-

Student Number:

Summative Assessment 1

Management Principles

(Modules 1, 2 and 3)

Assignment no. MAN61S-123-1

SECTION A

/50

SECTION B

/100

SECTION C

/50

TOTAL

/200

1

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Student Number:

SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES

SECTION A: SHORT QUESTIONS

Question 1:

Select from

column A

the correct answer to match

column B

.

Match the management functions in column A with the descriptions in column B:

A Statement: B Nr: Your Answers:

a) Organising. 1.1 Determines an organisation's vision, mission and

1.1

goals.

b) Controlling 1.2 Monitoring progress and taking corrective steps to

reach the mis sion and goals. 1.2

c) Planning. 1.3 Motivating and directing employees. 1.3

d) Leading 1.4 Grouping together activities and allocating

1.4

resources .

Total question 1 /4

Question 2:

Select from

column A

the correct answer to match

column B

.

Match the management levels in column A with the descriptions in column B:

A Statement: B Nr: Your Answers:

a)Top managers 2.1 Implementing policies, plans and strategies. 2.1

b) Middle management 2.2 Spend the greatest portion of their time on leading. 2.2

c) First line managers or

2.3 Develop longer-term goals and strategies to reach

2.3

supervisors

them.

Total question 2 /3

Question 3:

Select from

column A

the correct answer to match

column B

.

Match the managerial roles in column A with the descriptions in colum n B:

A Statement: B Nr: Your Answers:

a) Interpersonal 3.1 Acts as spok esperson for the department 3.1

b) Decision making 3.2 Acts as negotiator about goals, standards of

performance and resources. 3.2

c) Information 3.3 Act as figurehead and leader. 3.3

Total question 3 /3

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Student Number:

Question 4:

Read each statement carefully then state

true or false

in the space provided.

Nr: Statement or question:

Your Answers

A manager is considered competent if he or she has all the relevant knowledge

4.1

that is required to do the job of a manager.

4.2

Ecological forces influenced the evolution of management theories.

4.3

Frederick Taylor conducted the Hawthorn studies in the late 1800’s.

4.4

Henri Fayol formulated 14 principles for effective management

The Hawthorne effect refers to the negative effects poor light has on workers’

4.5

performance

Six Sigma is a business improvement methodology that focuses on understanding

4.6

and managing workers’ requirements.

The individual organisation has limited control over the components of the macro

4.7

environment but can have a strong influence on some of the variables.

Environmental scanning is necessary to determine whether factors in the

4.8

environment constitute a threat to the organisation’s mission, vision and goals.

When an organisation has to decide whether to centralise or decentralise

4.9

authority, the skills of the lower-level managers have to be considered.

Tactical planning involves aligning the organisation’s internal environment with the

4.10

threats and opportunities caused by the external environment.

Total question 4 /10

Question 5:

Choose the

CORRECT

answer by selecting

a or b.

Your

Nr: Statement or question:

Answers

‘Ethnocentrism’ refers to the belief that …

5.1

a) One’s own group and culture must be placed first in decision making.

b) One’s own group and culture is inherently superior to other cultures and groups.

Job opportunities is an environmental ...

5.2

a) output or

b) Input.

The social environment is part of the ...

5.3

a) Micro environment

b) Macro env ironment

The changes in the environment impacts on management functions and eventually on the

5.4

a) performance or

b) culture of the organisation.

In the controlling function managers monitor

5.5

a) remuneration

b) progress.

Total question 5 /5

3

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Student Number:

Question 6:

Choose the appropriate

word or concept

for the following statements. Select only

one word from the list below for each statement and write down the corresponding letter

(a/b/c

etc.)

in the answer column.

a. Liquidity

b. Decision-making conditions

c. Activity

d. Decision-making tools

e. Characteristics of useful information

f. Service

g. Leverage

h. Failure analysis, call centres.

i. Profitability

j. Administration

Your

Nr: Statement or question:

Answers:

6.1 An organisation’s ability to meet its short -term obligations.

6.2 It looks at the source of the organisation’s capital.

6.3 The organisational function that is supported by office systems and pers onnel records.

6.4 It measures how well an organisation is using its resources.

6.5 It measures how well an organisation is managed.

6.6 Certainty, uncertainty, risk.

Total question 6 /6

Question 7:

Listed below are the forces of change that drive the need for organisations to

change. Each one of these forces consists of certain components. Choose the appropriate

word

or concept

for the following set of components. Write down the corresponding letter

(a/b/c etc.)

in the answer column.

Force of change:

a. Economic and market forces

b. Technological forces

c. International forces

d. Social forces

Nr: Components

Your Answers:

7.1 Nepad, Common wealth of Nations, EU.

7.2 Business ethics, demographic trends.

7.3 Trade union activities, free trade globally, more countries join mark et.

7.4 New products, new and faster produc tion, internet.

Total question 7 /4

4

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Student Number:

Question 8:

Choose the

CORRECT

answer by selecting

a or b.

Nr: Statement or question:

Nr: Your Answers

8.1 One of the reasons why organising is necessary is ...

8.1

a) departmentalisation or b) goal formulation

8.2 The narrowing-down of activities to simple, repetitive routines.

8.2

a) job design or b) job specialisation

__________

change.

8.3 People naturally

8.3

a) embrace or b) resist

Managers can respond to change either through reactive change or

8.4

8.4

a) planned change or b) forced change

Control systems is an element of the

________

area of organisational change.

8.5

a) structure or

8.5

b) technology

__________

area of organisational change.

8.6 Bureaucracy falls within the

8.6

a) structure or b) people

One of the reasons that people resist change is

8.7

8.7

a) Micro environment or b) Macro environment

One of the elements of the strategy area of organisational change is

_______

8.8

8.8

a) corporate combinations or b) decision mak ing

In organisational culture analysis (OCA), the condition that determines the

sharing of power is ___________.

8.9

8.9

a) commitment or b) collaboration

The perception that a group of people has certain collective characteristics is

known as

____________.

8.10

8.10

a) stereotyping or b) generalisation

Total question 8

/10

Question 9:

Fill in the

missing

words from the paragraph below:

Accountability…

Nr: Statement or question:

Nr: Your Answers:

9.1 has its roots in the

____a____

management theories, a)

9.2 in the division of

____b____

into parts, and explicit job specification. b)

9.3 and in explicit job

____c_____.

c)

9.4 Consistent with Taylor’s

d)

____d____

management,

9.5 employees are deemed

_____e_____

for the work under their control. e)

Total question 9 /5

TOTAL: SECTION A /50

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SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES

SECTION B : ESSAY QUESTIONS

Nr: Question:

Mark:

Discuss the three main environments that make up the management environment.

Your discussion should include:

All the variables that make up each environment.

9.

20

The level of control that the manager has over each environment.

The influences that these environments had on South African managers in the

past 5 years.

10. Explain the main reasons why people generally resist change 10

Explain the main features of each of the five stages in group and team development.

11.

Also indicate what the main role of the team or group leader would be during each

20

stage.

12. Discuss five of the characteristics of good corporate governance that were identified

10

by the King II report.

Discuss the importance of the organising function in the management process. Refer

13.

to the necessity of organising to make the other management functions work

10

effectively.

Discuss the challenges for management in each of the following features of the ‘new

organisation’:

a. Operating in a global economy

b. Virtual organisations

14.

15

c. Flatter and leaner organisational structures

d. Flexibility

e. Workforce diversity

Illustrate how the management functions vary between the different levels of

management in terms of the responsibilities, competencies and roles of managers on

these levels. Use the following format for your illustration:

Top Middle Low

Planning

15.

15

Organising

Leading

Controlling

TOTAL:SECTION B

100

6

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SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES

SECTION C : CASE STUDIES

C

1

ASE

STUDY

ABC company initially supplied businesses with exceptional quality textiles. Later on they started to supply

businesses with professional quality uniforms and also sports gear. They provide their customers with quality

products and services on time and on budget to enhance the image and performance of their customers ’

companies.

As the company grew, so did its workforce. From two people in a garage, their wholesale division has grown

from servicing a small localised mark et in Cape Town, to one that today meets the requirements of clients in

many other locations throughout South Africa.

The current organisational structure is designed around the different products. Although each manager knows

all the other products quite well, they each are responsible for one type of product only: Tim is in charge of the

industrial uniform section, Sally overlooks the sportswear section and Heather runs the textile division. All

three of them are competent with their section, but Tim for instance would have liked to be more involved in

the other sections as well.

To serve its widening markets the business needs flexible and well-trained staff that c an recognise the needs

of their customers. The employees work in a wide range of roles in both store and non-store functions, such

as:

Customer Assistants on the shop floor either directly assisting customers or preparing orders for delivery

to customers who have ordered online.

Department Managers leading a team of Customer Assistants

Warehouse employees who help catalogue and store clothing and textiles.

Office-based staff working in a range of functions at Head Offic e, including finance, purchasing, personnel

or marketing.

Logistic s staff who plan and carry out the distribution of products to stores.

Andy works in Sally’s department (sportswear) and manages a small team of customer assis tants who must

prepare online orders for delivery. He expects them to liaise with the customers before setting up the order, to

ensure maximum client satisfaction. As the team members are still new, they lack the necessary experience

and are not willing to take on the responsibility of liaising with the customers themselves. Currently this all

comes down to Andy, who then does not have sufficient time for his managerial duties. He intends seeking

advice in this regard.

Due to the business’s great success and customer demand, management have been thinking about

establishing an outlet in Durban. They have the opportunity to buy an existing warehouse in Durban for R 1,5

million. The other option is to rather invest an amount of R 800 000 in a new product range.

ABC must make a decision: should they buy the existing clothing retailer or is it better to invest an amount of R

800 000 in a new product range.

They did some investigation into the probability of success and failure of each option, and possible results .

With this information at hand, they decided to use a decision tree to help them with this big decision. The

estimated outcomes and probabilities are as follows:

They have two options:

A: Buy an existing business for R 1.5 m. B: Invest in new product range R 800 000.

Successful option A will give 20% gain, failed option A will give 10% loss. There is a 40% chance of success

and a 60% chance of failure for option A.

Successful option B will give 10% gain, 5% loss. There is a 50% chance of success and a 50% chance of

failure for option B.

7

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QUESTIONS: CASE STUDY 1

Nr: Question:

Mark:

a. Draw up a

decision tree

to determine expected values for each option. Use the

5

results to decide which option to choose.

b. Identify the mission of ABC and translate it into at least 3 measurable, long-term goals.

4

c. Draw up a table or diagram to illustrate ABC business as a

system

that operates in a

16.

specific environment, by identifying:

inputs from the environment,

processing of inputs and

5

outputs to the environment.

a. What type organisational structure does ABC have currently?

1

b. What are the disadvantages of this structure for this spec ific organisation?

2

17.

c. The organisation has a vision of expanding the business and opening more branches

in different areas. Suggest a new structure for the organisation, that would fit in better

3

with their strategy. Motivate your choice.

18. Use the leadership cycle model to suggest the most effective leadership style for Andy. 10

Total case study 1 30

C

2

ASE

STUDY

Sportswear

Joe and Jane are customers of ABC’s. They own a sportswear retail s hop. Their shop is in an area that has

changed over the last five years form a once vibrant bus iness and retail hub with three large shopping centres

to a business environment focusing nowadays mainly on vehicle maintenance and support services.

The rental cost in the area is very competitive in comparison to other new shopping centres in the vicinity.

Various new and exciting shopping centres in the neighbouring suburbs have opened their doors. The

business was exceptionally successful, but has experienced an average annual drop in sales of 10% during

the past four years.

Joe is convinced that the decline in turnover can be attributed to the drop in customer traffic in the shopping

centre. Competitors are opening new stores in other suburbs. There are currently two similar stores who are

extremely price competitive and provide a variety of goods at lower prices.

Joe has lowered the prices of their popular products since the beginning of last year. Although sales

increased by 15% during the previous year, profit dropped by 5%. During December, two shop owners in the

area were gunned down.

QUESTIONS: CASE STUDY 2

Mark:

Nr: Question:

i. What external factors are influencing the succ ess and survival of the sportswear shop

in the s hopping centre?

19.

6

ii. What factors should they have considered in their strategic planning?

4

Total case study 2 10

8

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C

3

ASE

STUDY

(From Business Management—a value chain approach by Gideon Nieman and Alf Bennet)

When Esk om had started the shutdown of the Highveld power station in 1958, one of the small towns in the

Free State became a ghost town.

The shutdown caused the number of residents to shrink from 2000 to about 463.

Esk om stated that the power station could no longer c ontinue to operate because of the rising labour and

maintenance costs.

QUESTIONS: CASE STUDY 3

Nr: Question:

Mark:

a. Explain what changing environmental conditions could have caused the shutdown of

the power station.

5

b. Explain from the viewpoint of a retailer, how environmental conditions caused the town

to be closed.

20.

3

c. How do you think the changes in the environment affected the operations of a

2

vegetable farmer?

Total case study 3 10

TOTAL:SECTION C

50

TOTAL OF ASSIGNMENT : 200

9

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Your firm needs a computerized machine tool lathe which costs $59,000 and requires $12,900 in maintenance for each year of its 3-year life. After three years, this machine will be replaced. The machine falls into the MACRS 3-year class life category. Assume a tax rate of 34 percent and a discount rate of 12 percent.

If the lathe can be sold for $5,900 at the end of year 3, what is the after-tax salvage value? (Round your answer to 2 decimal places.)

  Salvage value after tax

$   

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Student Number:

Student Number:

Formative Assessment

Module 3

Management Principles

Assignment No. MAN61FMod3-1

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Student Number:

Student Number:

Module 3 - FORMATIVE ASSESSMENT

Learner Full Names:

Surname:

CHAPTER 1

Only fill in your answers in the provided columns to the right hand side of the page.

Question 1: Fill in the missing words from the list below:

a. Goals

b. Directing

c. Reality

d. Plans

Leadership…

Nr: Your

Nr: Statement:

Answers

1.1 is the process of … the behaviours of others 1.1

1.2 towards the accomplishment of the organisation’s ... 1.2

1.3 It involves taking the lead to bridge the gap between formulating ... 1.3

1.4 and reaching goals, in other words, translating plans into ... 1.4

Total question 1 /4

Question 2:

Choose the

CORRECT

answer by selecting a or b.

Nr: Statement or question:

Nr: Your

Answers

The power to enforce compliance through fear is called

_________

power.

2.1

a) coercive or

2.1

b) referent

In the behavioural approach to leadership, the task-orientated leader is

_________.

2.2

a) Democratic or

2.2

b) autocratic

One of the components that managers should look at to understand someone’s attitude

is the

_________

component.

2.3

2.3

a) Cognitive or

b) demographical

The ability to read the currents of emotions and political dynamics in groups is known

as

_________.

2.4

2.4

a) emotional self-management

b) organisational awareness

The stage in group development where the group begins to function as a cohesive unit

is called the

_________.

2.5

2.5

a) performing stage or

.

b) norming stage

This research found that production performance was higher among democratic

leaders than autocratic leaders.

2.6

2.6

a) Michigan research or

b) Hersey research

Total question 2

/6

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Student Number:

Question 3: Choose one concept or explanation from the list below, that best describes

each group of words that follow.

Components of leadership:

a. Myers-Briggs Type Indicator (MBTI)

b. Factors that can lead to a change in attitude.

c. Stages in group development.

d. Four aspects of competence.

e. Factors that influence a group’s structure.

f. Key variables that determine the behaviour of employees.

g. Emotional competencies that differentiate superior form average EI. (Emotional Intelligence)

h. Steps in the communication process.

i. Types of teams.

j. Aspects of leadership

Nr: Word groups:

Nr:

Your Answers:

3.1 Career, co-workers, aspirations, remuneration, managers, needs, training etc. 3.1

3.2 Self-awareness, self-management, social awareness, relationship

3.2

management.

3.3 Self-managed, problem-solving, cross-functional, virtual. 3.3

3.4 Sender, encoding, channel, decoding, receiver. 3.4

3.5 Knowledge, skills, value orientation, applied in context. 3.5

3.6 Ability, attitudes, motivation, personality, perception, learning. 3.6

3.7 Forming, storming, norming, performing, adjourning. 3.7

3.8 Extrovert or introvert, sensing or intuitive, thinking or feeling, perceiving or

3.8

judging.

3.9 Authority, power, influence, delegation, responsibility and accountability. 3.9

3.10 Leadership, roles, norms, status, cohesiveness, size, diversity. 3.10

Total question 3 /10

Question 4: Fill in the missing words from the list below:

a. interests

b. ground

c. differences

d. agreement

e. conflict

Negotiation can be defined as...

Nr: Statement or question:

Nr:

Your Answers:

4.1

4.1 A process of interaction between two parties, directed at reaching some form

of

______

4.2 that will hold and that is based upon common

______

, 4.2

4.3 with the purpose of resolving

_______

, 4.3

4.4 despite widely dividing

________.

4.4

4.5 This is achieved basically through the establishment of common

______

4.5

Total: /5

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Student Number:

Question 5:

Read each statement carefully then state

true (T)

or

false (F)

in the space

provided.

Nr: True / False

Nr: Statement or question:

5.1 The challenge of management has shifted from managing technology and

5.1

capital to managing people.

5.2 Leadership entails activities such as giving orders and instructions to

5.2

followers.

5.3 Leaders focus on non-behavioural aspects and managers focus on

5.3

behavioural aspects.

5.4 Values are basic beliefs that a certain way of doing things is preferable to

5.4

another.

5.5 Authority is the right of a leader to give orders and to demand action from

5.5

subordinates.

5.6 People join groups because groups can satisfy the social needs of people. 5.6

5.7 A well-integrated group is able to disband when its work is accomplished. 5.7

5.8 Lateral communication takes place between people at different levels of

5.8

the hierarchy.

5.9 The three general characteristic s of conflict are incompatible goals,

interdependence and interaction. 5.9

5.10 Behaviour is a collection of feelings and beliefs. 5.10

/10

Total question 5

Question 6:

Choose

one concept or word

from the list below, that best matches each

definition or statement that follows.

Write down the corresponding letter

(a/b/c etc.)

in the

answer column:

a. Charismatic leader

b. Status

c. Legitimate power

d. Synergy and equality

e. Motivation

Your

Nr: Definition or Statement

Answers:

6.1 The perceiv ed ranking of one member relative to other members of the group.

6.1

6.2 An individual who has an exceptional impact on the organisation.

6.2

6.3 Refers to the authority that the organisation grants to a particular position.

6.3

6.4 The willingness of an employee to achieve organisational goals.

6.4

6.5 Characteristics of work teams .

6.5

Total question 6 /5

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Student Number:

Question 7: Select from the list below

the correct theory or model to match

the statements

in column A.

Write the correct answer a, b, c, etc. in the provided column.

a. Fiedler’s contingency theory

b. Reinforcement theory of motivation

c. Robert House

d. Equity theory

e. Hersey and Blanchard

f. McClelland

g. Maslow

h. Herzberg

i. Vroom-Yetton-Jago model

j.

Hackman and Oldham

Theories, models and definitions:

A

Nr: Your

answers

7.1 Hierarchy of needs.

7.1

7.2 Focuses on and individual’s feelings about how fairly he/she is treated in the

7.2

workplace.

7.3 The most effective management style for a particular situation is determined by the

7.3

maturity of the subordinate.

7.4 Two-factor motivation theory.

7.4

7.5 A leader’s effectiveness is determined by how well his or her style fits the situation. 7.5

7.6 The path-goal theory.

7.6

7.7 Behaviours followed by positive consequences will occur more frequently and that

behaviours followed by negative consequences will not occur as frequently. 7.7

7.8 Leader behaviour must adjust to reflect the task structure. 7.8

7.9 Achievement motivation theory.

7.9

7.10 The job characteristics model.

7.10

Total question 7 /10

TOTAL FORMATIVE CHAPTER 1 /50

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Student Number:

CHAPTER 2

Only fill in your answers in the provided columns to the right hand side of the page.

Question 1:

Indicate if the following statements regarding control are

true

or

false:

Your

Nr: Statement or question:

Answers

Organisations use operational procedures to ensure that they are progressing towards

1.1

their goals.

Controlling procedures help organisations to ensure that their resources are being used

1.2

productively.

The term ‘control’ implies that the behaviour of individuals can be influenced in the

1.3

course of activities and events.

The aim of control is to keep deviations from expected daily activities and performance

1.4

levels to a minimum.

1.5

Control is exercised to ens ure that all activities at all levels are in ac cordance with goals.

1.6

If there is no control, resources could be misapplied and usually quality is lower.

1.7

Control could increase costs and limit the ac cumulation of errors.

Control refers to the activities that management performs to ensure a level of quality that

1.8

will satisfy the worker on the one hand, and the organisation on the other.

1.9

The first step in quality control is the measuring of quality

1.10

The last step of quality control entails rectifying deviations and solving problems.

1.11 Control is the final step in the management process.

1.12 Evaluating deviations is a projection of planned performance.

1.13 The Balanced Scorecard is a popular leading tool that ensures clear standards .

1.14 Total quality management (TQM) is the responsibility of the organisation’s strategic

planners.

1.15 The main instrument used to control an organisation’s human resources is performance

management.

1.16 The contemporary way of setting budgets is in a top-down fashion.

1.17 Reporting is part of measuring actual performance in the control process.

1.18 Phys ical resources are tangible assets.

1.19 Ecological resources is one of the k ey areas of control.

1.20 Once the cycle of the control process is completed, setting standards becomes the next

starting point of the next cycle.

Total question 1 /20

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Student Number:

Question 2:

Choose

one concept or explanation

from the list below, that best describes each group of

words that follow. Write down the corresponding letter

(a/b/c etc.)

in the answer column.

a. Key areas of control

b. TQM

c. Steps in the control process.

d. Characteristics of an effective control system.

e. Six Sigma

f. Financial control measures.

g. General performance analysis.

Your

Nr: Word groups:

Answers

2.1 A quality control tool that tries to eliminate mistak es.

2.2 Physical, financial, information and human resources.

2.3 The management approach that emphasises the management of quality.

2.4 Set standards, measure performance, evaluate deviations, rectify deviations.

2.5 Acc uracy, no unnecessary complexity, timeliness, integration, flexibility.

Total question 2 /5

Question 3:

Choose the

CORRECT

answer by selecting a or b.

Your

Nr: Statement or question:

Answers

Screening control is part of __________ control.

3.1

a) operations or

b) strategic.

The concept of _________ is based on replenishing inventory levels by ordering the most

economical quantity.

3.2

a) MRP or

b) EOQ

The ultimate test of product quality is in the

__________

.

3.3

a) workplace or

b) mark etplace

Operational budgets focus on

_________.

3.4

a) revenue or

b) cash flow

The economic measure that summarises output relative to input is called

_________.

3.5

a) productivity or

b) the P/E ratio.

Total question 3

/5

TOTAL FORMATIVE CHAPTER 2 /30

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Student Number:

CHAPTER 3

Only fill in your answers in the provided columns to the right hand side of the page.

Question 1:

Indicate if the following statements regarding ethics are

true

or

false:

Nr: Statement or question:

Your Answers

1.1

“Ethics” entails the code of moral principles and values.

Ethic s does not direct the behaviour of an individual or a group in terms of what

1.2

decisions they must make.

A code of ethics sets standards about what is good and bad in behaviour and decision

1.3

making.

Individuals express their values in attitudes, beliefs, and judgements about right and

1.4

wrong.

Total question 1 /4

Fill in the missing words in each section below:

Question 2: The ‘shortcut ethical test’ - Managers can ask themselves the following

questions to determine if a decision is ethical:

2.1

Is it the

______

?

2.2

Is it

______

to all concerned?

2.3

Will it build

_____

and better friendship?

2.4

Will it be

______

to all concerned?

Total question 2 /4

Question 3:

What can organisations do to ensure ethical decision making?

3.1

Lead by

_______

.

3.2

Develop a corporate code of

______

.

3.3

Create ethical

______

.

3.4

Manage

______ .

Total question 3 /4

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Student Number:

Question 4:

Read each statement carefully then state

true or false

in the space provided.

Your

Nr: Statement or question:

Answers

4.1 Corporate social responsibility and ethics are much-debated, old-fashioned management

issues.

4.2 Corporate governance is closely related to ethics and corporate social responsibility.

4.3 In the area of ethical behav iour, accountability is related to norms, standards and values of

which the individual or organisation is aware, and whic h are enforceable.

4.4 The local community is part of the primary stak eholders to whom businesses are socially

respons ible.

4.5 A challenge of flatter and leaner organisations is that managers cannot rely on the

authoritarian relationships created by the traditional organisational hierarchy.

4.6 Globalisation is associated only with large, mature organisations.

When ethical issues originate at the organisational level, the organisation’s policies,

4.7

procedures and code of ethics should be consulted to clarify the organisation’s stand on the

issue.

4.8 International and local indexes measure the performance of companies in terms of

recognised corporate responsibility standards.

4.9 Bureaucracy is unsuccessful in organisations where tec hnology is routine and stable.

4.10 An organisation’s code of ethics usually comprises a written statement of a company’s

values, beliefs and norms of ethical behaviour.

Total question 4 /10

Copyright © Business Management Training College (Pty) Ltd Initial:

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Student Number:

Question 5:

Choose

one concept or explanation

from the list below, that best describes each

group of words that follow. Write down the corresponding letter

(a/b/c etc.)

in the answer

column.

a. The levels of social responsibility.

b. Central elements of information technology that have changed the way in which organisations

function.

c. The levels of ethical decision making.

d. Characteristics of good corporate governance.

e. Three fundamental ethical approaches that managers can use in decision making.

f. A stakeholder.

g. A networked organisation require these factors to operate in support of one another.

h. Weber’s model.

i. Key features of the emerging organisation.

j. Categories of intellectual capital.

Nr: Your

Nr: Word groups:

Answers:

5.1 Individual, organisational, association, societal, international. 5.1

5.2 Social responsiveness, social obligation, social reaction. 5.2

5.3 Impersonality, employee selection and promotion, division of labour, hierarchy of

5.3

authority, rules and procedures.

5.4 Networked, flat and lean, flexible, diverse, global in orientation and operations. 5.4

5.5 Justice, human rights and utilitarian.

5.5

5.6 Human, structural, customer.

5.6

5.7 Internet, e-commerce, mobile computing.

5.7

5.8 Goal setting, competence, responsibility, communication, IT, organisational culture,

5.8

balanced view.

5.9 Discipline, trans parency, independence, accountability, responsibility, fairness, social

5.9

respons ibility.

5.10 Any individual or group who can affect or is affected by the actions, decisions,

polic ies, practices or goals of the organisation. 5.10

Total question 5 /10

Copyright © Business Management Training College (Pty) Ltd Initial:

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Student Number:

Question 6:

Choose the

CORRECT

answer by selecting a or b.

Your

Nr: Statement or question:

Answers

Laws, norms, customs and traditions direct the legal and moral acceptability of behaviour at

the __________ level of ethical dec ision making.

6.1

a) organisational or

b) societal.

The _________ approach states that ethical decis ions should entail the equitable, fair and

impartial distribution of benefits and costs among individuals and groups.

6.2

a) justice or

b) human rights

Old-type organisations often had a culture of ____________

6.3

a) compliance or

b) commitment and results.

Organisations engaging in social __________ behaviour actively seek to find solutions to

social problems.

6.4

a) obligation or

b) responsiveness

A problem in accounting on sustainability reporting is the difficulty to measure _________

aspects.

6.5

a) environmental or

b) international

One of the forces that influence the world economy is that mark ets are becoming

more ___________

6.6

a) homogeneous or

b) divers e.

One of the changing job requirements in the knowledge era is risk _____________

6.7

a) avoidance or

b) taking

In new organisations, the strategic focus is on _______________

6.8

a) efficiency or

b) innovation

Total question 6

/8

TOTAL FORMATIVE CHAPTER 3 /40

TOTAL: FORMATIVE MODULE 3 120

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