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Nr: Question:Mark:Discuss the three main environments that make up the management environment.Your discussion should include:All the variables that make up each environment.9.20The level of control that the manager has over each environment.The influences that these environments had on South African managers in thepast 5 years.10. Explain the main reasons why people generally resist change 10Explain the main features of each of the five stages in group and team development.11.Also indicate what the main role of the team or group leader would be during each20stage.12. Discuss five of the characteristics of good corporate governance that were identified10by the King II report.Discuss the importance of the organising function in the management process. Refer13.to the necessity of organising to make the other management functions work10effectively.Discuss the challenges for management in each of the following features of the ‘neworganisation’:a. Operating in a global economyb. Virtual organisations14.15c. Flatter and leaner organisational structuresd. Flexibilitye. Workforce diversityIllustrate how the management functions vary between the different levels ofmanagement in terms of the responsibilities, competencies and roles of managers onthese levels. Use the following format for your illustration:Top Middle LowPlanning15.15OrganisingLeading
Controlling
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Student
Number:
Summative Assessment
1
Management Principles
(Modules 1,
2
and
3
)
Assignment no. MAN
6
1S-123-1
SECTION A
/
5
0
SECTION B
/10
0
SECTION C
/50
TOTAL
/200
1
Copyright © Business Management Training College (Pty) Ltd
6
–
Student Number:
SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES
SECTION A: SHORT QUESTIONS
Question 1:
Select from
column A
the correct answer to match
column B
.
Match the management functions in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a) Organising.
1.1
Determines an organisation’s vision, mission and
1.1
goals.
b) Controlling 1.2 Monitoring progress and taking corrective steps to
reach the mis sion and goals. 1.2
c)
Planning. 1.3 Motivating and directing employees. 1.3
d)
Leading
1.
4
Grouping together activities and allocating
1.4
resources .
Total question 1 /4
Question 2:
Select from
column A
the correct answer to match
column B
.
Match the management levels in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a)Top managers 2.1 Implementing policies, plans and strategies. 2.1
b) Middle management 2.2 Spend the greatest portion of their time on leading. 2.2
c) First line managers or
2.3
Develop longer-term goals and strategies to reach
2.3
supervisors
them.
Total question 2 /3
Question 3:
Select from
column A
the correct answer to match
column B
.
Match the managerial roles in column A with the descriptions in colum n B:
A Statement: B Nr: Your Answers:
a) Interpersonal 3.1 Acts as spok esperson for the department 3.1
b) Decision making 3.2 Acts as negotiator about goals, standards of
performance
and resources. 3.2
c) Information 3.3 Act as figurehead and leader. 3.3
Total question 3 /3
2
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Student Number:
Question 4:
Read each statement carefully then state
true or false
in the space provided.
Nr: Statement or question:
Your Answers
A manager is considered competent if he or she has all the relevant knowledge
4.1
that is required to do the job of a manager.
4.2
Ecological forces influenced the evolution of management theories.
4.3
Frederick Taylor conducted the Hawthorn studies in the late 1
8
00’s.
4.4
Henri Fayol formulated 14 principles for effective management
The Hawthorne effect refers to the negative effects poor light has on workers’
4.5
performance
Six Sigma is a business improvement methodology that focuses on understanding
4.6
and managing workers’ requirements.
The individual organisation has limited control over the components of the macro
4.
7
environment but can have a strong influence on some of the variables.
Environmental scanning is necessary to determine whether factors in the
4.8
environment constitute a threat to the organisation’s mission, vision and goals.
When an organisation has to decide whether to centralise or decentralise
4.
9
authority, the skills of the lower-level managers have to be considered.
Tactical planning involves aligning the organisation’s internal environment with the
4.10
threats and opportunities caused by the external environment.
Total question 4 /10
Question 5:
Choose the
CORRECT
answer by selecting
a or b.
Your
Nr: Statement or question:
Answers
‘Ethnocentrism’ refers to the belief that …
5.1
a) One’s own group and culture must be placed first in decision making.
b) One’s own group and culture is inherently superior to other cultures and groups.
Job opportunities is an environmental …
5.2
a) output or
b) Input.
The social environment is part of the …
5.3
a) Micro environment
b) Macro env ironment
The changes in the environment impacts on management functions and eventually on the
5.4
a) performance or
b) culture of the organisation.
In the controlling function managers monitor
5.5
a) remuneration
b) progress.
Total question 5 /5
3
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Student Number:
Question 6:
Choose the appropriate
word or concept
for the following statements. Select only
one word from the list below for each statement and write down the corresponding letter
(a/b/c
etc.)
in the answer column.
a. Liquidity
b. Decision-making conditions
c. Activity
d. Decision-making tools
e. Characteristics of useful information
f. Service
g. Leverage
h. Failure analysis, call centres.
i. Profitability
j. Administration
Your
Nr: Statement or question:
Answers:
6.1 An organisation’s ability to meet its short -term obligations.
6.2 It looks at the source of the organisation’s capital.
6.3 The organisational function that is supported by office systems and pers onnel records.
6.4 It measures how well an organisation is using its resources.
6.5 It measures how well an organisation is managed.
6.6 Certainty, uncertainty, risk.
Total question 6 /6
Question 7:
Listed below are the forces of change that drive the need for organisations to
change.
Each one of these forces consists of certain components. Choose the appropriate
word
or concept
for the following set of components. Write down the corresponding letter
(a/b/c etc.)
in the answer column.
Force of change:
a. Economic and market forces
b. Technological forces
c. International forces
d. Social forces
Nr: Components
Your Answers:
7.1 Nepad, Common wealth of Nations, EU.
7.2 Business ethics, demographic trends.
7.3 Trade union activities, free trade globally, more countries join mark et.
7.4 New products, new and faster produc tion, internet.
Total question 7 /4
4
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–
Student Number:
Question 8:
Choose the
CORRECT
answer by selecting
a or b.
Nr: Statement or question:
Nr: Your Answers
8.1
One of the reasons why organising is necessary is …
8.1
a) departmentalisation or b) goal formulation
8.2
The narrowing-down of activities to simple, repetitive routines.
8.2
a) job design or b) job specialisation
__________
change.
8.3
People naturally
8.3
a) embrace or b) resist
Managers can respond to change either through reactive change or
8.4
8.4
a) planned change or b) forced change
Control systems is an element of the
________
area of organisational change.
8.5
a) structure or
8.5
b) technology
__________
area of organisational change.
8.6
Bureaucracy falls within the
8.6
a) structure or b) people
One of the reasons that people resist change is
8.7
8.7
a) Micro environment or b) Macro environment
One of the elements of the strategy area of organisational change is
_______
8.8
8.8
a) corporate combinations or b) decision mak ing
In organisational culture analysis (OCA), the condition that determines the
sharing of power is ___________.
8.9
8.9
a) commitment or b) collaboration
The perception that a group of people has certain collective characteristics is
known as
____________.
8.10
8.10
a) stereotyping or b) generalisation
Total question 8
/10
Question 9:
Fill in the
missing
words from the paragraph below:
Accountability…
Nr: Statement or question:
Nr: Your Answers:
9.1 has its roots in the
____a____
management theories, a)
9.2 in the division of
____b____
into parts, and explicit job specification. b)
9.3 and in explicit job
____c_____.
c)
9.4 Consistent with Taylor’s
d)
____d____
management,
9.5 employees are deemed
_____e_____
for the work under their control. e)
Total question 9 /5
TOTAL: SECTION A /50
5
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SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES
SECTION B : ESSAY QUESTIONS
Nr: Question:
Mark:
Discuss the three main environments that make up the management environment.
Your discussion should include:
All the variables that make up each environment.
9.
20
The level of control that the manager has over each environment.
The influences that these environments had on South African managers in the
past 5 years.
10. Explain the main reasons why people generally resist change 10
Explain the main features of each of the five stages in group and team development.
11.
Also indicate what the main role of the team or group leader would be during each
20
stage.
12. Discuss five of the characteristics of good corporate governance that were identified
10
by the King II report.
Discuss the importance of the organising function in the management process. Refer
13.
to the necessity of organising to make the other management functions work
10
effectively.
Discuss the challenges for management in each of the following features of the ‘new
organisation’:
a. Operating in a global economy
b. Virtual organisations
14.
15
c. Flatter and leaner organisational structures
d. Flexibility
e. Workforce diversity
Illustrate how the management functions vary between the different levels of
management in terms of the responsibilities, competencies and roles of managers on
these levels. Use the following format for your illustration:
Top Middle Low
Planning
15.
15
Organising
Leading
Controlling
TOTAL:SECTION B
100
6
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SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES
SECTION C : CASE STUDIES
C
1
ASE
STUDY
ABC company initially supplied businesses with exceptional quality textiles. Later on they started to supply
businesses with professional quality uniforms and also sports gear. They provide their customers with quality
products and services on time and on budget to enhance the image and performance of their customers ’
companies.
As the company grew, so did its workforce. From two people in a garage, their wholesale division has grown
from servicing a small localised mark et in Cape Town, to one that today meets the requirements of clients in
many other locations throughout South Africa.
The current organisational structure is designed around the different products. Although each manager knows
all the other products quite well, they each are responsible for one type of product only: Tim is in charge of the
industrial uniform section, Sally overlooks the sportswear section and Heather runs the textile division. All
three of them are competent with their section, but Tim for instance would have liked to be more involved in
the other sections as well.
To serve its widening markets the business needs flexible and well-trained staff that c an recognise the needs
of their customers. The employees work in a wide range of roles in both store and non-store functions, such
as:
Customer Assistants on the shop floor either directly assisting customers or preparing orders for delivery
to customers who have ordered online.
Department Managers leading a team of Customer Assistants
Warehouse employees who help catalogue and store clothing and textiles.
Office-based staff working in a range of functions at Head Offic e, including finance, purchasing, personnel
or marketing.
Logistic s staff who plan and carry out the distribution of products to stores.
Andy works in Sally’s department (sportswear) and manages a small team of customer assis tants who must
prepare online orders for delivery. He expects them to liaise with the customers before setting up the order, to
ensure maximum client satisfaction. As the team members are still new, they lack the necessary experience
and are not willing to take on the responsibility of liaising with the customers themselves. Currently this all
comes down to Andy, who then does not have sufficient time for his managerial duties. He intends seeking
advice in this regard.
Due to the business’s great success and customer demand, management have been thinking about
establishing an outlet in Durban. They have the opportunity to buy an existing warehouse in Durban for R 1,5
million. The other option is to rather invest an amount of R
800 000 in a new product range.
ABC must make a decision: should they buy the existing clothing retailer or is it better to invest an amount of R
800 000 in a new product range.
They did some investigation into the probability of success and failure of each option, and possible results .
With this information at hand, they decided to use a decision tree to help them with this big decision. The
estimated outcomes and probabilities are as follows:
They have two options:
A: Buy an existing business for R 1.5 m. B: Invest in new product range R 800 000.
Successful option A will give 20% gain, failed option A will give 10% loss. There is a 40% chance of success
and a 60% chance of failure for option A.
Successful option B will give 10% gain, 5% loss. There is a 50% chance of success and a 50% chance of
failure for option B.
7
Copyright © Business Management Training College (Pty) Ltd
QUESTIONS: CASE STUDY 1
Nr: Question:
Mark:
a. Draw up a
decision tree
to determine expected values for each option. Use the
5
results to decide which option to choose.
b. Identify the mission of ABC and translate it into at least 3 measurable, long-term goals.
4
c. Draw up a table or diagram to illustrate ABC business as a
system
that operates in a
16.
specific environment, by identifying:
inputs from the environment,
processing of inputs and
5
outputs to the environment.
a. What type organisational structure does ABC have currently?
1
b. What are the disadvantages of this structure for this spec ific organisation?
2
17.
c. The organisation has a vision of expanding the business and opening more branches
in different areas. Suggest a new structure for the organisation, that would fit in better
3
with their strategy. Motivate your choice.
18. Use the leadership cycle model to suggest the most effective leadership style for Andy. 10
Total case study 1 30
C
2
ASE
STUDY
Sportswear
Joe and Jane are customers of ABC’s. They own a sportswear retail s hop. Their shop is in an area that has
changed over the last five years form a once vibrant bus iness and retail hub with three large shopping centres
to a business environment focusing nowadays mainly on vehicle maintenance and support services.
The rental cost in the area is very competitive in comparison to other new shopping centres in the vicinity.
Various new and exciting shopping centres in the neighbouring suburbs have opened their doors. The
business was exceptionally successful, but has experienced an average annual drop in sales of 10% during
the past four years.
Joe is convinced that the decline in turnover can be attributed to the drop in customer traffic in the shopping
centre. Competitors are opening new stores in other suburbs. There are currently two similar stores who are
extremely price competitive and provide a variety of goods at lower prices.
Joe has lowered the prices of their popular products since the beginning of last year. Although sales
increased by 15% during the previous year, profit dropped by 5%. During December, two shop owners in the
area were gunned down.
QUESTIONS: CASE STUDY 2
Mark:
Nr: Question:
i. What external factors are influencing the succ ess and survival of the sportswear shop
in the s hopping centre?
19.
6
ii. What factors should they have considered in their strategic planning?
4
Total case study 2 10
8
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C
3
ASE
STUDY
(From Business Management—a value chain approach by Gideon Nieman and Alf Bennet)
When Esk om had started the shutdown of the Highveld power station in 1958, one of the small towns in the
Free State became a ghost town.
The shutdown caused the number of residents to shrink from 2000 to about 463.
Esk om stated that the power station could no longer c ontinue to operate because of the rising labour and
maintenance costs.
QUESTIONS: CASE STUDY 3
Nr: Question:
Mark:
a. Explain what changing environmental conditions could have caused the shutdown of
the power station.
5
b. Explain from the viewpoint of a retailer, how environmental conditions caused the town
to be closed.
20.
3
c. How do you think the changes in the environment affected the operations of a
2
vegetable farmer?
Total case study 3 10
TOTAL:SECTION C
50
TOTAL OF ASSIGNMENT : 200
9
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