CHAPTER 1: INTRODUCTION TO MANAGEMENT

APR 2011 Question 1 a) Discuss Henry Mintzbergs managerial roles. Provide appropriate examples.

Henry Mintzbergs have three managerial roles. There are interpersonal roles, informational roles and decisional roles.

Firstly, interpersonal roles are the managers responsibility for managing relationships with organizational members and other constituents. In the organizational have figurehead, leader and liaison to help manager in managing the organization smoothly.

Secondly, informational roles are the managers responsibility for gathering and disseminating information to the stakeholders of the organization. There have monitor, disseminator and spokesperson in the informational roles. Their responsibilities are to assist the manager in receiving and communicating the information to make the right decision.

Lastly, decisional roles are the managers responsibility for processing information and reaching conclusions including entrepreneur, disturbance handler, resource allocator and negotiator. Besides that, manager should know to identify and resolve problems and capitalize on opportunities.

OCT 2010 Questions 2 a) In todays world, managers are dealing with many influences that require them to reshape and redefine management. Discuss any four influences with appropriate examples.

Influences that require reshaping and redefining management are planning, organizing, leading and controlling.

Planning involves setting goals and defining the actions necessary to achieve those goals. While top level managers establish overall goals and strategy. Managers throughout the hierarchy must develop operational plans for their work groups that contribute to the efforts of the organization as a whole. All managers must develop a plan for administering and coordinating the resources for which they are responsible so that the goals of their work groups can be achieved.

Organizing involves determining the task to be done, who will do them and how those tasks will be managed and coordinated. Managers must organize the

members of their work groups and organization so that resources and task flow efficiently through the organization. Most important, the organization must be structured in light of its strategic and operational goals so that it can be responsive to changes in business environment.

Managers must capable of leading the members of their work groups toward the accomplishment of the organizations goals. To be effective leaders, managers must understand the dynamics of individual and group behavior, be able to motivate their employees and be effective communications. Only through effective leadership, the goals of organizations can be achieved.

Managers must monitor the performance of the organizations as well as their progress in implementing strategic and operational plans. Controlling requires identify deviations between planned and actual results. When an organization is not performing as planned, manager must take corrective action. Control is an important function in the managerial process because it provides a method for ensuring that the organization is moving toward the achievement of its goals.

b) Distinguish efficiency and effectiveness.

Efficiency To achieved by using the fewest inputs to generate a given output

Example: people and money That means doing things right

Effectiveness To achieved when the organization pursues appropriate goals. That means doing the right things

APR 2010 Question 3 a) Describe Mintzbergs interpersonal roles and gives examples.

Interpersonal roles are the managers responsibility for managing relationships with organizational members and other constituents. Three other constituents are figurehead, leader and liaison.

The meaning of figurehead is symbolic-head as manager to manage the relationships with organizational members. Give a task to the first line manager to supervise the employees to finish their work. The activities include ceremony, status requests and solicitations. Figurehead also is a person who is the nominal head or chief of a company not a real and who is name is used to give standing to a business. In management, it is a role which is performed by a manager by representing the company in meeting, conferences and at dinners. For example, the managers give a good idea in the meeting to show his availability and capability as manager.

Leaders mean responsible for motivating and activating the subordinate. It also is another role of a manager relating to hiring, firing, training and motivating the employees. The activities include responsibility for staffing, training, subordinates team building. Besides that, the leader is a process that is an observable, understandable, learnable set of skills and practice available to everyone anywhere in the organization. For example, give training to the employees who not have any experience work.

Liaison, it is mean maintaining a self-developed network of outside contact and information. It also is communication between two or more groups. It is included in the managers role. The activities include interactions with outsider, responding to mail and external board work. b) Discuss four major challenges faced by managers in the rapid changing environment.

Economic and technological change. Several economic changes have occurred that have altered

employment and occupational patterns. A major change is the shift of jobs from manufacturing and agriculture to service industries and telecommunication. This shift has meant that some organization had to reduce number of employees, while others had to attract and retain employees with different capabilities than previously were needed. The explosive growth of information technology, particularly linked to the internet has forced many changes throughout organizations of all types.

Workforce availability and quality concerns. Significant workforce shortages exist due to an adequate supply of workers with the skills needed to perform the jobs being added. Jobs with extreme supply shortages for several years have included specialized information system technicians, physical therapist, plumbers, air conditioning repair technicians and many others. Consequently, human resources professionals have faced greater pressures to recruit and train workers

Demographic and diversity issues It is more diverse racially women are in the labor force in much greater numbers than ever before and the average age of the workforce is now considerably older than before. As a result of these demographic shifts, human resource management in organization had to adapt to a more varied labor force both externally and internally.

Organizational restructing Many organizations have restructed in the past few years in order to become more competitive. As part of the organization changes, many organizations have rightsized either by eliminating layers of managers, closing facilities, merging with other organizations or outplacing workers. A common transformation has been to flatten organizations by removing several layers of management and to improve productivity, quality and service

CHAPTER 2: EVOLUTION OF MANAGEMENT THOUGHT

OCT 2010 Question 1 Explain scientific, administrative and bureaucratic perspectives of management and identify each contributor and their contributions. Scientific management It focuses on the individual workers productivity. Scientific management method called for optimizing the way that task performed and simplifying the jobs enough so that workers could be trained to perform their specialized sequence of motions in the one best way. Frederick W. Tay is the father of scientific

management. He attempted to define the one best way to perform every task through systematic study and other scientific methods. He also believed that improved management practice lead to improved productivity. Three areas of focus is task performance, supervision and motivation. In task performance is scientific management incorporates basic expectations of management including development of work standards, selection of workers, training of workers and support of workers. Supervision is Taylor felt that a single supervisor could not be an expert at all tasks. As a result, each first level supervisor should be responsible only workers who perform a common function familiar to the supervisor. In motivation also Taylor believed money was the way to motivate workers to their fullest capabilities. He advocated a piece work system in which workers pay was tied to their output. Each contributor is Frank Gilbreth and Lillian Gilbreth. Frank Gilbreth specialized in time and motion studies to determine the most efficient way to perform tasks. Lillian Gilbreth is a strong proponent of better working condition as a means of improving efficiency and productivity.

Administrative management It is basically focuses on how a business should be organized and the practices an effective manager should follow. Ii also explored the possibilities of an ideal way to put all jobs together and operate an organization. Administrative management theory emphasized management functions and attempted to generate broad administrative principles that would serve as guidelines for the rationalization of organizational activities. Henri Fayol is the first recognized that successful managers had to understand the basic managerial function. He developed a set of 14 general principles of management. Fayols managerial functions of planning, organizing, leading and controlling are routinely used in modern organizations. Fayols work included a definition of a body of principles,

which enables a manager to construct a formal structure of the organization and to supervise it in a rational way.

Bureaucratic management It can be described as a formal system of organization based on clearly defined hierarchical levels and roles in order to maintain efficiency and effectiveness. Max Weber was a historian that wrote about the emergence of bureaucracy management from more traditional organizational forms. It also based upon on firm rules, policies and procedures, a fixed hierarchy and a clear division of labor. According to Weber, bureaucratic is a particular type of administrative structure developed through rational-legal authority. Due to their efficiency and stability, it would become the most prevalent form of organization in society. Webers forms have three types of authority which are traditional, charismatic and rational-legal authority. Traditional authority is subordinate obedience based upon custom or tradition. Charismatic authority is subordinates voluntarily comply with a leader because of his or her special personal qualities or abilities. Rational-legal authority is subordinate obedience based upon the position held by superiors within the organization.

CHAPTER 3: PLANNING
APR 2011 Question 5 a) If an organization is in an environment that experiences constant change, what is the point of trying to develop long term plans? There is abundant evidence that planning is the most prominent and pervasive of the management functions or processes. Planning is prominent because of the evidence of

failure in organizations traceable to poor planning or preparation for the future on management's part. Planning is pervasive in that it cuts through all management functions and is a function that is applicable to all managerial levels. It cuts through the other management functions of organizing, controlling, staffing, directing, and decision making in the sense that it is a vital and necessary component of each of these processes. That is, managers must plan for each of the other functions. Planning is applicable to every managerial level because managerial action and decision making, whether at the chief executive's level or at the first-line supervisor's level, should ideally be predicated upon preliminary thought and anticipation of future issues, problems, or details that invariably come into play in the process of making organizations work. Before planning is anything else, it is a mental process. It is a process of thinking through all facets of an issue or a problem before taking action. At the same time, it provides the ingredients for action. Planning is a process that entails an assessment of the organization, its resources, and its environment, and encompasses the setting of objectives. Using that assessment as a backdrop, planning entails looking at the past, the present, and the future. So often we stress the futurity of planning to such an extent that we fail to make it clear that the past and the present are our points of departure. Using the past and the present as points of reference, in planning we consider both what we anticipate the future will be like, and what we desire it to be like. b) Explain three types of planning and provide examples for your answer.

"To-Do-List" Planning Very few managers can function without a "to-do-list." Since managers are so busy, it is essential that they be able to list the projects, reports, meetings, or goals they need to accomplish on a day-to-day basis. Human nature seems to be that we respond well to actually, or mentally "checking off" activities that have been accomplished during the day. To-do-list planning is narrowly focused, daily or weekly in time span, and frequently personal. Nevertheless, it represents an

invaluable discipline on the part of the individual manager desiring to see things "get done" or to "make the organization work." Not only are "to-do-lists" valuable for personal planning, they are valuable mechanisms for delegating tasks to others. Instead of providing verbal instructions of what to do, provide your subordinates or co-workers with a "to-dolist" if you find that it is essential for that day or week. Personal experience indicates that others assume more of a responsibility for the task if it is written down than if it is verbally communicated.

Operational Planning Operational planning is gauged toward the mid-range of time. This may be weeks or months or may extend to a year or two. Typically, operational planning is derived from or is in response to an annual budget. Some planning experts have termed this type of planning tactical planning. Whether it is driven by an organization's budget, a personal budget or a functional area of responsibility, operational planning focuses on getting the work accomplished effectively between now and some limited time period. Another way of looking at operational planning is that it is in response to a more comprehensive strategic plan of the organization. That is, operational planning is derived from strategic planning. It flows from strategic planning. In essence, it may be seen as part of the implementation phase of a more comprehensive long range plan. Planning or scheduling in the functional areas such as manufacturing, marketing, sales, and finance are examples of operational planning. Planning to meet monthly work orders is operational planning. Planning next year's annual meeting is operational planning. Though operational planning is often associated with middle-level managers, it is indispensable to top level executives and first line supervisors as.

 Strategic planning Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:"What do we do?", "For whom do we do it?" and "How do we excel?" In many organizations, this is viewed as a process for determining where an organization is going over the next year ormore typically3 to 5 years (long term), although some extend their vision to 20 years. The key components of 'strategic planning' include an understanding of the firm's vision, mission, values and strategies. The vision and mission are often captured in a Vision Statement and Mission Statement.

OCT 2010 Question 6 Planning actually helps new business to survive longer. It makes better decisions of what needs to be done through planning. However, too much planning could prevent these firms from becoming successful. Explain the benefits and costs related to planning Planning provides a means for actively involving personnel from all areas of the business enterprise in the management of the organization. Company-wide participation improves the quality of the plans. Employee involvement enhances their overall understanding of the organization's objectives and goals. The employees' knowledge of the broad plan and awareness of the expected outcomes for their responsibility centers minimizes friction between departments, sections, and individuals. Involvement in planning fosters a greater personal commitment to the plan and to the organization. These positive attitudes improve overall organizational morale and loyalty. Managerial performance can also benefit from planning, although care must be taken that planning does not become an empty task managers do periodically and ignore the rest of the time. Successful planning focuses the energies and activities of managers in the utilization of scarce resources in a competitive and demanding marketplace. Able to clearly identify goals and objectives, managers perform better, are more productive, and their operations are more profitable. In addition, planning is a mental exercise from which managers attain experience and knowledge. It prepares them for the rigors of the marketplace by forcing them to think in a future- and contingency-oriented manner. Costs that related to planning are collection, analysis and evaluation of different information internal or external source. To get fact and alternative involves a lot of expenses in term, effort and money. According to Koontz and O Donell expenses on

planning should never exceed the estimated benefits from planning. Planning process require a substial amount of managerial time and energy. Manager must work with their employees to evaluate existing resources, identify opportunities to improve the operation of the work group, and establish organization goals. Some work groups may find that planning requires an assessment of external information related to the products, prices, and strategies of competing firms, the collection analysis, and interpretation of such information can be time-consuming and costly. Another potential cost of planning is that it may delay decision making. This is requiring time-consuming acquisition of information and data. Furthermore managers argue that planning directs the focus toward evaluating rather than doing. This can delay the organizations response to changes in the industry, marketplace, or internal operations.

OCT 2009 Question 1 a) Define planning and briefly discuss four important aspects of planning.

Planning that provides the details necessary to achieve the overall mission on and strategic goals. This planning is the process of outlining the activities that are necessary to achieve the goals of the organization. Through planning, managers determine how organizational will be assigned to individuals and work groups. The output of the planning process is the plan. A plan is a blueprint for action; it prescribes the activities necessary for the organization to realize its goals. The purpose of planning is simple- to ensure that the organization is both effective and efficient in its activities. In a broad sense, an organization must develop a plan that ensures that the appropriate product and services are offered to its customers. More specifically, planning gives guidance and direction to the members of the organization about their role in delivering those products and service. 4 important aspects are:

Objectives: Objectives are very basic to the organization and they are defined as ends which the management seeks to achieve by its operations. They serve as a guide for overall business planning.

Strategy: strategy is a comprehensive plan for accomplishing an organization objective. This comprehensive plan will include three dimensions, (a) determining long term objectives, (b) adopting a particular course of action, and (c) allocating resources necessary to achieve the objective.

Policy: They are guides to managerial action and decisions in the implementation of strategy.

Procedure: Procedures are routine steps on how to carry out activities. Procedures are specified steps to be followed in particular circumstances.

Method: Methods provide the prescribed ways or manner in which a task has to be performed considering the objective. It deals with a task comprising one step of a procedure and specifies how this step is to be performed.

Rule: Rules are specific statements that inform what is to be done. They do not allow for any flexibility or discretion.

Programme: Programmes are detailed statements about a project which outlines the objectives, policies, procedures, rules, tasks, human and physical resources required and the budget to implement any course of action.

Budget: It is a plan which quantifies future facts and figures. It is a fundamental planning instrument in many organizations.

b) Explain single use plan and its various types. Single use plan is a type in plan of operational plan. Operational plan is a Focuses on determining the day-to-day activities that are necessary to achieve the longterm goals of the organization. Single use plan is a designed for a specific purpose or period. There three type of single use plan are program, project and budget. Programs are a single-used plan that designed to accomplish a particular set of goals. E.g.: Program Pembangunan Pelajar. Another is a project. Project is the efforts of individuals or groups toward the achievements of a specific goal. Projects are short time in nature. E.g.: Project KLCC. Lastly is a Budget. Budgets are a plan that specifies how financial resources should be allocated. E.g.: Budgets are plan that commit resources, activities, projects or programs

CHAPTER 4: DECISION MAKING

OCT 2010 Question 4 Decision making process on what car to purchase. First is identifying opportunities and diagnosing problems. Diagnose why I want to buy a car and I used the car for what. The car is used for a long or short driving. Identifying opportunities and problems not always easy, considering what factor to buy a car. Second is identifying objectives. Objectives reflect the results that we wants to attain. Both the quantity and quality of the desired results should be specified, for these aspects of the objectives will ultimately guide the decision maker in selecting the suitable car. Third is generating alternatives. Once an opportunity has been identified or a problem diagnosed correctly, a decision maker develops various ways to solve the

problem and achieve objectives. I may rely on my training, personal experience and knowledge of the situation to generate alternatives. Forth is evaluating alternatives. Which solution is the best. Fundamentals to this step are the ability to assess the value or relative advantages and disadvantages of each alternative under consideration. This help to identify the advantages and disadvantages of the car. Fifth is reaching decisions. The best are often based on careful judgements making a good decision involve carefully examining all the facts, determining whether sufficient information is available and finally selecting the best choices of the car that I need.

Sixth is choosing implementation strategies. The key to effective implementation are sensitivity to those who will be affected by the decision and proper planning and consideration of the resources necessary to carry out the decision. Those parents should understand the choice so the decision will be accepted and supported Seventh is monitoring and evaluating. I must observe the impact of the decision as objectively as possible and take further corrective action is necessary. Monitoring the decision is useful whether the feedback is positive or negative. Then, we indicate that the decision is correct because the car that I buy is useful and bring advantages to me.

OCT 2009 Question 5 a) Explain the participative decision-making approach

The process through which managers and leaders identify and resolve problems and capitalize on opportunities. Good decision making is important at

all levels in the organizations. It begins with recognition of awareness of problems and concludes with an assessment of the results of action taken to solve those problems

b) Discuss decision making process and give examples First is identifying opportunities and diagnosing problems. Decision makers must know where action is required. The first step in decision making process is the clear identification of opportunities or the diagnosis of problems that require a decision. An assessment of opportunities and problems will only be as accurate as the information on which it is based. Therefore, managers must place a premium on obtaining accurate and reliable information

Second is identifying objectives. Objectives reflect the results that we wants to attain. Both the quantity and quality of the desired results should be specified, for these aspects of the objectives will ultimately guide the decision maker in selecting the appropriate course of action. Third is generating alternatives. Once an opportunity has been identified or a problem diagnosed correctly, a manager develops various ways to solve the problem and achieve objectives. Managers may rely on their training, personal experience and knowledge of the situation to generate alternatives. The alternatives can be standard and obvious as well as innovative and unique. Forth is evaluating alternatives. It involves determining the value or adequacy of the alternatives generated. A fundamental to this step is the ability assess the value or relative advantages and disadvantages of each alternative under consideration.

Fifth is reaching decisions. Decision making is commonly associated with making a final choice. Although choosing an alternative would seem to be a straightforward proposition, in reality, the choice is rarely clear cut Sixth is choosing implementation strategies. The bridge between reaching a decision and evaluating the results is the implementation phase of the decision-making process. The key to effective implementation are sensitivity to those who will be affected by the decision and proper planning and consideration of the resources necessary to carry out the decision. Seventh is monitoring and evaluating. There is no decision-making process is complete until the impact of the decision has been evaluated. The importance of assessing the success or failure of a decision cannot be overstated. Evaluation of past decisions as well as other information should drive future decision making as part of an ongoing decision-making feedback loop.

CHAPTER 5: ORGANIZING
APR 2011 Question 2 a) Explain the differences between wide span and tall span of management

Span of management is generally categorized under two heads- Narrow span and Wide span. Narrow Span of management means a single manager or supervisor oversees few subordinates. This gives rise to a tall organizational structure. While, a wide span of management means a single manager or supervisor oversees a large number of subordinates. This gives rise to a flat organizational structure. There is an inverse relation between the span of

management and the number of hierarchical levels in an organization, example narrow the span of management , greater the number of levels in an organization.

Narrow span of management is more costly compared to wide span of management as there are larger number of superiors/ managers and thus there is greater communication issues too between various management levels. The less geographically scattered the subordinates are, the better it is to have a wide span of management as it would be feasible for managers to be in touch with the subordinates and to explain them how to efficiently perform the tasks. In case of narrow span of management, there are comparatively more growth opportunities for a subordinate as the number of levels are more.

The more efficient and organized the managers are in performing their tasks, the better it is to have wide span of management for such organization. The less capable, motivated and confident the employees are, the better it is to have a narrow span of management so that the managers can spend time with them and supervise them well. The more standardized is the nature of tasks ,i.e., if same task can be performed using same inputs, the better it is to have a wide span of management as more number of subordinates can be supervised by a single superior. There is more flexibility, quick decision making, effective communication between top level and low level management, and improved customer interaction in case of wide span of management. Technological advancement such as mobile phones, mails, etc. makes it feasible for superiors to widen their span of management as there is more effective communication. An optimal/ideal span of control according to the modern authors is fifteen to twenty subordinates per manager, while according to the traditional authors the ideal number is six subordinates per manager. But actually, an ideal span of control depends upon the nature of an organization, skills and capabilities of manager,

the employees skills and abilities, the nature of job, the degree of interaction required between superior and subordinates.

b) Elaborate on the process of delegation A concept related to authority is delegation. Delegation is the downward transfer of authority from a manager to a subordinate. Most organizations today encourage managers to delegate authority in order to provide maximum flexibility in meeting customer needs. In addition, delegation leads to empowerment, in that people have the freedom to contribute ideas and do their jobs in the best possible ways. This involvement can increase job satisfaction for the individual and frequently results in better job performance. Without delegation, managers do all the work themselves and underutilize their workers. The ability to delegate is crucial to managerial success. Managers need to take four steps if they want to successfully delegate responsibilities to their teams. 1. Specifically assign tasks to individual team members. The manager needs to make sure that employees know that they are ultimately responsible for carrying out specific assignments. 2. Give team members the correct amount of authority to accomplish assignments. Typically, an employee is assigned authority commensurate with the task. A classical principle of organization warns managers not to delegate without giving the subordinate the authority to perform to delegated task. When an employee has responsibility for the task outcome but little authority, accomplishing the job is possible but difficult. The subordinate without authority must rely on persuasion and luck to meet performance expectations. When an employee has authority exceeding responsibility, he or she may become a tyrant, using authority toward frivolous outcomes. 3. Make sure that team members accept responsibility.

Responsibility is the flip side of the authority coin. Responsibility is the duty to perform the task or activity an employee has been assigned. An important distinction between authority and responsibility is that the supervisor delegates authority, but the responsibility is shared. Delegation of authority gives a subordinate the right to make commitments, use resources, and take actions in relation to duties assigned. However, in making this delegation, the obligation created is not shifted from the supervisor to the subordinate it is shared. A supervisor always retains some responsibility for work performed by lower-level units or individuals. 4. Create accountability. Team members need to know that they are accountable for their projects. Accountability means answering for one's actions and accepting the consequences. Team members may need to report and justify task outcomes to their superiors. Managers can build accountability into their organizational structures by monitoring performances and rewarding successful outcomes.

APR 2010 Question 4 a) Define organizing and briefly describe the process of organizing.

The process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated. To structure or arrange the relationship between people, the work to be done, & the facilities so that goals are achieved. Organizing, like planning, must be a carefully worked out and applied process. This process involves determining what work is needed to

accomplish the goal, assigning those tasks to individuals, and arranging those individuals in a decision-making framework (organizational structure). The end result of the organizing process is an organization, a whole consisting of unified parts acting in harmony to execute tasks to achieve goals, both effectively and efficiently. A properly implemented organizing process should result in a work environment where all team members are aware of their responsibilities. If the organizing process is not conducted well, the results may yield confusion, frustration, loss of efficiency, and limited effectiveness. In general, the organizational process consists of five steps

1. Review plans and objectives. Objectives are the specific activities that must be completed to achieve goals. Plans shape the activities needed to reach those goals. Managers must examine plans initially and continue to do so as plans change and new goals are developed. 2. Determine the work activities necessary to accomplish objectives. Although this task may seem overwhelming to some managers, it doesn't need to be. Managers simply list and analyze all the tasks that need to be accomplished in order to reach organizational goals. 3. Classify and group the necessary work activities into manageable units. A manager can group activities based on four models of departmentalization: functional, geographical, product, and customer. 4. Assign activities and delegate authority. Managers assign the defined work activities to specific individuals. Also, they give each individual the authority (right) to carry out the assigned tasks. 5. Design a hierarchy of relationships. A manager should determine the vertical (decision-making) and horizontal (coordinating) relationships of the organization as a whole. Next, using the organizational chart, a manager should diagram the relationships.

b) Explain two advantages and two disadvantages of divisional structure. Advantages divisional structure can make activities can be easily focuses and coordinated. Also enhance speed and effectiveness of decision making and easy to assess performance and identify accountability/liability. Disadvantages of divisional structure are manager just focus only on own products and can make increase the administrative costs.

CHAPTER 6: LEADERSHIP & MOTIVATION

APR 2011 Question 6 a) Define leadership and explain four significance of leadership to an organization.

Leadership is defined as a social influence process to influence people to achieve a common goal. Leadership is not a position, title or privilege. It is responsibility and a process as an observable, understandable, learnable set of skill and practices available to everyone, anywhere in the organization. Typically, leadership involves creating a vision of the future, devising a strategy for achieving that vision and communicating the vision so that everyone understands and believes in it. Leadership also entails building a culture that will inspire and motivate people to overcome obstacles. In this way, leadership gets results and brings about change. One view is that managers carry out responsibilities, exercise authority and worry about how to get things done, whereas leaders are concerned with understanding peoples beliefs and gaining their commitment. In other words, managers and leaders differ in what they attend to and in how they think, work and interact. A related argument contends that leadership is about coping with change, whereas management is about coping with complexity. It is important for all managers to think of themselves as leader and consequently, we use the term leadership to encompass both leadership and management functions.

b) Leaders use various types of powers to influence others. Describe with examples any four types of power exercised by leaders

Power is derived in part from the opportunities inherent in a position in an organization. First, legitimate power stems from formal authority. This authority is based on perceptions about the obligations and responsibilities associated with particular positions in an organization. For example, Anne Mulchay uses

legitimate power as CEO of Xerox simply because of the formal position that she holds and because others believe that she has the legitimate right to influence them. Other people accept this power, as long as it is not abused, because they attribute legitimacy on the formal position and to the person who holds that position. Coercive power is the power to discipline, punish and withhold rewards. Coercive power is important largely as a potential rather than an actual type of influence. For example, the threat of being disciplined for not arriving at work on time is effective in influencing many employees to be punctual. Similarly, the possibility that we might get a speeding ticket is enough to cause many of us to drive within acceptable speed limit. Reward power is derived from control over tangible benefits such as a promotion, a better job, a better work schedule, a larger operating budget, an increased expense account and formal recognition of accomplishment. In addition, to tangible benefits, leaders can also use rewards such the ones Riz Chand, senior vice president of human resources at Mary Kay, uses. Information power is control of information. It involves the leaders power to access and distribute information that is either desired by or vital to others. Managerial positions often provide opportunities to obtain information that is not directly available to subordinates or peers. However, some people acquire information power through their unique skill of always knowing all the latest news that others want and often need to know.

OCT 2010 Question 7 a) Describe leaders effectiveness based on task and relations orientations

Task orientation is leadership behaviors that include setting performance goals, planning and scheduling work, coordinating activities, giving directions, setting standard, providing resources and supervising worker performance. James Hackett president and CEO of Steelcase, is known for his task orientation when dealing with analysts, employees, dealers and the community

Relations orientations is leadership behavior that shows empathy for concerns and feelings, being supportive of needs, showing trust, demonstrating appreciation, establishing trusting relationships and allowing subordinates to participate in decision making. Elizabeth Robert, president and CEO of the Vermant Teddy Bear Company is an example of a leader who demonstrates a strong relation orientation. When she was CEO and the company was in the verge of insolvency, employees came to her and asked for her help. When she became CEO, she kept that demeanor. For examples, she listens when people come to her with an idea, she involves employees in the decision process and she asks for input on the future direction for the company.

b) Discuss four leadership styles according to the Situational Leadership Model

Situational Leadership Model is an approach that examines the interaction between leadership style and employee readiness.

A leader using the telling style provides specific instructions and closely supervises performance. This is the most directive of the 4 styles and the leader is primarily focused on giving explicit guidelines, setting goals and providing structure. This style works best when employees readiness is low. The direction provided by this leadership style defines roles for employees who are unable or

unwilling to take responsibility because it eliminates any insecurity about the task that must be done

The selling style, the leader explains decisions and provides opportunities for clarification. This style offers both direction and support for employees who are not yet competent but are willing to take on responsibility. It combines a directive approach with positive support, interaction, involvement and reinforcement for maintaining enthusiasm.

The participating style involves sharing ideas and maintaining two way communications to encourage and support the skills the employees have developed. It is used most appropriately for moderate to high employee readiness. The leader focuses on sharing ideas and responsibility with an emphasis more on the relationship and employee involvement than on the specific of the task. Competent employees require supportive behavior to increase their motivation. This style helps enhance a subordinates desire to perform a task because it shares the decision making.

Leaders use a delegating style to provide subordinates with minimal directions and support for the relationship. When employees have reached a high level of readiness, the leader allows them to decide how and when to do things. This is because employees are able and willing to take responsibility for what needs to be done, it is appropriate for the leader to use a delegating style.

OCT 2010 Question 3 a) Elaborate acquired-needs model.

Acquired-needs model is a need that is acquired or learned from the life experiences in the culture or country in which we live and can influence behavior. The model proposes that when a need is strong, it will motivate the person to engage in behavior to satisfy that need.

First, need for achievement is represented by the drive to excel, accomplish challenging tasks and achieve a standard of excellence. Managers who want to motivate high achieves need to ensure that such individuals have challenging but attainable goals that allow relatively immediate feedback about their progress. High achievers often pursue a professional career in sales and are successful in entrepreneurial activities such as running their own business, managing a self-contained unit within a large organization and holding positions in which success depends largely on individual achievement.

Second, need for power to influence and control ones environment as a particularly important motivator in organizations. It also may involve either personal power or institutional power. Individuals with a high need for personal power want to dominate others for the sake of demonstrating their ability to influence and control. In contrast, individuals with a high needs for institutional power want to solve problems and further organizational goals

Third, need for affiliation is the desire for friendly and close interpersonal relationships. Individuals with a high need for affiliation enjoy working in teams and are likely to gravitate toward professions that involve high levels of interaction with others, such as teaching, counseling, coaching and sales. Although not individuals have the appropriate need profile to be successful managers, the acquired-needs model of motivation argues that employees can be trained to stimulate their achievement needs. If an organizational position requires a high need for achievement or develop its own candidate through training.

b) State which component in the acquired-needs models that you would apply if you were to work in a service-oriented firm.

Acquired-needs model is a need that is acquired or learned from the life experiences in the culture or country in which we live and can influence behavior.

Therefore, I would choose need for affiliation which the desire for friendly and close interpersonal relationships. This is because individuals with a high need for affiliation enjoy working in teams are likely to gravitate toward professions that involve high levels of interaction with others, such as teaching, coaching, counseling and sales.

Although not individuals have the appropriate need profile to be successful managers, the acquired-needs model of motivation argues that employees can

be trained to stimulate their achievement needs. If an organizational position requires a high achiever, management can selected a person with a high need for achievement or develop its own candidate through training.

OCT 2009 Question 2 a) Compare and contrast Douglas Mc Gregors theory X and theory Y.

The Mc Gregors Theory X and Y are the approach again draws upon the work of Herzberg and develop a human resources management approach to motivation. This theory first classifies manager into two groups.

The Theory X managers views the employees as unmotivated and disliking of works. Under the Theory X approach, the managers role is to on the hygiene and to control and direct the employees. In contrast, Theory Y manager focus on Herzbergs motivator and work to assist employees in achieving these higher level.

Factors

Theory X

Theory Y

Employee attitude toward work Management view of direction Employees view of direction creativity

Employees dislike work and will avoid it if at all possible Employees must be directed, coerced, controlled, or threatened Employees wish to avoid responsibility: prefer to be directed and told what to do and how to do it. Authoritarian style of management

Employees enjoy work and will actively seek it Employees are self-motivated and self-directed toward achieving Employees seek responsibility: imagination, and ingenuity in performing their jobs. Participatory style of management

Management style

b) Discuss the four principles of coordination that promote effective work groups. i) Division of work

By dividing the work into smaller elements and assigning specific elements workers, the work can be performed more effectively and more productively. ii)Authority and responsibility Authority is necessary to carry out managerial responsibilities. Managers have the authority to give orders so that work will be accomplished. iii) Unity of command

To avoid conflicting instructions and confusion, each employee should receive orders from only one superior.

iv)

Discipline

To ensure the smooth operation of the business, it is essential that members of the organization respect the rules that govern it.

CHAPTER 7: CONTROL
APR 2011 Question 1 Explain two criteria for measuring managerial performance. To be effective in detecting and correcting unacceptable performance, a control system must satisfy several criteria. The system must be acceptable to a diverse workforce and use all steps in the control process. i) Acceptable to a diverse workforce

To be effective, organizational controls should be accepted by employees. The control system should motivate workers to recognize standards and act to achieve

them. The more committed employees are to the control system, the more successful the sys tem will be. To assist managers in developing effective control systems, the Now Apply It box presents a checklist that can be used to make sure that all important factors and characteristics have been included in the design of any control system. ii) Use all steps in the control process

To be effective, a control system must employ all steps in the control process. Standards of performance must be set, measurements of actual performance taken, comparisons of standards with actual performance made, and when necessary, corrective action taken. Omitting any of these steps will detract from the system effectiveness.

APR 2010 Question 1 a) Briefly explain three different types of focal point for controlling.

Feed forward control or preventive control which focuses on detecting undesirable material, financial or human resources that serve as inputs to the transformation process. For example, think about the preventive controls that might take place prior to the manufacture of blue jeans.

Concurrent control which focuses on the transformation process to ensure that it is functioning properly. For example, sewing-machine operators must continuously monitor their process to ensure that seams are being sewn straight and threads are interlocking appropriately.

Feedback control or corrective control which focuses on discovering undesirable output and implementing corrective action. For example, if the design stitching on the back pockets is misaligned, corrective action would be needed at the pocket-stitching operation to correct this problem.

b) With the aid of a diagram, explain the four steps in an organization control process.

Setting Standards for Performance

The control process should begin with establishing standards of performance against which organizational activities can be compared. Standards of performance can be set after the organization has developed its strategic plan and the managers have defined goals for all the departments. The standards must be sated clearly, measurable, specific and acceptable by all employees

Measuring Actual Performance

In some cases measuring actual performance can be simple but in most cases it can be quite difficult. Things like what to measure, when to measure and how to measure must be decided. For example, sales, costs and profits

Comparing Actual Performance with Standards

This step involves determining if actual performance compared to standards falls within acceptable limits. For example, suppose a leader of Berner Foods set an average productivity standard in the Baby Swiss Cheese manufacturing area of 500 pounds of cheese per worker per day, with an acceptable deviation of plus or minus 50 pounds. Measurement outside the range indicates an out-of-control situation that requires corrective action.

Responding to Deviations

If the deviation from performance is unacceptable, then corrective action is warranted. But if the deviation is acceptable, no correction action is necessary. For example, if a student has midterm exam score 75, the undesirable deviation requires a response to be taken either prepare more on the final exam to reestablish performance or raise goals to course grade A.

CHAPTER 8: COMMUNICATION
APR 2010 Question 3 a) Briefly explain any four types of nonverbal communication and give appropriate examples Kinesics behavior or body motion that is the movement of the body and face, such as gesture, facial expressions, eye contact, touching and any other movement of the body provide signals of approval, disbelief or trust. For example avoid eye contact when they tell lies or a are embarrassed Physical characteristics, such as body shape, physique, posture, height, weight and skin color, which may transmit confidence or fear. Paralanguage, such as voice quality, volume, speech rate, pitch and laughing that may transmit approval, nervousness, confidence, enthusiasm of excitement. For example, when people are not sure of what to say, they would speak softly. When nervous, people would stammer or talk faster. Proxemics, such as the way people use and perceive space, seating arrangement and conversational distance that transmit approval or pleasure. For example, we would sit very close to a person that we like. Environment, such as building and room design, furniture and interior decorating, light, noise and cleanliness.

b) Discuss five barriers to effective communication.

Cross-cultural diversity is the greater the difference between the senders and receivers cultures, the greater the change for miscommunication.

Trust and credibility is lack of trust can cause the receiver to look for hidden meanings in the senders messages.

Information overload is the amount of information one can process is exceeded. Information overload can lead to: failing to process or ignoring some of the information, processing the information incorrectly, delaying the process of information until the information overload abates, searching for people to help process some of the information, lowering the quality of information processing and withdrawing from the information flow.

Language characteristics are when two individual are using different meanings or interpretations of the same word and do not realize it, a communications barrier exists.

Gender differences, males and females are treated differently from childhood they develop different perspectives, attitudes about life and communication styles.

OCT 2009 Question 6 a) Briefly explain the formal communication channels and spontaneous communication channels

Formal communication channels are referring to channels officially used by organizations to transmit information within and outside the organization. Formal communication follows the chain of command and is recognized as official.

Informal communications is the spontaneous channels of communication that arise from the social relationships that evolve in the organization. They are not required or controlled by the administration of the organization. In formal communication is also known as the grapevine. It is depicted as the wondering of messages throughout the organization. It involves small groups of people who exchange information in all directions through unsanctioned organizational

channels and networks. The messages passed are likely to be inaccurate and distorted.

b) Describe the different types of formal and spontaneous communication channels in an organization. Give examples. Typically, formal communication flows downward from executives to directors to managers to staff regarding company direction and instruction and upward from staff to managers to directors to executives in the form of data and reports. The communication flowing through these channels is specific to the jobs and departments. Such formal communication is well established and planned. For example, reports and data from staff are organized are generally submitted in prescribed templates and according to a set schedule. Communication focused on a companys strategy and direction, which originates from company executives, is funnelled through the organizational chart and changed in such a way to be relevant to each department and manager. What starts out as high-level communication on corporate strategy needs to be thought out through planning sessions so that the communication provides direction and is actionable for the individuals who implement the tasks of the strategy. The better the communication the better employees and staff will understand what is expected and required of them. Probably the most common term used for the informal communication in the workplace is grapevine and this communication that is sent through the organizational grapevine is often considered gossip or rumour. While grapevine communication can spread information quickly and can easily cross established organizational boundaries,

the information it carries can be changed through the deletion or exaggeration crucial details thus causing the information inaccurate even if its based on truth. The use of the organizational grapevine as an informal communication channel often results when employees feel threatened, vulnerable, or when the organization is experiencing change and when communication from management is restricted and not forthcoming.

c) Based on your answer in (b), explain any two problems that might arise from these channels of communication. In case of formal communication caution, there is almost no chance of misunderstanding. While in informal due to lack of control misunderstanding can takes place. Second problem in formal as official discipline is maintained chance of mistakes is very low. But in informal strict rules are not followed possibility of mistakes is very high.

CHAPTER 9: HUMAN RESOURCE MANAGEMENT

APR 2011 Question 3 a) Discuss two advantages and two disadvantages of external recruitment. External recruitment involves advertising for and soliciting applicants from outside the company. If internal sources do not produce an acceptable candidate or it is decided that the best candidate would come from the outside, a wide variety of external sources are available. The sources differ in term of ease of use, cost, and the quality of applicant obtained. The advantages of external recruitment are:

i)

Possibly cheaper than training a professional

Deploying outer workforce is cost effective for an organization. When they recruit internal workforce, the organizations need to train them after the organizations need. Besides, the process requires a long time. But for the outer employees they do not need to offer or conduct any training sessions. They own the required experience. Thus it saves the training and other costs ii) New ideas, insight

The external recruitment can help attract candidates who could increase the diversity of skills within the company and can contribute new and innovative ideas and approaches towards organizational growth. This recruitment practice enables the organization to adapt to the changing market trends and it lowers the chance of partiality as it encourages increased competition within the organization.

The disadvantages of external recruitment are: i) Selected person may not fit job or organization

The new appointee may not fit the existing culture within the organization. The turnover rate for external hires is almost always higher than internal promotions because the candidates must both adjust to a new environment and they come to us as relative unknowns. ii) Long adjustment time may be needed

This can be time consuming and costly, particularly in a full employment economy. Organizations need to be wary of the state of the labor market as it relates to the particular vacancy at hand, so that an effective external recruitment strategy can be clearly thought through and put into place.

b) Explain four uses for conducting job analysis.

Job analysis refers to studying a job to understand what knowledge, skills, abilities, and attitudes are required for successful performance. The uses of job analysis are:

i)

Recruitment and Selection Job analysis

This provides information about what the job entails and what human characteristics are required to perform these activities. The information, in the form of job descriptions and specifications, helps management decide what sort of people to recruit and hire.

ii)

Compensation Job analysis

The information is crucial for estimating the value of each job and its appropriate compensation. Compensation such as salary and bonus usually depends on the jobs required skill and education level, safety hazards, degree of responsibility, and so on which all factors can be assess through job analysis. Furthermore, many employers group jobs into classes. Job analysis provides the information to determine the relative worth of each job.

iii)

Performance appraisal

A performance appraisal compares each employees actual performance with his or her performance standards. Managers use job analysis to determine the jobs specific activities and performance standards.

iv)

Discovering Unassigned Duties

Job analysis can also help reveal unassigned duties. For example, your companys production manager says shes responsible for a dozen or so duties, such as production scheduling and raw material purchasing.

APR 2011 Question 6 a) Briefly explain there categories of tests usually used in the selection of the best candidates for jobs. The test usually used in the selection of the best candidates for jobs can be written, performance and personality. The written test is to measure the knowledge, ability, skill, intelligence, or interest. They usually called paper-and-pencil test, although that title is outdated because many neither are nor computerized. For example is the drivers license exam. The performance test measures the ability, skills for specific jobs. It is requires the job candidate to actually perform in the job usually some small part of the job or for a short time. It also consists of actual job behavior. For example is assessment center, or work sample. The personality test measures the characteristics and personality. It is to increase the number of organization hires the right people. For example is the locus of control measure.

b) Discuss any five key components of the Strategic Human Resources Managements.

The strategic human resource management (HRM) refers to the managing in such way as to coordinate all human resources components and focus them on achieving organizational goals and overall strategy. It involves the analysis, forecasting, recruiting, selecting, training, appraising and rewarding.

i)

Analysis

Job analysis refers to studying a job to understand what knowledge, skills, abilities, and attitudes are required for successful performance. A factory job might require skills needed to successfully engage in groups and group decision making. A persons attitudes and other personality characteristics may become a more important component of a job. This is because that person can be more successful if fits into the culture of the organization, into the way things are done.

ii)

Forecasting

The important aspect is forecasting the demand for and supply of both short term and long term planning. Both types of forecasts require looking into the future. The demand forecasting involves determining the number of employees that the organization will need at some point in the future as well as knowledge, skills, and abilities that these employees must possess. While the supply forecasting involves determining what human resources will be available both inside and outside the organization.

iii)

Selecting

Selection is a process of evaluation and choosing the best-qualified candidate from the pool of applicants available for the position. It entails the exchange of accurate information between employers and job candidates to optimize the person-job match.

iv)

Training

Training is a planned effort to assist employees in learning job-related behaviors that will improve their performance. It is vital to the success of the organization.

v)

Rewarding

Organizations must reward employees for doing good job and for helping achieve the goals and mission of the organization. For example are rewards like encouragement, recognition from the manager, coaching and mentoring from the manager, and supportive types of communication.

OCT 2009 Question 7 a) Define performance appraisal. The performance appraisal is a systematic process of evaluating each employees job related achievements, strengths, and weakness, as well as determining ways to improve the performance. b) Explain four ways how managers can use the performance appraisal information. The methods that managers can use the performance appraisal information are graphic rating scales, behavioral-anchored rating scales (BRASs), results-oriented, and 360-degree feedback.

The graphic rating scale assesses employees on a series of performance dimensions, such as initiative, tardiness, accuracy of work, using a 5- or7-point scale. For example, a typically rating scale that ranges from 1 to 5, which 1 represent poor performance while 5 is representing the outstanding performance. BARSs are similar to the graphic rating but they use more detailed examples of job behaviors to represent different levels of performance. It relies on jobanalysis information to describe a range of desirable and undesirable behavior for each performance dimension. The result-oriented methods of performance appraisal are an alternative to the behavior-based ones. It requires the establishment of goals, targets, or result expected, and then a persons performance is judged against these. The 360-degree feedback is use by some organization. The approach includes feedback about performance from four sources which are the supervisor, the subordinates, coworkers, and self-appraisal. This approach requires trust and communication skills.

c) In your opinion, do you think that all employees are satisfied with their performance appraisals that were carried out by their respective managers? Give three reasons to support your answer.

In my opinion, I think that all employees are not satisfied with their performance appraisal that carried out by the managers. This is because of several reasons which are: i) The halo effect which occur when a manager rates employee high or low

on all items because of one characteristics. For example, a worker who has few

absences might receive high rating in all other areas of work, including quantity and quality of output. ii) The manager may develop the rating pattern. For examples, some

managers have a problem with central tendency which occurs when the rater judges all employees as average, even though their performance varies. iii) A leniency error occurs when the rater evaluates some in a group higher

than they should be or when the rater is unjustifiably easy in evaluating performance.

CHAPTER 10: QUALITY

APR 2011 Question 4 a) Explain four (4) reasons why quality is crucial in many organizations.

Griffin defines quality as the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. The reasons quality is crucial in many organization are:

i)

Positive company image A positive image helps a firm accelerate its sales, can recruit new employees, obtain loans from financial institution and numerous of other organizational benefits.

ii)

Lower cost and higher market share The organizational activities that contribute to product quality will result in such benefits as increased productivity, lower rework and scrap costs, lower costs of servicing products after they are sold and so increase the market share.

iii)

Decrease products liability costs

Product manufacturers are increasingly facing costly legal suits over damages caused by faulty products. The successful TQM efforts typically result in improved products and its performance, in a long-term it will reduce the product liability cost.

iv)

Customer Satisfaction Quality management ensures customer satisfaction. Conduct customer satisfaction surveys to understand the qualities of the product important to the customer. Also conduct surveys with those who are not the company's customers. This will also provide insight into why these businesses use the services of the competitor. Use customer surveys to target those features of a product or service that need improvement. The quality management program provides a methodology to use to create the type of product the customer desires.

b) Discuss two (2) distinct differences between manufacturing and service organizations. Defining quality in manufacturing organizations is often different from that of services. Manufacturing organizations produce a tangible product that can be seen, touched, and directly measured such as cars, CD players, clothes, computers, and food items. Therefore, quality definitions in manufacturing usually focus on tangible product features. The most common quality definition in manufacturing is conformance, which is the degree to which a product characteristic meets preset standards. Other common definitions of quality in manufacturing include performance such as acceleration of a vehicle; reliability which that the product will function as expected without failure; features such the extras that are included beyond the basic characteristics; durability which is the expected operational life of the product; and

serviceability where define how readily a product can be repaired. The relative importance of these definitions is based on the preferences of each individual customer. It is easy to see how different customers can have different definitions in mind when they speak of high product quality. In contrast to manufacturing, service organizations produce a product that is intangible. Usually, the complete product cannot be seen or touched. Rather, it is experienced. Examples include delivery of health care, experience of staying at a vacation resort, and learning at a university. The intangible nature of the product makes defining quality difficult. Also, since a service is experienced, perceptions can be highly subjective. In addition to tangible factors, quality of services is often defined by perceptual factors. These include responsiveness to customer needs, courtesy and friendliness of staff, promptness in resolving complaints, and atmosphere. OCT 2010 Question 5 a) Explain the roles of benchmarking, continuous improvement and quality circles in Total Quality Management. The term benchmark originally meant a surveyors mark out in a rock used as a point of reference. In general sense, therefore, benchmarking mean setting standards which acts as a point of reference. Benchmarking is one of the many techniques that one can employ to gather management information. The role of benchmarking is to provide management with knowledge of what constitutes best performance or superior performance in a particular field. Best performance relates to output, efficiency, quality and any other measurement relevant to performing the job. Benchmarking not only investigates what best practice means in terms of performance yardsticks but also examine how best practices is achieved. Benchmarking is, therefore, not only the practice of obtaining measurements but also involves understanding the conditions, resources and competence necessary to deliver top performance.

The Continuous Improvement is a concept that recognizes that quality improvement is a journey with no end and that there is a need for continually looking for new approaches for improving quality. The philosophy that seeks to make the neverend improvements in which the process of converting inputs into the output process. Kaizen is a Japanese word for continuous improvement. In addition, it is to meet dynamic customer needs in which the organization itself must be dynamic, has to adjust this position, the elimination of positions or whole classes of work and employees may receive this and actively resist against such moves. A Quality Circle is a small group of employees from the same work area who voluntarily meet regularly to identify, analyze and resolve work related problems. This not only improves the performance of any organization, it also motivates and enriches the work life of employees. The philosophy behind Quality Circles is building people. The circle comprise a number of workers who get together periodically to discuss ways of improving products and processes. Quality circles are usually less structured and more informal than teams involved in continuous improvement.

b) Describe two pros and two cons of Total Quality Management (TQM). The pros or advantages of TQM are: i) Lowers Production Costs A Total Quality Management program eliminates defects and waste, which reduces production costs in a business. As teams gather to identify and eliminate weaknesses in the business, the company continues to enjoy reduced costs and higher profit. Quality improvement teams can eliminate defects, reduce lead time and identify redundancies in the production process that can significantly add to the profit the company earns. ii) Employee Participation

Once workers understand their participation and involvement in Total Quality Management is essential to its success, morale and productivity improve. Workers become empowered through participation on quality improvement teams. Businesses can improve morale further by recognizing improvement teams that make meaningful changes in the production process to reduce or eliminate waste. The cons or advantages of TQM are: i) Production Disruption Implementing a Total Quality Management system in a company requires extensive training of employees. The employee training includes instruction in problem solving techniques and the tools to evaluate a process and identify weaknesses such as statistical process control, Pareto diagrams and brainstorming techniques. During the initial training period, productivity can decline. Meetings for quality improvement teams also take workers away from their duties, which also reduce productivity. While the improvements do reduce lead time, eliminate waste and improve productivity, the beginning stages of implementing Total Quality Management in an organization can reduce worker output. ii) Employee Resistance Total Quality Management requires change in mindset, attitude and methods for performing their jobs. When management does not effectively communicate the team approach of Total Quality Management, workers may become fearful, which leads to employee resistance. When workers resist the program, it can lower employee morale and productivity for the business. Total Quality Management uses small incremental improvements to move the business forward. It can take years for a company to enjoy the benefits of the program.

OCT 2009 Question 3

a) State two (2) reasons why quality is crucial.

The reasons quality is crucial in many organization are: i) Positive company image

A positive image helps a firm accelerate its sales, can recruit new employees, obtain loans from financial institution and numerous of other organizational benefits.

iii)

Lower cost and higher market share

The organizational activities that contribute to product quality will result in such benefits as increased productivity, lower rework and scrap costs, lower costs of servicing products after they are sold and so increase the market share.

b) Describe the finding and major contributions of W. Edwards Deming and Joseph Juran.

Deming's management system was philosophical, based on continuous improvement toward the perfect ideal. He believed that a commitment to quality requires transforming the entire organization. His philosophy is based on a system known as the Fourteen Points. These points express the actions an organization must take in order to achieve TQM: 1. 2. Create constancy of purpose for improvement of product and service. Adopt a new philosophy.

3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Cease dependence on mass inspection. End awarding business on price. Improve the system of production and service constantly. Institute training. Institute leadership. Drive out fear. Break down barriers between departments. Eliminate slogans, exhortations, and numerical targets for the workforce. Eliminate numerical quotas or work standards. Remove barriers that prevent workers from taking pride in their workmanship.

13. 14.

Institute a vigorous program of education. Take action to accomplish the transformation.

Joseph Juran sees quality planning as part of the quality trilogy of quality planning, quality control, and quality improvement. The key elements in implementing company-wide strategic quality planning are in turn seen as: identifying customers and their needs; establishing optimal quality goals; creating measurements of quality; planning processes capable of meeting quality goals under operating conditions; and producing continuing results in improved market share, premium prices, and a reduction of error rates in the office and factory. Juran's formula for results is to establish specific goals to be reached, and then to establish plans for reaching those goals; assign clear responsibility for meeting the goals; and base the rewards on results achieved.

Juran also believes that the majority of quality problems are the fault of poor management, not poor workmanship, and that long-term training to improve quality should start at the top with senior management.

CHAPTER 11: MANAGEMENT FROM ISLAMIC PERSPECTIVE

APR 2011 Question 7 A Muslim manager who holds strong Islamic values will strive for both worldly and after worldly gains. Elaborate any five principles of Islamic management and support your answers with appropriate examples. Islamic management is the ability to utilize resources both material and human, optimally in order to achieve goals, and be it short term or long term. It is based on the

teachings generated from the Al-Quran and the As-Sunnah. It also provides guidance in making decision and the Islamic leadership under Prophet Muhammad through the Islamic way of managing things had created a strong (Muslim) society. The first principle of Islamic management is the ultimate goal of our life should be harmoniously linked with the worldly aims. Humans as khalifah must be able to balance their short term and long term goals such as serving Allah, worshipping Him and seeking his worthy pleasure and reward. For examples, as a Muslim manager, he/she want the organizations that he/she leading to achieves the goals such gain the higher profit and at the same time he/she is not forgot the responsibility towards Allah which important to have good and bless life in the world and here after. Secondly, the moral or religious value of work should be integrated in the work or activities we do. Working is not merely means for material gains, but also moral obligation and a measure of pleasing Allah and getting nearer to him. Third principle is the time is to be well invested, not to be wasted. Time should be treated as a commodity. This statement requires us to use our time efficiently by being punctual, doing diligent work, never play around, not to procrastinate and engage ourselves in meaningless conversation. A leader should have to become punctual to come to work since it can be a role model or mentor to the other employees. Forth is we should uphold and internalize the Islamic ethical values. In whatever we do, we should internalize Islamic values of truthfulness, honesty, dedication, selfrestraint, self-discipline and fear of Allah. This important in help to achieve an establish management and organization. Lastly, self-criticism should be exercised periodically both individually and collectively and should be practiced by all workers at all levels. Each individual should review his/her work and analyze his actions and attitudes. This can improve the performance and also increase the organizations achievement.

APR 2010

Question 7 Discuss any five principles of Islamic Management and give appropriate examples to support your answers. Islamic management is the ability to utilize resources both material and human, optimally in order to achieve goals, and be it short term or long term. It is based on the teachings generated from the Al-Quran and the As-Sunnah. It also provides guidance in making decision and the Islamic leadership under Prophet Muhammad through the Islamic way of managing things had created a strong (Muslim) society. The first principle is there shall be no favoritism and discrimination. Heads of departments, managers and leaders must be fair to employees. There should not be discrimination and favoritism because of mutual interests of family ties etc. Second principle is human nature and needs should be both considered simultaneously. Both psychological and economical contracts of a person must be met. For example, working hours must be reasonable and fair. The pay system should be fair (equity). The third is the responsibility of the management to provide conductive and healthy working conditions in the work-place. Management should employ people as a whole considering both their emotional and psychological needs. The forth principle is there should be conductive rewards for exceptional achievement and adequate measures to detect and prevent violations. For example, a leader will reward the followers based on their performance in doing task given. The fifth is the concept of al-Syura, it is a consultation based on mutual discussion and inculcating cooperation among members of organization. A leader will conduct a meeting for every month to make improvement and solve problem together with departments.

OCT 2009

Question 4 a) What is the major difference between management from the Islamic perspective and the contemporary perspective?

Contemporary perspective Solution of a problem by groups, no reference to and divine efforts in order to achieve goals.

Islamic perspective Seeking Allahs pleasure in solving a problem by group to achieve the goals.

b) Discuss any five principles of management from the Islamic perspective.

Islamic management is the ability to utilize resources both material and human, optimally in order to achieve goals, and be it short term or long term. It is based on the teachings generated from the Al-Quran and the As-Sunnah. It also provides guidance in making decision and the Islamic leadership under Prophet Muhammad through the Islamic way of managing things had created a strong (Muslim) society. The first principle of management from the Islamic perspective is the ultimate goal of our life should be harmoniously linked with the worldly aims. Humans as khalifah must be able to balance their short term and long term goals such as serving Allah, worshipping Him and seeking his worthy pleasure and reward. Secondly, the concept of al-Syura, it is a consultation based on mutual discussion and inculcating cooperation among members of organization. This is the most important principle that should be in a management. A leader will conduct a meeting for every month to make improvement and solve problem together with departments.

Thirdly, provide conductive and healthy working conditions in the work-place. Management should employ people as a whole considering both their emotional and psychological needs. Forth is the time is to be well invested, not to be wasted. Time should be treated as a commodity. This statement requires us to use our time efficiently by being punctual, doing diligent work, never play around, not to procrastinate and engage ourselves in meaningless conversation. Fifth, the moral or religious value of work should be integrated in the work or activities we do. Working is not merely means for material gains, but also moral obligation and a measure of pleasing Allah and getting nearer to him.