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UNIVERSITY OF BOTSWANA

FACULTY OF BUSINESS

DEPARTMENT OF MANAGEMENT

FINAL EXAMINATIONS

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COURSE CODE: MGT: 100:

D~TION: 2 HOURS

DATE: 18 TH NOVEMBER 2008

TITLE OF THE PAPER: PRINCIPLES OF MANGEMENT

SUBJECT: MANAGEMENT.

AFTERNOON/EVENING

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1. There are two sections in this paper. Section A and B.

2. Answer all questions in Section A

3. In Section A, Circle the correct answer in the question paper provided.

4. Answer anyone question from section B

5. Section A Carries 40 marks and Section B Carry 20 marks

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NO. OF PAGES 12

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SECTION A

Answer all questions in this section.

Circle the correct answer use ink pen or ball pen

1 Which processes prepare employees to do their jobs?

a. recruitment and selection

b. orientation and training

c. recruitment and induction

d. recruitment and release

2 The following are barriers to effective communication except-

a. an intolerable supervising

b. a telephone
c. technical jargon

d. ambiguous roles
3 From the list below, which one is NOT an example of non budgetary controls?
a. Ratio analysis

b. Break-even analysis

c. Control by audits

d. Standard costing
4 The communication process comprises the following elements except-
a. sender

b. channel

c. decoder

d. grapevine

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5 Which of the following is not an element of bureaucracy as espoused by Max Weber?
a. Division of labour

b. Hierarchy of authority
c. Formal rules and other controls

d. Effective two-way communication

6. The primary purpose served by lateral communication is

a. orgamsmg
b. direction
c. evaluation
d. control

e. coordinating

7. To encourage formal organisational communication, managers should

a. support the flow of clear and concise statements through formal channels
b. ensure free access to formal channels for all organisation members
c. assign specific communication responsibility to staff personnel
d. a and b
e. all the above

8. The process of directing others, toward the accomplishment of some objective is called?

a. Communication
b. Controlling
c. Leadership
d. Managing
e. None of the above

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9. The situational approach to leadership takes into account.

a. The leader
b. The follower
c. The situation
d. a and b

e. a, b, and c

10 The following are traditional organizational designs except -

a. a mechanistic structure

b. a simple structure
c. a functional structure
d. a divisional structure

11 In the ERG theory of motivation, the frustration-regressionprinciple states that -

a. if a higher order need is continually unsatisfied, an individual may shift focus
onto satisfying a lower order need

b. needs are shaped by our experiences over time

c. a lower order need must be substantially satisfied before one can move onto
higher order needs

d. people's needs are arranged in a continuum rather than in a hierarchy

12 Ratshega (Pvt) Ltd is a newly registered consultancy company with five portfolios. The
set up is such that there is a functional structure for each of the 5 units of Construction
Management, Business Development, Financial Services, Properties and Estates, and
Environmental Impact Management. While middle managers in these units report to the
divisional heads, they are also answerable to the line managers at corporate level. This is
an example of-

a. product departmentalization

b. functional departmentalization

c. matrix structuring
d. none of the above

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13 A leadership style that allows for open communication with employees and discusses
problems rather than just announcing decisions is-
a. democratic

b. autocratic

c. charismatic

d. task-oriented

14 Which of the following is NOT an element of organizing?

a. defining tasks and assigning responsibilities

b. establishing an organization structure

c. allocating resources

d. evaluating the performance of the organization

15 Which statement is true of steering control?

a. control takes place as the activity takes place

b. it compares results to standards at the end of the project

c. it requires intermediary milestones to take corrective action before the problem

occurs
d. it is reactive
16. Situational leadership -

a. is the same as laissez faire leadership

b. understands employees' and job requirements and then matches actions and
decisions

c. focuses on the job and concentrates on specific tasks

d. requires close supervision and control

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17. Which of the following is NOT an element of the commitment based approach to
control?

a. It gets people to want to build in quality

b. It sets standards, measure performance and take corrective action

c. It is people-centred

d. It fosters a sense of shared fate

18. Which pair is incorrectly matched?

a. Planning developing, creating and implementing strategies to accomplish goals

b. Organizing structuring of resources to support goal accomplishment

c. Leading directing and motivating the human resources of the organization

d. Controlling using authority to cause plans to be implemented

19. Which one is not an element of staffing?

a. talent management
b. release

c. controlling
d. induction

20. The following is a rank-ordered listing of Maslow's hierarchy of needs from lowest to the
highest.

a. Self actualisation, social, security, physiological, esteem

b. esteem ,self actualisation, security, social and physiological,
c. physiological, social, esteem, security, self actualisation
d. physiological, security, social ,esteem, self actualisation

21 The following are advantages of planning except-

a. it reduces waste and redundancy

b. it facilitates control

c. it results in analysis-paralysis

d. it reduces uncertainty
22 Most authors concur that Management is the process of -
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 a. getting things done through people

b. mapping the destiny of the organization

c. influencing people to work towards a common goal

d. evaluating and regulating

23 The term used to describe the number of employees who can be effectively and
efficientlysupervisedby a manageris -
a. delegation

b. accountability

c. span of control

d. unity of command
24 Which statement is true?

a. Inexperienced lower level managers promote centralization

b. A geographically dispersed organization promotes centralization

c. Company strategy has no impact on centralization / decentralization decisions

d. A complex, uncertain environment is good for centralization
25 Which statement is NOT true of mechanistic organizations?

a. There is high specialization

b. There is rigid departmentalization
c. There is low formalization

d. There is a clear chain of command

26. m is the right to make decisions, to direct the work of others, and to give orders

a. leadership
b. authority
c. delegation
d. management
e. responsibility

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 on - --

27. What specific activities listed below are part of the organising function?

a. giving each subordinate a specific task

b. recruiting prospective employees
c. training and developing of employees
d. developing rules and procedures
e. all the above

28. Yaone spends most of her time at work setting goals and standards and developing rules and
procedures. Which function of management does Yaone specialize in?

a. Planning
b. Organising
c. Motivating
d. Leading
e. Staffing

29. Which function of management includes selecting of employees, setting performance

standards, and compensating employees?

a. planning
b. organising
c. motivating
d. leading
e. staffing

30 u is the procedure through which one determines the duties associated with
positions and the characteristics of people to hire for those positions?

a. job descriptions
b. job specification
c. job analysis
d. job context
e. none of the above.

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31. Which of these is the power coming from a formal management position in the organization?

a. Referent power
b. Coercive power
c. Reward power
d. Legitimate power
e. Expert power

32. The role of a manager is to

a. make workers happy

b. satisfy only the manager's needs
c. make the most profit
d. survive in highly competitive society
e. achieve organisational goals.

33.The process of gathering information and comparing this information to the pre- established
standards is part of

a. planning
b. influencing
c. motivating
d. controlling
e. commanding

34.Conceptual skills require management view organisations as

a. a problem solving group

b. a profit centre
c. a whole
d. individual contributions

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35. A plan is

a. a specific action proposed to help the company achieve its objectives

b. a policy meeting
c. projecting of future sales
d. an experiment to determine the optimal distribution system
e. the company's buildings and fixtures

36. Standing plans that furnish broad guidelines for channeling management thinking in
specified directions are called?

a. Procedures

b. Programs
c. Single-use-plans
d. Policies
e. Rules

37. Programs and budgets are examples of

a. single-use-plans
b. standing rules
c. policies
d. rules

38. The XYZ Corporations is organised as follows: it has 1) a president,2) a vice president in
charge offinance,3) a vice president in charge of marketing, and 4) a vice president in charge of
human resource management. This firm is organised on the

a. manufacturing process
b. territorial basis
c. production basis
d. functional basis

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39.The concept of span of management its primary concern is

a. to see that managers at the same level have equal number of subordinates
b. to have employee with skills and motivational levels
c. To effect supervision of one less than the known number of subordinates
d. to detennine on the number of individuals a manager can effectively supervise
e. a and d

40.The characteristics of the individuals who should be hired for the job are indicated by the-----

a. Job analysis
b. Job specification
c. Job description
d. J0 review
e. Job identification

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SECTION B

Answer anyone question from the following

1.

a) With the aid of a diagram explain the controlling process (15 marks)
b) State 5 qualities of an effective Control System (5 marks)

2. Explain the Henri Fayol's 14 Principles of Management. (20 marks)

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