MGT400 Past Year Compilation

CHAPTER 1
December 2013
Question 5
A) Describe Mintzberg’s decisional roles and give examples. (12 marks)
Mintzberg’s decisional roles can be reffered as the manager’s responsibility for processing
information and reaching conclusion.Roles played by the manager are entrepreneur,
disturbance handler, resource allocator and negotiator.
As an entrepreneur, the manager searchers organization and its environment for

opportunities and initiates ‘improvement projects’ to bring about change.For example organizing
strategy and review session to develop new program or product.
Disturbance handler is where the manager is responsible for corrective action when
organization faces important disturbance and also cope with conflict and resolved problems as
they arise.
Resource Allocator.Manager is responsible for the allocation of organizational resources of

all kinds-in-effect, the making or approval of all significant organizational decision.
Negotiator means the manager is responsible for presenting the the organization at major
negotiations.Regardless of the work group, manager is responsible for all negotiations necessary
to ensure the group is making progress towards achieving the goals of organization.For example,
participating in union contract negotiations or in those with supplier.
B) Explain the differences between functional and general managers. (8 marks)
Functional Managers General Managers
Managers who are responsible for Managers who are responsiblr for
managing a work unit that are segmented managing several different departments
according to function. that are responsible for different tasks.
Their technical skills are usually strong, as Their technical skills may not be as strong
they are typically promoted from within as the skills of people they
the ranks of their work groups.They often manage.However, they make up for in
have similar backgrounds to those people communication skills.
they manage.
For example, Manager of For example, Grocery manager, Bakery

Marketing/Accounting/R&D department, manager, Floral manager, etc.
etc.
June 2014
Question 4
Elaborate with examples four managerial functions. (20 marks)
Four managerial functions are Planning, Organizing, Leading and Controlling.
Planning is defined as ‘ setting goals and defining the actions necessary to achieve those
goals’.This includes defining goals, establishing strategy and developing plans to coordinate
activities.For example, in handling current or new project, a manager needs to plan or create a
blueprint of the project.
Organizing is the process of determining the tasks to be done, who will do them, and how
the tasks will be managed and coordinated.This includes who report to whom, and where
decisions are to be made.As an example, the manager has to make the call on how to make ends
meet in doing tasks and the employees that will get it done.
Leading includes motivating employees, directing the activity of others, selecting the most
effective communication channel and resolving conflicts.In order to lead, leaders must be
competent, strong character and community oriented.For instance, the manager has to be the
captain in this situation where the quality of work by the employees can be seen through the
motivation given by the manager.
Controlling.Can be defined as ‘the process of monitoring the performances of the

organization, identifying deviations between planned and actual results and taking corrective
actions when necessary’.It is important because it is the method of ensuring that the organization
is moving towards its’ stated goals.For example, the manager can evaluate the performance of
the organization by using Key Performance Indicator (KPI).
December 2014
Question 1
Encik Ahmad Azri is appointed as Chief Executive Officer (CEO) of AA Manufacturing Sdn. Bhd.
Explain with examples any five managerial roles that he has to perform in the company. (20
marks)
Managerial roles can be seen or referred through Mintzberg’s Managerial Roles.Five managerial
roles that Encik Ahmad Azri has to perform in the company are figurehead, monitor,
entrepreneur, disturbance handler and negotiator.
Figurehead refers to a symbolic head where he is obliged to perform a number of routine duties
of a legal or social nature.For instance, attending functions, social events ; signing legal
documents.
Monitor is where the manager have to play their role in seeking and receiving information to
develop understanding of organization and environment.Also, managers have to emerge as nerve
center of internal and external information about the organization. For example, a managers need
to have know his/her organization well as they are being a resource for their employees.
Entrepreneur can be said as the manager searchers organizations and its environment for
opportunities and initiates ‘improvements projects to bring about change. For example,
organizing strategy and review session to develop new program/product.
Disturbance handler means the manager is responsible for corrective action when organization
faces important disturbance.Also cope with conflict and resolved problems as they arise.An
example of this aspect would be, managers have to solve any kind of problem that happens in the
organization and also need to provide a solution for the problem.
Lastly, negotiator.Being a manager, he is responsible for representing the organization at major

negotiations.Regardless of the work group, a manager is responsible for all negotiations
necessary to ensure the group is making progress towards achieving the goals of organization.For
instance, participating in union contract negotiations or in those with suppliers.
June 2015
Question 1
Mr Adnan Jamaluddin just appointed as a new Chief Executive Officer (CEO) in a multinational
company, XYZ Holding Bhd. He needs to equip himself with the functions of management in
order to achieve organizational goals.Discuss with examples four functions of management
needed by Mr Adnan. (20 marks)
Four function of management needed by Mr Adnan are Planning, Organizing, Leading and
Controlling.
activities.For example, in handling current or new project, a manager needs to plan or create a
blueprint of the project.
decisions are to be made.
competent, strong character and community oriented.

is moving towards its’ stated goals.
December 2015
Question 1
Describe the major differences between functional and general managers.Discuss the different
skills sets needed for functional and generals managers. (20 marks)
Scope of responsibility are divided into two which are general managers and functional
managers.These two categories of managers play different kind of role in an organization.
General managers are managers who are responsible for managing several different
departments that are responsible for different tasks.Their technical skills may not be as strong as
the skills of the people they manage.However, they make up for in communication skills.The
examples of general managers are Grocery manager,Bakery manager,Floral manager,etc.
On the other hand, the definition is different for functional managers.Functional managers
are managers who are responsible for managing a work unit that are segmented according to
function.They often have the similar backgrounds to those people they manage.Their technical
skills are usually strong, as they are typically promoted within the ranks of their work
groups.The examples of functional managers are managers of marketing/accounting/R&D
department, etc.
Different skill sets needed for functional and general managers are technical, human and
conceptual skills. Technical skills are the ability to utilize the knowledge of tools, techniques,
and procedures that are specific to a particular field.Human skills are the ability to work
effectively with one’s own group as well as others within the organization.Lastly, conceptual
skills are the ability to process tremendous amount of information about the internal and external
environment of the organization and determine implications of that information.Those three are
skills needed for both functional and general managers, however what differs them are the
levelof ace-ing those skills by both functional and general managers.
June 2016
Part B
Question 1
A) Illustrate and explain the types of management skills needed at different levels of
management. (10 marks)
The types of management skills needed at different levels of management are Technical
Skills, Human Skills and Conceptual Skills.
Technical Skills refers to the ability to utilize knowledge of tools,techniques, and

procedures that are specific to a particular field.
Human Skills refers to the ability to work effectively with one’s own group as well as
others within the organization.
Conceptual Skills refers to the the ability to process a tremendous amount of information
about the internal and external environment of the organization and determine implication of that
information.
B) Interpret any four environmental factors influencing management thought. (10 marks)
Four environmental factors influencing management thought are economic influences,

social influences, technological influences and global influences.
Economic influences can be relate to the availability, production, and distribution of

resources within a society.
Social influences refers to the aspects of a culture that influence interpersonal relationships.
Technological influences is the advances and refinements in any of the devices that are
used in conjunction with conducting business.
Global influences refers to the pressure to improve quality, productivity, and costs as
organizations attempt to compete in the worldwide marketplace.
December 2016
Part B
Question 1
A) Discuss the three areas that Scientific Management focused in the evolution of management
thought. (10 marks)
Three areas that Scientific Management focused in the evolution of management thought are
task performance, supervision and motivation.
Task performance is the ideal way to perform tasks to obtain an optimal procedure of work
through time and motion studies.Taylor justified by his finding dubbed the ‘Science of
Shoveling’.In order to achieve this, management should incorprate development of work
standard, selection of workers, training of workers and support of workers.
The next area is supervision.Taylor believe in the importance of supervision where

supervisors should be finally competent.In tasks that involves different set of skills, several
supervisors should be assigned as point of authority.This concept is dubbed ‘functional
foremanship’.
Last area is motivation.Taylor believes that money is the best motivation for workers.Also,
piecework system are advocated where wages are tied to their output.
B) To succeed in today’s demanding workplace, managers need to carry out his/her

functions effectively and efficiently both inside and outside to organization.Explain
the four functions of management. (10 marks)
Four function of management are Planning, Organizing, Leading and Controlling.
activities.
decisions are to be made.
competent, strong character and community oriented.

is moving towards its’ stated goals.
July 2017
Part A
Question 1
A) Explain any two manager’s roles. (5 marks)
Manager’s roles can be explained through Mintzberg’s Managerial Roles. Two manager’s
roles are Liaison and Disseminator.
Liaison maintains self-developed network outside contacts and informers who provide
favors and information.Also politically sensitive to important organizational issues.
Disseminator means to share and distribute much of the information they receive as
information monitors.They are also responsible to transmit the information received to members
of organization.
B) Henry Fayol has developed a set of general principles of management.Name any five of
the principles. (5 marks)
Five principles that Henry Fayol has developed as general principles of management are
division of work, authority, discipline, unity of command and unity of direction.
Division of work refers to dividing work into smaller elements and signing specific
elements to specific workers.
Authority means the managers must be able to give orders for work accomplishment.
Discipline can be regards as the obidience and respect of employees towards the rules of the
organization.
Unity of command refers to where employees should receive orders from one superior to
avoid conclusion.
Unity of direction is similar activity should be directed by one manager using one plan.
January 2018
Part A
Question 1
A) Explain two types of management skills needed at different managerial levels of

management. (5marks)
Two types of management skills needed at different managerial levels of management are
Technical Skills and Conceptual Skills.
Technical Skills is the ability to utilize knowledge of tools,techniques, and procedures that
are specific to a particular field.
Conceptual Skills is the ability to process a tremendous amount of information about the
internal and external environment of the organization and determine implication of that
information.
B) Discuss two environmental factors influencing the management thought. (5 marks)
Two environmental factors influencing the management thought are Economic Influences
and Technological Influences.
Economic Influences relate to the availability, production and distribution of resources

within a society.
Technological Influences relate to the advances and refinements in any of the devices that
are used in conjunction with conducting business.
CHAPTER 2
CHAPTER 3
2013 December, Question 2 (a)
Define decision making and with the aid of a diagram explain the decision making process.
Give appropriate example for each.
Decision making is the process through which managers identify and resolve problems and
capitalize on opportunities. It begins with recognition or awareness of problems and opportunities
and concludes with an assessment of the results of actions taken to solve those problems.
Identifying opportunities and

diagnosing problems
Identifying objectives
Generating alternatives
Evaluating alternatives
Reaching decisions
Choosing implementation
strategies
Monitoring and evaluating
The first step would be identifying opportunities and diagnosing problems. Manager
regularly review data related to their areas of responsibility, including both internal and external
information or report. This action will lead him to alert on any problems and opportunities. For
example, manager would do market research to identify trends in consumer preferences and buying
decision.
Second step would be identifying objectives. It is different with the previous step because
Objectives defined as the desired results to be attained when making decision. Quantity or quality
of objectives should specified and this will ultimately guide the decision maker in selecting course
of action. For example targeting a value of productivity as a guide during the time of on-going
process.
Next, is generating alternatives. Develops various ways to solve the problem and achieve
objectives. Manager must keep in mind the goals and objectives that he or she is trying to achieve.
This may be seen when we create a few ways to overcome the problems and obstacles that may
occur throughout the process.
The fourth step would be evaluating the alternatives from before. Determining the value or
adequacy of the alternative generated. Manager need to think wisely and taking all pre-cautions of
the things that might ruin the alternatives. Keep balance of each strength and weaknesses. For
example when we create a way to overcome robbery, think twice whether that plan is valid or not.
Continuing to the next step, is to reach decisions. Although choosing an alternative would
seem to be a straightforward but in reality, the choice is rarely clear-cut. The best decisions would
consider careful judgements, careful facts examining, sufficient information and selecting the best
alternatives. These may be seen when we choose the best alternatives according to these aspects.
Furthermore, the next step is choosing implementation strategies. It is between deciding
the best way and obtaining results. The important aspects of effective implementation are by taking
note those who might affected by it and considering the resources necessary for it.
Last but not least, monitoring and evaluating. No decision-making process is complete until
the impact of the decision has been evaluated. Managers must observe the impact of the decision
as objectively as possible and take further corrective action if it becomes necessary. For instance,
going through the process and taking note of every little detail to determine whether the decision
is indeed a good one.
2013 December, Question 2 (b)
Explain two (2) advantages and two (2) disadvantages of participative decision making.
Decision making is the process through which the manager has to identify and resolve
problems also they need to capitalize on opportunities. It begins with recognition or awareness of
problems and opportunities which will be ended with conclusion with an assessment about the
outcome of actions taken in order to solve problem.
Group decision making is becoming more common as organizations focus on improving
customer service and push decision making to lower levels. The advantage of this decision making
is it provide more complete information where making decision in group can help in collecting
and analysis more efficient information in order to come out with a better decision. Moreover, a
great diversity of experiences and perspective can be achieved when discussing in a group, because
people tend to exchange their personal ideas and view, leading to more information collected in
helping choosing the best decision.
There are also the disadvantages to these type of decision making which are, minority domination
can influence the decision making of the group which mean if more people are standing minority
domination or disagreeing group , could affected the decision making process and the could also affected
the works. Then, more time is consumed and wasted in order to listen to many ideas and to analysis all of
it which make the decision making is less efficient.
As conclusion, group decision making has the advantage and the disadvantages but
everything is depends on the teamwork and effiecient ways of handling the task in order to make
it perfect.
2014 June, Question 7 (b)
Describe the nature of decision making. Provide with relevant example of each.
Firstly, we would be identifying opportunities and diagnosing problems. Manager regularly
review data related to their areas of responsibility, including both internal and external information
or report. This action will lead him to alert on any problems and opportunities. For example,
manager would do market research to identify trends in consumer preferences and buying decision.
Secondly, we would be identifying objectives. It is different with the previous step because
process.
occur throughout the process. The fourth step would be evaluating the alternatives from before.
Determining the value or adequacy of the alternative generated. Manager need to think wisely and
taking all pre-cautions of the things that might ruin the alternatives. Keep balance of each strength
and weaknesses. For example when we create a way to overcome robbery, think twice whether
that plan is valid or not.
Furthermore, the next step is choosing implementation strategies. It is between deciding the best
way and obtaining results. The important aspects of effective implementation are by taking note
those who might affected by it and considering the resources necessary for it.
2015 June, Question 5 (a)
Explain three (3) advantages and three (3) disadvantages of group decision making
great diversity of experiences amd perspective csn be achieved when discussing in a group, brcause
helping choosing the best decision. Last, acceptance of solution is increased as discussion helps
people to vote for major agreement for the final decision.
There are also the disadvantages to these type of decision making ehich are, minority
domination can influence the decision making of the group which mean if more people are standing
minority domination or disagreeing group , could affected the decision making process and the
could also affexted the works. Then, more time is consumed and wasted in order to listen to many
ideas and to analysis all of it which make the decision making is less efficient. Lastly, the
responsibility for the outcome decision is not clear and vague as too many people is assigned to
complete the works.
it perfect.
2015 June, Question 5 (b)
Explain with example two (2) types of decision making
There are two type of decision making which are rational economic model and
Behavioural decision model.
Rational-economic model is a prescriptive framework that shows how a decision should

be made as a proof that the managers have completely accurate information. This model
concentrates on how decisions should be made, not on how they actually are made. The task of
making assumptions is put on manager and the decision making process. As example, the
managers must have a complete information as an attempt to accomplish objectives that are known
and agreed upon. They should also have an extensive list of alternatives to choose from. Managers
should be rational, systematic, and logical in assessing alternatives and their associated
probabilities to proof the best work for best interests of their organizations.
Next, behavioral decision model is a model which acknowledges human limitations that make
rational decisions difficult to achieve. This model is a descriptive framework to show that a person
also have a limited cognitive ability to process information. This model suggested that managers
should usually show a rational behaviour within their limited perception of a situation. As example,
a bounded rationality where we have to recognizes that people are limited by organizational
constraints such as time, information, resources, and their own mental capabilities and intuition
which unconscious analysis based on past experience to a paranormal ability called a ‘sixth sense’
also according to trust feelings and experience.
2016 June, Part A, Question 1 (b)
Discuss five (5) drawbacks of Rational-Economic Model of decision making.
Rational-Economic Model is a prescriptive framework of how a decision should be made that

assumes managers have completely accurate information. It concentrates on how decisions should
be made, not on how they actually are made. However, everything has its own limitations and so
do this model.
Leaders rarely have access to perfect information. This is due to lack of accessibility to
gain information or unreachable of it. For example, there are limited amount or in worse case, have
none at all for any gadgets and accessibilities to receive information in the place of work. This
may affect the decisions made by the manager and may lead to a misjudgement by them.
Ability to comprehend. Even if the information were available, ability to comprehend and
process vast amounts of information are limited. This may be the cause by the manager himself.
He or she is unable to react wisely because of their inability to comprehend the information into
an alternative. This is surely would be an issue when the upper hand is leaded by someone who
can’t make the right decision.
Knowledge about future consequences. Decision makers seldom have adequate
knowledge about future consequences of alternatives. Able to obtain the right decision would be
meaningless when the manager can’t look forward to its future consequences in various ways. He
or she need to have mentality of acknowledging every possible outcomes and ways to overcome
them.
Personal factor. Personal factors are likely to intervene to prevent a decision maker from
always acting in a completely rational manner. Every human would have their own problems in
their lives. When it comes to their personal obstacles, they might make inappropriate decisions
due to lack of focus. This is a serious issue as it might give a bad impact towards the future
outcomes.
Ethical values. Individual culture and ethical values will influence the decision process.
Choosing the right and responsible leader is a must in order to achieve great outcome. Being a bad
manager and unlikely inappropriate decision-maker would affect the whole company and it may
lead to corruption. Leaders should be a good example to the followers and also a wise person.
2016 December, Part A, Question 1 (b)
Identify two (2) advantages and two (2) disadvantages of participative decision making.
great diversity of experiences and perspective can be achieved when discussing in a group, because
helping choosing the best decision.
There are also the disadvantages to these type of decision making which are, minority domination
can influence the decision making of the group which mean if more people are standing minority
domination or disagreeing group , could affected the decision making process and the could also affected
the works. Then, more time is consumed and wasted in order to listen to many ideas and to analysis all of
it which make the decision making is less efficient.
it perfect.
2017 July, Part B, Question 3 (a)
Explain the first five (5) steps in the decision making process.
The first step would be identifying opportunities and diagnosing problems. Manager
regularly review data related to their areas of responsibility, including both internal and external
information or report. This action will lead him to alert on any problems and opportunities. For
example, manager would do market research to identify trends in consumer preferences and buying
decision.
Second step would be identifying objectives. It is different with the previous step because
process.
occur throughout the process.
The fourth step would be evaluating the alternatives from before. Determining the value or
adequacy of the alternative generated. Manager need to think wisely and taking all pre-cautions of
the things that might ruin the alternatives. Keep balance of each strength and weaknesses. For
example when we create a way to overcome robbery, think twice whether that plan is valid or not.
Continuing to the next step, is to reach decisions. Although choosing an alternative would seem to
be a straightforward but in reality, the choice is rarely clear-cut. The best decisions would consider
careful judgements, careful facts examining, sufficient information and selecting the best
2017 July, Part B, Question 3 (b)
It is always challenging to engage in group decision making. Demonstrate any two (2)
methods to enhance the quality of participative decision making.
The first one is brainstorming because it is a practice used to develop creativity that
encourages group members to produce as many fresh ideas as possible on a certain issue. People
used to not aware that brainstorming actually focused more on quantity rather than quality.
Common problems are when they wanted to filter out the good ideas from the not-so-good ones
first due to fear of being judged or rejected. Just as with other collaborative meeting techniques,
allow everyone to have a say. Look after the session so that the people who have not spoken get
the equal attention as those who are taking over the discussion.
Next is Dialectical Inquiry. How it works is that it approaches a decision from two opposite
points and structures a debate between conflicting views. A method resembling Dialectics is the
Devil’s Advocate Approach. This method is also useful in exposing underlying assumptions, but
has a tendency to emphasize the negative, whereas dialectical inquiry is a more balanced and
harmonious approach. Devil’s Advocacy Approach is An individual or subgroup appointed to
critique a proposed course of action and identify problems to consider before the decision is final.
2018 January, Part B, Question 3 (a)
Discuss five (5) drawbacks of the Rational-Economic Model of decision making.
Rational-Economic Model is a prescriptive framework of how a decision should be made

that assumes managers have completely accurate information. It concentrates on how decisions
should be made, not on how they actually are made. However, everything has its own limitations
and so do this model.
Leaders rarely have access to perfect information. This is due to lack of accessibility to
gain information or unreachable of it. For example, there are limited amount or in worse case, have
none at all for any gadgets and accessibilities to receive information in the place of work. This
may affect the decisions made by the manager and may lead to a misjudgement by them.
Ability to comprehend. Even if the information were available, ability to comprehend and
process vast amounts of information are limited. This may be the cause by the manager himself.
He or she is unable to react wisely because of their inability to comprehend the information into
an alternative. This is surely would be an issue when the upper hand is leaded by someone who
can’t make the right decision.
Knowledge about future consequences. Decision makers seldom have adequate
knowledge about future consequences of alternatives. Able to obtain the right decision would be
meaningless when the manager can’t look forward to its future consequences in various ways. He
or she need to have mentality of acknowledging every possible outcomes and ways to overcome
them.
Personal factor. Personal factors are likely to intervene to prevent a decision maker from
always acting in a completely rational manner. Every human would have their own problems in
their lives. When it comes to their personal obstacles, they might make inappropriate decisions
due to lack of focus. This is a serious issue as it might give a bad impact towards the future
outcomes.
Ethical values. Individual culture and ethical values will influence the decision process.
Choosing the right and responsible leader is a must in order to achieve great outcome. Being a bad
manager and unlikely inappropriate decision-maker would affect the whole company and it may
lead to corruption. Leaders should be a good example to the followers and also a wise person.
2018 January, Part B, Question 3 (b)
Describe two (2) nature of decision making. Provide relevant example for each.
Firstly, we would be identifying opportunities and diagnosing problems. Manager regularly
review data related to their areas of responsibility, including both internal and external information
or report. This action will lead him to alert on any problems and opportunities. For example,
manager would do market research to identify trends in consumer preferences and buying decision.
Secondly, we would be identifying objectives. It is different with the previous step because
process.
occur throughout the process. The fourth step would be evaluating the alternatives from before.
Determining the value or adequacy of the alternative generated. Manager need to think wisely and
taking all pre-cautions of the things that might ruin the alternatives. Keep balance of each strength
and weaknesses. For example when we create a way to overcome robbery, think twice whether
that plan is valid or not.
Furthermore, the next step is choosing implementation strategies. It is between deciding the best
way and obtaining results. The important aspects of effective implementation are by taking note
those who might affected by it and considering the resources necessary for it.
CHAPTER 4
JUNE 2016
PART A
QUESTION 2 (10 marks)
(b) Identify five (5) benefits of delegation.
Answer
Delegation is not easy because most of managers often feel as if only every managers can
complete a certain task in the best possible way. It´s hard to trust others to do those tasks and
trust the capabilities of your employees that they will also be able to do a good job in those tasks.
In addition, the managers will know a lot of the details of certain projects and you´re probably the
only one that knows everything inside out. There are many benefit that every manager will be get
if they follow the delegation in organization. Developing team spirit in the organization. By
involving your team in certain tasks this will also develop their capabilities and teach them new
skills. This is a great benefit to the employee, it makes them more versatile and more employable,
however, they also become more important for the team. By giving them more new tasks you will,
in addition, make their job more interesting, challenging and enjoyable. Next, establishing a
culture of trust. When delegating tasks to your employees you are automatically establishing a
culture of trust in your team. By giving them important tasks you show them that you trust them
to take these tasks and complete them in a good manner. This is not only good for the working
culture in the team but also for the self-esteem of the employee. Next, making the team more
efficient. By delegating tasks to your team members, you are making better use of everybody´s
time. As a result, the team as a whole will get so much more done. You won´t be able to finish
everything yourself and you don´t want your team members to sit around idle, so by delegating
tasks to them everybody has an adequate workload. Next, train and develop a leadership. A
leader who is others-aware is always looking for opportunities to build their teams’ individual skills.
Identify each person’s needs and pair what need to be done with what they need to grow. Lastly,
It helps you learn how to manage and develop employees. If you aren’t certain of your own ability
to develop your team, delegation is the best way to start. If you know what you want to accomplish,
learning how to delegate the process is an important step towards becoming a better manager
and having a better team for the future.
DEC 2016
PART A
QUESTION 2 (10 marks)
(a) Discuss the stages in the process of organizing?
ANSWER
The term organizing process refers to the work of determining how to best arrange and utilize
your resources in order to achieve the desired results. There has 4 major steps we can take.
Firstly, Identification and Division of work. And an individual in the organization is assigned one
job only. The division of work into smaller jobs leads to specialization because jobs are assigned
to individuals according to their qualifications and capabilities. The division of work leads to
systematic working. For example, in a bank every individual is assigned a job. One cashier
accepts cash, one cashier makes payments, one person issues cheque books, one person
receives cheques, etc. With division of work into jobs the banks work very smoothly and
systematically. Secondly, grouping the jobs and department. After dividing the work in smaller
jobs, related and similar jobs are grouped together and put under one department. The
department or grouping of jobs can be done by the organization in different ways. The most
common of dividing department has two ways, functional department and divisional department.
Thirdly, 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. Lastly, set a
goal, At its simplest, a goal is just something you aim for. But goals are powerful contributors to
successful business growth in several ways. To begin with, the process of setting goals forces
you to think through what you want from your business and how growth may or may not provide
that. This process helps suggest directions for pursuing that growth, which can greatly improve
your chances of achieving your goals in the first place. Goals also give you a framework within
which to work. This tends to focus your efforts by helping you rule out actions that won't contribute
to achieving the goals you've set. A very important part of that framework is a timetable. Any good
goal has a timetable, and that timetable will influence your actions profoundly.
(b) Delegation is the assignment of authority to another person to carry out specific activities.
However, some managers are reluctant to delegate. Explain two (2) reasons why manager fail to
delegate and two (2) ways to overcame.
Answer:
Managers are frequently hesitant to delegate. It can be very easy to fall into the trap of believing
you have to do everything personally in order for it to get done right. Although this is a common
mindset, it can definitely impede the ability to manage effectively. They might not have a sufficient
level of trust in their employees in order to delegate work to them. Therefore, there are many
reasons why some managers fail to delegate in one organization. One of them is delegating not
involved and monitor the progress. If the manager talked through the project at the start, the work
should happen according to plan. If only, staying involved and checking in is the effective
manager’s secret weapon. It’s what allows managers to keep the work on course, catch problems
early, and adapt the plan if necessary. Not doing this is the single biggest way managers fail at
delegating. Next is, delegating to the wrong person. When delegating work, be sure to consider
who actually has the talent and skills to get the job done rather than who should be able to do the
task at hand given her background or position. If managers repeatedly find yourself reluctant to
delegate responsibility that the employee in that position should be able to handle, managers also
need to assess whether or not that person is a good fit for the role. However, it also had the way
to overcome the problem. Firstly, delegate to the right people. Many managers are comfortable
delegating only to people they trust which, in and of itself, is not a bad thing. Many times, though,
the person to whom they entrust an important part of the business lacks the background, skills
and raw talent to fill the role adequately. Trust is certainly a big part of the delegation equation,
but business qualifications must also be given a great deal of weight. To prevent putting square
pegs into round holes, establish a clear set of qualifications for the position before considering
any candidate. Lastly, use reward. If subordinates have effectively used the authority delegated
to them, they should be justly rewarded. Many times, this reward is financial, but it also can be in
the form of additional authority in the present position, or a promotion with greater responsibility.
Use of these guidelines can help overcome many of the weaknesses that exist in the delegation
of authority. Proper delegation of authority will allow the enterprise to grow and function. If it isn’t
done properly, poor management is the result.
July 2017
Part B
Question 1 (10 marks)
(b) Explain two (2) forms of organizational structure with appropriate illustration.
Answer
Flat organization structure
Meaning there are usually no job titles, seniority, managers, or executives. Everyone is seen as
equal. Flat organizations are also oftentimes called or referred to as self-managed organizations
(there can be some differences but for our case we will put them together). The most famous
example of this comes from Valve, the gaming company responsible for classics such as Half-
Life, Counter-Strike, Portal, and many others. At Valve there are no job titles and nobody tells you
what to work on. Instead all the employees at Valve can see what projects are being worked on
and can join whichever project they want. If an employee wants to start their own project then
they are responsible for securing funding and building their team. For some this sounds like a
dream for others, their worst nightmare. There's quite a lot that can be said about this type of
structure. While it does have benefits and is interesting to consider I don't see this as something
that is practical or scalable for larger organizations when we think about the future of work. Smaller
and some medium size companies might be able to operate in this type of an environment but
when you get to organizations with thousands of employees then it becomes challenging. Most
of the companies that are known as being "flat" started that way and then grew.
Tall organization structure
Tall organization structure is a large, complex organizations often require a taller hierarchy. In its
simplest form, a tall structure results in one long chain of command similar to the military. As an
organization grows, the number of management levels increases and the structure grows taller.
In a tall structure, managers form many ranks and each has a small area of control. Although tall
structures have more management levels than flat structures, there is no definitive number that
draws a line between the two. Tall organizational structure is one which has many levels of
hierarchy. In these organizations, there are usually many managers, and each manager hasa
small span of control they are in charge of only a small group of people. Tall structurest end to be
more complicated and complex, and may be slower to respond to market changes than
organizations where managers have a larger span of control like tall buildings, tall organizations
have many layers.
CHAPTER 5
DECEMBER 2014
Question 6:
Define leadership. Briefly explain the importance of good leadership to an organization.
(10 Marks)
Answer:
According to Lewis P. Goodman and S. Fandt, leadership is defined as an

influence process that normally to influence people to achieve a common goal.
Leadership plays an important part in the success of any organisation.
There are some importance of good leadership to an organization which include

providing guidance, encouraging creativity, motivation and communication. For
providing guidance, Leaders should give coaching involving training, directing team
members throughout the vision or goal of the organization and ensuring no deviation from
vision or purpose even if it will apply practice corrective measures. It also involves the
ability of leaders to provide advice that will allow team members to grow and grow.
Leaders should encouraging creativity. Good leaders leave their ego and give space
to their subordinates to express themselves to encourage new ideas, innovations that can
trigger the organization to move into the new millennium. For example, a leader may
decide to stay away from a specific task, for team members to solve just to enhance their
creativity. Because creativity lies in everyone but the mechanism for releasing it may be
different and the leader is in the pole position to release the creativity of every member of
the team owning, even though they are not aware of it.
Motivation is vital to achievement of an organisation. A good leader ensures team

member’s energy is high to perform the job to their very best. An efficient leader motivates
team members by building trust and confidence in them so that, they take a positive
approach to the job and the organisation at large. Motivation is also achieved by creating
a hitch free environment by building trust among team members so to enhance
togetherness among the team members in relation to company objectives, rather than
focusing on individual goals. Incentives also can be a medium to motivate team members.
Coordination of work in an effective and efficient manner requires excellent
communication between team leader and team member. Communication involves the
exchange of ideas, information and messages between people at specific places and
times by speaking, writing or gestures. Effective communication is a bed for effective
leadership and the point is to create an understanding. Rollo May, commenting on
American psychologist, "Communication brings the community, that is, to understand,
intimacy and mutual respect". A good leader will be able to create an understanding of the
organization's vision, value and direction to the team members or individuals involved in
the business clearly.
JUNE 2014
Question 1:
Explain four (4) leadership style based on Hersey- Blanchard’s Situational Theory.
(10 Marks)
Answer:
The four leadership styles that are presented in this theory are telling, selling,
participating, and delegating. Starting with telling, this is the most direct form of
leadership. The leader of the group simply tells each member what to do, and how they
would like them to do it. This approach is less collaborative, and more directive in nature.
There is very little working together between the leader and the team members, instead
the leader simply provides specific instructions for the team members to follow through
with.
The second leadership style is selling, it is one with a little more room for
collaboration. While the team members are still directed by the leader, the leader is more
likely to engage with the team members along the way. The 'Selling' title comes from the
idea that the leader may need to convince some of the team members to follow his or her
lead and do things in a specific way.
Moving on to the third option, participating is a process where the leader tries to
build relationships with those on the team - really becoming part of the team. This is quite
a departure from the Telling style, as the leader will blend in more fully with those who are
working as part of the team. In fact, the leader might not even make all of the decisions in
this style, perhaps deferring at certain points to members of the team with more experience
or knowledge in a given area.
Finally, delegating represents the leader passing on most of the responsibilities for
a given project or task to various members of the team. This style is something that leaders
of experienced teams will often use, since the employees that are being led may not need
much in the way of direction at this point in their careers.
DECEMBER 2016
Question 3 (Part B):
a) Compare Leadership Traits and Leadership Behavioral Approach.

(10 Marks)
Answer:
Traits focus approach assumes that some people endowed with certain
characteristics making them effective leaders. Meanwhile, behavioral approach
is the study of the behaviors that make leaders successful. Behavioral theories
also theories that attempt to isolate behavior that differentiate effective leaders
from ineffective leaders and it focus on identifying critical behavioral
determinants of leadership that, in turn, could be used to train people to become
leaders.
Traits theories attempts to isolate characteristics that differentiate leaders
from non-leaders, its identify traits that always differentiate leaders from followers
and effective leaders from ineffective leaders have failed and also identify traits
consistently associated with leadership have been more successful.
Behavioral theory examines what effective leaders do rather than what
effective leader are. They define a leader’s effectiveness based on two
orientations that are task orientation and relations orientation. In traits there are
six traits that differentiate leaders from non-leaders that are drive, desire to lead,
honesty and integrity, self-confidence, intelligence and job-relevant knowledge.
JUNE 2016
Question 3 (Part B):
a) Illustrate with explanation the Hershey and Blanchard's four leadership styles.
(10 marks)
Answer:
The four leadership styles that are presented in this theory are Telling, Selling,
Participating, and Delegating. Starting with Telling, this is the most direct form of
leadership. The leader of the group simply tells each member what to do, and how
they would like them to do it. This approach is less collaborative, and more directive
in nature. There is very little working together between the leader and the team
members, instead the leader simply provides specific instructions for the team
members to follow through with.
The second leadership style, selling, is one with a little more room for
collaboration. While the team members are still directed by the leader, the leader is
more likely to engage with the team members along the way. The 'Selling' title comes
from the idea that the leader may need to convince some of the team members to
follow his or her lead and do things in a specific way.
Moving on to the third option, participating is a process where the leader tries to
build relationships with those on the team - really becoming part of the team. This is
quite a departure from the telling style, as the leader will blend in more fully with those
who are working as part of the team. In fact, the leader might not even make all of the
decisions in this style, perhaps deferring at certain points to members of the team with
more experience or knowledge in a given area.
Finally, delegating represents the leader passing on most of the responsibilities for
a given project or task to various members of the team. This style is something that
leaders of experienced teams will often use, since the employees that are being led
may not need much in the way of direction at this point in their careers.
JULY 2017
Question 4 (Part A):
(a) Define leadership. Identify three (3) traits of successful leadership.

(5 Marks)
(b) Discuss any two (2) types of leadership power.
(5 Marks)
Answer:
a) Leadership is define as an influence process, normally to influence people

to achieve a common goal. Three traits of successful leadership are they have
emotional intelligence leaders with developed emotional intelligence have the
ability to sense, appreciate and effectively apply the power and acumen of emotions to
facilitate higher levels of collaboration and productivity. Next, they have interpersonal
skills. A leader with effective interpersonal skills is respectful of employees and has the
ability to easily build rapport. Lastly, they are coaches. Leaders who are coaches will
identify what is preventing people from being effective and give them the tools to teach
themselves, instead of just telling them.
b) There are two types of leadership power, which are position power and
personal power. Position power is based on a manager’s rank in an organizational
structure and superiors give it to the manager. Meanwhile, personal power is based
on a person’s individual characteristics and it stay with the individual regardless of
his or her position in the organizational structure.
JANUARY 2018
Question 4 (Part A)
a) Explain two (2) leadership styles based on Hershey-Blanchard Situational Theory.
(5 Marks)
b) Discuss five (5) principles of effective leadership skills.
(5 Marks)
Answer:
a) The first style is telling, this is the most direct form of leadership. The
leader of the group simply tells each member what to do, and how they would like
them to do it. This approach is less collaborative, and more directive in nature. There
is very little working together between the leader and the team members, instead the
leader simply provides specific instructions for the team members to follow through
with.
The second leadership style, selling, is one with a little more room for
collaboration. While the leader directs the team members, the leader is more likely to
engage with the team members along the way. The 'Selling' title comes from the idea
that the leader may need to convince some of the team members to follow his or her
lead and do things in a specific way.
b) The first principle of effective leadership skills is to be an active learner
and foster learning in others. It is worth bearing in mind that core leadership
principles and practices can be learn. In other words, leaders would be advice to
commit not only to their own development, but to support similar development in
others, while also acting as role models for learning throughout the organization.
The second principle is leader must share a clear and compelling vision. It
is because, the key to effective leadership is setting a strategic direction that is clear
and compelling. Thus, they must ensure that this strategy is practical at every level so
that people understand where what they do fits into the bigger picture. Also, to ensure
that the organization has the capability - and capacity - to achieve the goals set out
and ensure that all of its systems and processes support the way that people need to
work.
Besides that, the third principle is, leader must priorities activity based on
the business context. Leaders must priorities their actions to suit the context of the
organization and the environment in which it operates. Different leadership skills will
need to come to the fore at different times, which means that it is essential to
understand the context of the situation and to be able to adapt one’s leadership style
accordingly.
The forth principle is, leader must lead with integrity, honesty and
consistency. This is because integrity, honesty and consistency are the bedrock of
good leadership because people follow leaders that they trust. Conversely, even the
most compelling vision, communicated with clarity and conviction, will fall on deaf ears
if a leader lacks credibility and integrity.
The last or the fifth principle is, these principles should help develop
leadership capacity at all levels of the organization. This principle can be
contentious as it challenges a number of assumptions about authority and the
guardianship of knowledge and expertise. However, the distinction between
leadership and management has become less important than it used to be. Today’s
organizations require leaders at every level that can execute strategy and ensure that
employee feel motivated enough to contribute to the full. By way of contrast, if
leadership is considered to be the purview of the few, the organization’s ability to
respond quickly and effectively will be limited.
CHAPTER 6
2010
OCTOBER 2010
a) Elaborate acquired-needs model.
Answer:
Needs are acquired or learned from the life experience in the culture or country
in which we live. The acquired-needs model focuses on three particularly important or
relevant needs in the work environment which is need for achievement, need for power
and need for affiliation. The first acquired-needs model is need for achievement. Need
for achievement is the drive to excel, to accomplish challenging tasks, and to achieve
a standard of excellence. It’s prefer feedback and moderate difficulty. Features of
people with Need for achievement is they seek personal responsibility for finding
solutions to problems and they want to receive rapid feedback on their performance
so they can tell easily whether they are improving or not.
Need for power is also an acquired-needs model. This type of acquired-needs

model is a desire to influence and control one’s environment. Those with a high need
for power seek agreement and compliance; approval and recognition are not of their
concern. For example, Shawn has a high need for personal power and often
manipulates his employees to do his work for him. He later takes credit for it.
In addition, need for affiliation. A person with a high need for affiliation is so
motivated to build and maintain relationships with other people that many of his or her
thoughts, emotions, and actions are directed toward fulfilling this motivation.
b) State which component in the acquired-needs model’s that you would apply if you
were to work in a service oriented firm?
Answer:
I would like to apply need for affiliation if I were to work in a serve-oriented firm.
This is because need for affiliation need harmonious relationships with other people
and need to feel accepted by other people. They tend to conform to the norms of their
work group. High need for affiliation individuals prefer work that provides significant
personal interaction. They perform well in customer service and client interaction
situations.
2012
JANUARY 2012
a) Explain the basic motivation process.
Answer:
The first process is need identification. In the first phase of the process of
motivation is the employee feels certain need that is unsatisfied & hence he
identifies that need. Then the unfulfilled need stimulates the employee to search
certain goal by creating tension in him. This tension acts as driving force for the
accomplishment of the set goals which can satisfy the tension creating need.
Exploring ways to fulfil the need is second process. In this phase of the
process of motivation, different alternative ways are explored that can satisfy the
unsatisfied need that is identified in the first phase. In fact the unsatisfied need
stimulates the thought processes of the employee that direct him to adopt a certain
course of action. In the third phase of the process of motivation, the goals are selected
on the basis of identifying needs and alternative course of actions.
In the third phase of Motivation Process, the identified need stimulates the
employees perform in a certain way that has already been considered by him. So the
employee performs certain course of action to the satisfaction of unsatisfied need. If
the consequences of the particular course of action followed by an employee are in
the form of rewards, then the employee would be motivated to perform the same level
of efforts for acquisition of similar rewards in future. Whereas when the anticipated
results of the actions of an employee lack the rewards, then he would not be willing to
repeat his behaviour in the future. When an employee feels satisfaction for his certain
unsatisfied need through the rewards of a certain line of action, then he again
reassesses any further unsatisfied need and resultantly the whole process is repeated
again.
b) Describe the three different approaches to motivation
Answer:
Three different approaches to motivation are need-based model, process-

based model and reinforcement theory. Need-based model emphasize specific
human needs or the factors within a person that energize, direct, and stop behaviour.
According to need-based theories, people's efforts go toward fulfilling their most urgent
needs. Maslow’s hierarchy of needs is perhaps the best-known theory in this category.
It suggests that needs drive behaviour. Managers can motivate employees by
identifying their needs and helping satisfy them. There are five need categories:
physiological, safety, love, esteem and self-actualization. Basic needs must be met
before the individual will be motivated to seek higher order activities such as creative
work. Hygiene factors are part of the job context and prevent dissatisfaction but do
not motivate people. Working conditions, salary and safety are among these factors.
Motivators such as achievement and recognition are intrinsic to the job. These factors
encourage employees to work harder.
Secondly, process-based model. This type of approaches take a more

dynamic view of motivation. These approaches to motivation are concerned with how
motivation takes place. They focus on why people choose certain behavioral options
to fulfil their needs and how they evaluate their satisfaction after they have attained
their goals. Two useful process-based approaches are expectancy theory and equity
theory. Expectancy theory suggests that motivation is based on how much we want
something and how likely we think we are to get it. The formal framework of expectancy
theory was developed by Victor Vroom. This framework states basically that motivation
plus effort leads to performance, which then leads to outcomes. Meanwhile, equity
theory suggests that once an individual has chosen an action that is expected to satisfy
his or her needs, the individual assesses the equity or fairness of the outcome. Equity
is an individual's beliefs that he or she is being treated fairly relative to the treatment
of others.
Reinforcement theory is also one of approaches to motivation. These

approaches to motivation explain the role of rewards as they cause behavior to change
or remain the same. Behavior that results in rewarding consequences is likely to be
repeated. Expectancy theory and reinforcement theory are similar in that both consider
the processes by which an individual chooses behaviors in a particular situation.
However, expectancy theory focuses more on behavior choices, and reinforcement
theory focuses more on the consequences of those choices.
2014
JUNE 2014
b) Many organizations in Malaysia had downsized or let their employees go, due to
economic recession. If an employee is to be retrenched identify and explain which of
Maslow’s hierarchy of needs would be effected.
Answer:
Maslow’s hierarchy of needs that would be affected is self-actualization needs.

Maslow theory states that an individual can fulfil their self-actualization needs by exercising
their creativity and developing their problem solving skills. The best way for an economy to
assist an individual in fulfilling their self-actualization needs is by allowing for technological
innovation. Technological innovation is accepted to be the ultimate goal of any given economy
as it represents the driving force behind economic development and growth. However, if a
company retrench the employees, the worker's innovation opportunities will be stunted.
Physiological needs are those needs required for human survival such as air,
food, water, shelter, clothing and sleep. Physiological needs of employees is providing
salary, comfortable working conditions, reasonable work hours and the necessary breaks
to use the bathroom and eat and drink. Another examples is good, comfortable working
conditions; basic wage or salary. If an employees is to retrench, the income of the
employees is stunted. So, the employees cannot fulfil their own basic needs.
Esteem needs refer to the need for self-esteem and respect, with self-respect
being slightly more important than gaining respect and admiration from others. Esteem
needs of employees is offering praise and recognition when the employee does well, and
offering promotions and additional responsibility to reflect your belief that they are a valued
employee. When the employees being retrenched, their status and appreciation of others
will be affected and people will have bad judgement on them because they are
unemployed. This will make them feel bad and hopeless with their people around them.
2015
JUNE 2015
a) Discuss with example the Acquired-Needs model of motivation.
Answer:
The example of the acquired-needs model of motivation is the need of power.
The need of power is people that have a need for power want to influence and control
others. Those with the need for power can have a preference for personal or
institutional power. Personal power is the need to direct others for the sake of
directing others; this normally turns people off. Personal power expressions are often
viewed as outspoken, forceful, and demanding. Institutional power is more about
making advancements or improvements to the organization. These folks seek out leadership
positions because they want to be part of directing positive change. People that have
strong institutional power needs usually make effective managers and supervisors. It is
important to keep in mind that needs do not predict that a person will be strong performers in a
strong needs area. For instance, someone with a need for achievement may be in the
wrong career field and unable to perform to the level worthy of recognition. An example
would be a 5-ft- tall basketball player with poor leaping ability, ball handling abilities,
and passing skills. He would never accomplish achievement needs if they included a
scholarship to a Division I college basketball team.
Then, the need of achievement is also one of acquired-needs model of

motivation. A person who has a need for achievement would be given moderately
challenging goals and provided with frequent feedback. Another person who has a
strong need for affiliation might be assigned as a shutdown coordinator, or to work with
operations persons to update a standard operating procedure. If the person has a
strong need for institutional power give assignments that increase that person’s scope
of responsibility. But do everyone a favour and resist putting people with personal
power needs in charge, unless you keep tight reins on them. Make sure you coach
them and help them to develop less abrasive way
Last but not lease is the need of affiliation. People with a need for affiliation
want social interaction to have camaraderie with others. They contemplate personal
relationships and are concerned about how others feel about the situation or
circumstances. If there is a perceived problem with a relationship, a person with a
strong need for affiliation will seek to repair the broken relationship. These people
easily conform to workplace norms and are good at customer relationship interactions.
b) If people experience inequity, they are generally motived to change and to restore
equity. Discuss five ways to maintain equity.
Answer:
There are five ways to maintain equity. First of all, change work inputs either
upward or downward to an equitable level. Individuals develop their perception of
fairness by calculating a ratio of their inputs and outcomes and then comparing this to
the ratio of others (Huseman, et. al., 1987). For example, an individual may not
perceive he is being treated fairly when he works 40 hours per week (input) and
receives $500 in pay (output) while his co-worker (comparable other) works 30 hours
per week (input) and receives $650 in pay (output).
Change outcomes to restore equity. Most individuals will attempt to achieve

equity by adjusting their own inputs and outcomes, or attempting to change the inputs
or outcomes of the comparison other. Individuals can use behavioural processes or
cognitive processes in order to attempt to restore equity. Examples include decreasing
productivity at work, finding a new job, asking for a wage increase, changing the
comparative other, or attempting to distort or justify changes in their perceptions of
inputs and/or outcomes (Adams, 1963). The means of reducing inequity will vary
depending on the situation and will not all be equally satisfying to an individual (Adams,
1963). Keep in mind that there are many mechanisms that can be chosen to reduce
perceptions of inequity, Adam’s equity theory does not predict which one an individual
will use, but Adam’s does believe the chosen behaviour will be the one that utilizes
maximum utility (Stecher & Rosse, 2007).
Psychologically distort comparisons. Cognitive processes involve

developing justifications for the inequity to make it seem equitable, distorting
perceptions of inputs and outcomes, changing the comparative other, or any other
method that attempts to re-frame the perception of the situation. In some ways,
cognitive processes can require less effort than behavioural processes; however,
they can also be more difficult to accomplish due to the necessity of distorting one’s
own perceptions.
Change the comparison person he or she is using to another person.

Smaller differences of inequity are more tolerable than significant differences of
inequity. Not every person will experience equity or inequity in the same way
because people have varying tolerance levels or sensitivity to perceived situations of
inequity. Three types of individuals have been identified along an equity sensitivity
spectrum: benevolent, equity sensitives, and entitled. Benevolent are more
tolerant of under-reward, comfortable with giving more and getting less. Equity
sensitives follow the norm of equity theory and prefer their ratios to be equal to their
comparison other. Entitled prefer to be in over-reward situations and are
comfortable when they ration exceeds their comparison other (Huseman, et. al., 1987).
Entitled frequently have the attitude that the world owes them a favour, so they will freely
accept and seek over-reward situations.
Leave the situation, for example quit the job or transfer to another department.
That is the only way to get equity. If we do not leave the situation maybe the situation
in job or department tend to worse. So, we must do prevention because prevent is
better than cure.
2016
JUNE 2016
a) Explain with relevant examples the Maslow’s hierarchy of needs theory (10 marks)
Answer:
Physiological needs are those needs required for human survival such as air,
food, water, shelter, clothing and sleep. As a manager, we can account for
physiological needs of your employees by providing comfortable working conditions,
reasonable work hours and the necessary breaks to use the bathroom and eat and
drink. Another examples is good, comfortable working conditions; basic wage or salary.
Security needs include those needs that provide a person with a sense of
security and well-being. Personal security, financial security, good health and
protection from accidents, harm and their adverse effects are all included in safety
needs. As a manager, we can account for the safety needs of your employees by
providing safe working conditions, secure compensation such as a salary and job
security, which is especially important in a bad economy. Protection against threats or
unsafe working environment; fair treatment from management; job security;
predictable work environment.
Affiliation needs, refer to the need to feel a sense of belonging and

acceptance also called social needs. Affiliation needs are important to humans so
that they do not feel alone, isolated and depressed. Friendships, family and
intimacy all work to fulfil social needs. As a manager, we can account for the social
needs of your employees by making sure each of your employees know one another,
encouraging cooperative teamwork, being an accessible and kind supervisor and promoting a
good work-life balance. Another example as association and communication with others;
being part of a group.
Esteem needs refer to the need for self-esteem and respect, with self-respect
being slightly more important than gaining respect and admiration from others. As a
manager, we can account for the esteem needs of your employees by offering praise
and recognition when the employee does well, and offering promotions and additional
responsibility to reflect your belief that they are a valued employee
Self-actualization needs can describe as a person's need to reach his or her
full potential. The need to become what one is capable of is something that is highly
personal. We might have the need to hold an executive-level position within your
organization. Because this need is individualized, as a manager, we can account for
this need by providing challenging work, inviting employees to participate in decision-
making and giving them flexibility, autonomy in their jobs, realizing one’s full, creativity
and self-development
July 2017
(a) Discuss four types of reinforcement in modifying employee behaviour.
Answer:
There are four types of reinforcement in modifying employee behaviour that

is positive reinforcement means providing rewards for good behaviour. This can
come in the form of bonuses or extra benefits, but positive reinforcement can involve
smaller and simpler rewards. For example, a verbal acknowledgement of a job well
done can help reinforce positive actions. Awards and trophies for outstanding
employees often encourage high-performing employees. On a more formal level,
promotions and title changes can show employees that their long-term positive
behaviours can pay off through growing with the company.
Next, the types of reinforcement is negative reinforcement. Negative

reinforcement is not punishment. Negative reinforcement is the withholding of
punishment. For example, if an employee has been in danger of being demoted and
improves her behaviour, deciding not to demote her is negative reinforcement. The
key here is the reinforcement, the encouraging of a behaviour. The
manager withholds the negative consequences as a sign that the employee has made
a change in behaviour.
Punishment is also one types of reinforcement. Punishment is an undesirable

consequence an employee receives for bad behaviour. This can involve actions like
demoting the employee or suspending the employee. A manager may put an
employee on probation pending a change in behaviour. In addition, the employee may
lose overtime privileges or consideration for raises.
Last but not least is extinction. Extinction is the elimination of a behaviour.

This type of behaviour modification should be reserved for the most damaging
behaviours. When you want an immediate and complete stop to unwanted actions,
such as smoking on the job or using sexual innuendo, offer the most severe
punishment, such as firing, if you see any more of the behaviour. We should make
the consequences clear and make sure employees know there will be zero tolerance.
CHAPTER 7
JUNE 2014 (QUESTION 2)
a) With the aid of a diagram, explain the 4 steps of the controlling process. (16 marks)
SLIDE 13
The control process is the functional process for organizational control that arises from the
goals and strategic plans of the organization. With the aid of a diagram, 4 steps of control
process are;
1. Set performance standards.
They are the selected points in an entire planning program at which performance is
measured so that managers can receive signals about how things are going and thus do
not have to watch every step in the execution of plans. Standard elements form precisely
worded, measurable objectives and are especially important for control. In an industrial
enterprise, standards could include sales and production targets, work attendance goals,
safety records etc. In service industries, on the other hand, standards might include a
number of time customers have to wait in the queue at a bank or the number of new clients
attracted by a revamped advertising campaign.
2. Measuring the performance/ actual performance.

An organization must decide what, when and how frequently to measure. The
measurement of performance against standards should be done on a forward-looking
basis so that deviations may be detected in advance of their occurrence and avoided by
appropriate actions. If standards are appropriately drawn and if means are available for
determining exactly what subordinates are doing, appraisal of actual or expected
performance is fairly easy. But there are many activities for which it is difficult to develop
accurate standards, and there are many activities that are hard to measure.
It may be quite simple, for example, to establish labor-hour standards for the production
of a mass-produced item and it may be equally simple to measure performance against
these standards, but in the less technical kinds of work. For example, controlling the work
of the industrial relations manager is not easy because definite standards cannot be easily
developed.
3. Determining/ compare whether performance matches the standard.
It is an easy but important step in the control process. It involves comparing measured
results with the standards already set. If performance matches the standard, managers
may assume that “everything is under control”. In such a case the managers do not have
to intervene in the organization’s operations.
4. Taking corrective action.

This step becomes essential if performance falls short of standards and the analysis
indicates that corrective action is required. The corrective action could involve a change
in one or more activities of the organization’s operations. For example, the branch
manager of a bank might discover that more counter clerks are needed to meet the five-
minute customer-waiting standard set earlier. Control can also reveal inappropriate
standards and in that case, the corrective action could involve a change in the original
standards rather than a change in performance.
b) Briefly explain 2 different types of focal point for controlling. (4 marks)

SLIDE 14-15
Control
Behavioral control Outcome Control
Proactivity
Concurrent Hands-on management The real-time speed of a
control supervision during a project. production line
Feedback Qualitative measures of Financial measures such as
control customer satisfaction. profitability, sales growth
i) Concurrent Controls.
The process of monitoring and adjusting ongoing activities and processes is known as
concurrent control. Such controls are not necessarily proactive, but they can prevent
problems from becoming worse. For this reason, we often describe concurrent control as
real-time control because it deals with the present. An example of concurrent control might
be adjusting the water temperature of the water while taking a shower.
ii) Feedback Controls.

Feedback controls involve gathering information about a completed activity, evaluating that
information, and taking steps to improve the similar activities in the future. This is the least
proactive of controls and is generally a basis for reactions. Feedback controls permit
managers to use information on past performance to bring future performance in line with
planned objective.
JUNE 2015 (QUESTION 7) SLIDE 13
b) Describe four (4) steps in controlling process. (12 marks)
1. Set performance standards. The control process should begin with the establishment of
standards of performance against which organizational activities can be compared.
Standards of performance begin to evolve only after the organization has developed its
overall strategic plan and managers have defined goals for organizational departments. In
some instances, performance standards are generated from within an organization.
2. Measure actual performance. In some cases, measuring actual performance can be

relatively simple, but in others it can be quite complex. We have to decide such things as
what to measure (that is, a single item or multiple items such as sales, costs, profits, rejects,
or orders), when to measure, and how frequently to measure. Doing this is simple when
the performance criteria are quantitative in nature and can be measured objectively.
Sometimes, however, performance criteria are more qualitative in nature and do not easily
lend themselves to absolute units of measure. Instead, they require a subjective
assessment to determine whether the standard is being met.
3. Comparing actual performance with standards. The first two steps of the control
process provide managers with the information that allows them to make comparisons
between actual performance and standards. When viewing any control situation, if the
actual performance is identical to the standard, then no deviation has occurred. Rarely,
however, is there absolutely no deviation between actual and planned performance.
Fortunately, in most real-world situations, actual performance does not always have to be
identical to the standard. Typically, the performance standard has a stated acceptable
deviation.
4. Responding to deviations. After comparing actual performance with standards, we can

choose to either take no corrective action or take corrective action. If the deviation was
acceptable or if there was no deviation, then the response should be to take no corrective
action because the performance or behaviour is acceptable in light of the standards. If,
however, the deviation was unacceptable, then the response should be to take corrective
action. Corrective action usually requires making a change in some behaviour, activity, or
aspect of the organization to bring performance into line with the standards. Even when no
corrective action is necessary, it is often useful to provide positive feedback (and in some
cases even rewards) to the responsible individuals so that they are motivated to continue
performing to the standards.
DEC 2015 (QUESTION 7)

b) Discuss any four (4) criteria of effective control. (10 marks) SLIDE 18-20
To be effective in detecting and correcting unacceptable performance, a control system

must satisfy several criteria. The system must be related to organizational strategy, utilizes all
steps in the control process, be composed of objective and subjective measures, and be timely
in feedback reporting.
Firstly, the system must be related to organizational strategy. A control system should
measure what is important now and what will be important in the future, not what was important
in the past. For example, as an organization’s strategic focus shifts over time, the measures
and standards of performance that are important to the organization must also shift. When the
control system is linked to organizational strategy, it recognizes strategic shifts and is flexible
enough to measure what is important as indicated by the firm’s strategy.
Secondly, utilizes all steps in the control process. To be effective, a control system
must employ all of the steps n 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’s effectiveness.
After that, composed of objective and subjective measures. It is unlikely that a control
system will lend itself to the use of a single performance measure. More often than not, a
number of performance measures are needed. Some of these performance measures may be
objective and easily quantified, whereas others may be qualitative and more subjective. For
example, management may have set specific targets for productivity. This performance goal
has a precise formula for measurement. Such a qualitative criterion is more difficult if not
impossible to measure accurately. Situations like this often require managers to blend
quantitative (objective) and qualitative (subjective) performance measures in their control
systems.
Last but not least, incorporates timeliness in feedback reporting. Timeliness is the
degree to which the control system provides information when it is needed. The key issue here
is not how fast the feedback information is provided but whether it is provided quickly enough
to permit a response to an unacceptable deviation. For example, the manager of a Christmas
tree farm who monitors the annual growth rate of the trees. If the amount of growth falls below
standards in a particular year, an application of fertilizer might be called for as a corrective
action. In this case, timeliness might be measured in weeks or even months.
a) Explain three (3) focal points for control. (10 marks) SLIDE 14-15
The three focal point for control are preventive control, concurrent control, and feedback
control. First of all, preventive control which is a mechanism for gathering information about
performance deficiencies before they occur. It focuses on detecting undesirable material,
financial, or human resources that serve as inputs to the transformation process. Thus,
preventive control seeks to prevent or minimize performance deficiencies before they happen.
Secondly, concurrent control which is a mechanism for gathering information about

performance deficiencies as they occur. It focuses on the transformation process to ensure
that it is functioning properly. Thus, this control attempts to eliminate or shorten the delay
between performance and feedback about the performance. In other words, the concurrent
control takes place while an activity is in progress.
Thirdly, feedback control which is a mechanism for gathering information about
performance deficiencies after they occur. It focuses on discovering undesirable output and
implementing corrective action. Thus, this is a control that takes place after an action. It
provides evidence of planning effectiveness and provides motivational information to
employees.
DEC 2016 (QUESTION 3)
a) Discuss two (2) criteria for effective control. (10 marks) SLIDE 16-20
To be effective in detecting and correcting unacceptable performance, a control system

must satisfy several criteria. The system must be related to organizational strategy and use all
steps in the control process.
Firstly, the system must be related to organizational strategy. A control system should
measure what is important now and what will be important in the future, not what was important
in the past. For example, as an organization’s strategic focus shifts over time, the measures
and standards of performance that are important to the organization must also shift. When the
control system is linked to organizational strategy, it recognizes strategic shifts and is flexible
enough to measure what is important as indicated by the firm’s strategy. This issue also has
implications for the standards of behaviour and performance that are set for individuals and
groups within the organization. As the workforce becomes more racially, ethnically, and gender
diverse, organizations will often have to adjust their expectations of workers and performance
standards in response to the differing attitudes, abilities, and cultural biases of their employees.
Secondly, to be effective, a control system must use 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’s effectiveness. For
example, your quest for a grade of B in your management course, suppose you never bothered
to check your posted grade on the midterm exam. In that case, your control system would be
incomplete. Without knowing your midterm exam score, you could not compare your actual
performance with your standard. Consequently, you would not know whether there was an
undesirable deviation and whether you should study harder for the final exam.
JULY 2017 (QUESTION 2)
a) Illustrate four (4) steps of the control process. (5 marks) SLIDE 13
Set standards of performance
Measure actual performance
Compare performance with standard
Respond to deviations
JANUARY 2018 (QUESTION 2)
a) List 5 characteristics of an effective control process. (5 marks) SLIDE 21

i. Accuracy.
ii. Timeliness.
iii. Economy.
iv. Strategic placement.
v. Corrective action.
CHAPTER 8
JANUARY 2012
Question 6
a) Discuss the primary reasons why managers communicate. [ 10 marks ]
The reasons why managers communicate were to motivate the employees. Motivation is very
important because it was a process of stimulating the employees to take action that will accomplish
a desired goal. Highly motivated employees can bring about substantial increases in productivity
and their job. Most companies are filled with people who have no clue of what are that organization
needs to accomplish. To unleash the power of the organization and achieve exceptional results,
managers must empower employees and motivate them to follow through the strategic focus. This
will make the business become more faster if everyone was able to bring new product or services
to the market. Motivation can get everyone within the organization had their heart and soul
wrapped up in taking aim and shooting at the same target. Managers also communicate in order to
inform their employees. The managers were responsible to keep the employees always up-to-
date. A smart manager does not need to just inform face-to-face but also can use variety of
communication tools and methods to keep their most important messages on top of the employees
mind throughout the year. Nowadays, there were several modern technologies such as by
telecommuting; video conferencing, e-mail and internet can enable employees to easily be given
access to the real time news where appropriate. By keeping the employees stay informed through
perfect communication can deepen the relationship with the team by sharing the organization
updates, successes and challenges. This can stabilize the organization cost-savings from less
required hiring and training due to mistake because of lack information that have been received.
Besides that, managers also communicate to satisfy social needs. The employees are encouraged
to communicate, and are communicated to, it will foster an open environment where employees
feel comfortable in putting their suggestions and opinions forward. Managers need a great
communication skill to interact well with people from all lifestyles and background. The managers
need strong communication not only enable them communicate with employees but also with the
clients too. This will make people easily to approach them. They also need to create a welcoming
company culture based on mutual respect by giving the employees the freedom to socialize. If
employees can communicate effectively with each other they will be able to work more effectively
as a team. The social need targets were to ensure employees are working towards a shared goal by
a good socializes. The next reasons why managers communicate was to direct. By
communicating, managers will be able to direct the employees towards their jobs. They were
responsible in manage the performance of workers and becoming a respected leader. They usually
communicate in order to give instruction to the employees when doing their jobs. A good
communication is important to gain more understanding among employees in order to perform
well and carried out every task in the organization well. Communicating often especially to tells
the organization that certain managers are in charge to being proactive and keeping up the team to
do their job perfectly in achieving the company goals. Lastly, managers communicate was to
control. Managers are responsible to control the employees in their works and also their attitudes.
Managers have to monitor the activities of their team. They need to communicate well in order to
control the progress based on the plan. In the steps to successful project management, managers
need to see the tasks and monitoring the team through great communication. This is because
sometimes there were seldom things happen for example someone gets sick. It can bring negative
impact through the progress. So managers need to being able take action controlling the situation.
b) Communication barriers interfere with organizational excellence. Explain five sources of

communication barriers. [ 10 marks ]
The first source of communication barriers is information overload. The result of information
may exceeding processing capacity. There were too much information may coming along the
away. If this happen, the receiver will feel overwhelmed and fear that they will not be able to retain
any information at all. This is because sometimes it is not just the quantity of communication but
the level that causes overload. If a message contains information that is new to the receiver,
including processes or concepts that are not familiar, then the chances of overload increase greatly.
The managers need to adjust a message to reflect the various experiences of the employees. A new
employee may need repeated explanations before beginning an operation, whereas an experienced
employee may start rolling his eyes at the same old instructions. Next is due to language
characteristics. There was many words are imprecise. Even though the language might seem as
an easy one, but even people speaking the same language can have difficulty to understand each
other if they are from the different generations or from different regions of the same country. For
example, some word might have a multiple meaning such as the ‘write’ and ‘right’. There also
another technical language called jargon that is not understood by outsiders. The slang and
professional jargon and regional colloquialisms can even hurt communicators with the best
intentions. The other source of communication barrier is gender differences. The difference is
how males and females tend to communicate have been studied through research. It has been found
that men tend to converse sitting side-by-side, while women enjoy a more face-to-face exchange.
Men do not feel the need or even want to be close by someone when speaking, whereas women
prefer a more personal, close setting for communicating. Men also communicate to emphasize
status and independence whereas women talk to create connections and intimacy. For example,
men complain that women talk a lot while women complain men for not listening. Besides that,
the source of communication barrier is cause by emotionality. The way someone perceive
information differs according to their emotions. When happy, they tend to think positive but when
angry they tend to think negative. This is because people do experience emotional disconnects that
affect the chance of successful communication. For example, when a person is feeling stressed or
anxious, an expressed concern is more likely to be interpreted as criticism. Constructive criticism
made while an employee is emotionally fragile may be perceived as a personal attack. If possible,
it is better to postpone a communication if there is a strong likelihood that the intended receiver
will misinterpret it because of their emotional state. Lastly are others factors such as time factor.
It constraints causes someone to be selective on the information received. Often in organization
the targets have to be achieved within a specified time period, the failure of which has adverse
consequences. In a haste to meet deadlines, the formal channels of communication are shortened,
or messages are partially given or not completely transferred. Thus, sufficient time should be given
for effective communication.
JUNE 2014
a) Explain four (4) barriers communication and two (2) best ways to overcome. (12 marks)
A communication barriers is anything that prevent from receiving and understanding the
message others use to convey their information, ideas and thoughts. These barriers are related to
message, internal barriers related to thoughts and feelings or external barriers. Barriers also means
are message decoded by a receiver can be different from what was intended by the sender. Firstly
the barriers are emotions. The way we perceive information differs according to our emotions. For
example, when happy we tend to think positive, when we angry, we tend to think negative. Trouble
listening also can occur if one is consumed with emotion. Secondly, the barriers are language
characteristics. When the communication had a multi-language by both the sender and receiver
it could lead to misunderstanding and many words are imprecise between the sender and a receiver.
For example some words have a multiple meaning such as “write” and “right”. Next, cultural
diversity. Communication difference that arise from the different languages and national cultures
likes ethnic, religion and social. Then, the barriers are information overload. Information
overload happen when the situation a person is given too much information at a time. The result
of information exceeding processing capacity. In conclusion, there are had several ways to
overcome barriers communication. Firstly, the best ways to overcome this barriers are giving
constructive feedback. Problem can be attributed to misunderstanding and inaccuracies.
Constructive feedback will lead to effective communication between the superior and subordinate.
Feedback important to enables response to gauge understanding. Next the way are use simplify
language. Use of simple and clear words should be emphasized. Use of ambiguous words and
jargons should be avoided. It important to remember the audience that we speaking and use
language that can be easily understand. We also must avoid using technical language that is not
understand by outsiders.
a. Explain any four (4) components of communication process. (8 marks)
Communication the process of transferring information, meaning and understanding from

sender to receiver. Firstly the component of communication process are sender. The person who
initiates the communication process by encoding and sending the message to the expected receiver
through an appropriate channel. Secondly are receiver. A receiver is an individual or a group of
individuals intended to receive, decode and interpret the message sent by the sender or source of
message. Next the components are channel. The medium means by which a message is sent or
received between two or more people. Several channels can be used to send or receive the message.
Lastly the component are message. The message is the content of communication and may contain
verbal, nonverbal or symbolic language.
DECEMBER 2014
a. Discuss types of formal communication channel. Illustrate with relevant diagrams. (10
marks)
Formal communication defined as communication that follows the official chain of command
or is required to do one’s job. For example when a manager ask an employee to complete a task,
he or she will communicating formally. Formal communication can be characterized by their flow.
There are have two types of formal communication channel. Firstly are vertical communication.
Vertical communication defined as the flow of information both up and down the chain of
command. It involves the exchange of message between the levels of management. Vertical
communication can be categorized into downward communication and upward communication.
Downward communication defined as message sent from individuals at higher levels of the
organization to those at lower levels while upward communication defined as message sent up the
line from subordinates to supervisors. Next the types of formal communication are horizontal
communication. Horizontal communication defined as the flow of information that occurs both
within and between departments. It involves exchange of information between members of
different departments or between co-workers in same department. Horizontal communication can
be categorized into lateral communication and diagonal communication. Lateral communication
defined as communication that takes place among any employees on the same organization level
while diagonal communication defined as communication that cuts across work areas and
organizational levels.
External
Upward
External Horizontal External
Downward
External
JUNE 2015
a) Discuss any 4 (four) components of communication process. (10 marks)
Communication the process of transferring information, meaning and understanding from
sender to receiver. Firstly, the component of communication process are feedback. Feedback is a
return message sent by the receiver to the sender. It most essential element of the communication
process as it shows that the receiver has understood the primary message sent by the sender and
the communication process is now consider complete. A successful communication must be a two
way process where the sender sends the message and receives feedback from the receiver. The
feedback could be verbal and nonverbal. Secondly, the component are encoding. Encoding is the
process where the information you would like to communicate gets transferred into a form to be
sent and decoded by a receiver. Next the component of communication process are noise. Noise
are any disturbances that interfere with transmission, receipt or feedback of a message. Noise can
be in internal or external. Lastly the component of communication process are sender. Sender is a
person who encodes and sends the message to the expected receiver through an appropriate
channel. A sender is the source of the message that is generated to be delivered to the receiver after
appropriate stimulus from the referent.
b) Five (5) sources of communication barriers. (10 marks)
Barriers are message decoded by a receiver can be different from what was intended by the
sender. Barriers to communication also can be defined as the aspects or conditions that interfere
with effective exchange of ideas or thoughts. Firstly the source of communication barriers are
filtering. Filtering is the distortion or withholding of information to manage a person’s reactions.
For examples manager who keeps her division’s poor sales figures from her boss, the vice
president, fearing that the bad news will make him angry. The deliberate manipulation of
information to make it appear more favorable to the receiver. Secondly the source of
communication barriers are gender. Gender are the range of characteristics pertaining and
differentiating between masculine and feminine. Barriers communication exists among masculine
and feminine styles of communication. For example, men complain that woman talk a lot while
woman complain men for not listening. Next, the barriers are selective perception. Selective
perception are hearing communications based on one need, motivations, experience or other
personal characteristics. Information overload also the sources of communication barriers.
Information overload can be defined as occurring when information processing demands on
individual’s time to perform interactions and internal calculations exceed the supply or capacity
of time available. Lastly the barriers are other factors. Time factor also constraints causes us to
be selective on the information received.
DECEMBER 2015
a. Explain the importance of communication in organization and discuss the reason why it is
complex. (14 marks)
Communication is the process that managers use to interact with subordinates, peer,
supervisors, customers, suppliers. It is a complex process that requires constant attention so that
intended meanings, understanding or feeling are sent and received. Firstly the importance of
communication in organization are teamwork. Communication allows team members to
understand their roles and the roles of everyone else on the team. It also gives room for
understanding among the team members for what needs to be done. Teamwork is more of a
collaborative vibe that generates energy throughout the workplace. Communication can help teams
to work well together or for the collaborative spirit to thrive, people must be comfortable bouncing
ideas around with others. Secondly the importance are critical thinking and leadership.
Communication is a core of leadership. Leaders need to be skilled communicators in countless
scale. Effective communication and effective leadership are closely intertwined. Leaders need to
be skilled communicators in countless relationships at organizational level. Next interpersonal or
social. Communication plays a vital role in social human life. It helps people to develop
relationships with others. We need to communicate with a lot of people including our families and
friends. Communicate effectively teach we how to make our lives better. Then the importance are
computer literacy. Nowadays, computer literate will help we to understand how to use the internet
and can help we communicate with colleagues or managers. You can also make use of instant
messaging, social media such as Facebook, LinkedIn and Skype and email to share information.
Lastly, Oral and written communication. Communication may be made through oral or written.
In oral communication, listeners can make out what speakers is trying to say, but in written
communication, text matter in the message is a reflection of your thinking. So, written
communication or message should be clear, purposeful and concise with correct words, to avoid
any misinterpretation of your message. The reason why it complex because communication plays
a fundamental role in all facets of organization. It is therefore very important that both internal
communication within your organization as well as the communication skills of your employees
are effective. Effective communication is important for the development of an organization.
b. Describe types of interpersonal communication. (6 marks)
Interpersonal defined as communication between two or more people. Firstly the types of
interpersonal communication are verbal communication. Verbal communication categorized into
written communication and oral communication. Written communication are any device that
transmits written words or symbols. For example memo, letters and email. Oral communication
are all form of spoken information. For example face to face. Then the types of interpersonal
communication are non-verbal communication that defined all message that are non-language
response. It categorized into kinesic behavior and physical characteristics. Kinesic behavior refers
to the movement of the body that convey meaning. For example eye contact. Physical
characteristics refers to the meaning conveyed by the physical attributes of the communicators.
For example, body shape.
MGT 400 (JUNE 2016)
PART A: QUESTION 1
a) Explain any five (5) basic components in the communication process. (10 marks)
There are five basic components in the communication process. The first component in the
communication process is sender. Sender is the person who initiates the communication process
by encoding and sending the message. The second component is encoding. Encoding means the
conversion of a message into some symbolic form. Then, the third component in the
communication process is channel. Channel is the medium or means by which a message travel.
For example: E-mail, website, memo and phone. The fourth component in the communication
process is decoding. Decoding means a receiver’s translation of a sender’s message. The last basic
components in the communication is receiver. Receiver is the intended recipient of the
information.
DECEMBER 2016)
PART A: QUESTION 1
a) Discuss any four (4) barriers to effective communication at workplace. (10 marks)
Communication is the key factor in the success of any organization. When it comes to effective
communication, there are certain barriers that every organization faces. There are four barriers to
effective communication at workplace. First barriers to effective communication at workplace is
filtering. Filtering means the deliberate manipulation of information to make it appear more
favorable to the receiver. Second, barriers to effective communication at workplace is language
characteristics. Language also can be barrier. Words can structure of sentence should be simple
and clear. The use of technical terms should only be used with the right group of people. The third
barriers to effective communication at workplace is constrain emotions. The way we perceive
information differs according to our emotion. When happy we tend to think negative.
Communication can be distorted from emotional effects. Stop communicating until composure has
be regained. The last barriers to effective communication at workplace is selective perception.
Selective hearing communication based on one’s needs, motivations, experience, or other personal
characteristics.
MGT (JULY 2017)
PART A: QUESTION 3
a) Describe any two (2) categories of interpersonal communication. (5marks)
There are two categories of interpersonal communication. First categories are verbal
communication. Verbal communication means speaking and listening to our interlocutor. It is a
vital form of interpersonal communication. Verbal communication is made up not only of the
words we speak and their meaning, but also our tone of voice (calm, gentle, excited, etc.). We can
communicate verbally in various contexts two examples are face to face and on the phone. Second
categories of interpersonal communication are non-verbal communication. Communication
without words is non-verbal communication. It is the body language, gestures, facial expressions,
silence, aesthetics etc. of an individual. Non-verbal communication skills send and receive
effective non-verbal cues. This skill is a must-have for proper communication and understanding
cues given by others. Non-verbal communication skills help in interaction and relationship
building, like from empathy and sympathy.
b) Outline five (5) principles of effective feedback. (5 marks)
There are five principles of effective feedback. First, plan your meeting thoroughly.
When it comes to effective feedback, whether you are delivering good news, or tough news, the
key is to prepare. Second, be willing to listen. Good communication requires effort from both
members of a feedback meeting. In this context, the person in a position of authority should always
really listen. Third, choose the right time. The right time will depend on the severity of the
feedback. Where possible, you want to give it as close as possible to the actual event that triggered
the need for feedback. Fourth, choose the right place. The right place doesn’t need to be in your
office. Maybe it’s in a coffee shop. Lastly, aim to make the meeting a win-win. When employees
do something good or bad, they should expect feedback from their leaders.
JANUARY 2018
QUESTION 3
a) Identify five (5) types of nonverbal communication. (5 marks)
Types of nonverbal communication are kinesic behavior, physical characteristic,

paralanguage, proxemics and environment.
b) Elaborate two (2) components of communication process. (5 marks)

The communication process is sender. The sender is anyone who wants to convey or seek
information, idea or concept to another person. The sender initiates the communication process by
encoding and sending the message. Next is receivers. Receivers are persons who receive and
decode or interpret the sender’s message.
CHAPTER 9
DECEMBER 2013 (QUESTION 3)
Put yourself in the shoes of a management consultant. Reflecting on what you have learned this
semester, what would you tell a client if he or she asked you, “how can I convince my employees
that total quality management (TQM) is important?” Describe four (4) areas of concentration and
commitment in TQM.
(20 marks)
ANSWER (SLIDE 21-29 CHAPTER 9):
Total Quality Management (TQM) is a participative, systematic approach to planning and

implementing a constant organizational improvement process for enhancing products and
operational quality control. It is focused on exceeding customers’ expectations, identifying
problems, building commitment, and promoting open decision-making among workers. There are
four areas of concentration and commitment in TQM which can help in the implementation
process.
First is customer driven standards where this standards adopted should not be focused on the
producer but more on meeting the customer’s expectation. Customers can be classified into two
types; external customer that represents user of an item who is not part of the organization and
internal customer that represents user of an item who is part of the organization. By maintaining
customer driven standard, it allows product to be accepted easier in the market. For example, to
external customer, establishing customer’s satisfaction might require the need to do assessment
of customer’s needs. If products are produced this way, it is easier to sell in the market. On the
other hand, internal customers are users of output within the organization (reports, design).
Basically, quality output affects the effectiveness of the organization. Therefore, it is important in
TQM to focus on customer driven standard because if customers are not put first, then customer
expectations will be difficult to satisfy and consequently quality will not be achieved.
The second area of concentration and commitment in TQM is management and labor
commitment. Adoption of the total quality culture requires commitment by the management and
the workforce of an organization in order to achieve the organization goals. Commitment of the
workforce can be developed by displaying strong management commitment. Reinforcement of
this can be done by continuous communication of the goals and also through implementation of
quality oriented policies and actions. For example, UiTM set a slogan of “World Class University”
for the students and staff to commit to and achieve the goals together by moving forward in the
same direction. In instance, when employees understand and share the same vision as
management a world of potential is unleashed. If they are in the dark, commitment is lacking and
policies will not be successfully deployed.
Moving on to the third area of concentration and commitment in TQM is organization and
coordination of efforts. TQM requires efforts to be organized and coordinated. For example, a
product is designed only after receiving input for the marketing department who assessed the
needs of customers. Furthermore, the output itself will also be compared with the output of the
industry leader as an indicator for further improvements. The Japanese term “kaizen” has
contributed to this component. Kaizen believes that there are no limits to continuous improvement.
This means that a TQM organization will continuously strive to improve their product or service
and increase the quality standards. A TQM organization will also view change positively whether
the change involves a process change or a change in customer needs and expectations. This is
because changes will enable the organization to develop and explore quality.
The last area of concentration and commitment in TQM is employee participation. TQM believes
in the participation of employee in the decision making and problem solving process. An
organization will need to train their employees to ensure that they understand the principles of
TQM. Participation is crucial because it allows people with the knowledge of a process to be
involved in decisions to improve a particular product. Apart from that, it also enables the employee
to benefit from a greater sense of responsibility and connection. Participation of employees can
be encouraged by the use of quality circles where a work team meets regularly to identify, analyze
and solve problem related to work area in order make more improvements. Other than that is by
forming special purpose teams temporarily to solve a nonrecurring problem. For example, a
review of the design of a car might involve people from marketing, design and the productions
department. By implementing all four areas of concentration and commitment in TQM as
mentioned above, it is not only contribute to a better quality of product or services but it also will
increase the revenues for the organization. If an organization is earning, employees are also
earning. That is the main reason why it is crucial to implement TQM in an organization.
a) Describe four (4) categories of quality costs and provide example of each.
(10 marks)
i) Prevention costs.
Cost associated with activities performed to prevent defects from occurring. The aim is to reduce
the potential for defects. Takes place at the input stage; prior to the production of product or
delivery of service. Include activities such as training and educating workers, assessing suppliers
and raw materials as well as designing and reviewing designs.
ii) Appraisal costs.
Cost associated in assessing the quality of products/services that has been manufactured or
provided. It involves evaluating products, parts and services. The cost includes for testing
products, maintaining the product testing equipment as well as the labor cost of assessment.
iii) Internal failure costs.
Cost associated with defective output detected prior to delivery. It is related to the actions taken
when producing defective parts or service before delivery. Actions can include discarding or
repairing the defective product. Cost includes the cost lost for production, disposal cost and the
material and labor cost incurred for repair work.
iv) External failure costs.
Costs associated with defects discovered after delivery. Discovery of external failure can be made
by retailers and end customers. This can include cost of complaints, returns, claims, product recall
and liability cost.
b) Discuss three (3) approaches to improve productivity.
(10 marks)
ANSWER (B):
i) Accountability.
Every employee needs to be well aware that he is accountable for his actions and decisions, and
he can neither pass the buck nor pass the blame to someone else. This will help him work more
meticulously. Take cautious rather than reckless decisions, and not take advantage of his place,
position or relationship with his superiors.
ii) Follow up.
Employers often set targets and feel their job is done. No, every target or milestone set needs to
be followed up as well, to see if the progress is sufficient and if not, whether any interim measures
can be taken before it is too late to salvage a situation. It also keeps the employee on track,
ensuring there is consistent effort throughout the lifetime of the project.
iii) Encourage, motivate, reward and recognize.
The employer must ensure that on his part he always has words of encouragement for his staff.
By encouraging them, it helps them move forward and do even better, and makes the worker feel
happy. Innovative ways of motivating them spurs them even more. For example, holidays or
conferences paid for by the company have been found to motivate employees immensely.
Rewarding the hard work put in by employees makes them continue to work in the same fashion,
and if the employee feels that his work is not appreciated in words or in material terms, he may
gradually stop doing so, since he may feel that others working less are given the same too, so he
need not work more. Rewards, and other ways of keeping employees happy makes them feel
that their effort is being recognized and that they are needed by the company. Without these, they
may soon start looking for greener pastures and new jobs.
a) Explain four (4) areas of concentration and commitment of Total Quality Management by the
management.
(8 Marks)
i) Customer driven standard
This standards adopted should not be focused on the producer but more on meeting the
customer’s expectation and by maintaining customer driven standard, it allows product to be
accepted easier in the market. If customers are not put first, then customer expectations will be
difficult to satisfy and consequently quality will not be achieved.
ii) Management and labor commitment
Adoption of the total quality culture requires commitment by the management and the workforce
of an organization in order to achieve the organization goals. Reinforcement of this can be done
by continuous communication of the goals and also through implementation of quality oriented
policies and actions.
iii) Organization and coordination of effort
TQM requires efforts to be organized and coordinated. The Japanese term “kaizen” has
contributed to this component. Kaizen believes that there are no limits to continuous improvement.
This means that a TQM organization will continuously strive to improve their product or service
and increase the quality standards.
iv) Employee participation
TQM believes in the participation of employee in the decision making and problem solving
process. Participation is crucial because it allows people with the knowledge of a process to be
involved in decisions to improve a particular product. Apart from that, it also enables the employee
to benefit from a greater sense of responsibility and connection.
a) Explain four (4) dimension quality.

(8 marks)
i) Convenience in service
The state of being able to proceed with something without difficulty, it ease user. For example
grab car it give service at user to go at another place to place
ii) Reliability in service
The quality of being trustworthy or of performing consistently well to user. For example, laptop or
personal computer brand HP it is very reliability use for the battery long life.
iii) Durability in product
The ability to wear or damage of the product. For example, the strength of power bank that have
the current electricity to supply.
iv) Features in product
The characteristic of the product. It is significant characteristics to take an important part. For
example, the features computer, windows, memory, or the processor.
a) Explain with relevant examples any two (2) ways of productivity improvement.
(10marks)
ANSWER (A):
i) Tools and equipment to raise productivity.
The workplace must have the best machinery, devices and equipment that yield error free
results in the minimum possible time. Efficient electronic equipment with no connectivity issues
and breakdowns will help to save precious time. They should take the place of paper work, and
yield fast results. Some of these include smart phones, laptops, tablet computers, latest
applications and software that offers quick connectivity and access, digital recorders-these help
to record thoughts and new ideas when they strike, when no paper is available and the fear is of
forgetting the idea, Bluetooth to stay connected, personal digital assistants or PDA’s and GPS
to stay on track on the road.
ii) Courses and improvement options.
Employees are delighted when they can enhance their skills and get additional learning
opportunities sponsored by the employer. This helps them learn, feel indebted for the money
being spent on them, which also adds to their resume, and are obliged to perform better by
applying all the knowledge gained in these courses.
JUNE 2016: PART A (QUESTION 3)
b) Describe any five (5) dimensions for assessment of product quality

(10 marks)
v) Responsiveness in service
The quality of reacting quickly and positively for user service. For example, buy the product at
online service, company give the quick feedback about the product for user.
DECEMBER 2016: PART A (QUESTION 3)
b) Any costs that a company incurs because it has produced less-than-perfect quality
output or costs that it incurs to prevent less-than-perfect quality output are referred to as
the cost of quality. Explain the four (4) cost of quality
(10marks)
i) Prevention costs.
Cost associated with activities performed to prevent defects from occurring. The aim is to
reduce the potential for defects. Takes place at the input stage; prior to the production of
product or delivery of service. Include activities such as training and educating workers,
assessing suppliers and raw materials as well as designing and reviewing designs.
ii) Appraisal costs.

Cost associated in assessing the quality of products/services that has been manufactured
or provided. It involves evaluating products, parts and services. The cost includes for
testing products, maintaining the product testing equipment as well as the labor cost of
assessment.
iii) Internal failure costs.

Cost associated with defective output detected prior to delivery. It is related to the actions
taken when producing defective parts or service before delivery. Actions can include
discarding or repairing the defective product. Cost includes the cost lost for production,
disposal cost and the material and labor cost incurred for repair work.
iv) External failure costs.

Costs associated with defects discovered after delivery. Discovery of external failure can
be made by retailers and end customers. This can include cost of complaints, returns,
claims, product recall and liability costs.
JULY 2017: PART B (QUESTION 2)
a) Customers measure the quality of product and service differently. Compare five (5)
dimensions of quality assessment of product and service
(10 marks)
v) Responsiveness in service
The quality of reacting quickly and positively for user service. For example, buy the product at
online service, company give the quick feedback about the product for user.
b) Elaborate any five (5) points of W. Edwards Deming’s philosophy on quality
improvement.
(10 marks)
• Create consistent of propose for improve of product and services and communicate this
aim to all employees. Company has to plan or prepare for future challenges and always
have the goal of getting better.
• Learn and adopt the new philosophy throughout all level within the organization. For
example, company or the organization put your customer needs first and not the
competitive pressure.
• Understands that inspection only measures problems but does not correct them, quality
comes from improving processes. Company has to improve the quality and improve the
process working. Build the quality process from start to finish.
• Reduce the number of suppliers and do not award business on the basic of price tag alone.
Product must be in good quality, to ensure that suppliers meet the best quality standards.
• Constantly improve product and services while reducing waste. For example, the product
can reduce the waste and improve the productivity, the effectiveness and improve the
safety.
JANUARY 2018: PART B (QUESTION 2)
a) From a customer perspective, quality can be defined as the degree to which the product
or service meets the expectations of the customer. Examine two (2) importance of
enhancing quality product and services.
(10 Marks)
ANSWER (SLIDE 11 CHAPTER 9):
Quality of a product can be measured in terms of performance, reliability and durability. The
importance of enhancing quality product and services is first because it can maintain customer’s
loyalty. Customers would only return to your organization only if they are satisfied with your
products and services that meets their expectations and fulfills their needs. For example, we
would never buy a Nokia mobile again if the previous handset was defective right? It is because
we do no longer trust the brand with a bad quality. Therefore it is crucial for every organization to
understand what the customer expects from you and find out what actually their need is in order
to enhance the product and services offered. Quality management ensures high quality products
and services by eliminating defects and incorporating continuous changes and improvements in
the system. High quality products in turn lead to loyal and satisfied customers who bring ten new
customers along with them.
Next, the importance of enhancing quality product and services is it also can enhance
reputation of an organization too. It is because as we are all aware, quality is a crucial
parameter which differentiates an organization from its competitors. By delivering a high quality
product and services, it brings forth all-round benefits and makes the organization more
competitive in the market which then leads to enhance the reputation of the organization. For
example, when an organization manages to create superior quality products, it will not only meet
but also exceed the customer’s satisfaction. Customers need to be satisfied with your brand, only
then your organization reputation will be better. Business marketers are successful only when
they emphasize on quality rather than quantity. Quality products ensure that you survive the cut
throat competition with a smile. Hence, it is crucial for every organization to enhance quality
product and services since it involving the organization’s reputation.
b) Explain four (4) areas of concentration and commitment in Total Quality Management.
(10 Marks)
Total Quality Management (TQM) is a participative, systematic approach to planning and

implementing a constant organizational improvement process for enhancing products and
operational quality control. It is focused on exceeding customers’ expectations, identifying
problems, building commitment, and promoting open decision-making among workers. There are
four areas of concentration and commitment in TQM which can help in the implementation
process.
The first area of concentration and commitment in TQM is customer driven standard. This
standards adopted should not be focused on the producer but more on meeting the customer’s
expectation and by maintaining customer driven standard, it allows product to be accepted easier
in the market. If customers are not put first, then customer expectations will be difficult to satisfy
and consequently quality will not be achieved.
Secondly is management and labor commitment. Adoption of the total quality culture requires
commitment by the management and the workforce of an organization in order to achieve the
organization goals. Reinforcement of this can be done by continuous communication of the goals
and also through implementation of quality oriented policies and actions.
Thirdly is organization and coordination of effort. TQM requires efforts to be organized and
coordinated. The Japanese term “kaizen” has contributed to this component. Kaizen believes that
there are no limits to continuous improvement. This means that a TQM organization will
continuously strive to improve their product or service and increase the quality standards.
Lastly is employee participation. TQM believes in the participation of employee in the decision
making and problem solving process. Participation is crucial because it allows people with the
knowledge of a process to be involved in decisions to improve a particular product. Apart from
that, it also enables the employee to benefit from a greater sense of responsibility and connection.
By implementing all four areas of concentration and commitment in TQM as mentioned above, it
is not only contribute to a better quality of product or services but it also will increase the revenues
for the organization. If an organization is earning, employees are also earning. That is the main
reason why it is crucial to implement TQM in an organization.
CHAPTER 10
MGT 420 April 2011
Question 7
A Muslim manager who holds strong Islamic value will strive for both worldly and after worldy
gains. Elaborate any 5 principles of Islamic Management and support your answer with appropriate
examples. (20 marks)
Management in Islamic perspective can be defined as the ability to utilize resources both material and
human optimally in order to achieve short term or long term goals. It has been practice since the era of
Prophet Muhammad SAW. It based on the teachings generated from the holy Al-Quran and the As-Sunnah
that provide guidance in making decision. The principle of Islamic management is very detailed, covered
all aspects which are compatible with the human life of ancient times, now and forever.
The first principle of Islamic Management is Tawhid, that means man’s ultimate accountability is to God
alone. We should remember the importance of keeping relationship between God and man, man and man
and his environment because only serve God all his section. There are two types of Tawhid which mean
Tawhid Rububiyyah and Tawhid Ilahiyyah.
Second, Syura or Mutual Consultation are emphasis on the important of managing through teamwork.
The Al-Quran has made clear that Muslim leader are obligated to consult those with knowledge and those
who would provide good advice. This principle enable members of an organization to participate in the
decision making. Also, Syura monitors the leader conduct of behavior so that he will not deviate from the
collective goal of his followers. The speciality of Syura is they allows group members to express opinion
and grievances freely without the feeling of embarrassment. Because Saidina Ali r.a once said that "Syura
has seven virtues". Among them is getting the right decision, avoiding mistakes, avoiding reprisals and
saving from regrets. In general, it can encourage people to always think about making decisions.
Encouragement to always work together and co-operate in every life or affair in an organization.
Next, Al-adl or Justice. Al-'Adl is one of the principles of Islamic management that reflects the identity
and teachings of Islam itself. In order to justify everything, the leader should deal with people justly and
fairly regardless of race, color, national origin or religion. It is because Al-Quran commands Muslim to be
fair even when dealing with people who oppose them. The Muslims should trust all aspects of human life
including economic, social, and legal both at the individual as well as at the societal level because if the
conflict between individual and societal interest arise, preference is always given to societal interest.
In addition, the principle of Islamic management also emphasizing the concept of good morals or known
as “Ikhlas” or Sincerity. Ikhlas is an absolute value in the sense that there is no such thing as more as less
sincere. If one is less sincere, it implies that there exist some other elements in the intention.
Last but not least, human beings do something good to get the Reward in the world or in the hereafter
because every believer knows that they should be performing the acts of worship solely to seek Creator
pleasure. In Islam we should seek our rewards from Allah s.w.t., not from other destitute people like
ourselves. Islamic Management views rewards as the compensation or benefit earned not only today but till
one dies. The employees who performed their tasks or responsibilities well should be given reward for their
hard work.
In conclusion, Islam is a comprehensive religion which has described every single aspect of our lives in
clear terms and covers all human activities and action. Islam not only throws light on the private life of
individual but it has described explicitly the ways how individual interact with people. Islam is more than
just a belief- it is a complete way of life. It goes beyond acts of worship to embrace all social and economic
activities. Human beings are social creature and they interact with other individuals to fulfil their social
needs.
MGT 400 December 2014
Question 3
Discuss any 5 distinct principles of Islamic Management that are unique in comparison with
contemporary management. (20 marks)
The important of management in perspective of Islam is not only to bring real world success looks but also
to achieve success and happiness in here after. Manager is the person who is responsible for planning,
directing and monitoring the work of a group of individuals that emphasizes Islam.
There are many different between Islamic Management and contemporary management. First, for the
Islamic perspective is Tawhid/Unity/ Al-Ubudiyyah. Tawhid means that a man’s ultimate accountability
is to God alone. It also defines the unique relationship between God and man, man and man, and man and
his environment. Compare to contemporary management, prediction that require the management to
forecast the future for organizational advancement and prepare and expect the cause and effect.
Next for Islamic perspective is Khalifah. Khalifah or Vicegerency is a special duty of man on earth. Man
has endowed with all the spritual and mental characteristics, as well as material resources, to enable him
effectively undertake this important mission. For contemporary management, organizational is the
management strengthens the organization by structuring, distributing, delivering power and strengthening
humanitarian relationships between management and employees
Other than that is Al adl or justice. Al Adl is the rendering trust where it is due. Trusts here refer to all
aspects of human life including economics, social and legal both at the individual as well as the societal
levels. If the conflicts between individual and societal interest arise, preference is always given to societal
interests. From contemporary perspective, leadership that requires management decisions, restrict
relationships, increase motivation, turn-over, deployment of manpower and development or training and
increase labor
Besides that Syura or Mutual Consultation. Syura or mutual consultation is used to be undertaken among
leaders of various tribes or groups. Syura certainly implies transparency, open mindedness, which can only
happen with the accompaniment of respect, trust, empowerment, freedom of expression, readiness to be
criticized and acceptance of divergent views. In contemporary perspective is planning conclude the
management makes short and long-term planning to achieve organizational goals systematically in theory
and practice.
The next Islamic principles is Reward. Every believer knows that they should be performing the acts of
worship solely to seek Creator pleasure. In Islam we should seek our rewards from Allah s.w.t., not from
other destitute people like ourselves. Islamic Management views rewards as the compensation or benefit
earned not only today but till one dies.
Last but not least is Amar Makruf Nahi Mungkar. This Islamic principle can be defined as exclaiming
people to do kindliness and to leave out all the bad behavior. To measure of what we are doing either it a
fair or cruel (haq or batil), we should refer back to Al-Quran and As-Sunnah. Anything that is right in syara’
will always right although it is opposite to our passions and wants. Similarly if everything is stated in syara’
as illegal or wrong to be done by Muslim, it can’t never change until the end of the day
MGT 400 July 2017
Question 4
(b) Discuss five (5) principles of Islamic Management. (10 marks)

The important of management in perspective of Islam is not only to bring real world success looks but also
to achieve success and happiness in here after. Manager is the person who is responsible for planning,
directing and monitoring the work of a group of individuals that emphasizes Islam.
There are many principles of Islamic Management. First is Tawhid/Unity/ Al-Ubudiyyah. Tawhid means
that a man’s ultimate accountability is to God alone. It also defines the unique relationship between God
and man, man and man, and man and his environment.
Next is Khalifah. Khalifah or Vicegerency is a special duty of man on earth. Man has endowed with all the
spritual and mental characteristics, as well as material resources, to enable him effectively undertake this
important mission
Other than that is Al adl or justice. Al Adl is the rendering trust where it is due. Trusts here refer to all
aspects of human life including economics, social and legal both at the individual as well as the societal
levels. If the conflicts between individual and societal interest arise, preference is always given to societal
interests.
Besides that is Syura or Mutual Consultation. Syura or mutual consultation is used to be undertaken
among leaders of various tribes or groups. Syura certainly implies transparency, open mindedness, which
can only happen with the accompaniment of respect, trust, empowerment, freedom of expression, readiness
to be criticized and acceptance of divergent views.
Lastly the Islamic principles is Reward. Every believer knows that they should be performing the acts of
worship solely to seek Creator pleasure. In Islam we should seek our rewards from Allah s.w.t., not from
other destitute people like ourselves. Islamic Management views rewards as the compensation or benefit
earned not only today but till one dies.
In conclusion, Islamic management has highlighted many features of the best leaders and leadership in the
pursuit of success and excellence. In Islam unleashed a collective action because there was an opportunity
to discuss, discussion, dialogue and meeting and the freedom to speak one’s mind is big enough.
MGT 400 January 2018
(Question 4)
b) Islamic management is the ability to utilize resource optimally in order to achieve organization’s
goals. Discuss five (5) characteristic of effective Islamic leader. (10marks)
Management from Islamic perspective is ability to utilize resources both material and human, optimally in
order to achieve goals either short term or long term goals. It is generated from the holy Al-Quran and As-
Sunnah and as a source for decision making. There are many characteristics of effective Islamic leader.
First is Al-Adl. Al-Adl means justice. From the Qur'anic viewpoint, al-adl is both the essence and source
of existence and existence has come into being on the basis of and in accordance with it. Also, the loftiest
goal of the world, man and religions is to attain al-adl and actualize it in the society and within man's soul.
The leaders who practice the nature of justice should deal with people justly and fairly regardless of race,
skin colour, national origin or religion. The holy Quran commands Muslims to be fair even when dealing
with people who oppose them. The leaders should trust to all aspects of human life including economic,
social and legal both at the individual as well as at the societal level. If the conflict between individual and
societal interest arise, preference is always given to societal interest.
Next is Syura. Syura means mutual consultation. Syura emphasis on the important of managing through
teamwork. The holy al Quran has made clear that muslim leader are obligated to consult those with
knowledge and those who would provide good advice. The important of syura is enable members of an
organization to participate in the decision making process. Syura monitors that leader conduct of behaviours
so that he/she will not deviate from the collective goals of his/her employees. Syura also allows group
members to express opinion and dissatisfaction freely without the feeling of embarrassment.
Apart from that is Sabr. Sabr means patience and tolerance. This characteristic is an essential quality for a
leader. Patience is when things are under control, you are probably waiting for something or someone and
the ability to wait calmly without complaining. Tolerance means the ability or the willingness to tolerate
something or someone. It helps a person to do something with great care. Criticism of opposition, failure
in desired success, debate on decision making may be properly overcome with the quality of patience and
tolerance. Allah SWT likes the virtue and admires. We can see a great number of instances of sabr in the
life of our prophets like Yaakub, Ayub, Yusuf and many more. Our prophets Muhammad SAW also showed
mentionable patience and tolerance in the event of His “taif tour” and triumph of Mecca.
Next is Ikhlas. In other words, Ikhlas means sincerity. Ikhlas towards Allah means that by his worship, a
person intends to draw closer to Allah, the Most Glorified, the Most High, and to gain access to the Abode
of His Generosity. The leader with this characteristic will make sure that the task is completed with the best
of one’s ability. Sincerity is an absolute value in the sense that there is no such thing as more or less sincere.
If one is less sincere, it implies that there exist some other elements in the intention. It may be arrogance,
conceit, which will threaten the quality of performance.
Last but not least is Ihtisab. Ihtisab means accountability. Accountability is a vital component for the
leadership process. Leaders in the company must be accountable for their decisions, actions, and
performance because they have agreed to take the responsibility to lead. Accountability is the cornerstone
of corporate governance in continuously monitoring best practices. From the Islamic perspective,
Muslims believe that they will be accounted for whatever they do in this world and in the hereafter. We
need to fulfil the will of Allah to seek Allah’s pleasure (redha). Therefore every action must be in line with
Islamic teaching. There should be no fraud and material misstatement existing if the concept could be
internalized and reflected in their conducts.
In conclusion, leadership is an important part of Islamic society. Islam emphasize on the unity of man in
every sphere of life. Every aspects of human life, social, political, financial, national or international, should
not be directed by itself without any supreme command. It should be leaded with a co-operative relationship
of whole nation. In this regard, Islam originates the idea of leadership in everywhere, even in a journey of
three persons, it has been ordered to put one of them as a leader.
MGT400 JUNE 2016
Question 3
b) Islamic management is the ability to utilise resources both material and human optimally in order
to achieve goals. Use syura and qualification to elaborate the characteristic of effective Islamic
leadership. (10marks)
Syura or mutual consultation is the first principle that emphasis on the important of managing through
teamwork. Syura consists of meeting and consultation according to Islamic approach and by following the
guidelines of the Quran and Sunnah. The Al-Quran has made clear that Muslim leader are obligated to
consult those with knowledge or expertise and those who would provide good advice. The practice of Syura
will enable members of an organization to participate in the decision making process.
In other words, Syura allows group members to express opinion and grievances freely without the feeling
of embarrassment, every member in the organization is given fair opportunity to voice their opinions freely
without hesitation. For examples, Prophet Muhammad (PBUH), he himself was a great influential leader,
despites of the highest position he held, he always refer and respect the decisions made by the members of
Syura. This situation can be seen through Battle of Khandaq where the Prophet Muhammad (PBUH) was
faced with two options whether to confront the unbelievers outside Medina or within Medina itself.
After consulting the sahabahs or companions, Salman al-Farsi suggested that it is better to confront the
unbelievers in Medina. In order to do so, the Muslims must weaken the foreign supports of the unbelievers.
The Muslim should dig a ditch to prevent the enemies from entering Medina. Furthermore, Syura monitors
the leader conduct of behaviour so that he will not deviate from the collective goals of his followers. Lastly,
for the qualification, the principle looks at the important of selecting the right management personnel. It is
based on two main elements which are Quwwah which means the strength and the other one is Amanah
which is trustworthy. In addition, the selection of a new personnel should not be based on self-interest or
favoritisms only, it should be based on personal ability expertise and experience and other suitable criteria
that fits the jobs.
MGT420 DEC 2015
Question 3
a) Explain the differences between Islamic Management and Conventional Management.

(10marks)
First of all, management in Islamic perspective can be defined as the ability to utilize resources both
material and human optimally in order to achieve short term or long term goals. Meanwhile, the
conventional view management as a process towards organisational goal by engaging in four transactions
of planning, organising, leading, and controlling. Besides, the source. For Islamic management are comes
from the Quran and Hadith. This is further supported by the axioms that articulate Islamic management
principles. They are tawhid, khalifah, syura (mutual consultation), justice, freedom of expression, ikhlas,
masrui’ah, qualification, and reward.
In contrast, the source of principles, rules and regulations in the conventional management are derived
from the rationale of person vested with authority. The rules and regulations on operational management
set by the company are based from the rationale reasoning by the management itself. Other than that,
individual development. Tawhid, being the main principle in Islamic management help to shaped current
practice by reflecting the idea of true submission and devotion to Allah in His commandments. One must
regard that every work is an ibadah to Allah by implying that the concept of worship is broad and applicable
even in management. In contract, practices in conventional management which based their values rationale
have result in clear separation between private matter and public domain.
Religious activities, spiritual values and needs are regarded as separate and should not be mixed together,
hindering human growth. Further comparison between Islamic management and the conventional ones are
its organisation and society development. Islamic management promotes the idea of justice. In Islamic
management worldview, there is no prohibition by Allah on the accumulation of wealth and in fact He
promises to reward person whom work hard in changing his faith. But for the conventional management,
competitive advantage as the most important concept in strategic management of a business. Competitive
advantage can be defined as the ability to generate higher profit. Last point is difference in distinct outcome.
Among example of good behaviours and moral values stemming from Islamic management are trustworthy,
truthful, sincere, cooperation and others. There is also sense of humanity through personal discretions
among those who are in Islamic managerial positions. Meanwhile, the conventional management may have
less degree of humanity in the organisations. Strong adherence to the rules and regulations are the key to
good management.

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CHAPTER 1

A) Describe Mintzberg’s decisional roles and give examples. (12 marks)

As an entrepreneur, the manager searchers organization and its environment for

Resource Allocator.Manager is responsible for the allocation of organizational resources of

B) Explain the differences between functional and general managers. (8 marks)

Functional Managers General Managers

For example, Manager of For example, Grocery manager, Bakery

Elaborate with examples four managerial functions. (20 marks)

Four managerial functions are Planning, Organizing, Leading and Controlling.

Controlling.Can be defined as ‘the process of monitoring the performances of the

Lastly, negotiator.Being a manager, he is responsible for representing the organization at major

Controlling.Can be defined as ‘the process of monitoring the performances of the

Technical Skills refers to the ability to utilize knowledge of tools,techniques, and

Four environmental factors influencing management thought are economic influences,

Economic influences can be relate to the availability, production, and distribution of

The next area is supervision.Taylor believe in the importance of supervision where

B) To succeed in today’s demanding workplace, managers need to carry out his/her

Four function of management are Planning, Organizing, Leading and Controlling.

Controlling.Can be defined as ‘the process of monitoring the performances of the

A) Explain any two manager’s roles. (5 marks)

A) Explain two types of management skills needed at different managerial levels of

B) Discuss two environmental factors influencing the management thought. (5 marks)

Economic Influences relate to the availability, production and distribution of resources

Identifying opportunities and

Monitoring and evaluating

Explain with example two (2) types of decision making

Rational-economic model is a prescriptive framework that shows how a decision should

Discuss five (5) drawbacks of Rational-Economic Model of decision making.

Rational-Economic Model is a prescriptive framework of how a decision should be made that

Discuss five (5) drawbacks of the Rational-Economic Model of decision making.

Rational-Economic Model is a prescriptive framework of how a decision should be made

QUESTION 2 (10 marks)

(b) Identify five (5) benefits of delegation.

QUESTION 2 (10 marks)

(a) Discuss the stages in the process of organizing?

Question 1 (10 marks)

Flat organization structure

Define leadership. Briefly explain the importance of good leadership to an organization.

According to Lewis P. Goodman and S. Fandt, leadership is defined as an

There are some importance of good leadership to an organization which include

Motivation is vital to achievement of an organisation. A good leader ensures team

Question 3 (Part B):

a) Compare Leadership Traits and Leadership Behavioral Approach.

Question 3 (Part B):

Question 4 (Part A):

(a) Define leadership. Identify three (3) traits of successful leadership.

a) Leadership is define as an influence process, normally to influence people

a) Explain two (2) leadership styles based on Hershey-Blanchard Situational Theory.

b) Discuss five (5) principles of effective leadership skills.

Need for power is also an acquired-needs model. This type of acquired-needs

a) Explain the basic motivation process.

Three different approaches to motivation are need-based model, process-

Secondly, process-based model. This type of approaches take a more

Reinforcement theory is also one of approaches to motivation. These

Maslow’s hierarchy of needs that would be affected is self-actualization needs.

Then, the need of achievement is also one of acquired-needs model of

Change outcomes to restore equity. Most individuals will attempt to achieve

Psychologically distort comparisons. Cognitive processes involve

Change the comparison person he or she is using to another person.