BBPP 1103-PAST YEAR FINAL EXAM PAPER ANALYSIS

SEMESTER PART A PART B PART C REMARKS

Jan 2012 Q1-T5 Q1-T9 Q1-T6
Q2-T6 Q2-T11 Q2-T7
Q3-T7 Q3-T10
Q4-T8
Q5-T10
May 2012 Q1-T5 Q1-T5 Q1-T6
Q2-T6 Q2-T8 Q2-T7
Q3-T8 Q3-T9
Q4-T10
Q5-T11
September 2012 Q1-T7 Q1-T7 Q1-T8
Q2-T9 Q2-10 Q2-T11
Q3-T10 Q3-T6
Q4-
Q5-T9

Jan 2013 Q1-T5 Q1-T5 Q1-T11

Q2-T6 Q2-T10 Q2-T8
Q3-T7 Q3-T6
Q4-T9
Q5-T11
PAST YEAR EXAMINATION PAPER -EXAMINATION CLINIC

SEMESTER JANUARY 2013 – TENTATIVE ANSWER

PART A

Q1: (b) Meanwhile, structured interview is an interview where the interviewer will ask a standard set
of questions which had been earlier prepared and drafted. Each candidate will face the same questions
like any other candidate. There are four types of questions that are frequently asked
during this type of interview:
(i) Situation-based Questions
Questions that require the candidate to provide answers on what he
will do when faced with a particular situation (For example: What will
you do if⁄)
(ii) Background-related Questions
Question that enquires about the candidateÊs work experience,
academic qualifications and other qualifications.
(iii) Behaviour-related Questions
Questions on the candidateÊs former jobs.
(iv) Job-related Questions
Questions which require the candidate to demonstrate his job
knowledge (For example, a question for a medical doctor: „A particular
medicine has been administered to a patient and he shows negative
feedback. How do you deal with the situation?‰)

Q2: T6:PG114

(a) Selective Perception

This is the tendency to listen and receive objects and information which are
consistent with our values, beliefs and desires, but disregard or reject
information inconsistent with them. Perception is a process whereby an
individual receives, arranges, interprets and stores information obtained
from their environment. This is followed by the process of perception
filtering. Filtering of perception involves difference in personality,
psychology or basic experience that influences other people to disregard or

not give attention to certain stimuli. Individuals are also inclined to fill in
the blanks of missing information by assuming what he does not know is
consistent with what he already knows.
(b) Disruption
Disruption is any factor that interrupts, confuses or restricts communication.
For example, a person talking on the telephone in a noisy environment will
face difficulty in understanding what the sender is saying. This disruption
might result in the wrong perception towards the message being delivered.
(c) Emotions
Emotional reactions such as anger, love, jealousy and fear will influence
a person in understanding the message being sent to him. Emotions
are subjective reactions when a person communicates. The emotion and
sentiment of the sender influences the message encoding and the receiver
may or may not realise the emotional condition of the sender. The emotions
of the sender and the receiver will influence the message decoding and
reaction of the receiver.
(d) Communication Skills
The skill to communicate differs from one individual to another. These
differences are caused by culture, education, training and the personality of
a particular person. For example, Americans prefer and are more talkative
compared to the Japanese.
Japanese people prefer to wait, listen and discuss a matter in detail before
making any decisions. The effectiveness of communication also depends on
the time a message is delivered. For instance, if a manager decides to give
out an instruction or message during the festive season or in the evening
when employees are preparing to leave the workplace or thinking of taking
a long vacation, the effectiveness of communication will definitely be poor.
(e) Suspicion
The reliability of a particular message will affect the effectiveness of
message acceptance. For example, in a discussion between employees and
management, employees are frequently suspicious about the claims of the
managers. In this situation, the perception towards the nature or honesty of
the sender is important. Education and experience of a person on the
subject of communication will also affect the process of communication.
Another important factor is the closeness of the receiver to the sender. A
good relationship between the two parties will promote a better and more
effective communication between one another compared to individuals
who are always in dispute with each other.

Q3:

Approaches to Motivation
According to Lewis et al. (2001), motivation can be studied using several
approaches. Models of motivation can be categorised into two types of models:
need-based models and process-based models.
(a) Need-based models are motivation models that emphasise the specific
needs of humans or internal factors that give power to direct or stop action.
Need-based approaches explain motivation as a phenomenon that takes
place internally. There are three important models in this approach:hierarchy of

needs model, two-factor model and achievement of needs

model.
(b) Process-based models are motivation models that focus on the
understanding of thinking or the cognitive process that exist in the mind of
an individual and actions that affect the behaviour of an individual.

Douglas McGregor (1906􀄃1964) introduced Theory X and Y about employees.

Theory X comprised of negative attitudes, while Theory Y comprised of positive
attitudes.
Theory X states that people:
(a) Dislike working and prefer to receive directives;
(b) Must be forced to work; and
(c) Prefer to avoid responsibilities and have low ambitions.
Prioritise requirements for security rather than other requirements, that is Theory
X is of the opinion that people define work only as a necessity to live and will
avoid work whenever possible.
Theory Y states that people:
(a) Prefer to work;
(b) Will achieve the objectives that are assigned/entrusted;
(c) Will accept and seek responsibilities; and
(d) Have the intellectual ability that can be used to achieve organisational
objectives.
According to Theory Y, people will be satisfied with their jobs if the working
environment is suitable and they could implement their responsibilities well.
Although most companies use/apply Theory Y in their management, Theory X is
still being used in the management of some companies.

Q4:T9:PG161

9.5.1 Bureaucratic Control

This method uses hierarchy authority to influence employees. Rewards are given
to employees who obey and punishment is meted out to employees who do not
obey the policies, regulations and procedure of the organisation.
9.5.2 Objective Control
This method uses the measurement of observation towards the behaviour of
employees or output produced to evaluate work performance. Managers are
more focused on the observation or measurement towards the behaviour of
employees or outputs rather than the policies or rules. Objective control consists
of two forms of control; behaviour control and output control.
Behaviour control is the rule of behaviour and actions that controls the behaviour
of employees in their tasks. Output control is the form of control that controls
the output of employees by granting rewards and incentives. Important features
in the implementation of output control are reliability, fairness and accuracy,
convincing employees and managers to achieve the expected results while
rewards and incentives depend on the performance standard that has been
established.

9.5.3 Normative Control

Normative control is a method that arranges the behaviour of employees and
results through norms and beliefs shared together among all the members within
the organisation. There are two main substances in this type of control which are,
sensitivity towards selection of employees based on their attitude and norms,
and obtaining inspiration based on experience and observation of employees.
9.5.4 Concertive Control
This is a method that uses the norms and behaviour discussed, formed and
agreed by the work group. This form of control plays a role in an autonomous
work group. An autonomous work group is a work group that operates without
the presence of a manager and is fully responsible for the control of process,
task group, output and behaviour. Autonomous work groups gradually grow
through two stages of concertive control. First, members work and learn from
each other, supervising the work of each member and develop norms and
beliefs that guide and control them. Secondly, the appearance and acceptance of
objectives as guide and control of behaviour.
9.5.5 Self Control
It is a system where managers and employees control their own behaviour
by establishing their own goals; monitor their own progress and their own
achievements of goals, and reward themselves when goals have been achieved.

Q5:T11:PG192

Organisational change is the need for an organisation to change from one

condition to another to take the opportunity or avoid a threat caused by
environmental changes in order to retain the survival of the organisation.

PART B

Q1(a):T5:PG97

5.6 RETAINING QUALIFIED EMPLOYEES

 An organisation can retain a talented employee if it offers rewards that fit the job and needs
of the employee’s personal objectives.

 Employee reward refers to the payment granted to the employee as an

exchange for the job that is carried out.

 This reward may be financial or nonfinancial.

 Types of decisions of reward granting :payment level, variable payment, payment structure
and employee benefits.

 The decision of payment level is a decision of making payment to employees

whether at a level below, above or at the same rate with the payment of salary in
the labour market by using Job evaluation to determine the payment structure.

 The decision of variable payment is a decision that focuses on how far the

payment of salary differs from the job performance of an individual employee

and organisation.

 Payment structure is a decision related to internal payment distribution. This

refers to how far individual employees in an organisation receive different levels

of salary. Individuals at the top level will receive a higher pay compared to those at lower levels

 Rewards granted are not only in monetary form but also in the non-monetary

form, referred to as employment benefits. Employment benefit is the granting of rewards that cover
anything other than the salary.

Q1(b):T5:PG99

EMPLOYEE SEPARATION
5.7.1 Employee termination
5.7.2 Downsizing
5.7.3 Retirement
5.7.4 Employee turnover

5.7 EMPLOYEE SEPARATION

 Employee separation means the loss of an employee by an organisation either
voluntarily or involuntarily.
 Involuntary separation arises when an organisation decides to discontinue the
service of an employee or retrench an employee.
 Voluntary separation means that the employee decides to leave or retire.
5.7.1 Employee Termination
 Firstly, in most situations, termination or dismissal cannot be the first choice. The
employee must be given a chance to change his behaviour when a problem arises.The
employee should receive a series of specific warnings on the matters of what and how
serious is the problem that he caused.
 Secondly, the employee should be terminated based on sensible and rational
reasons. The decision of termination needs to be done on jobrelated factors such as
disobeying or violating the companyÊs law or consistently showing bad performance
in the job.
 Thirdly, the organisation needs to focus on the reaction of other employees when
one of them is terminated.

5.7.2 Downsizing

 Downsizing is the act of organised repealing of positions and jobs in the

organisation. Whether it is caused by the reduction of cost, decline in market

shares or being too aggressive in employing workers and growth, it is an event that happens
constantly in any organisation regardless of any economic condition.

5.7.3 Retirement

 Retirement of an employee takes place when his retirement period arrives but

there are times when early retirement of employees can help the organisation. In

the effort to reduce the workforce in an organisation, implementation of early

retirement incentive programmes might help.

5.7.4 Employee Turnover

 Employee turnover takes place when an employee voluntarily ends his service with an
organisation.

 Functional turnover happens in the condition where an employee with a bad performance
level chooses to resign voluntarily.

 On the other hand, dysfunctional turnover takes place when a high-performance

employee chooses to leave voluntarily.

Q2(a):T10:PG175
 (a) Employee Involvement Team

 This is a team that provides advice and suggestions to management relating to certain
matters.

 Meetings among members of the team are held during working hours and are done
periodically. Issues such as safety at the workplace, customer relations or quality of product
are often raised by this team.

 This team can only give advice and suggestions but does not have the

power to make decisions.

 Membership in this team is voluntary but selection is from the circle of experts.

 The idea of forming this type of team is that the person closest to a particular

problem or the real working situation is the best person to give advice and

suggestions.

 These advice and suggestions are given to management and it is up to

management to make its decisions.

(b) Semi-autonomous Team

 This team has the authority to make decisions and solve problems relating to the main tasks of
product and services production .

 This team receives information regarding budgets, work quality, performance and also
information regarding products produced by competitors.

 This team has the power to make decisions just like a supervisor or a manager but the
authority received is not complete. The management still plays a role but lesser compared to
the traditional work group.
(c) Self-managed Team

 A self-managed team differs from a semi-autonomous team.

 A self-managed team is a team that manages and controls the overall main tasks in the
production of products and services.

 This team can do anything related to production without having to refer to or wait for
instructions from management.

 This includes matters in managing and controlling the allocation of materials, product
making, providing services, ensuring the accuracy of delivery and others.

(d) Self-designed Team

 This is a team that possesses the characteristics of a self-managed team but also controls the
design of the team, work activities and team memberships.

 This type of team is involved in operational matters related to the team which exceeds the
self-managed team.

 This team has the power to determine the work schedule, leave, how and when a task should
be performed, besides determining the membership in the team by conducting interviews and
other activities.

(e) Cross-functional Team

 This team consists of employees from different fields or functions in the organisation.

 Since team members have different functions, knowledge and experiences, a cross-functional
team is able to identify the real problems and see them through various perspectives, and are
able to generate more ideas and alternatives.

 This type of team can be used in any organisation and can be formed whether part-time,
temporarily or permanently.

 exists.

f)Virtual Team

 A virtual team has members in different geographical areas or organisations and uses
telecommunications and information technology to carry out activities of the organisation.

 Meetings among team members are not conducted face to face but instead use a combination
of communication and information technology.

 This type of team is still new and can become a reality with the development of
communication technology such as e-mail, the Internet, video conferencing and more.

 The advantage of this team is that it is a flexible team. Team members can work with one
another without having to meet face to face, without considering the time limit or
organisation.
  The weakness of this team is that team members have to learn how to voice out new
approaches since physical meetings in this group no longer exists.

(g) Project Team

 Project team is a team formed to carry out a task or project in a particular time period.

 This type of team is usually used for the purpose of developing new products, upgrading
existing products, developing new information systems or in building new offices and
factories.

 A project team is usually led by a project manager who has full responsibility for planning,
membership and team management.

 A project team is made up of members from different functions and also involves members
from suppliers and customers.

 The advantage of this team is that it is able to eliminate communication barriers among
functional areas since its membership consists of members having different functional areas.

 Besides that, this team is flexible where it can be disbanded or moved to a new project after
the completion of a particular project.

Q2(b):T10:PG182

(a) Team Size

 The best team is the one made up of a small number of members, team members does not
exceed 12 people.

 When the number of members exceeds 10 or 12, it is difficult to perform tasks successfully.
This is because the team will face interaction problems on issues related to the job.

(b) Capability of Team Members

  In order to perform a task efficiently, a team needs three types of different skills. Technical
skills related to the job.

 Skills in solving problems and making decisions that can be identified from the actual
problem by generating alternatives, evaluating each alternative and choosing the best
alternative.

 The third type involves good listening skills, ability to solve conflicts and other interpersonal
skills.

(c) Providing Role Models and Promoting Diversification

 A high-performance team is a team that is able to match its team members to suitable roles.

 Matching members with suitable positions based on what they have provides opportunity for
the members to contribute their best to the team’s overall performance.

 Therefore, teams need a diversity of skills and this can be achieved by diversifying members
of the team without the existence of any form of discrimination.

(d)Having a Commitment Towards the Same Purpose

 A successful team provides direction, momentum and commitment to its members. The same
purpose will result in members knowing their roles, direction and guidance in contributing
efforts towards the purpose agreed upon together.

(e) Building Specific Goals

A successful team is able to change its purpose into specific goals which can be measured and
achieved. These specific goals provide clear communication space and assist the team in maintaining
their focus

(f) Suitable Performance Evaluation and Reward Systems

 Suitable performance evaluation systems and reward schemes which are based on teamwork
rather than individuals will generate effort and commitment among the members of the team.

(g) Developing Absolute Beliefs

 A successful team is a team that has absolute beliefs among its members.

 Team members believe in integrity, characters and the capability of the other members. These
developed beliefs will assist members to perform their work better.

 Therefore, the result from this combination of beliefs and contribution will assist in the
success of the team.

Q3(a):PG110

Formal communication is a message or information delivered through the

hierarchy network or job responsibility as defined by an organisation. The three
systems of formal communication frequently used are:

(a) Vertical Communication

Vertical communication refers to two types of communication: downward
and upward flow of message.

i) Downward Communication
According to Rue et al. (2000), downward communication is a part of
the communication system present in an organisation. This channel of
communication is frequently used by managers to deliver messages
to subordinates or customers. Downward vertical communication
begins from upper management and travels down along the levels of
management to middle management, lower/line management and
employees.
The purpose of downward vertical communication is to inform or
instruct other management and employees regarding policies or
organisational goals that have been set by upper management.

ii)Upward vertical communication contains messages or information from

the lower level of the hierarchy or subordinates to upper management
level. Upward vertical communication is used by employees to deliver
suggestions, opinions or feedback to upper management. This can be
done through meetings, discussions, surveys and others.
The main function of this type of communication is to provide
information to upper management regarding what is happening at the
lower level. Ideally, organisation structures must allow for both
downward and upward communication. Communication is supposed
to flow two ways through the formal structure of the organisation.

(b) Horizontal Communication

(c) Horizontal communication refers to the flow of message among members
(d) working in the same level of hierarchy in a particular organisation.
This type of communication takes place between colleagues or among
managers. This type of communication forms coordination and relationships
among friends at the same level. For example, the sales manager discusses
with the human resource manager the number of part-time employees
needed for the next month.
Basically, upward and downward communications take place through the
chain of command of the organisation. Horizontal communication is
important for coordination among departments and to ensure the perfect
functioning of downward communication, which covers instructions from
upper management; and upward communication, which consists of feedback
from the subordinates to upper management.

(e) Diagonal Communication

(f) Diagonal communication refers to the flow of message between two parties
(g) from different hierarchies or departments in a particular organisation.
This type of communication does not follow protocol. This type of
communication is frequently used in informal organisations. For example, a
human resource manager discusses with a clerk from the accounts
department regarding incomplete information in employee records.
Diagonal communication refers to the flow of message between two parties
from different hierarchies or departments in a particular organization

6.2.2 Informal Communication

According to Rue et al. (2000), there are many informal paths of communication
in an organisation. Most of this communication happens outside the chain of
command. These informal communication channels are known as the grapevine.
Grapevine is an informal network of information among employees. The
grapevine in organisations does not emphasise power and rank. The grapevine
may connect members of the organisation in any direction of communication,
either vertically, horizontally or diagonally.
Even though the grapevine can be defined as rumours, they are also useful to
management. Through the grapevine, management is able to deliver information
and receive feedback faster without involving a high cost. Based on the feedback,
management can evaluate whether to carry out further investigation on the
matter at hand.

Q3(b):PG113

6.2.3 Non-verbal Communication

Non-verbal communication is a type of communication that does not use words,
either verbal or written. Non-verbal communication is an important addition to
verbal communication and sometimes can alter the meaning of verbal
communication. Non-verbal communication is the best method to communicate
emotions. When combined with verbal communication, it becomes a powerful
tool for a manager to send out information to employees. Non-verbal
communication consists of:
(a) Kinesics
According to Williams (2000), kinesics is a type of communication that does
not use words. Instead, it uses body language and facial expressions. A
person is able to understand the message delivered by watching the body
language or the expressions shown. For instance, a person will move his
head left to right when he does not understand a certain matter. The use of
body language always raises problems between the sender and the receiver.
(b) Paralanguage
According to Rue et al. (2000), forms of non-verbal communication involve
tone, pitch, intonation level, volume, and speech patterns such as silence or
halts in a personÊs voice which can also be considered as a form of
communication. For example, in the United States of America, a person can
raise their eyebrows as a sign of disagreement, attraction or as a sign of
giving attention. On the other hand, in Japan, raised eyebrows are
considered an obscene
PART C

Q1:

Managing Change

 Changes refer to carrying out something using new

ways and methods compared to before
 Organisation must make planned changes
 Goals of changes are :
#To increase the capability of the organisation
#To change the behavior of staff
 If an organisation wishes to stay in the business, it
must respond to the changes in the environment.
 Generating innovation, granting power to employees
and introducing teamwork are some of the examples
 In implementing changes within the organisation, there are two types of changes,

that is:

(a) Change of first order; and


(b) Change of second order.

 First order change is a linear change, slow in nature and implemented in stages.

 This change is made without any apparent change in the basic structure of the

 organisation. It is also conducted that way if there is no strong pressure from the
environment.

 Besides that, if the particular organisation has a strong culture, changes must be
implemented slowly and in stages.

 The second order change is a change that is radical in nature, multidimensional

 and multilevel.

 This type of change needs high levels of leadership in order to realise the changes. It takes
place when there is intense pressure from the environment that disrupts the survival of the
organisation. This demands the organisation to make drastic changes.
 Aspects that can be changed by
change agents

(a) Change of Structure

 Structure must be changed to adapt to the conditions in the environment.

 Thus, change agents might need to change the structure of the organisation if necessary.

 The structures of organisation explain the methods of work divisions, combined and
coordinated.

 Change agents can change one or more of the important elements in designing the
organisation. For example, widening the span of control and combining the responsibilities
of departments.

 Rules and procedures can be implemented to increase standards or the level of

decentralisation can be increased to accelerate the process of decision making.

 Change agents can introduce significant modification in the true design of organisations. This
can include the change of form from a simple structure into a team-based structure or in
other words, changing the form of departmentalisation.

 Change agents can also take into consideration the redesigning of work and work schedules.
Example ;modification is the reward system for employees. Motivation can be increased by
making improvements in the employeesÊ rewards system.

 For example, by introducing the system of bonus based on performance and profit sharing
between organisation and employees.
(b) Change of Technology

 Technology is another aspect in the organisation that can be changed or

modified by change agents.

 Changes in the technological environment involves introduction to tools, equipments or

methods that can either be new automation or computerisation.

 In order to maintain the survival of the organisation, the introduction of

new technology will be able to assist the organisation in accelerating

product development and distribution to customers.

 It can also help build the competitive advantage of the organisation. The use of this
technology also can ensure the ability and effectiveness of the organisation in the industry.

(c) Change of Physical Layout

 Physical layout comprises space and arrangement of tools, equipment and

other things in the workplace. This physical layout can influence the work

productivity, efficiency and effectiveness of employees.

 For example, removing walls or partitions or creating an open workspace area in the
workplace will facilitate communication among employees, level of heat and cold, level of
sound, cleanliness of the workplace and the interior design dimensions such as furniture,
decorations, and colour.

d) Change of Employees

 The final aspect that can be changed by change agents is the employees.

 Change agents can assist individuals or groups within an organisation to

work more efficiently.

 This involves changing the attitude and behaviour of the members of the organisation
through communication, making decisions and solving problems.

Q2:T8.2:PG149

.1 Visionary Leadership

Visionary leadership is a leadership style that is able to create a positive image

for the future of the organisation by motivating employees and is able to depict

the direction of the organisation based on the planning and goals that have

been set.
8.2.2 Charismatic Leadership

Charismatic leadership refers to the features of leaders in creating a strong

relationship between themselves and subordinates. A charismatic leader is a

leader having high levels of reference force. Half of the force comes from his need

to influence others. This type of leader has a high level of self-confidence, is

dominant and believes in the truth of everything that he does. He is capable of

convincing followers that he is right. He is also able to channel their visions to be

shared together with his subordinates.

8.2.3 Transactional Leadership

Transactional leaders will determine what should be done by employees to

achieve their own objectives and the objectives of the organisation. They also

classify and aid employees to be confident so that they are able to achieve the

objectives through certain efforts. This type of leadership is based on the process

of exchange, where subordinates are given rewards for good achievements and

punished for unsatisfying achievements.

8.2.4 Transformational Leadership

Transformational leaders are capable of enlightening and accepting suggestions

and visions of the group and are able to encourage employees to look

beyond their own needs and own interest for the well-being of the group.

Transformational leaders will motivate their employees to perform more than

expected by initiating feelings of importance and value of the task in each

individual. This can be done by creating interest in employees to perform for the

sake of the group and the organisation besides fulfilling their own needs of selfachievement.
SEMESTER SEPTEMBER 2012 -TENTATIVE ANSWER

PART A

Q1:

7.2.2 Two-factor Model

7.2.2 Two-Factor Model

 According to Rue et al. (2000), the study done by Frederick Herzberg, Bernard Mausner and
Barbara Snyderman produced an approach towards motivation that is accepted widely in
the area of management.

 This approach is known by several names such as motivation and care approach, two-factor
or motivation and hygiene approach.

 This model relates job satisfaction with productivity for a group of accountants and
engineers.

 This study found that factors toward job satisfaction are separated from the factors that
incline towards dissatisfaction of jobs.

a) Motivation Factors

Motivation factors are factors related to the work performed. These factors are related to positive
feelings and attitude towards the particular work.

Motivation factors include the work itself, achievements, inner growth and responsibility.
(b) Hygiene Factors

 These factors refer to the context of work or the environment where the work is being
carried out.
 The factors include supervision, workplace conditions, individual relationship, salary, safety,
and the company’s administration and policies.
 These factors are closely related to the negative feelings towards a particular job but
nevertheless they do not contribute towards motivation.
 According to the researchers, these factors do not generate motivation but prevent
motivation from occurring.

Q2:

 Management control is a systematic effort to fix or establish the standard of

performance through planning objectives, designing information feedback systems, comparing true
performance with the fixed standard, determining whether there are any disadvantages or
weaknesses and taking suitable actions to ensure all resources within the organisation can be used
in the most effective and efficient way in achieving the objective of the organisation.

 Control is the process of ensuring that organisational activities are running according to plan.

 This process can be carried out by comparing the true performance with the standard that
has been established and taking corrective actions in order to rectify any distortion that does
not comply with the standard.

 The main purpose of control in management is to prepare managers to face

future or existing problems before they turn critical.

 An organization with good control mechanism will have the advantages of competing
strength.E.g:Quality control,QCC,SOP,ISO etc

Q3;
 Phases of team development

Forming

Forming De-norming

De-storming
Storming

Norming De-forming

 (b)Storming is the second development phase that is characterised by conflicts and

disagreement where team members have different opinions regarding with, what and how a
task should be carried out.
 This situation takes place when team members start working together, resulting in a clash of
personalities and work styles.
 Besides that, as team members, they have to sacrifice a lot of their own personal needs.
 Team performance at this level is low and there are some who are totally ineffective. At this
point,team leader is much needed in order to generate the team’s focus towards the goals
and performance levels.

Q4:
Q5:

STEPS IN THE CONTROL PROCESS

9.2.1 Establishing Standards

 Standard is the base for comparison to measure the level of performance of a

 company in order to find out whether the company is compliant.

 Standard is the point of reference in making comparisons to another value.

 Standard can be defined as what is required out of a particular job or an individual.

 In management control, standards are usually derived from the objectives.

 Standards should be easy to be measured and interpreted.

 A specific objective that can be measured makes it more suitable to be used as a standard.

 If this standard is not clearly and specifically stated, it may be interpreted in a different way
and will then raise various difficulties that can affect the goals of the organisation.

 Three types of standards:

 physical standard such as quantity of products and services, number of customers and
quality of products and services.

 Financial standard which is stated in the form of money, and this includes labour cost, sales
cost, material cost, sales revenue, profit margin.
  Time standard which includes the performance rate of a particular task or the time period
required to complete a particular task.

9.2.2 Measuring Performance and Making Comparisons

Performance measurement is a type of control. Actual results need to be

monitored to ensure that output produced is according to the specific standard.

The main purpose of performance monitoring is to gather data and detect

deviation and problem areas.

Comparison of standard is a process where comparison is made between the true performances
with the standard set.

9.2.3 Corrective Actions

 Corrective action may involve change in one or more operation activities of the organisation
such as modification, repairing of machines, preparation of

certain courses and others, or it might also involve a change in the fixed

standard.

 Corrective action is a process of identifying the distorted performance,

analysing the distortion and developing and implementing programmes in order to rectify it.

PART B

Q1:
The original hierarchy of needs five-stage model includes:

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep.

2. Safety needs - protection from elements, security, order, law, stability, freedom from fear.

3. Social Needs - belongingness, affection and love, - from work group, family, friends, romantic
relationships.

4. Esteem needs - achievement, mastery, independence, status, dominance, prestige, self-respect,

respect from others.

5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth

and peak experiences.

At once other (and “higher”) needs emerge and these, rather than physiological hungers, dominate
the organism. And when these in turn are satisfied, again new (and still “higher”) needs emerge and
so on. This is what we mean by saying that the basic human needs are organized into a hierarchy of
relative prepotency' (Maslow, 1943, p. 375).

Hierarchy
Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with the largest, most
fundamental levels of needs at the bottom and the need for self-actualization at the top.[1][9] While
the pyramid has become the de facto way to represent the hierarchy,

Q2:

DIFFERENCES BETWEEN TEAMS AND GROUPS

 A group is defined as two or more individuals who interact and are independent

 of each other towards achieving a certain objective.

 A work group is generally a group that shares information and makes decisions

 in order to assist the members to perform their jobs well in the relevant field.

 A team is an interdependent and complementary entity in all aspects among the

members, with a partnership commitment towards achieving the same goals.

 Moreover, teamwork generates positive synergy through co-ordination efforts.

Thus, a team is an entity that exceeds a group. Performance is not based on

individual contribution but instead it depends on the performance of the team.

Q3 (a):

6.3 INCREASING COMMUNICATION EFFECTIVENESS

6.3.1 Communication Barriers

(a) Selective Perception

This is the tendency to listen and receive objects and information which are

consistent with our values, beliefs and desires, but disregard or reject

information inconsistent with them.

(b) Disruption
Disruption is any factor that interrupts, confuses or restricts communication.

(c) Emotions

Emotional reactions such as anger, love, jealousy and fear will influence

a person in understanding the message being sent to him. Emotions are subjective reactions when a
person communicates.

(d) Communication Skills

The skill to communicate differs from one individual to another. These

differences are caused by culture, education, training and the personality of

a particular person.

(e) Suspicion

The reliability of a particular message will affect the effectiveness of message acceptance.

Q3(b)

6.3.2 Measures for Overcoming Communication Barriers

(a) Controlling the Flow of Information

The manager must be able create a system that is able to identify and give priority only to the

important messages that requires immediate attention.

(b) Encouraging Feedback

The feedback received, will enable the sender is to find out whether the message delivered had
reached its target.

(c) Language Used

Manager needs to properly choose words and language that can be easily understood by the
subordinates.

d) Active Listening

Manager and subordinates must act as good listeners and receivers of information.

They need to listen actively, reduce interference and develop better communication skills through
role-playing and group presentation training.

(e) Controlling Negative Emotions

The manager needs to control his negative emotions when communicating because negative
emotions can alter or afflict the contents of a particular message.
(f) Using Non-verbal Signs

Managers need to use non-verbal signs to emphasise important parts in a particular message in
order to portray their feelings.

(g) Using the Grapevine as a Communication Channel

The grapevine is a communication channel that is difficult to be removed from any organisation.
Therefore, managers must be able to use this channel to deliver information promptly, examine
reactions before making the final decision and in getting feedback.

PART C

Q1:

.1 Visionary Leadership

Visionary leadership is a leadership style that is able to create a positive image

for the future of the organisation by motivating employees and is able to depict

the direction of the organisation based on the planning and goals that have

been set.

8.2.2 Charismatic Leadership

Charismatic leadership refers to the features of leaders in creating a strong

relationship between themselves and subordinates. A charismatic leader is a

leader having high levels of reference force. Half of the force comes from his need

to influence others. This type of leader has a high level of self-confidence, is

dominant and believes in the truth of everything that he does. He is capable of

convincing followers that he is right. He is also able to channel their visions to be

shared together with his subordinates.

8.2.3 Transactional Leadership

Transactional leaders will determine what should be done by employees to

achieve their own objectives and the objectives of the organisation. They also

classify and aid employees to be confident so that they are able to achieve the

objectives through certain efforts. This type of leadership is based on the process

of exchange, where subordinates are given rewards for good achievements and
punished for unsatisfying achievements.

8.2.4 Transformational Leadership

Transformational leaders are capable of enlightening and accepting suggestions

and visions of the group and are able to encourage employees to look

beyond their own needs and own interest for the well-being of the group.

Transformational leaders will motivate their employees to perform more than

expected by initiating feelings of importance and value of the task in each

individual. This can be done by creating interest in employees to perform for the

sake of the group and the organisation besides fulfilling their own needs of selfachievement.

Q2:(a)

(a) Change of Structure

 Structure must be changed to adapt to the conditions in the environment.

 Thus, change agents might need to change the structure of the organisation if necessary.

 The structures of organisation explain the methods of work divisions, combined and
coordinated.
  Change agents can change one or more of the important elements in designing the
organisation. For example, widening the span of control and combining the responsibilities
of departments.

 Rules and procedures can be implemented to increase standards or the level of

decentralisation can be increased to accelerate the process of decision making.

 Change agents can introduce significant modification in the true design of organisations. This
can include the change of form from a simple structure into a team-based structure or in
other words, changing the form of departmentalisation.

 Change agents can also take into consideration the redesigning of work and work schedules.
Example ;modification is the reward system for employees. Motivation can be increased by
making improvements in the employeesÊ rewards system.

 For example, by introducing the system of bonus based on performance and profit sharing
between organisation and employees.

(b) Change of Technology

 Technology is another aspect in the organisation that can be changed or

modified by change agents.

 Changes in the technological environment involves introduction to tools, equipments or

methods that can either be new automation or computerisation.

 In order to maintain the survival of the organisation, the introduction of

new technology will be able to assist the organisation in accelerating

product development and distribution to customers.

 It can also help build the competitive advantage of the organisation. The use of this
technology also can ensure the ability and effectiveness of the organisation in the industry.

(c) Change of Physical Layout

 Physical layout comprises space and arrangement of tools, equipment and

other things in the workplace. This physical layout can influence the work

productivity, efficiency and effectiveness of employees.

 For example, removing walls or partitions or creating an open workspace area in the
workplace will facilitate communication among employees, level of heat and cold, level of
sound, cleanliness of the workplace and the interior design dimensions such as furniture,
decorations, and colour.

d) Change of Employees
  The final aspect that can be changed by change agents is the employees.

 Change agents can assist individuals or groups within an organisation to

work more efficiently.

 This involves changing the attitude and behaviour of the members of the organisation
through communication, making decisions and solving problems.

Q2:(b)

11.6 Overcoming the barriers to change

 Communication & Learning

 Involvement

 Facilities & support

 Negotiation

 Manipulation & Co-optation

 Force

11.6 OVERCOMING THE BARRIERS TO CHANGE

(a) Communication and Learning

 Barriers can be reduced through communication with employees in order to

help them to see the logical aspect of a particular change.

 This tactic is based on the assumption that the source of barrier is caused by obtaining the
wrong information, or interpreting information in the wrong condition, or through a bad
communication condition.

 This tactic is used to provide clarification and accurate information regarding the changes
which can help in reducing barriers.

 Communication can be implemented through face-to-face discussions, memos, group

presentation or reports.

(b) Involvement

 This tactic assumes that it is difficult for a person to oppose change if he himself is also
involved in the effort and activities of change.

 With this involvement, the involved parties will contribute their expertise and

 involvement and this will reduce barriers.

  Not only that, commitment can also be obtained and this will enable an increase in the
quality of change.

(c) Facilities and Support

 Change agents can offer forms of facilities and support to reduce barriers.

 When employees have a high level of anxiety, counselling services and

therapy, new skills training or paid leaves are forms of facilities and support that can be given to
employees.

(d) Negotiation

 Change agents can also deal with change barriers by making valuable

exchange in order to reduce barriers.

 For example, if the barriers come from some individuals having power, reward packages can
be used as negotiation substance.

 Besides that, this reward packages and offers will be able to fulfil the needs of the
individuals.

 Negotiation tactics are most suitable when change barriers are caused by powerful
individuals in the organisation.

(e) Manipulation and Co-optation

 Manipulation refers to the effort of changing the standpoint of a person.

 Altering or changing facts to make them interesting, restricting bad

information and creating rumours are some of the ways to obtain

Employees’ agreement.

 Co-optation is the combination of manipulation and involvement. The act of co-optation will
try to “buy” group leaders who cause barriers by providing these leaders important roles in
making change decisions.

 Advices from these leaders are required, not to find the best solution but as confirmation. By
“buying” these leaders and successfully changing their standpoint, indirectly it will also
change the perception and standpoint of their followers.

(f) Force

 This is the final tactic that can be implemented by change agents. This is an

application that uses threat towards the person who is a barrier.

  For example, threat to be moved to another department, losing the chance of a promotion,
and a bad performance evaluation are threats imposed if the

person does not want to abide by the changes that will be made.