 |
OSM612S - Organisational Management - 2nd Opp - Nov 2022 |
|
|
1 Pages 1-10 |
▲back to top |
|
|
1.1 Page 1 |
▲back to top |
n AmI BIA u n IVERsITY
OFSCIEnCERnDTECHn OLOGY
FACULTYOF COMMERCE,HUMAN SCIENCEAND EDUCATION
DEPARTMENTOF MANAGEMENT
QUALIFICATION: BACHELOR OF HUMAN RESOURCESMANAGEMENT
. ·,,
QUALIFICATION CODE: 07BHRM
LEVEL: 6
COURSE CODE: OSM612S
COURSE NAME: ORGANISATIONAL MANAGEMENT
SESSION:NOVEMBER 2022
PAPER: THEORY
DURATION: 2 HOURS
MARKS: 100
. ,,
EXAMINER(S)
MODERATOR:
SECONDOPPORTUNITYEXAMINATION QUESTIONPAPER
Ms. ElaineJanuary-Enkali
Mr. Ehrenfried Tjivii Ndjoonduezu
Ms. M Sezuni
,,
INSTRUCTIONS
1. The paper consists of Section A, Band C. Answer ALLthe questions.
2. Write clearly and neatly.
3. Number the answers clearly.
PERMISSIBLEMATERIALS
1. Examination paper.
2. Examination script.
THIS QUESTIONPAPERCONSISTSOF 7 PAGES(Including this front page)
1
|
|
1.2 Page 2 |
▲back to top |
|
|
1.3 Page 3 |
▲back to top |
SECTIONA
Question 1 (Each multiple choice question carries one (1) mark)
(20 marks)
Choose the correct answer to the questions that follow by indicating only the applicable letter
(i.e. a, b, c, d, ore) in your answer book.
1.1 Nicola has been charged with the task of evaluating two employees for possible
promotions. She is interested in learning which employee has the most effective
leadership skills. One of the employees is assigned to Team B, and the other is
assigned to Team C. Which network structure should Nicola choose for these teams if
she wishes to place the two employees in clear leadership positions on the teams?
a) wheel
b) chain
c}
concentric
d}
all-channel
e} diverse
1.2 The mistakes committed by the sales staff suggest that sales personnel are probably
experiencing which of the following as a result of their intensive training?
. '·
a} filtering
b}
lack of feedback
c}
information overload
d}
defensiveness
e}
selective perception
Carolina and Saara are faculty members at a local college who feel very differently about their
academic dean. Carolina believes that he is always engaging in political activity that is not in the
best interests of the college. She describes him as a man who passes the buck and who is
scheming and arrogant. Saara believes that the dean is an effective manager.
1.3 Saara's label for what Carolina describes as "passing the buck" might be
a}
delegating authority
b} showing responsibility
c}
encouraging dependency
d} demonstrating conscientiousness
e} facilitating cooperation
1.4 Saara sees the dean as always paying careful attention to detail. Carolina would most
likely describe the dean instead as ___ _
a} overachieving
2
|
|
1.4 Page 4 |
▲back to top |
|
|
1.5 Page 5 |
▲back to top |
b) ambitious
c)
opportunistic
d)
cunning
e)
a perfectionist
Matthew is a new divisional manager. In reorganizing his division, he must make some decisions
regarding the span of control for management within his division.
1.5 The question of span of control determines ___ _
a) who reports to whom
b) the number of levels and managers an organization has
c)
where decisions are made
d)
how jobs will be grouped
e)
how employees will be compensated
1.6 You describe to your students a new committee within the university that brings
together specialists from all different departments to develop a new
interdisciplinary program. The structure probably best meets0 .,t.he definition of the
a) matrix structure
b) expert structure
c)
boundary-less structure
d) virtual structure
e)
organizational pyramid
: ,.
1.7 You assign your students a project that involves developing a business plan for a retail
store. The store will have 200 employees and will serve customers both locally and
internationally via a storefront and an Internet catalogue. Which of the following
organizational designs is least likely to benefit the goals of this retail store?
a)
matrix
b) virtual
c)
bureaucracy
d) team
e) simple
You have recently gone to work for Ehafelo Pamwe, Inc., a medium-sized firm that provides
temporary workers for organizations who are outsourcing such functions as accounting,
marketing, and training and development. Most Ehafelo Pamwe employees are highly trained
and could work at almost any company of their choosing. Many employees work part-time or job
share so that they can have more control over how their time is spent. Ehafelo Pamwe has
3
|
|
1.6 Page 6 |
▲back to top |
|
|
1.7 Page 7 |
▲back to top |
instituted many family-friendly programs in order to attract and keep these talented people.
1.8 Which of the following programs is Goodvibes likely to have institu,te. d?
a)
child care
b)
elder care
c)
relocation assistance
d) all of the above
e)
none of the above
1.9 You are implementing self-managed teams and quality-management programs. It
would be important to conduct training in ___ _
a)
basic literacy
b) technical skills
c)
interpersonal skills
d)
problem solving
e)
interdependence
,.
1.10 Your organization has reduced layers, flattening the organization. Your employees
now need to perform a wider variety of tasks. As a result, you need to provide
employees with training to help develop their ____
skills.
a)
basic literacy
b) technical
c)
interpersonal
d)
problem solving
,,
e)
none of the above
Question 2
True or False (Each question carries one (1) mark)
2.1 Holding a management position is an important step toward becoming a leader in an
organization.
2.2 If behavioural theories of leadership are valid, selection of leaders should focus on
length of experience an individual has obtained in the right situations.
2.3 Taken as a whole, tests of the overall validity of the Fiedler model tend to support
substantial parts of the model.
2.4 One common ingredient in organizations that successfully create functional conflict
is that they reward dissent and punish conflict avoiders.
4
|
|
1.8 Page 8 |
▲back to top |
|
|
1.9 Page 9 |
▲back to top |
2.5 The traditional view toward conflict seeks to retain the functional,,conflict in a group.
2.6 All organizations within an industry use the terminology designated by the industry
so that their employees can move freely from organization to organization.
2.7 The stage of socialization where an individual confronts the possible dichotomy
between her expectations and reality is the encounter stage.
2.8 Evidence shows that spirituality and profits may be compatible objectives.
2.9 By definition, all political behaviour is considered an illegitimate activity.
2.10 Rational persuasion is the only power tactic that is effective across all organizational
levels.
SECTION B
(19}
Question 3
CaseIncident -.
JOHNNY'SHARDWAREWHOLESALE
Johnny's Hardware Wholesale (JHW)
This case focuses on the organizational culture of Johnny's Hardware Wholesale. Primary
emphasis is placed on how Jason's Hardware Wholesales' culture developed and how it has been
maintained. The roots of JHWs' culture date back to Johnny Shindi, who instilled the now famous
"Saturday Morning Meeting" at his Swakopmund's based hardware. During these meetings,
Shipee encouraged his employees to offer suggestions for improvement and empowered them
to follow through on those suggestions that he thought were worth pursuing. The Saturday
Morning Meeting has continued at Johnny's Hardware Wholesale despite its growth into one of
the largest corporations in Namibia. Discussion could focus on how JHW's culture has been
maintained over the years, with special emphasis on the importance of the Saturday Morning
Meeting. In addition to the Saturday Morning Meeting serving as a company ritual, discussion
could also focus on how the company chant serves as a cultural maintenance tool.
a A discussion of the strength of JHW's culture relates to the notion of ~.r.,e, values, which have
been instrumental in sustaining its culture over the years. Perhaps as· partial result of this
sharing of core values, JHW is able to respond quickly to changes in the market place, as
evidenced by the anecdote about the poker sets. In addition, the attraction-selection-attrition
5
|
|
1.10 Page 10 |
▲back to top |
|
|
2 Pages 11-20 |
▲back to top |
|
|
2.1 Page 11 |
▲back to top |
model could be applied to Johnny's Hardware Wholesale, as it may,.explain some of the
similarities among JHW's managers - thus leading to a tight-knit culture.
Finally, although JHW's culture undoubtedly has been strength, discussion could also focus on
how it could be a weakness. The original practices and ideas of Johnny Shindi may not fit in
today's business environment, so maintaining JHW's culture may be detrimental to its growth.
Moreover, increased public scrutiny may be pressuring Johnny's Hardware Wholesale to change
its old practices.
Questions
1. According to the textbook, there are seven primary characteristics that capture the essence of
an organization's culture. How would you describe JHW culture using these seven
characteristics?
(10)
2. Based on this case, would you characterize JHW culture as strong or weak? Why? How might
JHW culture contribute to its long-term performance?
~;.
(5)
3. What are some aspects of JHW culture that have persevered, but yet may be disadvantageous
in today's economy?
(4)
SECTIONC
{61 marks)
Question 4
4.1 Discuss the three stages of socialization through which employees become
indoctrinated into an organization's culture?
(10)
4.2 What are the characteristics of a spiritual organization?
(12)
4.3 Describe and discuss the four general skill categories addressed by most employee
training activities.
(9)
4.4 Stress is a dynamic condition in which an individual is confronted with an opportunity,
constraint, or demand related to what he or she desires and for which the outcome is
perceived to be both uncertain and important.
Describethe three categoriesof potential sourcesof stress: environmental,
organizational, and personal.
(12)
4.5 Explain why charismatic leaders exhibit unethical behaviours, and what have
researchers proposed as a way to reduce the likelihood of such ethical problems? (12)
6
|
|
2.2 Page 12 |
▲back to top |
|
|
2.3 Page 13 |
▲back to top |
4.6 Describe dysfunctional conflict that could exist because of structure.
{6)
7
|
|
2.4 Page 14 |
▲back to top |
