presentation mgt-past year questions

8/7/2019 presentation mgt-past year questions

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GROUP ASSIGNMENTMGT 215

APRIL 2010

PREPARED BY:

NASHATUL ASHIKIN BINTI KAMARUDDIN 2010205054

NUR SYARINA BINTI IBRAHIM 2010805642NURFARAHIN BINTI HAMDANI 2010273276

AMIRRUL AMMAR BIN ADAM 2010834406

MOHAMAD NUR SALAM BIN MOHD. ALI ISKANDAR 2010462248


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QUESTION 1a) In terms of time horizon, there

are three options for

organizational control focus.One is feedback control. Name

the other two and brieflycompare all three (3) options.


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Other two organizationalcontrol focus

Feed-f r rd orPreventiveControl

Concurrent Control orSteering

Control


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Feed-forward control Concurrent control Feedback control

Toanticipatepotential

problemsandprevent

themfromoccurring.

Tospotaproblemas

theydevelopedandtake

correctiveactionbeforefinalresultsare

achieved.

Attemptstomeasurethe

resultsaftercontrol

Controlsfocuson

human,material,and

financialresourceswithin

theorganization.

Relyonperformance

standards,rules,and

regulationsforguiding

employeetasksand

behaviors.

Involvereviewing

informationtodetermine

whetherperformance

meetsestablished

standards.

Actasinputsin(Pre-

process)

Act astransformation

processin(In-process)

Actasoutputsin(Post-

process)

E.g: Specificationsofoutput/inputfactorssuch

asfinance,human

resourcesandmaterial

resources.

E.g: Manymanufacturing

operationsinclude

devicesthatmeasure

whethertheitemsbeing

producedmeet quality

standards.

E.g:RestaurantManagerasking, how

wasyourmealafteryou

eaten.


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b) An effective control system

ensures that activities are

completed in ways that lead to theattainment/ achievement of the

organizations goals. Explain five

characteristics of an effectivecontrol system.


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There are five characteristics of an effectivecontrol :

First, the system must be related toorganizational strategy. When the system islinked to organizational strategy, it recognizesstrategic shifts and it is flexible enough tomeasure what is important as indicated by thefirms strategy.

Second, use all the steps in the controlprocess. Standards of performance must be set,measurements of actual performance taken,

comparisons of standards with actualperformance made and when necessary,corrective action taken.


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T

hird , be composed of objective andsubjective measures. For example, managementmay have set specific targets for productivity.Suppose, management has expressed a desireto achieve high levels of worker satisfaction.

Such a qualitative criterion is more difficult ifpossible to measure accurately. Situations likethis often require managers to blend objectivesubjective measures.

Fourth, provide timely feedback. Timeliness

is the degree to which the control systemprovides information when it is needed. The keyissues here is the feedback information isprovided quickly enough to permit a response toan unacceptable deviation.


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Fifth, be acceptable to a diverse workforce.The control system should motivate workers to

recognize standards and act to achieve them.

The more committed that employees are to the

control system, the more successful the systemwill be.


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Describe the difference

between theory X and Y.Explain why you prefer

working for a manager whopractices theory X or Y.

QUESTION 2


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THEORY X THEORY Y

Employees dislikeworkandavoiditifat

allpossible

Employeesarewillingtoworkasnatural

asplayorrest

Usestightcontrolandsupervision Delegates authoritytosubordinates

Coerced,threatened,directedand

controlledtogetthemtoputforth

adequateeffort

Selfmotivatedandselfdirectedtoward

achieveorganizationalgoals

Avoidresponsibilitytodirectandtold

whattodoandhowtodo

Seekresponsibilitywishusecreativity,

imaginationtoperformjobs

Useauthoritarianstyle Useparticipatorystyle

Feelingthatworkisofsecondary

importance

Feelingthatworkisof primary

importance

Pessimistic viewofmotivationwith

regardstoemployees

Optimistic viewof motivation with

regardstoemployees


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Ipreferworkingforamanagerwhopracticesthe

TheoryYthanTheoryX

It is because Theory Y is enjoys work andactively seek it than Theory X. Manager whopractices Theory Y also expounds aparticipative style of management that is de-

centrlized. So, I assumes that employees arehappy to work with his manager as he are selfmotivated and creative. Thus, we will enjoyworking with greater responsibility.

Besides, Theory Y manager will delegate

the authority and he allows employees toparticipate in decision-making. Greater jobautonomy and task variety also offered toemployees.

.


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Other than that, Theory Y-style managementis suited to knowledge work and professional

services. Professional service organizationsnaturally evolve Theory Y-type practices by thenature of their work. For example highly structureknowledge work, such as call center operations,can benefits from Theory Y principles toencourage knowledge sharing and continuousimprovement.

Next, Theory Y manager is good as

employees are seen willing to work hard,willing toaccept responsibility,self directed and capable ofself control to achieve organizational goals.Furthermore, employees in Theory Y will useimagination, ingenuity and creativity to perform

jobs.


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QUESTION 3Whatistransformational

leadership?Explainandgiveanexampleofatransformationalleaderinan

organization.


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Meaning : Leadersabilitytoinfluenceemployeesto

achievemorethanwasoriginallyexpectedorthoughtpossible

TL areabletogeneratefeelingsoftrust,admiration,

loyalty,totapdeepvaluesandrespectfrom

followers.

Transformationalleadersaregenerallyenergetic,

enthusiasticandpassionate.

TL donotacceptthestatus quo.TL transformsthingfromwhatcouldbetowhatis

bygeneratingexcitement.(Theyrecognizetheneed

andinstitutionalizechangebyreplacingoldtechnical

andpoliticalnetworkswithnewone)


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Dimension Leaders Specific

Behavior

Followers

Behavior

Individualized

consideration

Actasmentor,is

attentiveto

achievementand

growthneeds.

Ismotivated,feels

valued

Intellectual

stimulation

Promotesinnovation

andcreativity,reframes

problems.

Isencouragedtobe

novelandtrynew

approaches.

Inspirationmotivation Providesmeaningand

challengethrough

prosocial,collective

action.

Ismotivatedbyteam

spirit;isenthusiastic

andoptimistic.

Idealizedinfluence Sharesrisk;is

considerateofothers

overownneeds,is

ethicalandmoral.

Showsadmiration,

respectandtrust.


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Example : Mahatma Gandhi is a great example

of a transformational leader, because he satisfied

the needs of his followers. But instead of riding

those needs to power, he remained sensitive to ahigher purpose. His vision of leadership went

beyond himself. He believed in satisfying the

needs of all that followed him.


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QUESTION 4

In recent years, many Malaysian companies

have downsized, resulting in employee layoffsat both the managerial and non-managerial

levels. If an employee felt that his or her job was

in jeopardy due to the possibility of a layoff, which

of Maslows needs would this affect? How doesthis affect employee motivation in the workplace?


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The Maslows Need that affect this is SecurityNeed.

- Security needs reflect the desire to have a safephysical and emotional environment.

- Job security, grievance procedures, health insuranceand retirement plans are used to satisfy employeessecurity needs.

- Like physiological needs, unsatisfied security needcause people to be preoccupied with satisfying them.

- People who are motivated primarily by security needsvalue their job mainly as a defense against the loss ofbasic needs.

- Managers who feel that security needs are mostimportant will often emphasize rules, job security andfringe benefit.


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QUESTION 5

Explain the following elements of

organizing:

a) Linedepartmentversusstaffdepartment

b) Delegationandauthority

c) Narrowspanofcontrolversuswidespan

ofcontrold) Centralizationversusdecentralization


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a) Line department versus staff

department

Line Department Staff Department

An organizational unit that

is directly involved in

delivering the products

and service of theorganization.

An organizational unit that

is not directly involved in

delivering the products and

services of theorganization.

Makedecisionsthatachieve

specificorganizationalgoals.

Support theeffortsofline

departmentandprovide

advice.

Examples:

Productionmanagers

Marketingmanagers

Purchasingmanagers

Examples:

Marketingresearch

Financialanalysts

Legaldepartment

Line Department vs Staff Department


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b) Delegation and authority

Delegation

Assignmenttootherpersonofformalauthorityandthe

righttomake decisionandtakeactionReasons :

- speedupdecisionmaking

- Developskillofemployees

- Employeesaremoreeffectivetosettleproblems- Managersburdenarepartiallyreleased

Steps:

1. Decidewhichtaskstobedelegate

2. Makeassignments

3. Grantauthoritytoact

4. Holdresponsible bycheckingprogressandtreating

problem

5. Monitorbyteaching,rewarding,communicatingand

givinginformation


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Cont.

AuthorityTheformalrightinherent inanorganizational

positionmakedecision

Comes alsowithresponsibilitywhichmeans

theobligationtoperformstheduties

assigned.

2 types:

1.Formal authorityinherentinanorganizationalposition

2.Informal abilitytoinfluenceothersthatis

basedonpersonalcharaceristics orskill,

alsocalledcharismatic.


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c) Narrow span of control

versus wide span of control

Narrow span of control Wide span of control

Managers havemoretimeto

analyzesituations.

Greater demandsintermsof

directsupervision.

Makeeffectivedecisions. Suggestaneedforgreater

selfdirection.

Executetheactions

associated withtheirdecisions.

Initiative onthepartof

individualemployees.

Less likelytobeover

committedandover

burdened.

Moreeffectiveemployee

development.

Narrow Span of Control vs Wide Span of

Control


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Centralization versus decentralization

Centralization- Maintainthemostauthorityamonghigh-levelmanagers.

Morecontrol

OnlyexperiencedmanagersmakedecisionsGoodforafirmwithfinancialproblems

Decentralization- Authorityisspreadamong

severaldivisionsormanagers.Reducesoperatingexpenses

Fasterdecisionmaking

Motivatesemployees


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THEEN

D

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