 |
MAL811S - Management and Leadership - 1st OPP - JUN 2023 |
|
|
1 Page 1 |
▲back to top |
nAmlBIA UnlVERSITY
OF SCIEnCE Ano TECHnOLOGY
FACULTYOF FACULTYOF COMMERCE,HUMAN SCIENCESAND EDUCATION
DEPARTMENTOF GOVERNANCEAND MANAGEMENTSCIENCES
QUALIFICATION:BACHELOROF HUMAN RESOURCESMANAGEMENT
QUALIFICATIONCODE: 07BHRM
LEVEL: 8
COURSECODE: MAL811S
COURSENAME: MANAGEMENT AND LEADERSHIP
SESSION:
DURATION:
JUNE 2023
3 HOURS
PAPER:
MARKS:
THEORY
100
EXAMINER(S}
FIRSTOPPORTUNITYEXAMINATION PAPER
Ms Elaine January-Enkali
MODERATOR: Mr Matti Otto
1. Answer ALLthe questions
2. Write/type clearly and neatly
3. Number the answers clearly.
INSTRUCTIONS
THIS QUESTION PAPERCONSISTSOF 3 PAGES{Including this front page)
1
|
|
2 Page 2 |
▲back to top |
SECTION1 (CASESTUDY)
Brooks Technologies (28 marks)
You are the newly appointed human resources director of Brooks Technologies, a middle-
sized organisation that employs approximately 500 employees. In the last couple of years, the
organisation has grown rapidly. This rapid growth has resulted from the introduction of new
technology that has enabled the organisation to increase its production by 30 per cent. The
management team is currently investigating opportunities to export its products to China,
Indonesia and Italy.
However, the increase in production resulting from better technology has resulted in a lack
of quality in some of the product streams. The company employs quality controllers whose
task it is to check the quality at the end of the production process (post-process control).
Ideally, quality should be checked during the process by employees and supervisors who are
well trained in quality specifications.
One of the areas in which the company has achieved is employment equity. The management
and the supervisory team, as well as the employee corps, are all representative of the
population. However, at this stage, there is no indication that employment equity is
benefiting the organisation, as there is little interaction between employees from different
cultural groups, and there is ongoing conflict owing to different values, beliefs, behaviours
and opinions.
The company is following a relatively traditional management approach based on providing
employees with clear goals, instructions and information. Although employees receive
adequate training in how to carry out instructions, they often do not understand the rationale
behind the instructions. In addition, little provision has been made for upward
communication between employees and managers. Status differences between management
and employees are reflected in huge differences in salaries/wages and benefits, accessto
information, decision-making prerogatives, and even dress code and parking allocation.
2
|
|
3 Page 3 |
▲back to top |
Question 1.
1.1 Comment on the shortcomings in the current management style followed and indicate
what competencies are needed by managers to become more effective. (13)
1.2 Explain the concept 'engagement'. What barriers to engagement exist in the above
organisation? (5)
1.3 What kind of challenges are managers faced with when they work in a global
environment? (10)
SECTION2
Question 2 - Structured questions (72 marks)
2.1 Compare and contrast the contributions and limitations of administrative management
and human relations. (12)
2.2 Explain the different power tactics which leaders often make use of. (18)
2.3 Compare and contrast authentic leadership and servant leadership. (24)
2.4 Previous studies provide overwhelming support for the idea that that leadership
effectiveness is positively correlated with analytical intelligence. With this in mind,
discuss the triarchic theory of intelligence. (10)
2.5 Several theories are developed addressing how situational factors influence
leadership behaviour. Discussthe role theory in this regard. (8)
GOOD LUCK!!!
3