidvest does not have systems, corporate manuals or car poli0ies — only a few “Bidvest ways", such as a daily cash-flow report from all companies The followmg paragraphs contain adapted excerpts from Mr Joffe, the chief executive of Bidvest’s report, which appeared in the group’s 2009 annual report The deep recession that struck much of the world last year was Without precedent The effects were so at odds wrth preVIous experience it was tempting to regard the catastrophe as a freak event and cling to the hope that once it had worked Its way through the system we would get back to “normal" The temporary aberration theory gives false comfort Damage has been severe to economies, Institutions and confidence The crisis of 2008109 was a watershed event Restoring shattered faith Wlll be difficult Bidvest busmesses in all geographies are adjusting to a “new normal” - a fundamentally different set of parameters that Will continue to influence corporate strategy and management behaViour Internationally, people are still trying to define the new finanCIal, economic and commerCIal normality. and also the political response It seems likely that many international institutions Will change The institutional architecture established over the past 60 years is up for reVIew However, there IS a danger reformist zeal may go too far in some areas, an example here is incentivrsation United Kingdom politICIans and media are castigating the "bonus culture" that developed in the finanCIal sewices sector Understandably, finanCIal collapse or near collapse at several institutions draws attention to remuneration structures that appear to foster a culture of short-term risk- taking by executives However, a bonus culture is not inherently destructive, reckless or unethical JUdICIOUS use of incentives is not a threat to the long—term sustainability of a busmess Often, it is a key mechanism for ensuring sustainability In the current enVIronment, we must be careful not to stigmatise the use of executive incentives Similarly, we should not demonise the risk—taker The entrepreneur who seeks profit in new areas is by definition a risk-taker If there were no risk, there would be no opportunity and no profit We should celebrate those wealth-generating indIVIduals who take and manage busmess risk These issues are particularly important in a country such as South Africa where incentiwsation has a key role in retaining the country's entrepreneurs who are major Job creators Bonus payments have a place and entrepreneurship is essential to economic growth We should not lose Sight of these facts of busmess life [TURN OVER] 13 MNG2016 October/November 2010 Sustainability through adaptability Regulation may change, busmess must change A new disruptive influence confronts busmess every year, demanding a new busrness approach every year In 2008, energy became a major constraint, manifested through electnCIty shortages in South Africa and rocketing Oil prices The pace of events is increasmg The abruptness of the liqUIdity cri5is and the scale of some organisational casualties are a warning that companies have to respond faster to change Busmess cannot wait for events, busmess must antICIpate them Organisations have to become more fleXIble and adaptable Thinking sustainability means thinking long term Entrepreneurs have better skills for this than most An entrepreneur is a future-spotter, and Bidvest is already looking ahead to the next sources of busmess disruption, in particular, the converging socral and enwronmental demands for responSIble busmess behaVIour Bidvest companies have many opportunities to posmon their sewices at the forefront of sustainable development, budding sustainable characteristics into branding and corporate reputation while benefiting from increased effICIenCIes and lower costs Trimming costs One lesson of the last 12 months is that making a busrness fit for the future requrres lean cost structures At Bidvest, executives stay close to their teams, customers and markets Although our busmesses have few unnecessary layers, we cannot afford to relax expense control Working capital management must be stringent In a world where customers’ can have their credit lines severed in short order, we have to ensure that our busrnesses remain strongly cash-generative and that debtors are well controlled Changing fast It is almost certain that one of the defining characteristics of the new busmess era Will be volatility In the last year we wrtnessed an international move from high food inflation to food deflation With very little pause in between Deflation after inflatio...
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