GROUP ASSIGNMENT

MGT 215
APRIL 2010

PREPARED BY:
NASHATUL ASHIKIN BINTI KAMARUDDIN 2010205054
NUR SYARINA BINTI IBRAHIM 2010805642
NURFARAHIN BINTI HAMDANI 2010273276
AMIRRUL AMMAR BIN ADAM 2010834406
MOHAMAD NUR SALAM BIN MOHD. ALI ISKANDAR 2010462248
QUESTION 1
a) In terms of time horizon,
there are three options for
organizational control focus.
One is feedback control.
Name the other two and briefly
compare all three (3) options.
Other two organizational
control focus
Feed-forward or Preventive
Control
Concurrent Control or Steering
Control
 Feed-forward control Concurrent control Feedback control
To anticipate potential To spot a problem as Attempts to measure the
problems and prevent they developed and take results after control
them from occurring. corrective action before
final results are
achieved.
 Controls focus on Rely on performance Involve reviewing
human, material, and standards, rules, and information to determine
financial resources within regulations for guiding whether performance
the organization.  employee tasks and meets established
behaviors. standards.

Act as inputs in (Pre- Act as transformation Act as outputs in (Post-

process) process in (In-process) process)
E.g: Specifications of E.g:  Many E.g: Restaurant
output/input factors such manufacturing Manager asking, how
as finance, human operations include was your meal after you
resources and material devices that measure eaten.
resources. whether the items being
produced meet quality
standards. 
b) An effective control system
ensures that activities are
completed in ways that lead to the
attainment/ achievement of the
organization’s goals. Explain five
characteristics of an effective
control system.
There are five characteristics of an effective
control :
First, the system must be related to
organizational strategy. When the system is
linked to organizational strategy, it recognizes
strategic shifts and it is flexible enough to
measure what is important as indicated by the
firm’s strategy.
Second, use all the 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.
Third , be composed of objective and subjective
measures. For example, management may have set
specific targets for productivity. Suppose,
management has expressed a desire to achieve high
levels of worker satisfaction. Such a qualitative
criterion is more difficult if possible to measure
accurately. Situations like this often require managers
to blend objective subjective measures.
Fourth, provide timely feedback. Timeliness is the
degree to which the control system provides
information when it is needed. The key issues here is
the feedback information is provided quickly enough
to permit a response to an unacceptable deviation.
 Fifth, be acceptable to a diverse workforce.
The control system should motivate workers to
recognize standards and act to achieve them.
The more committed that employees are to the
control system, the more successful the system
will be.
 QUESTION 2

Describe the difference

between theory X and Y.
Explain why you prefer
working for a manager who
practices theory X or Y.
 THEORY X THEORY Y

Employees dislike work and avoid it if at Employees are willing to work as natural
all possible as play or rest

Uses tight control and supervision Delegates authority to subordinates

Coerced, threatened, directed and Self motivated and self directed toward
controlled to get them to put forth achieve organizational goals
adequate effort

Avoid responsibility to direct and told Seek responsibility wish use creativity ,
what to do and how to do imagination to perform jobs

Use authoritarian style Use participatory style

Feeling that work is of secondary Feeling that work is of primary

importance importance

Pessimistic view of motivation with Optimistic view of motivation with

regards to employees regards to employees
I prefer working for a manager who practices the
Theory Y than Theory X
It is because Theory Y is enjoys work and actively seek it than
Theory X. Manager who practices Theory Y also expounds a
participative style of management that is de- centrlized. So, I
assumes that employees are happy to work with his manager as
he are self motivated and creative. Thus, we will enjoy working with
greater responsibility.
Besides, Theory Y manager will delegate the authority and he
allows employees to participate in decision-making. Greater job
autonomy and task –variety also offered to employees.

.
Other than that, Theory Y-style management is suited
to knowledge work and professional services.
Professional service organizations naturally evolve
Theory Y-type practices by the nature of their work.
For example highly structure knowledge work, such
as call center operations, can benefits from Theory Y
principles to encourage knowledge sharing and
continuous improvement.

Next, Theory Y manager is good as employees are

seen willing to work hard,willing to accept
responsibility,self directed and capable of self control
to achieve organizational goals. Furthermore,
employees in Theory Y will use imagination, ingenuity
and creativity to perform jobs.
 QUESTION 3
What is transformational
leadership?
Explain and give an example of a
transformational leader in an
organization.
 Meaning : Leader’s ability to influence employees to
achieve more than was originally expected or
thought possible
TL are able to generate feelings of trust, admiration,
loyalty, to tap deep values and respect from
followers.
Transformational leaders are generally energetic,
enthusiastic and passionate.
TL do not accept the status quo.
TL transforms thing from what could be to what is
by generating excitement. (They recognize the need
and institutionalize change by replacing old technical
and political networks with new one)
 Dimension Leader’s Specific Follower’s
Behavior Behavior
Individualized Act as mentor, is Is motivated, feels
consideration attentive to valued
achievement and
growth needs.

Intellectual Promotes innovation Is encouraged to be

stimulation and creativity, reframes novel and try new
problems. approaches.
Inspiration motivation Provides meaning and Is motivated by team
challenge through spirit; is enthusiastic
prosocial, collective and optimistic.
action.

Idealized influence Shares risk; is Shows admiration,

considerate of others respect and trust.
over own needs, is
ethical and moral.
Example : Mahatma Gandhi is a great example
of a transformational leader, because he satisfied
the needs of his followers. But instead of riding
those needs to power, he remained sensitive to a
higher purpose. His vision of leadership went
beyond himself. He believed in satisfying the
needs of all that followed him.
 QUESTION 4

In recent years, many Malaysian companies

have “downsized”, resulting in employee layoffs
at both the managerial and non-managerial
levels. If an employee felt that his or her job was
in jeopardy due to the possibility of a layoff,
which of Maslow’s needs would this affect? How
does this affect employee motivation in the
workplace?
The Maslow’s Need that affect this is Security Need.
Security needs reflect the desire to have a safe
physical and emotional environment.
Job security, grievance procedures, health insurance
and retirement plans are used to satisfy employee’s
security needs.
Like physiological needs, unsatisfied security need
cause people to be preoccupied with satisfying them.
People who are motivated primarily by security needs
value their job mainly as a defense against the loss of
basic needs.
Managers who feel that security needs are most
important will often emphasize rules, job security and
fringe benefit.
QUESTION 5
Explain the following elements of
organizing:
a) Line department versus staff department
b) Delegation and authority
c) Narrow span of control versus wide span
of control
d) Centralization versus decentralization
Line Department vs Staff Department

Line Department Staff Department

An a) Line department
organizational unit that Anversus staff
organizational unit that
is directly involved in is not directly involved in
department
delivering the products delivering the products and
and service of the services of the
organization. organization.
Make decisions that achieve Support the efforts of line
specific organizational goals. department and provide
advice.
Examples : Examples:
Production managers Marketing research
Marketing managers Financial analysts
Purchasing managers Legal department
 Delegation
Assignment to other person of formal authority and the
right to make decision and take action
Reasons :
- speed up decision making
b) Delegation and authority
- Develop skill of employees
- Employees are more effective to settle problems
- Managers burden are partially released
Steps :
1. Decide which tasks to be delegate
2. Make assignments
3. Grant authority to act
4. Hold responsible by checking progress and treating
problem
5. Monitor by teaching, rewarding, communicating and
giving information
Cont.
Authority
The formal right inherent in an organizational
position make decision
Comes also with responsibility which means
the obligation to performs the duties
assigned.
2 types:
1. Formal – authority inherent in an
organizational position
2. Informal – ability to influence others that is
based on personal characeristics or skill,
also called charismatic.
Narrow Span of Control vs Wide Span of
Control
c) Narrow
Narrow span of
span of control control
Wide span of control
versus
Managers havewide span
more time of control
to Greater demands in terms of
analyze situations. direct supervision.

Make effective decisions. Suggest a need for greater

self direction.
Execute the actions Initiative on the part of
associated with their individual employees.
decisions.
Less likely to be over More effective employee
committed and over development.
burdened.
Centralization versus decentralization
Centralization- Maintain the most authority among
high-level managers.
More control
Only experienced managers make decisions
Good for a firm with financial problems

Decentralization- Authority is spread among

several divisions or managers.
Reduces operating expenses
Faster decision making
Motivates employees
THE END