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CHAPTER 1: INTRODUCTION TO

MANAGEMENT

APR 2011

Question 1

a) Discuss Henry Mintzberg’s managerial roles. Provide appropriate examples.

Henry Mintzberg’s have three managerial roles. There are interpersonal

roles, informational roles and decisional roles.

Firstly, interpersonal roles are the manager’s responsibility for managing

relationships with organizational members and other constituents. In the

organizational have figurehead, leader and liaison to help manager in managing

the organization smoothly.

Secondly, informational roles are the manager’s responsibility for

gathering and disseminating information to the stakeholders of the organization.

There have monitor, disseminator and spokesperson in the informational roles.

Their responsibilities are to assist the manager in receiving and communicating

the information to make the right decision.

Lastly, decisional roles are the manager’s responsibility for processing

information and reaching conclusions including entrepreneur, disturbance

handler, resource allocator and negotiator. Besides that, manager should know

to identify and resolve problems and capitalize on opportunities.



OCT 2010

Questions 2

a) In today’s world, managers are dealing with many influences that require them to

reshape and redefine management. Discuss any four influences with appropriate

examples.

Influences that require reshaping and redefining management are

planning, organizing, leading and controlling.

Planning involves setting goals and defining the actions necessary to

achieve those goals. While top level managers establish overall goals and

strategy. Managers throughout the hierarchy must develop operational plans for

their work groups that contribute to the efforts of the organization as a whole. All

managers must develop a plan for administering and coordinating the resources

for which they are responsible so that the goals of their work groups can beachieved.

Organizing involves determining the task to be done, who will do them and

how those tasks will be managed and coordinated. Managers must organize the



members of their work groups and organization so that resources and task flow

efficiently through the organization. Most important, the organization must be

structured in light of its strategic and operational goals so that it can be

responsive to changes in business environment.

Managers must capable of leading the members of their work groups

toward the accomplishment of the organizations goals. To be effective leaders,

managers must understand the dynamics of individual and group behavior, be

able to motivate their employees and be effective communications. Only through

effective leadership, the goals of organizations can be achieved.

Managers must monitor the performance of the organizations as well as

their progress in implementing strategic and operational plans. Controlling

requires identify deviations between planned and actual results. When an

organization is not performing as planned, manager must take corrective action.

Control is an important function in the managerial process because it provides a

method for ensuring that the organization is moving toward the achievement of

its goals.

b) Distinguish efficiency and effectiveness.

Efficiency

• To achieved by using the fewest inputs to generate a given output



Interpersonal roles are the manager’s responsibility for managing

relationships with organizational members and other constituents. Three other

constituents are figurehead, leader and liaison.

The meaning of figurehead is symbolic-head as manager to manage the

relationships with organizational members. Give a task to the first line manager

to supervise the employees to finish their work. The activities include ceremony,

status requests and solicitations. Figurehead also is a person who is the nominal

head or chief of a company not a real and who is name is used to give standing

to a business. In management, it is a role which is performed by a manager by

representing the company in meeting, conferences and at dinners. For example,

the managers give a good idea in the meeting to show his availability and

capability as manager.

Leader’s mean responsible for motivating and activating the subordinate.

It also is another role of a manager relating to hiring, firing, training and

motivating the employees. The activities include responsibility for staffing,

training, subordinate’s team building. Besides that, the leader is a process that is

an observable, understandable, learnable set of skills and practice available to

everyone anywhere in the organization. For example, give training to the

employees who not have any experience work.

Liaison, it is mean maintaining a self-developed network of outside contact

and information. It also is communication between two or more groups. It is

included in the manager’s role. The activities include interactions with outsider,

responding to mail and external board work.

b) Discuss four major challenges faced by managers in the rapid changing

environment.



• Economic and technological change.

Several economic changes have occurred that have altered

employment and occupational patterns. A major change is the shift of jobs

from manufacturing and agriculture to service industries and

telecommunication. This shift has meant that some organization had to

reduce number of employees, while others had to attract and retain

employees with different capabilities than previously were needed. The

explosive growth of information technology, particularly linked to the

internet has forced many changes throughout organizations of all types.

• Workforce availability and quality concerns.

Significant workforce shortages exist due to an adequate supply of

workers with the skills needed to perform the jobs being added. Jobs

with extreme supply shortages for several years have included

specialized information system technicians, physical therapist,

plumbers, air conditioning repair technicians and many others.

Consequently, human resources professionals have faced greater

pressures to recruit and train workers

• Demographic and diversity issues

It is more diverse racially women are in the labor force in much

greater numbers than ever before and the average age of the

workforce is now considerably older than before. As a result of these

demographic shifts, human resource management in organization had

to adapt to a more varied labor force both externally and internally.



• Organizational restructing

Many organizations have restructed in the past few years in order

to become more competitive. As part of the organization changes,

many organizations have “rightsized” either by eliminating layers of

managers, closing facilities, merging with other organizations or

outplacing workers. A common transformation has been to flatten

organizations by removing several layers of management and to

improve productivity, quality and service



management. He attempted to define “the one best way” to perform every task

through systematic study and other scientific methods. He also believed that

improved management practice lead to improved productivity. Three areas of

focus is task performance, supervision and motivation. In task performance is

scientific management incorporates basic expectations of management including

development of work standards, selection of workers, training of workers and

support of workers. Supervision is Taylor felt that a single supervisor could not be

an expert at all tasks. As a result, each first level supervisor should be

responsible only workers who perform a common function familiar to the

supervisor. In motivation also Taylor believed money was the way to motivate

workers to their fullest capabilities. He advocated a piece work system in which

worker’s pay was tied to their output. Each contributor is Frank Gilbreth and

Lillian Gilbreth. Frank Gilbreth specialized in time and motion studies to

determine the most efficient way to perform tasks. Lillian Gilbreth is a strong

proponent of better working condition as a means of improving efficiency and

productivity.

Administrative management

It is basically focuses on how a business should be organized and the

practices an effective manager should follow. Ii also explored the possibilities of

an ideal way to put all jobs together and operate an organization. Administrative

management theory “emphasized management functions and attempted to

generate broad administrative principles that would serve as guidelines for the

rationalization of organizational activities”. Henri Fayol is the first recognized that

successful managers had to understand the basic managerial function. He

developed a set of 14 general principles of management. Fayol’s managerial

functions of planning, organizing, leading and controlling are routinely used in

modern organizations. Fayol’s work included a definition of a body of principles,



which enables a manager to construct a formal structure of the organization and

to supervise it in a rational way.

Bureaucratic management

It can be described as “a formal system of organization based on clearly

defined hierarchical levels and roles in order to maintain efficiency and

effectiveness”. Max Weber was a historian that wrote about the emergence of

bureaucracy management from more traditional organizational forms. It also

based upon on firm rules, policies and procedures, a fixed hierarchy and a clear

division of labor. According to Weber, bureaucratic is a particular type of

administrative structure developed through rational-legal authority. Due to their

efficiency and stability, it would become the most prevalent form of organization

in society. Weber’s forms have three types of authority which are traditional,

charismatic and rational-legal authority. Traditional authority is subordinate

obedience based upon custom or tradition. Charismatic authority is subordinates

voluntarily comply with a leader because of his or her special personal qualities

or abilities. Rational-legal authority is subordinate obedience based upon the

position held by superiors within the organization.

CHAPTER 3: PLANNING

APR 2011

Question 5

a) If an organization is in an environment that experiences constant change, what is

the point of trying to develop long term plans?

There is abundant evidence that planning is the most prominent and pervasive of the

management functions or processes. Planning is prominent because of the evidence of



failure in organizations traceable to poor planning or preparation for the future on

management's part. Planning is pervasive in that it cuts through all management

functions and is a function that is applicable to all managerial levels. It cuts through the

other management functions of organizing, controlling, staffing, directing, and decision

making in the sense that it is a vital and necessary component of each of these

processes. That is, managers must plan for each of the other functions. Planning is

applicable to every managerial level because managerial action and decision making,

whether at the chief executive's level or at the first-line supervisor's level, should ideally

be predicated upon preliminary thought and anticipation of future issues, problems, or

details that invariably come into play in the process of making organizations work.

Before planning is anything else, it is a mental process. It is a process of thinking

through all facets of an issue or a problem before taking action. At the same time, it

provides the ingredients for action.

Planning is a process that entails an assessment of the organization, its resources, and

its environment, and encompasses the setting of objectives. Using that assessment as

a backdrop, planning entails looking at the past, the present, and the future. So often we

stress the futurity of planning to such an extent that we fail to make it clear that the past

and the present are our points of departure. Using the past and the present as points of reference, in planning we consider both what we anticipate the future will be like, and

what we desire it to be like.

b) Explain three types of planning and provide examples for your answer.

"To-Do-List" Planning

Very few managers can function without a "to-do-list." Since managers areso busy, it is essential that they be able to list the projects, reports, meetings, or

goals they need to accomplish on a day-to-day basis. Human nature seems to be

that we respond well to actually, or mentally "checking off" activities that have

been accomplished during the day. To-do-list planning is narrowly focused, daily

or weekly in time span, and frequently personal. Nevertheless, it represents an



invaluable discipline on the part of the individual manager desiring to see things

"get done" or to "make the organization work."

Not only are "to-do-lists" valuable for personal planning, they are valuable

mechanisms for delegating tasks to others. Instead of providing verbal

instructions of what to do, provide your subordinates or co-workers with a "to-do-

list" if you find that it is essential for that day or week. Personal experience

indicates that others assume more of a responsibility for the task if it is written

down than if it is verbally communicated.

Operational Planning

Operational planning is gauged toward the mid-range of time. This may be

weeks or months or may extend to a year or two. Typically, operational planning

is derived from or is in response to an annual budget. Some planning experts

have termed this type of planning tactical planning.

Whether it is driven by an organization's budget, a personal budget or a

functional area of responsibility, operational planning focuses on getting the work

accomplished effectively between now and some limited time period.

Another way of looking at operational planning is that it is in response to a

more comprehensive strategic plan of the organization. That is, operational

planning is derived from strategic planning. It flows from strategic planning. In

essence, it may be seen as part of the implementation phase of a more

comprehensive long range plan.

Planning or scheduling in the functional areas such as manufacturing,marketing, sales, and finance are examples of operational planning. Planning to

meet monthly work orders is operational planning. Planning next year's annual

meeting is operational planning. Though operational planning is often associated

with middle-level managers, it is indispensable to top level executives and first

line supervisors as.



Strategic planning

Strategic planning is an organization's process of defining its strategy, or

direction, and making decisions on allocating its resources to pursue this

strategy. In order to determine the direction of the organization, it is necessary to

understand its current position and the possible avenues through which it can

pursue a particular course of action. Generally, strategic planning deals with at

least one of three key questions:"What do we do?", "For whom do we do it?" and

"How do we excel?"

In many organizations, this is viewed as a process for determining where

an organization is going over the next year or—more typically—3 to 5 years (long

term), although some extend their vision to 20 years.

The key components of 'strategic planning' include an understanding of

the firm's vision, mission, values and strategies. The vision and mission are often

captured in a Vision Statement and Mission Statement.

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Strategy

http://en.wikipedia.org/wiki/Decision_making

http://en.wikipedia.org/wiki/Mission_Statement

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Strategy

http://en.wikipedia.org/wiki/Decision_making

http://en.wikipedia.org/wiki/Mission_Statement



OCT 2010

Question 6

Planning actually helps new business to survive longer. It makes better decisions of

what needs to be done through planning. However, too much planning could prevent

these firms from becoming successful. Explain the benefits and costs related to

planning

Planning provides a means for actively involving personnel from all areas of the

business enterprise in the management of the organization. Company-wide participation

improves the quality of the plans. Employee involvement enhances their overall

understanding of the organization's objectives and goals. The employees' knowledge of

the broad plan and awareness of the expected outcomes for their responsibility centers

minimizes friction between departments, sections, and individuals. Involvement in

planning fosters a greater personal commitment to the plan and to the organization.

These positive attitudes improve overall organizational morale and loyalty.

Managerial performance can also benefit from planning, although care must be

taken that planning does not become an empty task managers do periodically and

ignore the rest of the time. Successful planning focuses the energies and activities of

managers in the utilization of scarce resources in a competitive and demanding

marketplace. Able to clearly identify goals and objectives, managers perform better, are

more productive, and their operations are more profitable. In addition, planning is a

mental exercise from which managers attain experience and knowledge. It prepares

them for the rigors of the marketplace by forcing them to think in a future- and

contingency-oriented manner.

Costs that related to planning are collection, analysis and evaluation of different

information internal or external source. To get fact and alternative involves a lot of

expenses in term, effort and money. According to Koontz and O’ Donell “expenses on



planning should never exceed the estimated benefits from planning”. Planning process

require a substial amount of managerial time and energy. Manager must work with their

employees to evaluate existing resources, identify opportunities to improve the

operation of the work group, and establish organization goals. Some work groups may

find that planning requires an assessment of external information related to the

products, prices, and strategies of competing firms, the collection analysis, and

interpretation of such information can be time-consuming and costly. Another potential

cost of planning is that it may delay decision making. This is requiring time-consuming

acquisition of information and data. Furthermore managers argue that planning directs

the focus toward evaluating rather than doing. This can delay the organization’s

response to changes in the industry, marketplace, or internal operations.

OCT 2009

Question 1

a) Define planning and briefly discuss four important aspects of planning.

Planning that provides the details necessary to achieve the overall mission

on and strategic goals. This planning is the process of outlining the activities that

are necessary to achieve the goals of the organization. Through planning,

managers determine how organizational will be assigned to individuals and work

groups. The output of the planning process is the plan. A plan is a blueprint for

action; it prescribes the activities necessary for the organization to realize its

goals. The purpose of planning is simple- to ensure that the organization is both

effective and efficient in its activities. In a broad sense, an organization must

develop a plan that ensures that the appropriate product and services are offered

to its customers. More specifically, planning gives guidance and direction to the

members of the organization about their role in delivering those products and

service. 4 important aspects are:



Programme: Programmes are detailed statements about a project which

outlines the objectives, policies, procedures, rules, tasks, human and physical

resources required and the budget to implement any course of action.

Budget: It is a plan which quantifies future facts and figures. It is a fundamental

planning instrument in many organizations.

b) Explain single use plan and its various types.

Single use plan is a type in plan of operational plan. Operational plan is a

Focuses on determining the day-to-day activities that are necessary to achieve the long-

term goals of the organization. Single use plan is a designed for a specific purpose or

period. There three type of single use plan are program, project and budget.

Programs are a single-used plan that designed to accomplish a particular set of

goals. E.g.: Program Pembangunan Pelajar. Another is a project. Project is the efforts of

individuals or groups toward the achievements of a specific goal. Projects are short time

in nature. E.g.: Project KLCC. Lastly is a Budget. Budgets are a plan that specifies how

financial resources should be allocated. E.g.: Budgets are plan that commit resources,

activities, projects or programs



problem and achieve objectives. I may rely on my training, personal experience and

knowledge of the situation to generate alternatives.

Forth is evaluating alternatives. Which solution is the best. Fundamentals to this

step are the ability to assess the value or relative advantages and disadvantages of

each alternative under consideration. This help to identify the advantages and

disadvantages of the car.

Fifth is reaching decisions. The best are often based on careful judgements

making a good decision involve carefully examining all the facts, determining whether

sufficient information is available and finally selecting the best choices of the car that I

need.

Sixth is choosing implementation strategies. The key to effective implementation

are sensitivity to those who will be affected by the decision and proper planning and

consideration of the resources necessary to carry out the decision. Those parents

should understand the choice so the decision will be accepted and supported

Seventh is monitoring and evaluating. I must observe the impact of the decision

as objectively as possible and take further corrective action is necessary. Monitoring the

decision is useful whether the feedback is positive or negative. Then, we indicate that

the decision is correct because the car that I buy is useful and bring advantages to me.

OCT 2009

Question 5

a) Explain the participative decision-making approach

The process through which managers and leaders identify and resolve

problems and capitalize on opportunities. Good decision making is important at



all levels in the organizations. It begins with recognition of awareness of

problems and concludes with an assessment of the results of action taken to

solve those problems

b) Discuss decision making process and give examples

First is identifying opportunities and diagnosing problems. Decision makers must

know where action is required. The first step in decision making process is the clear

identification of opportunities or the diagnosis of problems that require a decision. An

assessment of opportunities and problems will only be as accurate as the information

on which it is based. Therefore, managers must place a premium on obtaining accurate

and reliable information

Second is identifying objectives. Objectives reflect the results that we wants to

attain. Both the quantity and quality of the desired results should be specified, for these

aspects of the objectives will ultimately guide the decision maker in selecting the

appropriate course of action.

Third is generating alternatives. Once an opportunity has been identified or a

problem diagnosed correctly, a manager develops various ways to solve the problem

and achieve objectives. Managers may rely on their training, personal experience and

knowledge of the situation to generate alternatives. The alternatives can be standard

and obvious as well as innovative and unique.

Forth is evaluating alternatives. It involves determining the value or adequacy of

the alternatives generated. A fundamental to this step is the ability assess the value or

relative advantages and disadvantages of each alternative under consideration.



Fifth is reaching decisions. Decision making is commonly associated with making

a final choice. Although choosing an alternative would seem to be a straightforward

proposition, in reality, the choice is rarely clear cut

Sixth is choosing implementation strategies. The bridge between reaching a

decision and evaluating the results is the implementation phase of the decision-making

process. The key to effective implementation are sensitivity to those who will be affected

by the decision and proper planning and consideration of the resources necessary to

carry out the decision.

Seventh is monitoring and evaluating. There is no decision-making process is

complete until the impact of the decision has been evaluated. The importance of

assessing the success or failure of a decision cannot be overstated. Evaluation of past

decisions as well as other information should drive future decision making as part of an

ongoing decision-making feedback loop.

CHAPTER 5: ORGANIZING

APR 2011

Question 2

a) Explain the differences between wide span and tall span of management

Span of management is generally categorized under two heads- Narrowspan and Wide span. Narrow Span of management means a single manager or

supervisor oversees few subordinates. This gives rise to a tall organizational

structure. While, a wide span of management means a single manager or

supervisor oversees a large number of subordinates. This gives rise to a flat

organizational structure. There is an inverse relation between the span of



management and the number of hierarchical levels in an organization, example

narrow the span of management , greater the number of levels in an

organization.

Narrow span of management is more costly compared to wide span of

management as there are larger number of superiors/ managers and thus there

is greater communication issues too between various management levels. The

less geographically scattered the subordinates are, the better it is to have a wide

span of management as it would be feasible for managers to be in touch with the

subordinates and to explain them how to efficiently perform the tasks. In case of

narrow span of management, there are comparatively more growth opportunities

for a subordinate as the number of levels are more.

The more efficient and organized the managers are in performing their

tasks, the better it is to have wide span of management for such organization.

The less capable, motivated and confident the employees are, the better it is to

have a narrow span of management so that the managers can spend time with

them and supervise them well. The more standardized is the nature of tasks ,i.e.,

if same task can be performed using same inputs, the better it is to have a wide

span of management as more number of subordinates can be supervised by a

single superior. There is more flexibility, quick decision making, effective

communication between top level and low level management, and improved

customer interaction in case of wide span of management. Technological

advancement such as mobile phones, mails, etc. makes it feasible for superiors

to widen their span of management as there is more effective communication. An

optimal/ideal span of control according to the modern authors is fifteen to twenty

subordinates per manager, while according to the traditional authors the ideal

number is six subordinates per manager. But actually, an ideal span of control

depends upon the nature of an organization, skills and capabilities of manager,



the employee’s skills and abilities, the nature of job, the degree of interaction

required between superior and subordinates.

b) Elaborate on the process of delegation

A concept related to authority is delegation. Delegation is the downward transfer of

authority from a manager to a subordinate. Most organizations today encourage

managers to delegate authority in order to provide maximum flexibility in meeting

customer needs. In addition, delegation leads to empowerment, in that people have the

freedom to contribute ideas and do their jobs in the best possible ways. This

involvement can increase job satisfaction for the individual and frequently results in

better job performance. Without delegation, managers do all the work themselves and

underutilize their workers. The ability to delegate is crucial to managerial success.

Managers need to take four steps if they want to successfully delegate responsibilities

to their teams.

1. Specifically assign tasks to individual team members.

The manager needs to make sure that employees know that they are ultimately

responsible for carrying out specific assignments.

2. Give team members the correct amount of authority to accomplish

assignments. Typically, an employee is assigned authority commensurate with

the task. A classical principle of organization warns managers not to delegate

without giving the subordinate the authority to perform to delegated task. When an

employee has responsibility for the task outcome but little authority, accomplishing

the job is possible but difficult. The subordinate without authority must rely on

persuasion and luck to meet performance expectations. When an employee has

authority exceeding responsibility, he or she may become a tyrant, using authority

toward frivolous outcomes.

3. Make sure that team members accept responsibility.



Responsibility is the flip side of the authority coin. Responsibility is the duty to

perform the task or activity an employee has been assigned. An important

distinction between authority and responsibility is that the supervisor delegates

authority, but the responsibility is shared. Delegation of authority gives a

subordinate the right to make commitments, use resources, and take actions in

relation to duties assigned. However, in making this delegation, the obligation

created is not shifted from the supervisor to the subordinate — it is shared. A

supervisor always retains some responsibility for work performed by lower-level

units or individuals.

4. Create accountability.

Team members need to know that they are accountable for their projects.

Accountability means answering for one's actions and accepting the

consequences. Team members may need to report and justify task outcomes to

their superiors. Managers can build accountability into their organizational

structures by monitoring performances and rewarding successful outcomes.

APR 2010

Question 4

a) Define organizing and briefly describe the process of organizing.

“The process of determining the tasks to be done, who will do them, and how

those tasks will be managed and coordinated”. To structure or arrange the

relationship between people, the work to be done, & the facilities so that goals

are achieved. Organizing, like planning, must be a carefully worked out and

applied process. This process involves determining what work is needed to



accomplish the goal, assigning those tasks to individuals, and arranging those

individuals in a decision-making framework (organizational structure). The end

result of the organizing process is an organization, a whole consisting of unified

parts acting in harmony to execute tasks to achieve goals, both effectively and

efficiently. A properly implemented organizing process should result in a work

environment where all team members are aware of their responsibilities. If the

organizing process is not conducted well, the results may yield confusion,

frustration, loss of efficiency, and limited effectiveness. In general, the

organizational process consists of five steps

1. Review plans and objectives. Objectives are the specific activities that must be

completed to achieve goals. Plans shape the activities needed to reach those

goals. Managers must examine plans initially and continue to do so as plans

change and new goals are developed.

2. Determine the work activities necessary to accomplish objectives. Although this

task may seem overwhelming to some managers, it doesn't need to be.

Managers simply list and analyze all the tasks that need to be accomplished in

order to reach organizational goals.

3. Classify and group the necessary work activities into manageable units. A

manager can group activities based on four models of departmentalization:

functional, geographical, product, and customer.

4. Assign activities and delegate authority. Managers assign the defined work

activities to specific individuals. Also, they give each individual the authority

(right) to carry out the assigned tasks.

5. Design a hierarchy of relationships. A manager should determine the vertical

(decision-making) and horizontal (coordinating) relationships of the organization

as a whole. Next, using the organizational chart, a manager should diagram the

relationships.



b) Explain two advantages and two disadvantages of divisional structure.

Advantages divisional structure can make activities can be easily focuses and

coordinated. Also enhance speed and effectiveness of decision making and easy to

assess performance and identify accountability/liability. Disadvantages of divisional

structure are manager just focus only on own products and can make increase the

administrative costs.

CHAPTER 6: LEADERSHIP &

MOTIVATION

APR 2011

Question 6

a) Define leadership and explain four significance of leadership to an organization.



Leadership is defined as a social influence process to influence people to

achieve a common goal. Leadership is not a position, title or privilege. It is

responsibility and a process as an observable, understandable, learnable set of

skill and practices available to everyone, anywhere in the organization. Typically,

leadership involves creating a vision of the future, devising a strategy for

achieving that vision and communicating the vision so that everyone understands

and believes in it. Leadership also entails building a culture that will inspire and

motivate people to overcome obstacles. In this way, leadership gets results and

brings about change. One view is that manager’s carry out responsibilities,

exercise authority and worry about how to get things done, whereas leaders are

concerned with understanding people’s beliefs and gaining their commitment. In

other words, managers and leaders differ in what they attend to and in how they

think, work and interact. A related argument contends that leadership is about

coping with change, whereas management is about coping with complexity. It is

important for all managers to think of themselves as leader and consequently, we

use the term leadership to encompass both leadership and management

functions.

b) Leaders use various types of powers to influence others. Describe with examples

any four types of power exercised by leaders

Power is derived in part from the opportunities inherent in a position in an

organization. First, legitimate power stems from formal authority. This authority is

based on perceptions about the obligations and responsibilities associated with

particular positions in an organization. For example, Anne Mulchay uses



Task orientation is leadership behaviors that include setting performance

goals, planning and scheduling work, coordinating activities, giving directions,

setting standard, providing resources and supervising worker performance.

James Hackett president and CEO of Steelcase, is known for his task orientation

when dealing with analysts, employees, dealers and the community

Relations orientations is leadership behavior that shows empathy for

concerns and feelings, being supportive of needs, showing trust, demonstrating

appreciation, establishing trusting relationships and allowing subordinates to

participate in decision making. Elizabeth Robert, president and CEO of the

Vermant Teddy Bear Company is an example of a leader who demonstrates a

strong relation orientation. When she was CEO and the company was in the

verge of insolvency, employees came to her and asked for her help. When she

became CEO, she kept that demeanor. For examples, she listens when people

come to her with an idea, she involves employees in the decision process and

she asks for input on the future direction for the company.

b) Discuss four leadership styles according to the Situational Leadership Model

Situational Leadership Model is an approach that examines the interaction

between leadership style and employee readiness.

A leader using the telling style provides specific instructions and closely

supervises performance. This is the most directive of the 4 styles and the leader

is primarily focused on giving explicit guidelines, setting goals and providing

structure. This style works best when employee’s readiness is low. The direction

provided by this leadership style defines roles for employees who are unable or



unwilling to take responsibility because it eliminates any insecurity about the task

that must be done

The selling style, the leader explains decisions and provides opportunities

for clarification. This style offers both direction and support for employees who

are not yet competent but are willing to take on responsibility. It combines a

directive approach with positive support, interaction, involvement and

reinforcement for maintaining enthusiasm.

The participating style involves sharing ideas and maintaining two way

communications to encourage and support the skills the employees have

developed. It is used most appropriately for moderate to high employee

readiness. The leader focuses on sharing ideas and responsibility with an

emphasis more on the relationship and employee involvement than on the

specific of the task. Competent employees require supportive behavior to

increase their motivation. This style helps enhance a subordinate’s desire to

perform a task because it shares the decision making.

Leaders use a delegating style to provide subordinates with minimal

directions and support for the relationship. When employees have reached a high

level of readiness, the leader allows them to decide how and when to do things.

This is because employees are able and willing to take responsibility for what

needs to be done, it is appropriate for the leader to use a delegating style.



OCT 2010

Question 3

a) Elaborate acquired-needs model.

Acquired-needs model is a need that is acquired or learned from the life

experiences in the culture or country in which we live and can influence behavior.

The model proposes that when a need is strong, it will motivate the person to

engage in behavior to satisfy that need.

First, need for achievement is represented by the drive to excel,

accomplish challenging tasks and achieve a standard of excellence. Managers

who want to motivate high achieves need to ensure that such individuals have

challenging but attainable goals that allow relatively immediate feedback about

their progress. High achievers often pursue a professional career in sales and

are successful in entrepreneurial activities such as running their own business,

managing a self-contained unit within a large organization and holding positions

in which success depends largely on individual achievement.

Second, need for power to influence and control one’s environment as a

particularly important motivator in organizations. It also may involve either

personal power or institutional power. Individuals with a high need for personal

power want to dominate others for the sake of demonstrating their ability to

influence and control. In contrast, individuals with a high needs for institutional

power want to solve problems and further organizational goals



Third, need for affiliation is the desire for friendly and close interpersonal

relationships. Individuals with a high need for affiliation enjoy working in teams

and are likely to gravitate toward professions that involve high levels of

interaction with others, such as teaching, counseling, coaching and sales.

Although not individuals have the appropriate need profile to be successful

managers, the acquired-needs model of motivation argues that employees can

be trained to stimulate their achievement needs. If an organizational position

requires a high need for achievement or develop its own candidate through

training.

b) State which component in the acquired-needs model’s that you would apply if

you were to work in a service-oriented firm.

Acquired-needs model is a need that is acquired or learned from the life

experiences in the culture or country in which we live and can influence behavior.

Therefore, I would choose need for affiliation which the desire for friendly

and close interpersonal relationships. This is because individuals with a high

need for affiliation enjoy working in teams are likely to gravitate toward

professions that involve high levels of interaction with others, such as teaching,

coaching, counseling and sales.

Although not individuals have the appropriate need profile to be successful

managers, the acquired-needs model of motivation argues that employees can



be trained to stimulate their achievement needs. If an organizational position

requires a high achiever, management can selected a person with a high need

for achievement or develop its own candidate through training.

OCT 2009

Question 2

a) Compare and contrast Douglas Mc Gregor’s theory X and theory Y.

The Mc Gregor’s Theory X and Y are the approach again draws upon thework of Herzberg and develop a human resources management approach to

motivation. This theory first classifies manager into two groups.

The Theory X managers views the employees as unmotivated and

disliking of works. Under the Theory X approach, the manager’s role is to on the

hygiene and to control and direct the employees. In contrast, Theory Y manager

focus on Herzberg’s motivator and work to assist employees in achieving these

higher level.

Factors Theory X Theory Y



Employee

attitude toward

work

Employees dislike

work and will avoid it

if at all possible

Employees enjoy

work and will

actively seek it

Management

view of direction

Employees must be

directed, coerced,controlled, or

threatened

Employees are

self-motivatedand self-directed

toward achieving

Employees

view of

direction

creativity

Employees wish to

avoid responsibility:

prefer to be directed

and told what to do

and how to do it.

Employees seek

responsibility:

imagination, and

ingenuity in

performing their

jobs.

Management

style

Authoritarian style of

management

Participatory style

of management

b) Discuss the four principles of coordination that promote effective work groups.

i) Division of work

By dividing the work into smaller elements and assigning specific elements workers, the

work can be performed more effectively and more productively.

ii)Authority and responsibility

Authority is necessary to carry out managerial responsibilities. Managers have the

authority to give orders so that work will be accomplished.

iii) Unity of command

To avoid conflicting instructions and confusion, each employee should receive orders

from only one superior.



iv) Discipline

To ensure the smooth operation of the business, it is essential that members of the

organization respect the rules that govern it.

CHAPTER 7: CONTROL

APR 2011

Question 1

Explain two criteria for measuring managerial performance.

To be effective in detecting and correcting unacceptable performance, a control

system must satisfy several criteria. The system must be acceptable to a diverse

workforce and use all steps in the control process.

i) Acceptable to a diverse workforce

To be effective, organizational controls should be accepted by employees. The

control system should motivate workers to recognize standards and act to achieve



Concurrent control which focuses on the transformation process to ensure

that it is functioning properly. For example, sewing-machine operators must

continuously monitor their process to ensure that seams are being sewn straight

and threads are interlocking appropriately.

Feedback control or corrective control which focuses on discovering

undesirable output and implementing corrective action. For example, if the

design stitching on the back pockets is misaligned, corrective action would be

needed at the pocket-stitching operation to correct this problem.

b) With the aid of a diagram, explain the four steps in an organization control

process.



Setting

Standards for

Performance

The

control

process

should begin

with

establishing

standards of performance against which organizational activities can be

compared. Standards of performance can be set after the organization has

developed its strategic plan and the managers have defined goals for all the

departments. The standards must be sated clearly, measurable, specific and

acceptable by all employees

Measuring Actual Performance



In some cases measuring actual performance can be simple but in most

cases it can be quite difficult. Things like what to measure, when to measure and

how to measure must be decided. For example, sales, costs and profits

Comparing Actual Performance with Standards

This step involves determining if actual performance compared to

standards falls within acceptable limits. For example, suppose a leader of Berner

Foods set an average productivity standard in the Baby Swiss Cheese

manufacturing area of 500 pounds of cheese per worker per day, with an

acceptable deviation of plus or minus 50 pounds. Measurement outside the

range indicates an out-of-control situation that requires corrective action.

Responding to Deviations

If the deviation from performance is unacceptable, then corrective action is

warranted. But if the deviation is acceptable, no correction action is necessary.

For example, if a student has midterm exam score 75, the undesirable deviation

requires a response to be taken either prepare more on the final exam to

reestablish performance or raise goals to course grade A.



CHAPTER 8: COMMUNICATION APR 2010

Question 3

a) Briefly explain any four types of nonverbal communication and give appropriate

examples

Kinesics behavior or body motion that is the movement of the body and

face, such as gesture, facial expressions, eye contact, touching and any other

movement of the body provide signals of approval, disbelief or trust. For example

avoid eye contact when they tell lies or a are embarrassed

Physical characteristics, such as body shape, physique, posture, height,

weight and skin color, which may transmit confidence or fear.

Paralanguage, such as voice quality, volume, speech rate, pitch and

laughing that may transmit approval, nervousness, confidence, enthusiasm of

excitement. For example, when people are not sure of what to say, they would

speak softly. When nervous, people would stammer or talk faster.

Proxemics, such as the way people use and perceive space, seating

arrangement and conversational distance that transmit approval or pleasure. For

example, we would sit very close to a person that we like.

Environment, such as building and room design, furniture and interior decorating, light, noise and cleanliness.



b) Discuss five barriers to effective communication.

Cross-cultural diversity is the greater the difference between the sender’s

and receiver’s cultures, the greater the change for miscommunication.

Trust and credibility is lack of trust can cause the receiver to look for

hidden meanings in the sender’s messages.

Information overload is the amount of information one can process is

exceeded. Information overload can lead to: failing to process or ignoring some

of the information, processing the information incorrectly, delaying the process of

information until the information overload abates, searching for people to help

process some of the information, lowering the quality of information processing

and withdrawing from the information flow.

Language characteristics are when two individual are using different

meanings or interpretations of the same word and do not realize it, a

communications barrier exists.

Gender differences, males and females are treated differently from

childhood they develop different perspectives, attitudes about life and

communication styles.



OCT 2009

Question 6

a) Briefly explain the formal communication channels and spontaneous

communication channels

Formal communication channels are referring to channels officially used

by organizations to transmit information within and outside the organization.

Formal communication follows the chain of command and is recognized as

official.

Informal communications is the spontaneous channels of communication

that arise from the social relationships that evolve in the organization. They are

not required or controlled by the administration of the organization. In formal

communication is also known as the grapevine. It is depicted as the wondering of

messages throughout the organization. It involves small groups of people who

exchange information in all directions through unsanctioned organizational



channels and networks. The messages passed are likely to be inaccurate and

distorted.

b) Describe the different types of formal and spontaneous communication channels

in an organization. Give examples.

Typically, formal communication flows “downward” from executives to directors to

managers to staff regarding company direction and instruction and “upward” from staff

to managers to directors to executives in the form of data and reports. The

communication flowing through these channels is specific to the jobs and departments.

Such formal communication is well established and planned. For example,

reports and data from staff are organized are generally submitted in prescribed

templates and according to a set schedule. Communication focused on a company’s

strategy and direction, which originates from company executives, is funnelled through

the organizational chart and changed in such a way to be relevant to each department

and manager. What starts out as “high-level” communication on corporate strategy

needs to be thought out through planning sessions so that the communication provides

direction and is actionable for the individuals who implement the tasks of the strategy.

The better the communication the better employees and staff will understand what is

expected and required of them.

Probably the most common term used for the informal communication in the

workplace is “grapevine” and this communication that is sent through the organizational

grapevine is often considered gossip or rumour. While grapevine communication can

spread information quickly and can easily cross established organizational boundaries,



the information it carries can be changed through the deletion or exaggeration crucial

details thus causing the information inaccurate – even if it’s based on truth.

The use of the organizational grapevine as an informal communication channel

often results when employees feel threatened, vulnerable, or when the organization is

experiencing change and when communication from management is restricted and not

forthcoming.

c) Based on your answer in (b), explain any two problems that might arise from

these channels of communication.

In case of formal communication caution, there is almost no chance of misunderstanding. While in informal due to lack of control misunderstanding can takes

place. Second problem in formal as official discipline is maintained chance of mistakes

is very low. But in informal strict rules are not followed possibility of mistakes is very

high.

CHAPTER 9: HUMAN RESOURCE

MANAGEMENT

APR 2011

Question 3

a) Discuss two advantages and two disadvantages of external recruitment.

External recruitment involves advertising for and soliciting applicants from

outside the company. If internal sources do not produce an acceptable candidate or it is

decided that the best candidate would come from the outside, a wide variety of external

sources are available. The sources differ in term of ease of use, cost, and the quality of

applicant obtained.

The advantages of external recruitment are:



i) Possibly cheaper than training a professional

Deploying outer workforce is cost effective for an organization. When they recruit

internal workforce, the organizations need to train them after the organization’s need.

Besides, the process requires a long time. But for the outer employees they do not need

to offer or conduct any training sessions. They own the required experience. Thus it

saves the training and other costs

ii) New ideas, insight

The external recruitment can help attract candidates who could increase the

diversity of skills within the company and can contribute new and innovative ideas and

approaches towards organizational growth. This recruitment practice enables the

organization to adapt to the changing market trends and it lowers the chance of

partiality as it encourages increased competition within the organization.

The disadvantages of external recruitment are:

i) Selected person may not fit job or organization

The new appointee may not fit the existing culture within the organization. The

turnover rate for external hires is almost always higher than internal promotions

because the candidates must both adjust to a new environment and they come to us as

relative unknowns.

ii) Long adjustment time may be needed

This can be time consuming and costly, particularly in a full employment

economy. Organizations need to be wary of the state of the labor market as it relates to

the particular vacancy at hand, so that an effective external recruitment strategy can be

clearly thought through and put into place.



b) Explain four uses for conducting job analysis.

Job analysis refers to studying a job to understand what knowledge, skills,

abilities, and attitudes are required for successful performance. The uses of job

analysis are:

i) Recruitment and Selection Job analysis

This provides information about what the job entails and what human

characteristics are required to perform these activities. The information, in the

form of job descriptions and specifications, helps management decide what sort

of people to recruit and hire.

ii) Compensation Job analysis

The information is crucial for estimating the value of each job and its appropriate

compensation. Compensation such as salary and bonus usually depends on the

job’s required skill and education level, safety hazards, degree of responsibility,

and so on which all factors can be assess through job analysis. Furthermore,

many employers group jobs into classes. Job analysis provides the information to

determine the relative worth of each job.

iii) Performance appraisal

A performance appraisal compares each employee’s actual performance with his

or her performance standards. Managers use job analysis to determine the job’s

specific activities and performance standards.



iv) Discovering Unassigned Duties

Job analysis can also help reveal unassigned duties. For example, your

company’s production manager says she’s responsible for a dozen or so duties,

such as production scheduling and raw material purchasing.

APR 2011

Question 6

a) Briefly explain there categories of tests usually used in the selection of the best

candidates for jobs.

The test usually used in the selection of the best candidates for jobs can be

written, performance and personality.

The written test is to measure the knowledge, ability, skill, intelligence, or

interest. They usually called paper-and-pencil test, although that title is outdated

because many neither are nor computerized. For example is the driver’s license exam.

The performance test measures the ability, skills for specific jobs. It is requires

the job candidate to actually perform in the job usually some small part of the job or for

a short time. It also consists of actual job behavior. For example is assessment center,

or work sample.

The personality test measures the characteristics and personality. It is to

increase the number of organization hires the “right” people. For example is the locus of

control measure.

b) Discuss any five key components of the Strategic Human Resources

Managements.



The strategic human resource management (HRM) refers to the managing

in such way as to coordinate all human resources components and focus them

on achieving organizational goals and overall strategy. It involves the analysis,

forecasting, recruiting, selecting, training, appraising and rewarding.

i) Analysis

Job analysis refers to studying a job to understand what knowledge, skills,

abilities, and attitudes are required for successful performance. A factory job

might require skills needed to successfully engage in groups and group decision

making. A person’s attitudes and other personality characteristics may become a

more important component of a job. This is because that person can be more

successful if fits into the culture of the organization, into the “way things are

done”.

ii) Forecasting

The important aspect is forecasting the demand for and supply of both short term

and long term planning. Both types of forecasts require looking into the future.

The demand forecasting involves determining the number of employees that the

organization will need at some point in the future as well as knowledge, skills,

and abilities that these employees must possess. While the supply forecasting

involves determining what human resources will be available both inside and

outside the organization.

iii) Selecting



Selection is a process of evaluation and choosing the best-qualified candidate

from the pool of applicants available for the position. It entails the exchange of

accurate information between employers and job candidates to optimize the

person-job match.

iv) Training

Training is a planned effort to assist employees in learning job-related behaviors

that will improve their performance. It is vital to the success of the organization.

v) Rewarding

Organizations must reward employees for doing good job and for helping achieve

the goals and mission of the organization. For example are rewards like

encouragement, recognition from the manager, coaching and mentoring from the

manager, and supportive types of communication.

OCT 2009

Question 7

a) Define performance appraisal.

The performance appraisal is a systematic process of evaluating each

employee’s job related achievements, strengths, and weakness, as well as

determining ways to improve the performance.

b) Explain four ways how managers can use the performance appraisal information.

The methods that managers can use the performance appraisal information are

graphic rating scales, behavioral-anchored rating scales (BRASs), results-oriented, and

360-degree feedback.



The graphic rating scale assesses employees on a series of performance

dimensions, such as initiative, tardiness, accuracy of work, using a 5- or7-point scale.

For example, a typically rating scale that ranges from 1 to 5, which 1 represent poor

performance while 5 is representing the outstanding performance.

BARSs are similar to the graphic rating but they use more detailed

examples of job behaviors to represent different levels of performance. It relies on job-

analysis information to describe a range of desirable and undesirable behavior for each

performance dimension.

The result-oriented methods of performance appraisal are an alternative to

the behavior-based ones. It requires the establishment of goals, targets, or result

expected, and then a person’s performance is judged against these.

The 360-degree feedback is use by some organization. The approach

includes feedback about performance from four sources which are the supervisor, the

subordinates, coworkers, and self-appraisal. This approach requires trust and

communication skills.

c) In your opinion, do you think that all employees are satisfied with their

performance appraisals that were carried out by their respective managers? Give

three reasons to support your answer.

In my opinion, I think that all employees are not satisfied with their performance

appraisal that carried out by the managers. This is because of several reasonswhich are:

i) The halo effect which occur when a manager rates employee high or low

on all items because of one characteristics. For example, a worker who has few



absences might receive high rating in all other areas of work, including quantity and

quality of output.

ii) The manager may develop the rating pattern. For examples, some

managers have a problem with central tendency which occurs when the rater judges

all employees as average, even though their performance varies.

iii) A leniency error occurs when the rater evaluates some in a group higher

than they should be or when the rater is unjustifiably easy in evaluating

performance.



Product manufacturers are increasingly facing costly legal suits over damages

caused by faulty products. The successful TQM efforts typically result in

improved products and its performance, in a long-term it will reduce the product

liability cost.

iv) Customer Satisfaction

Quality management ensures customer satisfaction. Conduct customer

satisfaction surveys to understand the qualities of the product important to the

customer. Also conduct surveys with those who are not the company's

customers. This will also provide insight into why these businesses use the

services of the competitor. Use customer surveys to target those features of a

product or service that need improvement. The quality management program

provides a methodology to use to create the type of product the customer

desires.

b) Discuss two (2) distinct differences between manufacturing and serviceorganizations.

Defining quality in manufacturing organizations is often different from that of

services. Manufacturing organizations produce a tangible product that can be seen,

touched, and directly measured such as cars, CD players, clothes, computers, and food

items. Therefore, quality definitions in manufacturing usually focus on tangible product

features. The most common quality definition in manufacturing is conformance, which is

the degree to which a product characteristic meets preset standards.

Other common definitions of quality in manufacturing include performance such

as acceleration of a vehicle; reliability which that the product will function as expected

without failure; features such the extras that are included beyond the basic

characteristics; durability which is the expected operational life of the product; and



serviceability where define how readily a product can be repaired. The relative

importance of these definitions is based on the preferences of each individual customer.

It is easy to see how different customers can have different definitions in mind when

they speak of high product quality.

In contrast to manufacturing, service organizations produce a product that is

intangible. Usually, the complete product cannot be seen or touched. Rather, it is

experienced. Examples include delivery of health care, experience of staying at a

vacation resort, and learning at a university. The intangible nature of the product makes

defining quality difficult. Also, since a service is experienced, perceptions can be highly

subjective. In addition to tangible factors, quality of services is often defined by

perceptual factors. These include responsiveness to customer needs, courtesy and

friendliness of staff, promptness in resolving complaints, and atmosphere.

OCT 2010

Question 5

a) Explain the roles of benchmarking, continuous improvement and quality circles in

Total Quality Management.

The term ‘benchmark’ originally meant a surveyor’s mark out in a rock used as a

point of reference. In general sense, therefore, benchmarking mean setting standards

which acts as a point of reference. Benchmarking is one of the many techniques that

one can employ to gather management information.

The role of benchmarking is to provide management with knowledge of what

constitutes “best performance” or “superior performance” in a particular field. Best

performance relates to output, efficiency, quality and any other measurement relevant to

performing the job. Benchmarking not only investigates what best practice means in

terms of performance yardsticks but also examine how best practices is achieved.

Benchmarking is, therefore, not only the practice of obtaining measurements but also

involves understanding the conditions, resources and competence necessary to deliver

top performance.



The Continuous Improvement is a concept that recognizes that quality

improvement is a journey with no end and that there is a need for continually looking for

new approaches for improving quality. The philosophy that seeks to make the never-

end improvements in which the process of converting inputs into the output process.

Kaizen is a Japanese word for continuous improvement. In addition, it is to meet

dynamic customer needs in which the organization itself must be dynamic, has to adjust

this position, the elimination of positions or whole classes of work and employees may

receive this and actively resist against such moves.

A Quality Circle is a small group of employees from the same work area who

voluntarily meet regularly to identify, analyze and resolve work related problems. This

not only improves the performance of any organization, it also motivates and enriches

the work life of employees. The philosophy behind Quality Circles is building people.

The circle comprise a number of workers who get together periodically to discuss

ways of improving products and processes. Quality circles are usually less structured

and more informal than teams involved in continuous improvement.

b) Describe two pros and two cons of Total Quality Management (TQM).

The pros or advantages of TQM are:

i) Lowers Production Costs

A Total Quality Management program eliminates defects and waste, which

reduces production costs in a business. As teams gather to identify and eliminate

weaknesses in the business, the company continues to enjoy reduced costs and higher

profit. Quality improvement teams can eliminate defects, reduce lead time and identify

redundancies in the production process that can significantly add to the profit the

company earns.

ii) Employee Participation



Once workers understand their participation and involvement in Total Quality

Management is essential to its success, morale and productivity improve. Workers

become empowered through participation on quality improvement teams. Businesses

can improve morale further by recognizing improvement teams that make meaningful

changes in the production process to reduce or eliminate waste.

The cons or advantages of TQM are:

i) Production Disruption

Implementing a Total Quality Management system in a company requires

extensive training of employees. The employee training includes instruction in problem

solving techniques and the tools to evaluate a process and identify weaknesses such as

statistical process control, Pareto diagrams and brainstorming techniques. During the

initial training period, productivity can decline. Meetings for quality improvement teams

also take workers away from their duties, which also reduce productivity. While the

improvements do reduce lead time, eliminate waste and improve productivity, the

beginning stages of implementing Total Quality Management in an organization can

reduce worker output.

ii) Employee Resistance

Total Quality Management requires change in mindset, attitude and methods for

performing their jobs. When management does not effectively communicate the team

approach of Total Quality Management, workers may become fearful, which leads to

employee resistance. When workers resist the program, it can lower employee morale

and productivity for the business. Total Quality Management uses small incremental

improvements to move the business forward. It can take years for a company to enjoy

the benefits of the program.

OCT 2009

Question 3



a) State two (2) reasons why quality is crucial.

The reasons quality is crucial in many organization are:

i) Positive company image

A positive image helps a firm accelerate its sales, can recruit new employees,

obtain loans from financial institution and numerous of other organizational

benefits.

iii) Lower cost and higher market share

The organizational activities that contribute to product quality will result in such

benefits as increased productivity, lower rework and scrap costs, lower costs of

servicing products after they are sold and so increase the market share.

b) Describe the finding and major contributions of W. Edwards Deming and Joseph

Juran.

Deming's management system was philosophical, based on continuous

improvement toward the perfect ideal. He believed that a commitment to quality requires

transforming the entire organization. His philosophy is based on a system known as the

Fourteen Points. These points express the actions an organization must take in order to

achieve TQM:

1. Create constancy of purpose for improvement of product and service.

2. Adopt a new philosophy.



3. Cease dependence on mass inspection.

4. End awarding business on price.

5. Improve the system of production and service constantly.

6. Institute training.

7. Institute leadership.

8. Drive out fear.

9. Break down barriers between departments.

10. Eliminate slogans, exhortations, and numerical targets for the workforce.

11. Eliminate numerical quotas or work standards.

12. Remove barriers that prevent workers from taking pride in their

workmanship.

13. Institute a vigorous program of education.

14. Take action to accomplish the transformation.

Joseph Juran sees quality planning as part of the quality trilogy of quality

planning, quality control, and quality improvement. The key elements in implementing

company-wide strategic quality planning are in turn seen as: identifying customers and

their needs; establishing optimal quality goals; creating measurements of quality;

planning processes capable of meeting quality goals under operating conditions; and

producing continuing results in improved market share, premium prices, and a reduction

of error rates in the office and factory.

Juran's formula for results is to establish specific goals to be reached, and then

to establish plans for reaching those goals; assign clear responsibility for meeting the

goals; and base the rewards on results achieved.



Juran also believes that the majority of quality problems are the fault of poor

management, not poor workmanship, and that long-term training to improve quality

should start at the top with senior management.

CHAPTER 11: MANAGEMENT FROM ISLAMIC

PERSPECTIVE

APR 2011

Question 7

A Muslim manager who holds strong Islamic values will strive for both worldly and after worldly gains. Elaborate any five principles of Islamic management and support your

answers with appropriate examples.

Islamic management is the ability to utilize resources both material and human,

optimally in order to achieve goals, and be it short term or long term. It is based on the



teachings generated from the Al-Quran and the As-Sunnah. It also provides guidance

in making decision and the Islamic leadership under Prophet Muhammad through the

Islamic way of managing things had created a strong (Muslim) society.

The first principle of Islamic management is the ultimate goal of our life should be

harmoniously linked with the worldly aims. Humans as khalifah must be able to balance

their short term and long term goals such as serving Allah, worshipping Him and

seeking his worthy pleasure and reward. For examples, as a Muslim manager, he/she

want the organizations that he/she leading to achieves the goals such gain the higher

profit and at the same time he/she is not forgot the responsibility towards Allah which

important to have good and bless life in the world and here after.

Secondly, the moral or religious value of work should be integrated in the work or

activities we do. Working is not merely means for material gains, but also moral

obligation and a measure of pleasing Allah and getting nearer to him.

Third principle is the time is to be well invested, not to be wasted. Time should be

treated as a commodity. This statement requires us to use our time efficiently by being

punctual, doing diligent work, never play around, not to procrastinate and engage

ourselves in meaningless conversation. A leader should have to become punctual to

come to work since it can be a role model or mentor to the other employees.

Forth is we should uphold and internalize the Islamic ethical values. In whatever

we do, we should internalize Islamic values of truthfulness, honesty, dedication, self-

restraint, self-discipline and fear of Allah. This important in help to achieve an establish

management and organization.

Lastly, self-criticism should be exercised periodically both individually and

collectively and should be practiced by all workers at all levels. Each individual shouldreview his/her work and analyze his actions and attitudes. This can improve the

performance and also increase the organization’s achievement.

APR 2010



Question 7

Discuss any five principles of Islamic Management and give appropriate examples to

support your answers.




in making decision and the Islamic leadership under Prophet Muhammad through the

Islamic way of managing things had created a strong (Muslim) society.

The first principle is there shall be no favoritism and discrimination. Heads of

departments, managers and leaders must be fair to employees. There should not be

discrimination and favoritism because of mutual interests of family ties etc.

Second principle is human nature and needs should be both considered

simultaneously. Both psychological and economical contracts of a person must be met.

For example, working hours must be reasonable and fair. The pay system should be fair

(equity).

The third is the responsibility of the management to provide conductive and

healthy working conditions in the work-place. Management should employ people as awhole considering both their emotional and psychological needs.

The forth principle is there should be conductive rewards for exceptional

achievement and adequate measures to detect and prevent violations. For example, a

leader will reward the followers based on their performance in doing task given.

The fifth is the concept of al-Syura, it is a consultation based on mutual

discussion and inculcating cooperation among members of organization. A leader will

conduct a meeting for every month to make improvement and solve problem together

with departments.

OCT 2009



Question 4

a) What is the major difference between management from the Islamic perspective

and the contemporary perspective?

Contemporary perspective Islamic perspective

Solution of a problem by groups,no reference to and divine effortsin order to achieve goals.

Seeking Allah’s pleasure insolving a problem by group toachieve the goals.

b) Discuss any five principles of management from the Islamic perspective.




in making decision and the Islamic leadership under Prophet Muhammad through theIslamic way of managing things had created a strong (Muslim) society.

The first principle of management from the Islamic perspective is the ultimate

goal of our life should be harmoniously linked with the worldly aims. Humans as khalifah

must be able to balance their short term and long term goals such as serving Allah,

worshipping Him and seeking his worthy pleasure and reward.

Secondly, the concept of al-Syura, it is a consultation based on mutual

discussion and inculcating cooperation among members of organization. This is the

most important principle that should be in a management. A leader will conduct a

meeting for every month to make improvement and solve problem together with

departments.



Thirdly, provide conductive and healthy working conditions in the work-place.

Management should employ people as a whole considering both their emotional and

psychological needs.

Forth is the time is to be well invested, not to be wasted. Time should be treated

as a commodity. This statement requires us to use our time efficiently by being

punctual, doing diligent work, never play around, not to procrastinate and engage

ourselves in meaningless conversation.

Fifth, the moral or religious value of work should be integrated in the work or

activities we do. Working is not merely means for material gains, but also moral

obligation and a measure of pleasing Allah and getting nearer to him.

skema jawapan mgt 40

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