1.
What
is Leadership?
Answer: Leadership is the
social influencing process for the attainment of goals. A good leader therefore is one who is capable
of persuading others to move enthusiastically towards the achievement of group
goals.
2.
Explain
the three main approaches for study of leadership. Which one of them do you consider the best
for an organization
Answer:
(i)
The Trait Approach
The conclusion drawn by
scholars after a review of all the traits is that there is no evidence that
universal leadership traits exist. The
earliest work on leadership attempted to isolate the trails of successful
leaders. It was assumed that if a set of
traits could be identified, people could develop these traits. Some of the traits considered important
include: Intelligence, appearance, knowledge, judgement, initiative, honesty,
truthfulness, open mindedness, courage, perseverance, social skill, age,
socio-economic back ground etc..
(ii)
Behaviour approach
This approach believe that a
leader’s behaviour and the style in which he relates to other people affect his
effectiveness. Research identifies two
major areas in leadership behaviour. The
first one explores position based influence of leaders or the use of
authority. The second concentrates on concern
for people productivity. The way a
leader uses these two variable (initiating structure and consideration) affects
his effectiveness.
(iii)
Situational
approach:
This approach means that the
situation in which a leader operates shapes his leadership. The performance of leaders is to be
associated with the situation in which they find themselves.
3.
What
Makes control important in an organisation?
Explain the basic differences and relationship between planning and
control.
Answer:
Control guides behaviour towards useful
organizational ends. Lack of control
results in erratic behaviour that may be only target to organizational goals.
Control ensures that resources are effectively utilised. It helps to avoid waste of useful resources
in useless endeavour or inefficient operations.
Basic
differences between Planning and control
i.
Planning
seeks consistent, integrated and articulated programmes, while control seeks to
compel events to conform to plans.
ii.
Planning
precedes the performance of a task, while control comes after the task has been
performed.
Relationship
between Planning and Control
i. objectives
of the organizations are established and broken down into budgets in the
planning process but the control process ensure that the budgets are achieved
by taking corrective action against any significant deviation from plan.
4.
Discuss
the concept of communication and explain the process of effective communication
Answer:
Communication is the transfer of ideas form the
sender to the receiver. Any means that
an individual uses to transfer meaning, ideas, feeling, emotion or attitude is
communication. It may be written, oral or through body movement. All the key functions of an organization:
Planning, organizing, directing and controlling depends on effective
communication. Communication serves two
key functions in management (a) provides a vehicle by which one can implement a
plan of action coordinated toward a common goal (b) provides a means by which
members of an organization can be motivated to execute the plans.
Communication
Process
Message: - this is what a person want to
communicate
Medium: - This a means in which the message is
carried
Receiver: - This is the person who decodes the
message.
Feed Back: - A feed back loop provides a channel
for receiver response
Noise: -
Those factors that always distort the intended message
Noise ----------------------------------------------------------
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5.
Staffing
is the process for recruitment to retirement of employees on their jobs. Explain all the steps involved in staffing
function.
Answer:
Steps involved in staffing function
i.
Procurement:-This is the first
basic staffing function. It is concerned
with the acquisition of the right calibre and number of personnel
ii.
Training and Development:-Employees are trained to acquire relevant skills,
knowledge, attitude etc. that will help them to perform their jobs efficiently.
iii.
Remuneration:- This is concerned
with the wages and salary
iv.
Integration: -This function
ensures that employees, organizational and social objectives are reasonably
reconciled or harmonised to facilitate the achievement of the corporate goal.
v.
Maintenance: - This function is
concerned with the provision and maintenance of a conducive working environment
that helps employees to give their best contribution
vi.
Separation: - this is the
returning of the employee to the society when they have been fully
utilized. Efficient separation function requires
carefully designed programmes that will help resettle retired employees to the
society with little or no adjustment difficulties.
6.
Compare
and contrast any two (2) of the following motivational theories.
(a)
Hertzberg’s
motivation (hygiene) theory
(b)
Manslows
hierarchy of needs theory
(c)
Mc-Gregor’s
theory of motivation (Theory X and Y)
Answer:
The first set of factors (hygiene) in Hertzerg’s
theory corresponds generally to the lower levels of Maslow’s need hierarchy.
The motivator factor corresponds more closely to
higher levels of Maslow’s hierarchy of needs theory and Hertzberg’s motivation
(hygiene) theory shows that managers must use the right kind of motivation
before subordinates feel actually motivated.
Maslow’s Need Hierarchy Hertzberg’s
two factor
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Self
actualization
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Theory
Work
itself
Achievement
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Love,
affiliation, ego, esteem or status
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Responsibility
Advancement
Recognition
Status
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Love
affiliation, acceptant
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Interpersonal
relations
Supervision
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Safety
or security
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Company
policy and administration
Working
conditions
Job
security
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Physiological
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Salary
Personal
life
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Contrast between Abraham Maslow’s hierarchy of
need and Hertzberg’s factor theory
While Abraham Maslow
built his theory on motivation on five levels of human needs. Hertzberg develop his own theory from two
factors namely hygiene and motivators.
According to Maslow,
motivation occurs as needs are satisfies upwards through the hierarchy. In Herzberg theory, motivation occurs when
both the hygiene and motivator factors are present.
7.
Draw
an organizational chart
Answer: Organizational Chart
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8.
Identify
and discus the factors that impede the scientific selection of personnel in
Nigerian organizations.
Answer: - Below are factors that impede the
scientific selection
i.
Bias in screening application:
ii.
Invalid
test
iii.
Interview
conducted in a hurry:
iv.
Poor
listening attitude and lack of interest
v.
Personal
bias of the interviewer
vi.
Influence
from higher authorities
vii.
Bribery
and corruption
9.
Distinguish
between leadership theory and styles.
Answer: -
Research findings disclosed that three integrating
conceptual frameworks have been proposed for leadership theorization. They are:
Traits theory, Behaviour theory and Situational/contingency theory.
Basic Leadership styles are: Autocratic, Democratic and Laisser-faire or
free rein
Autocratic: -an autocratic
leader makes all decisions. His is very
conscious of his position and has little trust in his subordinates.
Democratic; Decision-making is shared between the leader
and the group. Authority is
decentralised and free flow of communication is encouraged.
Laisser-faire or free rein: with the
laisser-fair style, the leader leaves the group to its devices, does not set
goals for them and provides very little specific direction. There is very minimal supervision because the
employees are self motivated.
10.
Which
of these Leadership theories and styles are mostly practiced in Nigeria.
The leadership theory mostly practiced in Nigeria
is the behaviour theory. Nigerian
leaders are very much concerned about their position and perceives it as source
of leadership effectiveness. They exact
obedience and accomplish task because their subordinates acknowledges their position
or authority.
Answer: The leadership
style mostly practiced in Nigeria is Autocratic: This because Nigerian leaders are very much
conscious of their position and have little trust and faith in their subordinates. They like to make decision alone and like to
know everything their subordinate is doing.
Answer: Managerial
implications of Abraham Maslow’s need theory and Herzberg
Some observers have noted that the first set of
factors (hygiene) in Hertzberg’s theory corresponds generally to the lower
levels of Maslow’s need hierarchy while
the motivator factors corresponds more closely to the higher levels.
Implication
for Mangers
When management puts in place equitable wage
administration programmes, good working condition, enlightened supervision,
these may succeed in reducing the level of dissatisfaction among workers.
Management should develop also a two –pronged
strategy aimed at both reducing dissatisfaction and increasing satisfaction.
They should permit sufficient decentralisation in order to give unit managers
the opportunity to work out the best climate that will produce effective
motivation for their subordinates.
11.
Discuss
the steps involved in the control process
Answer: - The steps involved are:
i.
Setting standards
Standards are
criteria upon which performance will be judged.
In planning, management sets goals and objective for the enterprise and
its unit. Standards are derived from
these objectives and may relate to quality, production cost, time standards,
sales quotes, budgets and so on.
Standards may be tangible or intangible:
Tangible standards are quantifiable and therefore very easy to evaluate. E.g. volume of sales, labour hours involved
in establishment of budget. Intangible
standards are not easily quantified and therefore very difficult to
measure/evaluate.
ii.
Checking on
performance:
Measurements of performance against standards is
usually undertaken by the superior after the subordinate has performed his
duties. Superior may monitor performance of task continuously so that any
deviation from standard is detected early.
iii.
The control Process
The diagram below presents the control
process. These are various steps adopted
in performing the control function.
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12.
Discuss
some techniques of control used by a business organization.
Answer:
i.
Budgeting Control:
Budgets (numberised programmes) are plans that are
formulated or for a given future period, expressed in financial or numerical
terms. Budgetary control will help the
business for example to curtail some unnecessary expenditures.
ii.
The chart system:
The Chart-system is used in an organization as a
control device. Available statistical
data are presented in the form of charts.
This system permits the organizations to periodically measure actual
performance against established performance (standard) and also to forecast
future performance.
iii.
Internal auditing
control:
This concerned with verifying the effectiveness of
management’s policies and the extent to which employees carry them out. It also checks records and procedures to
ascertain whether records are properly prepared and maintained and whether
procedures are followed as prescribed.
iv.
The Break-Even
Analysis:
This control technique that depicts graphically
the relationship of different volumes of operations to profit. A
break-even chart is useful for predicting profit and indicating whether revenue
and/or costs are on course as planned.
13.
Planning
and controlling are often complimentary to each other. This is because control is used to remedy the
mistake(s) in planning so that there will be no deviation from plan. Discuss with emphasis on controlling as management
function
Answer:
It is indeed important for organizations to plan to
set goals and objectives. It is equally
important for them to find out through control if actual performance conforms
with these goals and objectives. Henry
Fayol puts it clearly thus: “In an
undertaking, control consist in verifying whether everything occurs in
conformity with the plan adopted, the instructions issued and the principles
established. It has for its object to
point out weakness and errors in order to rectify them and prevent
recurrence.
14.
List
and carefully explain the mechanisms and procedures that may be adopted alone
or in combination to achieve effective coordination.
Answer:
(i)
Vertical
c-ordination (ii) Horizontal co-ordination (iii) Diagonal coordination (iv)
Liaison men (v) External coordination
(i) Vertical
Co-ordination: Occurs between the
different levels in the organization. It
is achieved through the scale process which established the flow of authority
and responsibility in a clear unbroken line from the top of organizational hierarchy
down.
(ii)
Horizontal
Co-ordination:
This refers to harmonious working
arrangements among executives on the same level.
(iii)
Diagonal
Co-ordination: In this kind of coordination, centralised
service departments are linked to departments that use their services.
(iv)
Liaison men: A situation may exist in an organization
where executive appoint liaison men to maintain sufficient contacts with
various division.
(v)
External
Co-ordination: This co-ordination stresses the need to
integrate the activities of the organization with its external environment.
15.
Briefly
explain any five determinants of leadership style.
Answer:
i. Size
of the organization:
As an organization grows larger and more complex, there is tendency for
decision making to be centralised, leading to very limited participation or no
participation at all. The manager may
only present ideas and invite questions.
This is different in small organizations where consultations is very
easy.
ii. Degree
of interaction: Where employees must co-operate in order to
accomplish a task, there is bound to be an open channel of communication.
iii. Personality
of members:
Individuals who like to depend on others do not like to participate in decision
making since their needs for security and direction are answered by rigid
organisational structures (autocratic leadership style). Individuals who have a clear senses of
direction and wish to get ahead, love to participate in decision making
(democratic leadership style)
iv. Goal
Congruency:
- Where goals of individuals and that of the organization are the same,
participative leaders style tends to prevail.
Where the goals are conflicting tend to be more autocratic and there
will be adherence to rigid organization structure, rules and regulation
governing behaviour.
v. Level
of Decision Making:
The location of decision making which is the function of technology of the
organization and the functional specialization of the organization determines
the style of leadership. Where decision
making is highly centralised, it is likely that autocratic leadership style will prevail.
16.
Human
needs and organizational needs are various and complex. Using the conclusions and results of two
notable management theorist, how can these needs be harmonised and satisfied
for increased productivity.
Answer: A
well known psychologist, Abraham Maslow postulates a hierarchy containing five
levels of needs.  |
The basic assumptions of Maslow’s theory are that
a satisfied need is not a motivator of behaviour and that the satisfaction of
one need becomes a springboard for the satisfaction of next. Manager can tap
from Maslow’s theory of motivation. It
helps them to appreciate that the desired behaviour is mostly likely to occur
if it results in the satisfaction of an employee’s proponents need. Managers should therefore motivate based on
the unsatisfied need of the worker and this is likely to result in greater
productivity.
Psychologist Frederick Hertzberg Postulates a two factor theory of motivation. He called the first set of factors
“maintenance” or “hygiene”, and it includes company policy, supervision, work
conditions, personal life, money, etc.
these factors are dissatisfiers.
If they are not present, the worker
will feel dissatisfied. If they are present the workers will not feel
dissatisfied but will not feel motivated.
The second set of factors are called motivators.
They include: advancement, achievement,
etc. when they are not present, workers
will feel no satisfaction but not dissatisfied, when they are present the
workers feel satisfied and motivated.
Based on Hertzberg’s theory of motivation, managers should create a work
environment which responds to diverse needs of workers. When this is done, the workers will feel
motivated and enhance their performance for increased productivity.
17.
Explain
the relevance of panning in the operations of an organization.
Answer: When effectively
done, planning can contribute to reduced role ambiguity and role conflict. This is because individual are more likely to
know what they are supposed to do. Because
role prescriptions are the ultimate results, planning leads to a reduction of
uncertainty within the organization. In
other words, individuals are able to know what other people are likely to do
under a given set of circumstances.
Planning enables the organization to select an
optimal course of action among numerous alternatives, since it involves many
processes that leads to effective decision making. The main objectives of an organization are
determined in the planning function.
18.
Discuss
the difficulties associated with the implementation of a plan.
Answer;
Where a plan did not receive the support of top
management, such plan is bound to fail.
Management creates a planning programme that lacks flexibility and
simplicity. This leads to a situation
where plans are not understood and therefore are poorly implemented.
Changes in the external environment of
business. Managers have no control over
the external environment of the business.
Scare resources:
The implementation of plan requires human and non human resources. Where these resources are not sufficiently
available, plans will be difficult to implement.
Worker’s behaviour: A worker or group of workers may decide to
work against a plan if they felt that they should participate in making it but
they were not involved or that such plans did not take care of their needs.
2010/2011 REGULAR STUDENT.
19.
Do
Organizations require any form of coordination? Discuss
Answer: Without coordination, the organization can not
achieve its goals, below are the forms of coordination which organizations
required:
(i)
Vertical
c-ordination (ii) Horizontal co-ordination (iii) Diagonal coordination (iv)
Liaison men (v) External coordination
(i) Vertical
Co-ordination: Occurs between the
different levels in the organization. It
is achieved through the scale process which established the flow of authority
and responsibility in a clear unbroken line from the top of organizational
hierarchy down.
(ii)
Horizontal
Co-ordination: This refers to harmonious working arrangements
among executives on the same level.
(iii)
Diagonal
Co-ordination: In this kind of coordination, centralised
service departments are linked to departments that use their services.
(iv)
Liaison men: A situation may exist in an organization
where executive appoint liaison men to maintain sufficient contacts with
various division.
(v)
External
Co-ordination: This co-ordination stresses the need to
integrate the activities of the organization with its external environment.
20.
The
acquisition of human resources for work actualization and skills enhancement is
generally accepted by organizations as the pillar for organizational survival
and growth. How can organizations
achieve this?
Answer:
(see answer in Page 2)
21.
Workers
can be lured to put in their best to accomplish organizational goals. Discuss
the above statement with the aid of two approaches of your choice.
22.
Human
needs and organizational needs are various and complex. Using the conclusions and results of two
notable management theorist, how can these needs be harmonised and satisfied
for increased productivity.
Answer: A well known psychologist, Abraham Maslow
postulates a hierarchy containing five levels of needs. |
The basic assumptions of Maslow’s theory are that
a satisfied need is not a motivator of behaviour and that the satisfaction of
one need becomes a springboard for the satisfaction of next. Manager can tap
from Maslow’s theory of motivation. It
helps them to appreciate that the desired behaviour is mostly likely to occur
if it results in the satisfaction of an employee’s proponents need. Managers should therefore motivate based on
the unsatisfied need of the worker and this is likely to result in greater
productivity.
Psychologist Frederick Hertzberg Postulates a two factor theory of motivation. He called the first set of factors
“maintenance” or “hygiene”, and it includes company policy, supervision, work
conditions, personal life, money, etc.
these factors are dissatisfiers.
If they are not present, the worker
will feel dissatisfied. If they are present the workers will not feel
dissatisfied but will not feel motivated.
The second set of factors are called motivators.
They include: advancement, achievement,
etc. when they are not present, workers will
feel no satisfaction but not dissatisfied, when they are present the workers
feel satisfied and motivated. Based on
Hertzberg’s theory of motivation, managers should create a work environment
which responds to diverse needs of workers.
When this is done, the workers will feel motivated and enhance their
performance for increased productivity.
23.
Differentiate
Leadership Theories from Leadership Styles. (see answer in pg4)
24.
What
are the determinants of Leadership styles? (see answer in pg6)
25.
Although,
workers are usually properly informed of their duties and responsibilities in
terms of their schedules in organizations.
Management still finds it proper to monitor performance compliance.
Discuss this statement in the light of your understanding of the Control
function. (See answer in pg 1 & 5)
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