Oct 2009 - UNIVERSITY EXAMINATIONS UNISA“ unm 015:1:th...

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Unformatted text preview: UNIVERSITY EXAMINATIONS UNIVERSITEITSEKSAMENS UNISA“ unm: 015:1:th MNG201 6 ( 493344) October/November 2009 RMN201X (475333) GENERAL MANAGEMENT (BUSINESS MANAGEMENT (GENERAL) 201) Duration 2 Hours 70 Marks EXAMINERS FIRST PROF T BREVIS SECOND MS MJ VRBA The use of a calculator is not permISSIble This paper con5ists of 18 pages plus instructions for completion of a mark—reading sheet This examination paper remains the property of the University of South Africa and may not be removed from the examination venue. INSTRUCTIONS This paper con5ists of 70 multiple-chaice questions Answer all the questions on the mark-reading sheet The questions are worth one mark each Please check that you have filled in the followmg information on the on the mark-reading sheet 0 your student number - the module code(MNGZO16 or RMN201X) . the unique number of the paper (498344 for MNG2016 or 475883 for RMN201X) [TURN OVER] MNGZO16 OctoberlNovember 2009 IQ Questions 1 to 3 Match the concept In column A With the correct description In column B Column A Column B Concept Description 1 Management roles 1 demsron making, technical, leading 2 The management process 2 Interpersonal, decrsron-maklng, Information 3 technical, conceptual, Interpersonal 4 human, Interpersonal, decrsron maklng 5 planning, organrsrng, leading, control 3 Whrch one of followrng IS not a managerial resource? 1 human 2 Manual 3 technrcal 4 physrcal 4 First—line managers need to have the ability to use the knowledge of a specrflc discrpllne to attain goals They need SKINS 1 conceptual 2 technical 3 phySIcal 4 Informational 5 Wthh one of the followrng roles does a manager perform In order to close deals wrth male? 1 Figurehead 2 Allocator of resources 3 Monltor 4 Negotiator 6 Who IS known as the father of scientific management? 1 Frederick Taylor 2 Frank Gllbreth 3 Henry L Gantt 4 Henn Fayol [TURN OVER] 3 MNGZO16 October/November 2009 7 Who pioneered the human relatIons movement? 1 FrederIck Herzberg 2 Abraham Maslow 3 Elton Mayo 4 Douglas McGregor 8 Is a hIgh-performance system for Implementing a busrness strategy The South Afncan Excellence Model SIx SIgma Total QuaIIty Management Re-englneermg #(JJM—l 9 In Its extreme, assumes the current process Is Irrelevant — It does not work, It IS brokenl Start overI 1 the South AfrIcan Excellence Model 2 SIX SIgma 3 total quallty management 4 re-englneenng QuestIons 10 to 11 For a number of years, retaII group FoschInI has Iangwshed In the shadow of Its bolder and possmly more successful competItors such as Truworths and Mr Price ThIs may change as FoschInI's better merchandIsmg, staff and logIstIcs systems deIIver a turnaround Source Fmancral Marl, June 2, 2009 68 10 Truworths and Mr Prrce are factors In FoschInI’s environment 1 mIcro 2 market 3 macro 4 strategIc 11 Better merchandlsmg, staff and logIstIcs systems represent a/an In FoschInI’s enVIronment 1 strength, mIcro 2 strength, macro 3 opportunIty, market 4 opportunlty, mIcro [TURN OVER] 4 MNG2016 October/November 2009 Questions 12 to 14 Foschini expects big things from its sport stores from the Fifa World Cup Chief executive officer Doug Murray estimates that there Will be an additional R100m in sales over the next two years from soccer-related products The Foschini group’s Total Sports and Sportscene are the partners of ch0ice for Adidas and Puma Source FinanCiaI Mail, June 2, 2009 69 12 The Fifa World Cup event, which Will take place in South Africa In 2010, is a factor In Foschini’s environment and presented Foschini With a/an , 1 international, strength 2 macro, strength 3 some—cultural, opportunity 4 task, opportunity 13 Total Sports and Sportscene are the partners of ch0ice for Adidas and Puma Foschini’s strong relationship With these suppliers represents a/an in Foschini’s environment. 1 strength, micro 2 strength, task 3 opportunities, market 4 opportunities, macro 14 The Fifa World Cup event influences Foschini’s microenvironment and Foschini has a negligibte effect on the Fifa World Cup event directly indirectly negligibly not at all LLONA 15 The second step in the deCIsion-making process IS classfiy and define a problem generate creative and innovative alternatives evaluate the alternatives set objectives and criteria JELOOM—l [TURN OVER] 16 17 18 19 MNGZOl 6 October/November 2009 U1 The NatIonal Museum Is dorng the annual adjustment of Its entrance fees It needs to determIne the effect of a 10% Increase In fees on the average number of people VISItIng the museum per year It estImates that there Is a 60% chance of waters decreasmg by 10%, a 30% chance of VlSItOl’S decreasrng by 15% and a 10% chance of VISItors decreasrng by 20% This iS an example of a/an decision, taken under conditions of 1 unprogrammed, nsk 2 programmed, rIsk 3 unprogrammed, uncertainty 4 programmed. certalnty The bounded-rationality dealsion making model entaIls that the decrsron maker Is makIng a non-programmed, hIgh rIsk decusuon selects the first alternatlve that meets the mInImaI crIterIa seeks to find the best possrble solutIon uses the nomInal group techanue excluswely hO-JN-A The structured deCIsion-maklng process where group members are present, but operate Independently and dIscussron and Interpersonal communlcatton are restrIcted IS 1 the Delphi technique 2 capItal budgetlng 3 the nomInal group techanue 4 bratnstormlng In a recent presentatlon, scenarlo planner Clem Sunter talked about the pOSSIbIIIty that the world may face a depressron He IIsted four mam rIsks that could make a depressron more lIkely Increasmg protectIonIsm, a major war, a natronal bankruptcy by a European Union member or a meltdown In ChIna A manager, faced With a deorsron on how to Invest her company’s money, consrders the factors listed by Clem Sunter and then makes her decision under conditions of rIsk uncertaInty certarnty ObjeCthlty #UJN—k [TURN OVER] 20 21 22 23 6 MNG2016 October/November 2009 Managers and employees often complaIn about an InformatIon overload, therefore only a suffICIent amount of Informatron should be avaIlable when users need It ThIs relates to an Important characteristic of useful information, namely 1 quallty 2 relevance 3 quantrty 4 tImeIIness WhIch of the followmg information systems can make routIne deCISlonS that control physrcal processes? a busrness functlon Information systems b deCISIon support systems c transactIon-processmg systems d offIce automatron systems e process control systems 1 a c d 2 b d e 3 C d e 4 c e The process of underertIng an IndIVIdual's lIfe Insurance applIcatIon reqUIres complex medical, Manual and Insurance knowledge The appllcant’s lIfe style, hobbles and vocatIon are also conSIdered A system that underwntes an mdrvrdual's lIfe rs an example of a/an system, whrch Involves hlgh levels of knowledge and technologrcal complexrty 1 busmess functIon InformatIon 2 expert 3 deCISIon support 4 InformatIon-reportlng The IInk between decision makIng and information IS 1 An Informatlon system transforms data from the enVIronment Into useful Informatlon for managers to use when makIng deCISIons 2 An Information system transforms Informatlon from the enVIronment Into useful data for managers to use when makIng deCISlonS 3 There Is no IInk between deCISIon makIng and Informatlon In an organIsatIonal settIng 4 An InformatIon system accepts InformatIon resources as Input and processes them Into data products as output [TURN OVER] 7 MNG2016 October/November 2009 24 Tactical plans focus on and then tIme—frame Is 1 the entIre orgamsatlon, long—term 2 functIonal areas, medIum -term 3 operatIonal areas, short -term 4 the centre organIsatIon, medIum—term Questions 25 to 27 Match the type of plan In column A WIth an example In column B Column A Column B Example 1 The construction of 10 newlalls In varIous major Cltles In South AfrIca durln 2010 2 Contractors may only use enVIronmentally frIendIy bUIIdlng materlals Developlng a numerlcal plan for allocatIng resources to the varIous bUIldIn projects The Installatlon of electronlc securlty systems for the 10 new alls T e of plan 25 26 Programme 27 Prolect 28 WhIch of the followang are reasons why organlsing takes place In organIsatIons’? a allocatlng of responSIbIlItIes and accountabIIIty b creatIng synergy c formulatlng objectlves d estabIIshIng clear channels of communlcatlon ad abd abcd bcd #WNA 29 WhIch one of the followmg Is dIrectly assomated WIth a flat organlsation structure? centrallsatlon of authorIty unIty of command a WIde span of control dIVISIon of work hum—x 30 A fIrst—IIne manager at Grootegeluk mIne has authority and power staff, legItImate staff, referent IIne, legItImate lane, referent th—X [TURN OVER] 8 MNG2016 October/November 2009 31 Managers can delegate responSIbility and accountability authority and accountability responSIbility and authority power and influence thA Questions 32 to 33 Match the concept in column A With a key idea in column B Column A Concept 32 Chain of command 33 Delayering A managerial actiwty aimed at reducmg the Size of an ciganisation's workforce 3 Every employee should be linked to someone at a higher level, all the wa to the top levels of the or anisation 4 The process of reducmg the vertical management hierarch 5 Important deasrons are made b t0p mana-ers onl Questions 34 to 36 Match the concept in column A With a key idea in column B Column A Column B Conce-t Ke idea 34 Decentralised authority 1 Entails the responSIbility of managers to make deCI3ions and issue orders to subordinates ~ they are directly responSIble for attainino the oroanisation’s coals SpeCIfied relationships among employees, illustrated by the oranisational chart 3 Havmg the responSIbility to adVIse and a35ist other personnel 4 Patterns of relationships and communication that evolve as emplo ees interact and communicate 5 Middle- and lower-level managers are allowed to make important deCI5ions re ardin their work [TURN OVER] 9 MNGZO16 October/November 2009 Questions 37 to 39 Match the type of communication in column A With an example in column B Column A Column B Type of Example communication 37 Upward 1 The marketing manager and the operations manager meet to discuss the pOSSIbilit of a new product 38 Horizontal 2 The trade union representing the workers at a manufacturing plant conveys the workers’ grievances to management 39 Lateral 3 The marketing manager acts as mentor to a new employee appomted as unior mana-er in the purchaSino de-artment 4 A first—line manager gives an order to her subordinate Questions 40 to 43 Match the leadership theorylapproach in column A With a key idea In column B Column A Column B Leadership Key idea theollapproach 40 Studies at the UniverSIty 1 Identified two baSlC forms of leadership behaVIour, of Michigan under the namely task—oriented and employee—oriented leader oUIdance of Likert behaVIour 41 Fiedler's contingency Presupposes that the most effective leadership style for theory a particular Situation is the maturity of the subordinates, which can be categorised in terms of that person’s need for achievement, Willingness to accept responSIbility and task-related abilit and experience 42 Hersey and Blanchard’s 3 Predicts the degree of group partICIpation in certain leadership cycle model Situations and then sets standards for the inc|u3ion of subordinates in the deCISion—makin- process 43 The Vroom-Yetton-Jago 4 States that a leader’s effectiveness is determined by the model fit between a leader‘s style and the Situation The organisation maintains the fit by determining the leader’s leadership style, analySing the Situation and matching the style and Situation b Chan-om the Situation [TURN OVER] 44 45 46 47 10 MNG2016 October/November 2009 The management of an organisation want to Implement an effective control system to reduce costs Which of the followrng control systems can they consrder to control the organisation’s cost of mventory7 economic ordering quantity PERT materials requrrements planning linear programming Just—In—trme system break-even analysrs *QQOU'SD abf ace cdf bde LEON—k The workers, technology and matenals are factors to consrder when controlling resources 1 Information 2 physrcal 3 human 4 fmancral Productivrty can be defined as the ration between outputs and Inputs Wthh one of the followrng ways wrll not lead to an Increase m productrvrty" 1 A greater output IS made wrth fewer Inputs 2 A greater output is made wrth more Inputs, but the Increase In output IS greater than the Increase In Inputs 3 A greater output IS made With more Inputs, but the Increase In Inputs ES greater than the Increase In output 4 A greater output IS made With the same Inputs A forum of employees at the Toyota plant meets regularly to Identlfy aspects ofthelr work that Impede, prevent or promote quality Thrs rs an example of operational control a quality crrcle total quallty management strategic control AWN—l [TURN OVER] 1 I MNG2016 OctoberlNovember 2009 48 The disadvantage of is that inventory must still be kept, regardless of the customers‘ speCIfic needs for components or finished products 1 the Just-in—time system 2 preliminary control 3 the materials reqUIrements planning system 4 economic ordering quantity 49 The ethical approach was the ba5is of the government's deCI5ion to refuse to pay for high-cost, high—risk procedures such as heart transplants and to prowde primary medical sewices to South Africans livmg In rural areas instead 1 utilitarian 2 human rights 3 Justice 4 SOClal obligation 50 A CIVII engineer is confronted by an ethical issue during the course of his work To gwde him in his deCI5ion making on this ethical issue originating at the level, he may refer to the Professmnal Institute for CiVil Engineers’ code of ethics indiwdual organisational assomation international Loam—x Questions 51 to 70 Read the case study below and answer questions 51 to 70 EDCON (PTY) LTD Edcon (Pty) Ltd is the leading clothing, footwear and textiles retailing group in South Africa trading through a range of retail formats The first Edgars store opened on 6 September 1929 in Joubert Street, Johannesburg Since then, the company has grown to ten retail brands trading in over 1000 stores in South Africa, Botswana, Namibia, SwaZIland and Lesotho Edcon's retatl busmess has -- through recent achISItions-— added top stationery and house ware brands as well as general merchandise to its clothing, footwear and textiles portfolio Defined by the target markets served, all retail busmess is structured under two diViSions Department Stores DiViSion, including Edgars, CNA, Boardmans, Prato, Red Square and Temptations, servmg middle and upper income markets and Discount DiViSion including Jet, Jet Mart, Jet Shoes, Legit and Blacksnow, sewing middle to lower income markets Edcon FinanCIal Sewices prowdes credit faCIIItleS and Manual sewices products to the Group's over 4 million cardholders [TURN OVER] 12 MN62016 OctoberlNovember 2009 The Edcon strategy remains anchored in the busmess of retailing, and takes account of the Significant market share already enjoyed in clothing, footwear, household textiles, cosmetics and accessories The plan is to generate future growth in sales and profitability from organic growth in the Department Store and Discount DiViSions and for obtain productiwty improvements across these diViSions They are also planning to introduce further finanCIal servrces products and make further achISItions However, they Will carefully consrder the group’s expansmn plans in the context of Edcon's internal capabilities The Edcon dream is to be the consumers’ store of ch0ice for the products that they sell, in the markets they trade and to create wealth for the benefit of all stakeholders Edcon employs over 25 000 permanent employees and a further 20 000 temporary staff members People who are action-oriented and thrive in a diverse enwronment, expl0it and use opportunities to grow and develop, are passronate about people and resnient in an enwronment of continuous change Will flourish in a career at Edcon The Edcon culture reflects the organisation’s values According to Steve Ross, the chief executive officer, "Values are more important than finanCIal numbers " His statement empha5ises Edcon’s focus on budding a value-based organisation Edcon’s values focus on people, integrity, performance and professmnalism The culture at Edcon is driven by a constructive leadership style, incentiwsed customer- focused employees, a sustainable high performance enwronment, intertWining organisational growth With indiwdual growth and life—long learning Edcon recognises that the sustainability of its success lies in its people They are committed to attract the right people for their busrness They offer competitive remuneration packages and recognition schemes to ensure that they make the right investment in their employees’ careers at Edcon Edcon prowdes their employees With an integrated learning experience to unleash their full potential and develop their capaCIty to meet current and future challenges in the busmess envrronment At Edcon it is believed that happy people are more productive Thus, in order to help their employees develop and maintain a work—life balance, they have invested in various initiatives to encourage employees’ overall wellness, be it phy3ical, emotional, or psychological Edcon values their employees’ progress and therefore rely on a good performance management system, which encompasses planning, monitoring and revrewmg on an ongomg baSIs Employees are regularly evaluated against their speCIfied goals and they receive constructive feedback on their performance This increases employees’ awareness of their performance levels, which is highly relevant given that their guaranteed pay and incentives links to their level of performance Edcon is a somally responSIble organisation, committed to the reasonable and cost effective management of its direct and indirect impacts on the enVIronment, and provrding a healthy and safe enVIronment for employees and customers In particular, Edcon Will always meet relevant legislative reqwrements They are committed to conserve their usage of water and energy, dispose of waste responsrbly, promote recycling Wherever economically feaSIble and not offer products or servnces that have an illegal enwronmental impact [TURN OVER] 13 MNG2016 October/November 2009 Edcon reqUIres busmess partners to certify that they meet relevant legislative reqwrements, create awareness of sound enVIronmenta! practices amongst staff, keep stakeholders Informed about relevant progress Vla internal and external reporting and conduct internal audits of Its performance in applying these polimes and in complying With all applicable laws and regulations The Board is respon5ible for overseeing sustainable enwronmental management Within Edcon Source www edcon co za 51 52 53 At Edcon organisational growth IS intertwmed With indiwdual growth, and life—long learning In his book, The fifth diSCiplme the an‘ and practice of the learning organisation, pioneered this management approach. 1 Peter Senge 2 Max Weber 3 Hammer and Champy 4 Deming All retail busmess at Edcon IS structured under two leISlonS Department Stores DIVISlon, including Edgars, CNA, Boardmans, Prato, Red Square and Temptations, sewing middle and upper income markets and Discount DiViSion including Jet, Jet Malt, Jet Shoes. Legit and Blacksnow, sewing middle to lower Income markets Edcon is usmg departmentalfsation 1 functional 2 product 3 locahon 4 customer Edcon (Pty) Ltd is the leading clothing, footwear and textiles retailing group in South Africa trading through a range of retail formats It has ten retail brands trading in over 1000 stores in South Africa, Botswana, Namibia, SwaZIIand and Lesotho This is an example of a strategy. grand differentiation 1 2 3 busuness 4 functional—level [TURN OVER] 54 55 56 57 14 MNGZO16 October/November 2009 Edcon’s retail busmess has -- through recent achISItions-- added top stati...
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