MGT162 2 06

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CONFIDENTIAL

BM OCT 2006 MGT162 160

UNIVERSITI TEKNOLOGI MARA

FINAL EXAMINATION

COURSE

COURSE CODE

EXAMINATION

TIME

: FUNDAMENTALS OF MANAGEM ENT

: MGT162 160

: OCTOB ER 2006

: 3 HOURS

INSTRUCTIONS TO CANDIDATES

1 .

This question paper consists of four (4) parts : PART A (20 Questions)

PART B (20 Questions)

PART C (5 Questions)

PART D (5 Questions)

2. Answer ALL questions from PART A, PART B and PART C and answer any three (3) from

PART D.

i) Answe r PART A in the True/False Answer Sheet

ii) Answe r PART B in the Objective Answer Sheet.

iii) Answe r PART C and PART D in the Answer Booklet. Start each answer on a new

page.

3. Do not bring any material into the examination room unless permission is given by the

invigilator.

4.

Please check to make sure that this examination pack consists of:

i) the Question Paper

ii) an Answe r Booklet - p rovided by the Faculty

iii) a True/False Answer Sheet - provided by the Faculty

iv) an Objective Answer Sheet - provided by the Faculty

DO NOT TURN

THIS

P GE

UNTIL

YOU RE TOLD TO DO SO

This examination paper consists of printed pages

© Hak C ipta Universiti Teknologi MARA

CONFIDENTIAL

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CONFIDENTIAL 2 BM OCT 2006 MGT162 160

PART A

1 .

Middle man agers usually are called supervisors and are responsible for directing the

day-to-day activities of operative employees.

2. Efficiency mea ns doing the thing correctly wherea s effectiveness means doing the

correct thing.

3. Scientific manag ement and genera l administrative theory are two sub-categories of

the quantitative approach to management.

4. Certainty in the rational decision making model implies that a manage r can assign

probabilities to outcom es that may result.

5. In work specialization, individuals specialize in doing part of an activity rather than

the entire a ctivity.

6. In functional structure, employees have at least two bosses.

7. An unsatisfied need creates tension that stimulates drives within an individual.

8. Herzberg's motivation-hygiene theory indicate that manag ers who seek to eliminate

factors that cause dissatisfaction can bring about peace but not necessarily

motivation.

9. Attempts to identify traits consistently associated with leadership have been very

unsuccessful.

1 0.

The University of Michigan studies identify that employee-oriented leaders were

associated with higher group productivity and higher job satisfaction.

1 1 .

Blake and Mouton's manag erial grid concluded that manag ers using the 5,5 style

perform best.

1 2.

The situational leadership model examines the interaction between leadership

behavior, the situation and the leader's readiness.

1 3.

Formal comm unication channels arise from the social relationships that evolve in an

organization.

1 4.

The function of decoding is to provide a forum in which ideas and purposes can be

expressed as a m essage.

1 5. Paralangua ge refers to body motions , such as gestures, facial expressions, or any

other movement of the body.

1 6.

Writing down a messag e and sending it as a letter or mem o enables a precise

statement to be made.

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1 7. The control process should begin with the measurement of actual performance.

1 8. Control mus t focus on either the inputs or the outputs of the operating system, but

no on both.

1 9.

Quality can be defined as the degree to which a product or service is considered to

be luxurious.

20. Total quality management focuses on managing the entire organization in a manner

that allows it to excel in the delivery of a product or service that meets customer

needs.

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CONFIDENTIAL 4 BM OCT2006 MGT162 160

PARTB

1 .

A statement of the organization's fundamentals purpose that set it apart from

compe titors and identif ies the scop e of its business in products and m arkets is know n

as

A. a mission statement

B. a short-term plan

C. an operational plan

D. the glass ceiling

2. Whe n top managem ent set the goals for the organization and decides on the

marketing strategy necessary to achieve these goals, we say that top manag ement is

engaged in which of the basic functions of managem ent?

A. Controll ing

B. Leading

C. Organizing

D. Planning

3. W hich of the following titles probably indicates a f irst-l ine manage r?

A. Dean

B. District manager

C. Supervisor

D. Division manager

4.

Mr. Shahrin's job includes scheduling employee s' working hours and comparing

actual salary costs with the budget. Wh ich of Mintzberg's managerial roles, Mr.

Shahrin is performing?

A. Resource allocator

B. Negotiator

C. Liaison

D. Monitor

5. Early manag emen t writers argued that an employee should have one and only one

superior to who m he or she is directly respons ible. This principle is

A. span of control

B. unity of comm and

C. authority

D. centralization

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6. McG regor's Theory Y included a belief that employees

A. attempt to avoid work

B. must be threatened with punishment to achieve desired goals

C. place security above all other factors

D. can learn to accept, even seek responsibility

7. Wh ich leadership studies called the dimensions of leadership behavior initiating

structure and consideration ?

A. University of Michigan studies

B. Blake and Mouton's manag erial grid

C. House's path-goal theory

D. Ohio State University studies

8. Wh ich of the following choices correctly identifies the basic components of the

communication process?

A. sender, chann el, messag e, receiver, feedback, noise

B. originator, facilitator, encoder, decoder, end-user

C. sender, facilitator, me dium, processor, receiver

D. sender, encoder, decoder, facilitator, receiver

9. The tangible forms of coded symbols that are intended to give a particular meaning

to data are referred to as

A. encoding

B. channels

C. knowledge

D. messages

1 0.

Suppose you stop to chat with your boss in the hall outside your office. This type of

communication is

A. straightforward

B. verbal

C. oral

D. symbolic

1 1 .

The approach to leadership examines what effective leaders do

rather than w hat effective leaders are.

A. task

B. transformational

C. behavioral

D. contingency


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1 2.

The ability to marshal human, informational, or material resources to get something

done is called

A. power

B. management

C. prerogative

D. control

1 3.

The underlying theme of is the sharing of power with those who need it

to perform their job functions.

A. total quality management

B. empowerment

C. reengineering

D. just-in-time

1 4.

The forces acting on or within a person that cause the person to behave in a specific,

goal-directed manner are called

A. ability

B. motivation

C. competence

D. inducement

15.

Factors that are related to job content and that are associated with an individual's

positive feelings about his/her job are called

A. hygiene factors

B. expectancy factors

C. work factors

D. motivator factors

1 6.

Hersey and Blanchard's model that a manag er should choose a leadership style

based on the em ployees' m aturity level is called

A. path goal

B. leadership grid

C. situational leadership model

D. contingency leadership


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CONFIDEN TIAL 7 BM OCT 2006 MGT162 160

1 7.

You have jus t given oral instructions for a very comp lex task to your subordinate. To

see if he/she understood the instructions, which of the following would be best to

say?

A. Any questions?

B. Do you understand?

C. Repeat what just said

D. Tell me in your own words how are you going to accom plish this task

1 8. The key to is taking manag erial action before a problem occurs.

A. pre-control

B. feed-forward control

C. concurrent control

D. feedback control

19. This type of control is sometime s referred to as corrective control because it is

intended to discover undesirable output and implement corrective action.

A. feedforward

B. concurrent

C. feedback

D. independent

20 .

has proposed the fourteen principles in order to achieve high level of

success and maintaining product quality.

A. Kaoru Ishikawa

B. Joseph Juran

C. Edwards Deming

D. Homer Sarasohn


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P A R T C

QUESTION 1

Contrast programmed and nonprogramm ed decisions and relate it with examples.

(6 marks)

QUESTION 2

Define communication and briefly differentiate between upward and downward

communication.

(6 marks)

QUESTION 3

Define span of managem ent and briefly explain the two types of span of m anagement.

(6 marks)

QUESTION 4

Briefly explain the following concepts of Islamic management.

a) Justice

b) Reward

(6 marks)

QUESTION 5

Briefly explain the guidelines in effective delegation.

(6 marks)


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CONFIDENT IAL 9 BM OCT 2006 MGT162 160

P A R T D

QUESTION 1

Define departmentalization and discuss any four (4) ways in which an organization can be

departmentalized.

(10 marks)

QUESTION 2

Identify the three (3) management skills and explain how the proportion of the skills needed

differ at each management level.

(10 marks)

QUESTION 3

The Managerial Grid is a two dimensional matrix developed by Robert Blake and Jane

Mouton.

Explain the different manag ement styles based on this

grid.

(10 m arks)

QUESTION 4

Leadership involves a process by which an individual exerts influence over others. Explain

any five (5) the French and Raven's bases or sources of power.

(10 marks)

QUESTION 5

Define the following terms:

a) Nonverbal comm unication

b) Written comm unication

c) Grapevine

d) Ethnocentrism

e) Techn ological comm unication

(10 marks)

END OF QUESTION PAPER

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MGT162 2 06