SECTION A: MULTIPLE CHOICE

SECTION INSTRUCTIONS
THIS SECTION CARRIES 30 MARKS
EACH QUESTION CARRIES HALF A MARK
ANSWER ALL QUESTIONS IN THIS SECTION
INDICATE YOUR ANSWER BY INDICATING A, B, C, OR D

1. In the Boston Consulting Group Matrix, question marks have ____________.

A. Low market growth and strong market share.
B. High market growth and low market share.
C. Low market growth and low market share.
D. High market growth and high market share.

2. To make a presentation effective and impressive, you should use _______________.

A. Short sentences with technical jargons.
B. A simple and active form of sentences.
C. Passive sentences.
D. Complex sentences.

3. The following are types of leadership styles except ________________ leadership.

A. Laissez-faire.
B. Democratic.
C. Accommodative.
D. Autocratic

4. Which of these concepts was explained by Michael Porter?

A. Motivation.
B. Cost advantage.
C. Competitive advantage.
D. Quest for quality.

5. What may be particularly necessary as part of the training process where people are
working in another country?
A. E-learning.
B. Discovery learning.
C. Cross-cultural training.
D. Activist learning.

6. What is the term used to describe the process of helping a new employee to settle quickly
into their job so they become efficient and productive workers?
A. Action learning.
B. Discovery learning.
C. Sitting in.
D. Induction.

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7. Which of the following is not true concerning the difference between managers and
leaders?
A. Managers are appointed.
B. Managers influence through informal means.
C. Leaders may be appointed.
D. Leaders can influence beyond formal authority.

8. Which of the following is the best definition of a learning organisation?

A. An organisation which facilitates the learning of all its members and continuously
transforms itself.
B. An organisation in which the managers are encouraged to develop.
C. An organisation which facilitates the learning of all its members in order to preserve
the status quo.
D. An organisation which does a lot of training on an ad hoc basis.

9. Which of the following is not a reason for organizational change?

A. Technological development
B. Change in labor characteristics
C. Mergers and acquisitions.
D. New peers and subordinates.

10. Which of the following is a feature of a good plan?

A. Consistency.
B. Highly ambitious targets.
C. Financial procedure.
D. Rigid targets.

11. Theorists have identified two main styles of leadership. These are transformational
leadership and _________.
A. Transgression leadership.
B. Transactional leadership.
C. Transparent leadership.
D. Transcendental leadership.

12. Which of the following is an example of workplace "changing"?

A. There are newly imposed smoking restrictions and designated smoking areas.
B. Safety measures are required of all employees while removing toxic waste.
C. A change in the organizational structure is initiated involving manager and employee
participation.
D. All managers and employees are required to adhere to regulations in order to protect
and improve the environment.

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13. Grapevine is a type of ____________.
A. Informal communication.
B. Formal communication.
C. Written communication.
D. Pictorial communication.

14. How should leadership initiate "change" in the work place?

A. Having all the information concerning change transparent and accessible to all
employees but ultimately making a decision at the top.
B. Encouraging all parties impacted by the change to be actively involved in the
continuous process.
C. Issuing a directive detailing the specifics of the change and the deadlines that the
changes should take place by.
D. Implementing the change from the top down but continuously collecting surveys and
feedback from employees concerning the change.

15. The traditional role of managers is that of directing and controlling within an organisation
but the emergent approach sees a shift. If managers are to gain the commitment of others,
it is essential that ______________.
A. Managers change their own behavior.
B. Managers frequently attend training courses.
C. Managers rely upon experiences and seek consensus from employees.
D. Managers focus on operational and technical issues.

16. Which of the following statements does not reflect the truth about leadership?
A. Leadership does not necessarily take place within a hierarchical structure of an
organisation.
B. When people operate as leaders their role is always clearly established and defined.
C. Not every leader is a manager.
D. Leaders can emerge other than appointed.

17. Which of the following is not a reason for employees to resist change?
A. Self-interest.
B. Habit and personal inertia
C. Fear.
D. Attitude.

18. Organizational structure primarily refers to ______________.

A. How activities are coordinated and controlled.
B. How resources are allocated.
C. The location of departments and office space.
D. The policy statements developed by the firm.

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19. Which type of power do individuals such as Albert Einstein, Edwin Land and Steven
Jobs lead through?
A. Legitimate.
B. Reward.
C. Expert.
D. Charismatic.

20. Policies are sometimes defined as_______________.

A. Shortcut for thinking.
B. Action plan.
C. Substitute for strategy.
D. Substitute for management authority.

21. Leadership motivates the people to work and not the power of money, this concept is
related to ___________.
A. Autocratic model.
B. Custodial model.
C. Supportive Model.
D. Collegial Model.

22. Which of the following forms the basis for the autocratic model of leadership?
A. Obedience.
B. Authority.
C. Power.
D. Dependence on boss.

23. High rate of ______________ increase costs and tend to place less experienced
employees in jobs.
A. Training.
B. Absenteeism.
C. Employee turnover.
D. Strikes.

24. The ability to influence people through granting or withholding benefits that are of
interest to them is called ________________.
A. Reward power.
B. Coercive power.
C. Export power.
D. Deference power.

25. ______________ advocated that humans are essentially motivated by levels of needs.
A. Maslow.
B. Follet.
C. Elton Mayo.
D. Ivon Pavlov.

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26. _______________ and fringe benefits are no longer employees first priority.
A. Wages.
B. Bonuses.
C. Rewards.
D. Promotions.

27. The most significant management skills are ____________.

A. Technical, Human and Conceptual.
B. Technical, behavioural and Conceptual.
C. Systematic, Human and Conceptual.
D. Technical, Human and cognitive.

28. ______________ explains internal processes of choice among different behaviours.

A. Equity Theory.
B. Expectancy theory.
C. Goal attain theory.
D. Goal setting Theory.

29. Which of the following statements best describe the impact of organizational cultures?
A. A strong culture is a more productive environment.
B. A weak culture is a more productive environment.
C. The specific culture that contributes to positive effectiveness is well known.
D. The stronger the culture, the more influential it is on employee behaviour.

30. Maganizo is a type of manager who is concerned primarily with accomplishing goals and
objectives and concentrates on the task itself. His behavioral style is called
_______________.
A. Authoritarian.
B. Democratic.
C. Task oriented.
D. People oriented.

31. In order from lowest to highest, what are Maslow’s five classes of needs?
A. Social-esteem-physiological-safety-self-actualization.
B. Physiological-safety-social-self-actualization-esteem.
C. Physiological-safety-social-esteem-self-actualization.
D. Self-actualization-esteem-safety-social-physiological.

32. Within an organisation, leadership influence will be dependent upon the type of
________ that the leader can exercise over the followers.
A. Delegation.
B. Knowledge.
C. Friendship.
D. Power.

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33. The definition of communication implies that ___________.
A. Communication is mostly verbal.
B. Communication is mostly written.
C. Most communication is in a vertical direction.
D. Understanding must occur to have communication.

34. Which of the following is not a capability of an employee having Positive attitude?
A. Focus.
B. Creativity.
C. Pessimism.
D. Confidence.

35. __________________ gives an idea about what employees wants or needs and what are
the key factors the managers can utilize to motivate the employees.
A. Maslow theory.
B. Herzberg Theory.
C. Process Theory.
D. Content Theory.

36. A specific and detailed guide to action is called a ____________.

A. Rule.
B. Procedure.
C. Policy.
D. Strategy.

37. The person will try for the complex level need when his ______________ is satisfied.
A. Basic need.
B. Family need.
C. Income need.
D. Job need.

38. Which of the following elements is not a barrier to effective planning?

A. Rapid environmental changes.
B. Inadequate appreciation of planning.
C. Organizational inflexibility.
D. Social responsibility.

39. The higher order needs specified by Maslow is considered as____________ as per
Herzberg.
A. Motivators.
B. Hygiene factors.
C. Improvement factors.
D. Advance factors.

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40. According to Max Weber, one of the principles of bureaucracy is _______________.
A. Promotion and tenure based on educational qualifications.
B. Promotion and tenure based on competence.
C. Promotion and tenure based on length of service.
D. Promotion and tenure based on age.

41. To be able to give a good presentation, a full rehearsal is ______________.

A. Time consuming.
B. Necessary.
C. Useless.
D. Optional.

42. Fayol's functions of management include _________________.

A. Planning, designating, completing, cooperating.
B. Punishing, commanding, organising, coordinating, controlling.
C. Preparing, commanding, operating, consulting, controlling.
D. Planning, commanding, organising, coordinating, controlling.

43. The concept of power refers to ____________.

A. Defined authority and responsibility.
B. A relative hierarchical position in an organization.
C. The ability to influence the behavior of others.
D. The specialized knowledge possessed by an individual.

44. Which of the following is not an element of direction?

A. Guiding employees.
B. Instructing employees.
C. Motivating employees.
D. Controlling employees.

45. Scientific management is based on the assumption that ______________.

A. The scientific observation of people at work would reveal the one best way to do the
task.
B. Scientific observation would reveal the workers need to be multi-skilled.
C. Workers can scientifically decide their own methods of performing tasks.
D. Workers would receive a set wage regardless of performance.

46. Participative management involves _______________.

A. Workers only in decision making.
B. Managers only in decision making.
C. Supervisor only in decision making.
D. All employees in decision making.

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47. Which of the following is not considered to be an effective communicative competency
for discussion leaders?
A. Effective group leaders inspire team members' confidence in themselves.
B. Effective group leaders express individual-centered concern.
C. Effective group leaders respect and support others.
D. Effective group leaders promote celebration of diversity and sensitive diversity
management.

48. The__________________ theory states that human mind will receive or accept only that
information which it feels that it is relevant.
A. Perception theory.
B. Selective Perception.
C. Elevance Theory.
D. Creative theory.

49. Which of the following approaches has emerged from the findings of Hawthorne
experiments?
A. Human behaviour approach.
B. System approach.
C. Human relations approach.
D. Decision theory approach.

50. Which of the following is the reason as to why top management functions are the most
important?
A. Solving specific problems.
B. Focus on overall organization.
C. Solving routine problems.
D. Solving extraordinary problems.

51. Which type of employee resistance aims at ensuring the complete failure of change
initiatives of the organization?
A. Positive resistance.
B. Negative resistance.
C. Passive resistance.
D. Active resistance.

52. The first management principles were developed by _______________.

A. Frederick Taylor.
B. Charles Handy.
C. Henri Fayol.
D. Victor Meldrew.

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53. The audience for a presentation consists of people who _____________
A. Are confused in their purpose.
B. Vary in their level of information and purpose.
C. Are uninformed and lack a purpose.
D. Are uniform in their level of information and purpose.

54. Which of the following is not a symptom of employee resistance to change?

A. Increase in employee absenteeism.
B. Non-participative and indifferent behaviour.
C. Increase in performance and productivity.
D. Unprofessional conduct.

55. Some organizational changes are imposed by external forces, such as ______________.
A. Government regulatory agencies.
B. Employee demands.
C. Managerial decisions.
D. Lack of funding.

56. Which of the following is a major element of planning process?

A. Developing leadership qualities.
B. Selecting right personnel.
C. Perception of opportunities.
D. Designing organization structure.

57. Tactical planning is also known ______________.

A. Strategic planning.
B. Operational planning.
C. Corporate planning.
D. Proactive planning.

58. Which of the following skill combinations is required for top management in descending
order?
A. Technical, Human, Conceptual.
B. Technical, Conceptual, Human.
C. Conceptual, Human, Technical.
D. Human, Conceptual, Technical.

59. If modern day managers do not positively address and manage work force diversity, the
following may become negative outcomes for an organisation except _______________.
A. More difficult communication.
B. Increased creativity and innovation.
C. More interpersonal conflicts.
D. Potential for higher employee turnover.

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 60. Legitimate power is based on the subordinate’s perception that the leader has a right to
exercise influence because of the leader’s:
A. Expertise and knowledge.
B. Personal characteristics and personality.
C. Role or position within the organisation.
D. Ability to punish or reward.

SECTION B: TRUE OR FALSE QUESTIONS.

SECTION INSTRUCTIONS:
THIS SECTION CARRIES 10 MARKS
EACH QUESTION CARRIES HALF A MARK.
ANSWER ALL QUESTIONS IN THIS SECTION.
INDICATE WHETHER THE SATEMENT IN THIS SECTION IS TRUE OR FALSE BY
INDICATING A FOR TRUE AND B FOR FALSE___________________________________.
61. Effective management leads to reduction in wastage.

62. Mr. Phiri is the only person in the company with expertise in the Management consulting
field. This source of power is called knowledge power.

63. External consultants face the bad reputation of coming in, presenting solutions, and
abandoning the client

64. Employees with relatively weak higher order needs are less concerned with variety and
autonomy.

65. In presentation design, main purpose should not be included in the introduction and
conclusion.

66. Planning means reflecting on the past to realize the best that could have been done.

67. Many consultants come into an organization without an understanding of the

company or a willingness to hear opinions.

68. The style of leadership that takes account of others' views, opinions and ideas is called
People-oriented leadership.

69. The only stage at which the consultant involves the client is on problem identification.

70. Despite the cost, external consultants have advantages which internal consultants can
replicate

71. While internal consultants’ battle company politics from inside the company, employees
often regard external consultants with pride.

72. PricewaterhouseCoopers (PwC) is among the big four consulting firms.

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 73. Exploration and leveraging on emerging opportunities is one of the reasons for hiring
management consultants.

74. A client is compelled to implement the best alternative as identified by the consultant.

75. The body of the presentation (middle portion) is when the audience is usually most
attentive.

76. Safety needs are the first and basic needs in Maslow’s hierarchy.

77. Creative ideas are built form existing ideas.

78. Internal consultants are employees attached from external consultants.

79. A contact client is the location where a problem to be solved is located.

80. It is not recommended to involve a consultant in the implementation stage because their
task is identifying a problem.

SECTION C: STRUCTURED QUESTIONS

SECTION INSTRUCTIONS:
THIS SECTION CARRIES TWENTY MARKS (20 MARKS)
ANSWER ALL QUESTONS IN THIS SECTION.
MARKS ALLOCATION ARE INDICATED ON EACH QUESTION _____________________

81. Distinguish between management and administration (4 Marks).

82. Explain how can a client be at the risk of generalisation due to the decision of hiring an
external consultant. (4 Marks)

83. BCG matrix is a framework developed by the Boston Consulting Group that uses
dimensions namely relative market share and market growth rate to categorise strategic
business units (SBUs). Briefly provide two criticisms on the applicability of the matrix.
(4 Marks)

84. Management consulting firms are rightly regarded to be business firms which have to
fight for survival. Briefly explain two ways in which these firms can apply Kay’s
distinctive capabilities to gain competitive advantage. (4 Marks)

85. With the use of Porter’s five forces, explain two market conditions that can determine
intensity of market rivalry. (4 Marks)

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SECTION D: ESSAY QUESTIONS
SECTION INSTRUCTIONS:
THIS SECTION CARRIES 60 MARKS.
EACH QUESTION CARRIES 20 MARKS.
ANSWER TWO QUESTIONS IN THIS SECTION.
THE FIRST QUESTION (86) IS COMPULSORY, AND CHOOSE ANY OTHER TWO IN
THIS SECTION________________________________________________________________
86. External consultants are mostly engaged not only for their expertise but also because of
the expectation of their objectivity. Discuss four ways on how external consultants can
maintain the reputation of unbiasedness and ability to work objectively. (20 Marks)

87. Critically discuss how a management consultant can use the SWOT analysis to rescue a
client facing a situation of shrinkage of market share at an increasing rate. (20 Marks)

88. The first meeting between a consultant and a client is said to be crucial as it determines
whether the consultant will be engaged or not. Discuss four ways in which a consultant
can prepare for an initial meeting for the purpose of winning the business. (20 Marks)

89. It is rightly said that a consulting process without implementation is fruitless.

Considering the importance of implementation, discuss four tactics that a consultant can
employ in order for the client’s staff to master recommended changes with less resistance
or difficulties. (20 Marks)

-END OF QUESTIONS-

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