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BBPP1103/SEPT06/F-RR

PART A

INSTRUCTION ● There are TWENTY (20) questions in this part.


● Answer ALL questions.

Multiple Choice Questions

1. Which of the following managerial skills is considered as important for promotions in


the managerial hierarchy?
A. Conceptual skill.
B. Technical skill.
C. Communication skills
D. Interpersonal skill.

2. Which of the following is NOT an example of a group in organisation’s specific


environment?
A. Government.
B. Stakeholders.
C. Board of Directors.
D. Customers.

3. The level of management which is responsible for short range and day-to-day
planning for a work group is ______________ management
A. lower
B. middle
C. company
D. top

4. Social responsibility is a business’s _______________ to pursue policies, make


decisions and take action that _______________ the society.
A. right; benefit
B. obligation; do not harm
C. right; do not harm
D. obligation; benefit

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5. The term _______________ refers to the set of moral principles or values that
defines right or wrong for a person or group.
A. legal
B. social responsibility
C. ethics
D. code of conduct

6. Communication would not take place, unless ________________.


A. information or idea has been conveyed
B. message was understood
C. followers agree with the idea concerned
D. management agrees to the decision made

7. ________________ is an example of a nonverbal communication.


A. A written note
B. A billboard along the highway
C. A student with a hand raised
D. An outline on the blackboard

8. Worldcup Company agrees with Brazilian Company that the Brazilian Company can
produce telephones. Both firms were engaging in _______________.
A. a strategic alliance
B. franchising
C. a joint venture
D. licensing

9. Zinadine Sdn. Bhd. recently has eradicated several layers of middle management in
order to speed up decision making process in the organisation. The company has
changed the _______________ of the organisation.
A. technology
B. structure
C. attitude
D. culture

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10. Which of the following is NOT one of the signs of resistance to change?
A. High willingness to change.
B. Self-interest.
C. Misunderstanding and distrust.
D. Low willingness to change.

11. The primary advantage of _______________ departmentalisation is helping the


company to respond to the demands in different markets.
A. matrix
B. functional
C. customer
D. geographic

12. A _______________, also called a SWOT is an assessment of the strengths and


weaknesses in an organisation’s internal environment and the opportunities and
threats in its external environment.
A. firm-level strategy
B. competitive advantage
C. situational analysis
D. differentiation analysis

13. The positioning strategy that uses one of the two positioning strategies to produce a
specialised product or service is known as _______________.
A. growth
B. cost leadership
C. differentiation
D. focus

14. The _______________ is composed of employees from different functional areas of


the organisation.
A. project team
B. virtual team
C. self-managing team
D. cross-functional team

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BBPP1103/SEPT06/F-RR

15. A _______________ organisation is part of a network in which many companies


share skills, costs, capabilities, markets, and customers with each other.
A. borderless
B. virtual
C. modular
D. mechanistic

16. Individuals with _______________ personality dimension tend to work poorly in


teams.
A. high Machiavellianism
B. type B
C. authoritarianism
D. high self-monitoring

17. In the stages of team development, a team moves from growth to decline during the
_______________ stage.
A. forming
B. de-norming
C. storming
D. de-forming

18. In expectancy theory, _______________ is the perceived relationship between effort


and performance.
A. expectancy
B. valence
C. instrumentality
D. achievement

19. Which of the following is NOT an assumption of Fiedler’s Contingency Theory?


A. Favourable situations permit leaders to influence group members.
B. Leaders are effective when their work groups perform well.
C. Leadership style must match the situation.
D. Leaders are able to change their leadership styles.

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BBPP1103/SEPT06/F-RR

20. Which of the following is NOT a component of strategic leadership?


A. Transformational leadership.
B. Transactional leadership.
C. Situational leadership.
D. Charismatic leadership.

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PART B

INSTRUCTIONS ● There are FIVE (5) questions in this part.


● Answer THREE (3) questions only.

QUESTION 1

a) Explain the following items:


i) strategic plans
ii) tactical plans
iii) operational plans

(6 marks)

b) State FOUR (4) advantages of planning to a manager.


(4 marks)

c) The first step in planning is to determine the goals to be met. Discuss FIVE (5)
characteristics of good and effective goals.
(10 marks)

[Total: 20 marks]

QUESTION 2

a) Explain the differences between line authority and staff authority.


(4 marks)

b) Explain the meaning of the following terms:


i) job rotation
ii) job enlargement
iii) job enrichment.
(6 marks)

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BBPP1103/SEPT06/F-RR

c) Michael Porter introduced a model where an industry is being influenced by five (5)
industrial forces. Discuss these FIVE (5) industrial forces.
(10 marks)

[Total: 20 marks]

QUESTION 3

a) Explain the differences between job description and job specification.


(4 marks)

b) Discuss FOUR (4) types of selection test that can be used by the Human Resource
Department to choose qualified employees.
(8 marks)

c) Elaborate FOUR (4) training methods that can be used by the Human Resource
Department in an organisation for training purposes.
(8 marks)

[Total: 20 marks]

QUESTION 4

a) What is the meaning of motivation in an organisation?


(2 marks)

b) Explain FOUR (4) types of reinforcement in the Reinforcement Model which are used
to motivate staff in an organisation.
(8 marks)

c) Discuss FIVE (5) needs in the Hierarchy of Needs Theory that were introduced by
Abraham Maslow by giving TWO (2) examples for each hierarchy.

(10 marks)

[Total: 20 marks]

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QUESTION 5

a) What is the meaning of control in an organisation?


(3 marks)

b) Explain the following terms:


i) feed forward
ii) concurrent control
iii) feedback control.
(9 marks)

c) Discuss FOUR (4) perspectives in an organisation that a manager should control.


Give TWO (2) examples for each perspective.
(8 marks)

[Total: 20 marks]

END OF QUESTION PAPER