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MAL811S - MANAGEMENT LEADERSHIP - 2ND OPP - JUNE 2024 |
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nAmlBIA unlVERSITY
OF SCIEn CE Ano TECHn OLOGY
FACULTY OF FACULTY OF COMMERCE, HUMAN SCIENCESAND EDUCATION
DEPARTMENT OF GOVERNANCE AND MANAGEMENT SCIENCES
QUALIFICATION: BACHELOR OF HUMAN RESOURCESMANAGEMENT
QUALIFICATION CODE: 07BHRM
LEVEL: 8
COURSE CODE: MAL811S
COURSE NAME: MANAGEMENT AND LEADERSHIP
SESSION:
DURATION:
JULY 2024
3 HOURS
PAPER:
MARKS:
THEORY
100
EXAMINER(S)
SECOND OPPORTUNITY QUESTION PAPER
Ms Elaine January-Enkali
MODERATOR: Mr Matti Otto
1. Answer ALL the questions
2. Write/type clearly and neatly
3. Number the answers clearly.
INSTRUCTIONS
THIS QUESTION PAPER CONSISTS OF 3 PAGES {Including this front page
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SECTION 1
QUESTION 1- CASE STUDY (18 MARKS)
FROM COLLEAGUETO LEADER
Hertha Shikongo, Rob Beukes, and Linda Eises have something in common. They all were
promoted within their organizations into management positions. And each found the transition
a challenge.
Hertha Shikongo was promoted to director of catering for the Glazier Group of restaurants in
Windhoek. With the promotion, she realized that things would never be the same again. No
longer would she be able to participate in water-cooler gossip or shrug off an employee's chronic
lateness. She says she found her new role to be daunting. "At first I was like a bulldozer knocking
everyone over, and that was not well received. I was saying, 'It's my way or the highway.' And
was forgetting that my friends were also in transition." She admits that this style alienated just
about everyone with whom she worked.
Rob Beukes, a technical manager at Telecom, talks about the uncertainty he felt after being
promoted to a manager from a junior programmer. "It was a little bit challenging to be suddenly
giving directives to peers, when just the day before you were one of them. You try to be careful
not to offend anyone. It's strange walking into a room and the whole conversation changes.
People don't want to be as open with you when you become the boss."
Linda Eisesnow CEOof Med ex Insurance Services in Windhoek. She started as a customer service
representative with the company, then leapfrogged over colleagues in a series of promotions.
Her fast rise created problems. Colleagues "would say, 'Oh, here comes the big cheese now.' God
only knows what they talked about behind my back."
Questions
1. A lot of new managers struggle to select the right leadership style when they move into
management. Why do you think this happens?
(5)
2.
What does this say about leadership and leadership training?
(3)
3.
Which leadership theories, if any, could help new leaders deal with this transition? (5)
4.
Do you think it's easier or harder to be promoted internally into a formal leadership position
than to come into it as an outsider? Explain.
(5)
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SECTION B
QUESTION 2 -STRUCTURED QUESTION (82 MARKS)
2.1 Explain the following contemporary approaches to management.
(10)
a) Quantitative management
b) Organisational Behaviour
c) Systems theory
d) Contingency theory
2.2 Explain, with relevant examples, five (5) types of influencing tactics that can be used by
leaders
{10)
2.3 Research has identified 4(four) particular biases that can have a pervasive & corrosive
(damaging) effect on our moral decision-making. Discuss these biases in detail.
(8)
2.4 A related aspect of ethical conduct involves mental gymnastics by which people can
dissociate their moral thinking from their actions. Discuss these different types of mental
gymnastics in detail.
{14)
2.5 Explain the OCEAN model of personality.
(10)
2.6 Summarise the concept of servant leadership,
( 12)
2.7 Explain how a leader can design and implement an operant system for improving follower
motivation & performance levels.
(6)
2.8 GLOBEresearchers identified six (6) dimensions applicable for assessing culturally endorsed
implicit theories of leadership (CLT)Discussthese dimensions in detail.
{12)
GOOD LUCK!!
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