Faculty of Business, Economics & Accounting

Department of Business Studies

@ SUBANG 2
HELP Bachelor of Business (Hons) Year 1
HELP Bachelor of Business Psychology (Hons) Year 1

INTERNAL SUBJECT DETAILS

Semester 1, 2017

Subject: MGT 101

Principles of Management

Subject Lecturer/Tutor: Mr. Brian Thomas O Donoghue

Telephone: 03-7849 3000
Fax: 03-2093 5311
Email: brian.t@help.edu.my

Consultation: By appointment
PRE-REQUISITE(S)

No pre-requisite is required.

SYNOPSIS

This subject is concerned with principles of managing business organisations.

Management is important to organisations business and survival. The dynamic nature of
todays organisations means that managers require certain knowledge, skills and
competencies to manage organisations effectively.

The aim of this subject is to provide students with an introduction and overview of
management within organisations. The subject will examine management principles,
concepts and theories of management, and give students an appreciation and
understanding of various challenges facing managers in organisations in todays
competitive global environment.

OBJECTIVES

Upon completion of this subject, students should be able to:

understand and critically discuss the evolution of management thoughts;

critically evaluate and apply management theories, models and concepts of

management;

be familiar with the structure, behaviour and environment of organizations,

and

be aware of the importance of management towards attaining organisational

goals in todays competitive world.

TOPICS

Topic 1 Introduction to Management

Topic 2 History of Management

Topic 3 Planning

Topic 4 Decision Making

Topic 5 Organising

Topic 6 Managing Work Teams

Topic 7 Managing Human Resource

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Topic 8 Leading

Topic 9 Motivation

Topic 10 Communication

Topic 11 Controlling

Topic 12 Management Environment

PRESCRIBED TEXTBOOK

Borges William G. Bill, Leong Lee Sai, Ramasamy Nagiah, et. al. (2015). Principles
of Management. SJ Learning.

RECOMMENDED REFERENCES

Schermerhorn Jr John R. , Davidson Paul , Poole David, Simon Alan, Woods Peter &
Chau So Ling (2011), Management, 4th Asia-Pacific Edition, John Wiley & Sons
Australia, Ltd.

Bartol Kathryn, Tein Margaret, Matthews Graham & Sharma Bishnu (2008),
Management, A Pacific Rim Focus, Fifth Edition, McGraw Hill Australia Pty Limited.

Robbins Stephen & Coulter Mary (2011), Management, Global Edition, Pearson
Education Australia.

Jones Gareth R. & George Jennifer M., (2011), Contemporary Management, Seventh
Edition, McGraw-Hill Irwin, New York, USA.

Bateman Thomas (2012), Management: Leadership & Collaborating in the Competitive

World, 10th edition, McGraw-Hill.

3
Subject Outline / Teaching Plan

Department : Business Studies Subject Code : MGT 101

Lecturer : Brian Thomas Odonoghue Subject Title : Principles of Management

Weeks Topics References

1 Introduction to Management Chapter 1
2 History of Management Chapter 2
3 Planning Chapters 8 & 9
Decision Making Chapter 10
4

Organising Chapter 11
5

Managing Work Teams Chapters 18 & 13

6 Managing Human Resource

7 MID-TERM TEST: 25/2-4/3/2017

8 Leadership Chapter 16
9 Motivation Chapter 15
Communication Chapter 17
10
Group Assignment:24/3/2017
Controlling Chapters 19 & 3
11
Management Environment (Organisational Environment)
Global Environment Chapters 3 & 4
12
Management Environment (Organisational Culture)
13 Management Environment (Managerial Ethics) Chapter 5
Management Environment (Corporate Social
Responsibility)
14 Revision
14 15 FINAL EXAMINATION: 22/4-6/5/2017

Prescribed Text: Borges William G. Bill, Leong Lee Sai, Ramasamy Nagiah, et. al.
(2015). Principles of Management. SJ Learning.

4
ASSESSMENTS

There are 3 assessment items for this subject.

Assessment Items Value Due Date

1. Mid-Term Test (Closed Book) 30% Week 7: 25/2-4/3/2017

2. Group Assignment 20% Week 10: 24/3/2017

3. Final Examination (Closed Book) 50% Examination period: 22 April

-6 May 2017**

REQUIREMENTS

To gain a pass in this subject, students must:

Achieve a passing grade in the final examination i.e. score a minimum of 25 marks
out of 50 marks if there is an examination for this subject.

Attempt ALL areas of assessment; and achieve a total result of 50% or better
overall.

** Please check on the notice board and My Acel for the actual date. HELP
University reserves the right to make any changes to the above where appropriate.

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MGT101: PRINCIPLES OF MANAGEMENT
SEMESTER 1 2017
GROUP ASSIGNMENT ( Case Study: Topic on Organising)

Due date: Friday 24 March 2017

Value: 20% of the total assessment

Word limit: 3000-3500 words (exclude references or appendices)

Case Study: Abrahams Grocery Store

The first Abrahams Grocery Store was started in 1967 by Bill Abraham and his sister
Doris. They used a small inheritance to start a small grocery store in a suburb of
Atlanta, Georgia, and it was immediately successful. The location was good, and both
Bill and Doris had winning personalities and a serve the customer attitude.
Abrahams rapidly growing number of customers enjoyed an abundance of good meats
and produce, for which Abrahams became well known.

By 2007, Abrahams had over 200 stores. Company headquarters moved to

downtown Atlanta to supervise stores throughout the southeastern United States. There
were four regional managers responsible for about 50 stores each. Within each region,
there were four districts of 12 to 13 stores each.

Because the stores specialized in excellent meats and produce, there was a separate
meat department manager, grocery department manager, and produce department
manager within each store. The grocery department manager also served as the store
manager, but this person did not have direct authority over the meat department or the
produce department. The store meat department manager reported directly to a district
meat manager specialist, and the store produce department manager reported directly to
a district produce manager specialist. The store manager (who is also the grocery
department manager) reported directly to a district store supervisor. This direct line of
authority for each store department provided excellent quality control over the meat,
produce, and grocery departments within individual stores.

However, there was growing dissatisfaction within the stores. The turnover of store
managers was high, mostly because they had no control over the meat and produce
departments within their stores. Coordination within stores was terrible, such as when a
store manager decided to promote a sale on Coke products as a loss leader. Hundreds of
cartons of Coke were brought into the store for the big sale, but the meat and produce
department managers would not give up floor space to display Coke cartons. The
frustrated store manager insisted that this was no way to run a business and quit on the
spot. Many stores experienced conflict rather than cooperation among the meat,
produce, and store managers because each was very protective of his or her separate
responsibilities.

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 Doris Abraham asked a consultant for advice. The consultant recommended a
reorganization within each store so that the meat, grocery, and produce departments
would all report to the store manager. The store manager thus would have complete
control over store activities and would be responsible for coordinating across the meat,
produce, and grocery departments. The meat department manager in each store would
report to the store manager and would also have a dashed-line relationship
(communication, coordination) with the district meat specialist. Likewise, each store
produce department manager would have a dashed-line relationship with the district
produce specialist. The store manager would report directly to the district store
supervisor. The district meat and produce specialists would visit individual stores
periodically to provide advice and help the store department heads to ensure top quality
in the meat, produce, and grocery areas.

The consultant was enthusiastic about the proposed structure. Store managers would
have more freedom and responsibility. By assigning responsibility for all store
departments to the store manager, the new structure would encourage coordination
within stores and give managers the ability to adapt to local tastes and customer needs.
The dashed-line relationships would ensure excellent meat, grocery, and produce
departments across all stores.

Questions

1. Based on the information available in the case, sketch a picture of the original
structure within an Abrahams store and the store managers relationship with
district specialist managers. What type of structure is this? Explain.

2. Based on information available in the case, sketch a picture of the consultants

recommended structure within the store and the relationship of store
department managers with district specialist managers. What type of structure
is this? Explain.

3. What are some of the advantages and disadvantages you see for the two types
of structures? Which structure do you think will work best for Abrahams?
Why?

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Assessment rationale

To enable students to analyze principles and practices of management in organizations

and prepare written reports which provide sound argument with clear conclusions.

Task
1. Dateline: the group assignment must be submitted by 24 March 2017, together with
a report generated from the Turn-It-In. It is your responsibility to ensure the similarity
index is not more than 30%. Marks will be allocated for the originality of your report.
You will be referred to the Board of Inquiry should the originality index is more than
30% (Refer to Academic Integrity at pages 4-7 of this document).

2. Assignment must be substantially your own work. If you wish to report another
author's point of view you should do so in your own words, and properly footnote the
reference in accordance with the departmental style. Direct quotations should be used
sparingly, form a small part of your work, and must be placed in quotation marks and
referenced. Any material taken from texts and other references, including electronic
resources, CDROMS, and the Internet, must be acknowledged.

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 Assessment Criteria
Question Guide for Students Marks
Question 1 Identification & definition of the existing organization structure of /4
Existing Abrahams Grocery Store.
Organisation Sketch of the existing Organisation Structure of Abrahams Grocery /10
Structure Store.
Explanation on the existing organisation structure of Abrahams /15
Grocery Store.

Question 2 Identification & definition of the consultants recommended /4

Consultants organization structure of Abrahams Grocery Store.
Recommen Sketch of the consultants recommended organization structure of /10
-ded Abrahams Grocery Store.
Organisation Explanation on the consultants recommended organization structure /15
Structure of Abrahams Grocery Store.

Question 3 Explanation of 2 advantages & 2 disadvantages of existing /16

Advantages & organization structure.
Disadvantages Explanation of 2 advantages & 2 disadvantages of consultants /16
of recommended organization structure.
Organisation
Structures

Application Knowledge and understanding of terms, concepts related to the topic /5

Format/Style Logical presentation of a written format; logical explanation of ideas; spelling,
grammar, punctuation, & word choice
In accordance with Harvard Referencing standards. (refer /5
References http://www3.imperial.ac.uk/library/subjectsandsupport/referencemanagement/harvard
Total /100
Divided by 10 equals the mark out of 10 /10

9
Assignment Format

1. Your assignment must follow proper format. The assignment must be typed, line
spacing of 1.5, on 8.27 x 11.69 sheets of unruled paper (A4 paper), and using Times
New Roman (12 point) font.

2. The cover page must list the following information:

a. Name of Student and ID
b. Subject Code
c. Subject Name
d. Assignment Title/Topic

3. You must submit your assignment together with the Assignment Cover Page duly
completed.

Assessment criteria

Your assignment will be assessed on the following criteria:

Evidence of understanding of relevant concepts;
Ability to apply these concepts;
Quality and originality of ideas presented;
Clarity of written expression; and
Professional standard of report presentation (Good structure and layout. Careful
checking of spelling, grammar and punctuation).

Important Notes:

1. Late submissions:
Requests for the granting of extensions must be made in writing (NOT via email) to
the lecturer at least 48 hours prior to the submission date. The request must also
contain documentation satisfactorily supporting the request. Items (for which no
extension has been granted) submitted after the due date and time, incur a late
submission penalty. The penalty is at the rate of 5% of the total available marks for
that particular piece of assessment, for each calendar day or part thereof that the item
is overdue.

2. Turn-It-In
a) You are to make sure the assignment is substantially your own work. Copy and
paste directly from any sources of information is strictly prohibited. You are
allowed to only submit your assignment to the Turn-it-in when you have finalized
and satisfied with your work. There is only ONE submission allowed.
b) It is your responsibility to make sure you have submitted your work to the Turn-
it-in prior to the submission of this assignment. A copy of the report from the
Turn-it-in has to be attached together with your hardcopy submission.
c) You will be given a FAIL grade for this assignment should you fail to follow any
of the above requirements.
d) To access to the Turn-it-in: Website: www.turnitin.com
Class Name: MGT101
Class ID: 14342485
Password: management

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 Assignment No.: __

Assignment Cover Sheet

Student Information (For group assignment, please state names of
Grade/Marks
all members)
Name ID

Office
Module/Subject Information
Acknowledgement
Module/Subject Code

Module/Subject Name

Lecturer/Tutor/Facilitator

Due Date
Assignment Title/Topic
Intake (where applicable)

Word Count Date/Time

Declaration
. I/We have read and understood the Programme Handbook that explains on plagiarism, and I/we testify
that, unless otherwise acknowledged, the work submitted herein is entirely my/our own.
. I/We declare that no part of this assignment has been written for me/us by any other person(s) except
where such collaboration has been authorized by the lecturer concerned.
. I/We authorize the University to test any work submitted by me/us, using text comparison software, for
instances of plagiarism. I/We understand this will involve the University or its contractors copying my/our
work and storing it on a database to be used in future to test work submitted by others.

Note:1) The attachment of this statement on any electronically submitted assignments will be deemed
to have the same authority as a signed statement.
2) The Group Leader signs the declaration on behalf of all members.

Signature: Date:
mail:

11
 Feedback/Comments*
Main Strengths

Main Weaknesses

Suggestions for improvement

Student acknowledge feedback/comments

Graders signature Students signature:

Date: Date:
Note:
1)A soft and hard copy of the assignment shall be submitted.
2)The signed copy of the assignment cover sheet shall be retained by the marker.
3)If the Turnitin report is required, students have to submit it with the assignment. However, departments may
allow students up to THREE (3) working days after submission of the assignment to submit the Turnitin report. The
assignment shall only be marked upon the submission of the Turnitin report.
*Use additional sheets if required.

12
 Department of Business Studies

ACADEMIC INTEGRITY

Honesty and Responsibility

Academic integrity is an important tenet for HELP University. In pursuit of the highest
standards of academic integrity, the Department of Business Studies holds it students to
the highest ethical standards defined by the Rules and Regulations section of the
Academic Handbook. All students at the Department of Business Studies are subjected
to and are bound by the Student Academic Misconduct Rule to assure academic honesty.
Students are required to sign a pledge on the assignment cover sheet before submitting
your assignments to the Administration Office of the Faculty of Business, Economics &
Accounting.

What is Plagiarism?
Plagiarism is academic dishonesty or academic theft, and it is a serious academic offence.
Plagiarism includes, but is not limited to, the followings:
1. quote, paraphrase or summarize someone elses ideas, theories or data, in whole
or in part, without appropriate acknowledgement
2. borrow ideas, opinion or words, in whole or in part, from other sources without
properly crediting the author(s)
3. use any facts, statistics, diagrams or graphs, in whole or in part, without
acknowledging the source clearly
4. claim or imply original authorship of someone elses ideas, theories or data, in
whole or in part, as your own
5. employ or allow someone to help to revise, amend or write your work and pass
off as your own original work
6. collaborate with or allow other students to copy your work
7. draw on sources more than what you have acknowledged by citations

While a student is not discouraged to discuss an assignment with his/her friends or

classmates, the work he/she submits must be done by the student alone. If a student shares
his/her assignment with other students and they plagiarize it, the student is as guilty as
those students who plagiarized his/her assignment. All parties to plagiarism are
considered equally guilty. Under no circumstances should a student be involved in
collusion with other students unless he/she is permitted to work on an assignment jointly
by the lecturer/tutor. If a student is unsure what constitutes plagiarism, he/she is obliged
to consult the lecturer/tutor on the matter before submission of his/her assignment.

When and How to Reference?

Knowing when and how to cite is a students responsibility. If he/she is in doubt or need
more help on this matter, the student may consult the lecturer/tutor. The following list
comprises some of the sources a student will need to reference. The list is by no means
exhaustive, but simply consists of the most common sources used by students to complete
their work.
1. Books
2. Chapters in books

13
 3. Journal articles
4. Conference papers
5. Newspaper articles
6. Magazines
7. Websites
8. Study guide

Students are advised to cite in the following cases [1]:

1. When he/she quotes two or more words verbatim, or even one word if it is used
in a way that is unique to the source
2. When he/she introduce facts that he/she have found in a source
3. When he/she paraphrase or summarize ideas, interpretations, or conclusions that
he/she find in a source
4. When he/she introduce information that is not common knowledge or that may
be considered common knowledge in your field, but the reader may not know it
5. When he/she borrow the plan or structure of a larger section of a sources
argument (for example, using a theory from a source and analyzing the same
three case studies that the source uses)
6. When he/she build on anothers method found either in a source or from
collaborative work in a lab
7. When he/she build on anothers program in writing computer code or on a not-
commonly-known algorithm
8. When he/she collaborate with others in producing knowledge

In general, a referencing system requires two parts:

1. In-text citations
This is information about a source within the text of an assignment.
2. List of references
This is a list of all sources a student has used to research his/her assignment. It is
alphabetically arranged by author surname and appears immediately after the last
page of an assignment.

Different faculties or departments may have different requirement on how referencing

for an assignment should be done. The various formats used for in-text citations and list
of references are available in the following websites:
1. Harvard System (http://www.adelaide.edu.au/library/guide/gen/harvard.html)
2. Chicago Style (http://www.chicagomanualofstyle.org/index.html)
3. American Psychological Association or APA Style (http://www.apastyle.org)
4. Modern Language Association of America or MLA Style (http://www.mla.org)

Once a student has selected a referencing style for his/her assignment, he/she must follow
the same style consistently throughout the assignment. We strongly suggest that the
student consults the lecturer/tutor about which method to use before submission of
his/her assignment.

1
http://www.yale.edu/bass/writing/sources/plagiarism/warning.html, accessed May 18, 2008.

14
What are the Procedures and Penalties for Plagiarism?
When a lecturer/tutor encounters a possible case of plagiarism, the lecturer/tutor shall
report the matter to the Head of the Department, who then initiates an investigation on
the matter. The following procedures would be carried out:
1. The lecturer/tutor shall provide evidence that substantiates an academic
offence has occurred. The following documentations must be ready prior to
reporting of alleged plagiarism:
a. Copy of the alleged plagiarized assignment
b. Copy of the source material (e.g. articles, websites, newspaper, etc.)
c. Report of plagiarism
d. Any other information that would support the claim of plagiarism
2. If the evidence warrants an accusation of academic offence, the Head of
Department shall establish a Board of Inquiry comprising 3 academic staff. The
Department shall provide all necessary documentations, including report on prior
academic offences if applicable, to the Board of Inquiry.
3. The Board of Inquiry shall put the matter to the student in writing and give
him/her an opportunity to respond to the accusation within 3 working days.
4. The student will be required to attend a meeting with the Board of Inquiry. After
meeting the student, the Board of Inquiry shall decide whether or not the alleged
plagiarism has occurred. The following documentations shall be submitted to the
Head of Department at the end of the meeting:
a. Findings of the investigation
b. Recommended action(s) to be taken or imposed
5. The Head of Department shall review the Board of Inquirys report with
supporting evidence and shall decide on an appropriate action(s) based on the
recommendation of the Board of Inquiry.
6. The decision of the Head of Department shall be put in writing to the student.
Copies of all documentations will be retained in the Department.
7. If the student feels that he/she has been unfairly accused or treated, the student
may appeal to the Head of Department within 5 working days.
8. The Head of Department shall review the appeal and the final decision will be
communicated to the student in writing and a copy will be kept with the
Department. Once a determination of plagiarism and penalty has been made by
the Head of Department, the investigative process will be deemed to have ended
and the student will not be allowed to appeal.

Possible penalties for plagiarism range from mark reduction for the assignment to
expulsion from the University. The student will not be allowed to make up the
assignment. If plagiarism has been found to have occurred, the Department will take
action(s) as determined by the forms of plagiarism implicated:

1. Complete plagiarism
Verbatim copying another persons work without acknowledgement
1st offence : A grade of F in the subject and a warning letter will be
issued
nd
2 offence : Expulsion from the University at the discretion of the Head
of Department
2. Substantial plagiarism
Near-verbatim copying another persons work by simply altering the order of the
sentences or the format of presentation or by changing a few words or phrases
without acknowledgement.

15
 1st offence : Zero mark on the assignment and a warning letter will be
issued
2 offence : A grade of F in the subject and a warning letter will be
nd

issued
3rd offence : Expulsion from the University at the discretion of the Head
of Department
3. Minimal plagiarism
Acknowledgement is made but paraphrasing by changing and/or eliminating
some words
1st offence : Deduction of 50% of available marks on the assignment and
a warning letter will be issued
2 offence : A grade of F in the subject and a warning letter will be
nd

issued
3rd offence : Expulsion from the University at the discretion of the Head
of Department
4. Unintentional plagiarism
Insufficient acknowledgement by not applying citation or quotation marks
correctly
1st offence : Deduction of up to 50% of available marks on the assignment
and a warning letter will be issued
2 offence : A grade of F in the subject and a warning letter will be
nd

issued
rd
3 offence : Expulsion from the University at the discretion of the Head
of Department
Pleading ignorance or unintentional plagiarism does not constitute valid reasons for
plagiarism and will not avoid the penalties from being imposed. Excuses for acts of
plagiarism such as the following, but not limited to, will not be entertained:
1. I dont have time to do the assignment
2. I have too many assignments due on the same day
3. I dont know, I really didnt do it
4. I am not aware
5. I dont understand what plagiarism means
6. I have no intention to plagiarize
7. I forgot to cite the reference
8. I forgot to include the bibliography
9. My English is not good
10. My lecturer/tutor did not explain to me
11. In my country, it is alright to copy someone elses work
12. My friend copied my assignment when I let him/her to look at my assignment
13. My friend copied my assignment when I allow him/her to use my laptop
14. I did my assignment in the computer lab, someone must have copied my work
15. I asked my friend to submit my assignment and he/she copied my work
16. I discussed my assignment with my friends, so our answers are the same/similar
17. Even though I do not have in-text citation but I have bibliography/reference list
Students should be reminded that it is their responsibilities to take due care throughout
their written work to effectively reference or cite when they use others ideas from any
source.

16
 DEPARTMENT OF BUSINESS STUDIES

SEMESTER X, 20XX

SAMPLE FINAL EXAMINATION

Subject Code : MGT101

Subject Name : PRINCIPLES OF MANAGEMENT

This examination carries 50% of the total assessment for this subject.

Examiner(s):

Day :
Time :
Date :

Time allowed : Reading - 10 MINUTES

Writing - 3 HOURS

INSTRUCTION(S):

1. This section consists of FOUR (4) sections:

SECTION A Multiple Choice Questions (20 Marks) Answer ALL TWENTY (20) questions in the multiple
choice answer sheet provided.

SECTION B Short Answer Questions (30 Marks) Answer only THREE (3) out of FOUR (4) questions
in the answer book provided.

SECTION C Essay Questions (20 marks) Answer only ONE (1) out of THREE (3) questions in the
answer booklet.

SECTION D Case Study (30 Marks) Answer ALL THREE (3) questions based on the case in the answer
book provided.

2. Writing on the examination answer book is NOT permitted during reading time.

3. This is a CLOSED BOOK examination.

4. Students are NOT permitted to retain this examination paper.

5. Students MUST pass this examination in order to pass the subject

(This examination paper consists of 2 sections in XX printed pages, including cover page)

17
SECTION A Multiple Choice Questions (20 Marks)
Answer ALL questions. Each question carries ONE mark.

1. The manager is very unhappy with the employees performance and punishes the
employee with no salary increment. This refers to ___________________.
A) legitimate power
B) coercive power
C) reward power
D) referent power

2. _________________ is the ability to influence people toward the accomplishment of

organizational goals.
A) Persuasion
B) Empowerment
C) Leadership
D) Motivation

3. Which of the following are qualities of a manager?

A) maintains status quo
B) utilizes position power
C) all of the above
D) none of the above

4. Which of the following is not a method of motivating the workforce in

organisations?
A) free parking
B) flexible work schedules
C) pay for knowledge
D) work long hours

5. Which of the following are needs in McClellands Acquired Needs theory?

A) power
B) achievement
C) affiliation
D) all of the above

6. ______________ is the capacity of a channel or communication medium to carry

information in an effective manner.
A) Channel effectiveness
B) Channel richness
C) Channel efficiency
D) None of the above

18
7. The process of taking action to help the source of a message say exactly what he or
she really means refers to ___________.
A) Active listening
B) Good listening
C) Focus listening
D) None of the above

8. _________________ is the intentional distortion of information to make it appear

more favourable to the recipient.
A) Stereotyping
B) Selective perception
C) Filtering
D) None of the above

9. Direct supervision or administrative systems are related to _____________.

A) External control
B) Internal control
C) Market control
D) Clan control

10. Which type of control refers to work inputs?

A) Feedforward control
B) Feedback control
C) Concurrent control
D) Organizational control

11. Customers and suppliers are elements of __________________.

A) specific environment
B) general environment
C) internal environment
D) external environment

12. ________________ means that there is a lack of complete information regarding

what developments will occur in the external environment.
A) Environmental certainty
B) Environmental uncertainty
C) Environmental dynamism
D) Environmental turbulence

13. The ________________ consists of customers, suppliers, competitors, and re

A) task environment
B) general environment
C) external environment
D) internal environment

19
14. A ______________ defines and uses signals and symbols to influence corporate culture.
A) cultural leader
B) symbolic leader
C) strategic leader
D) visionary leader

15. Which of the following is not an example of visible culture?

A) slogans
B) values
C) stories
D) symbols

16. Which of the following are Hofstedes dimensions of national culure?

A) power distance; uncertainty avoidance
B) individualism and collectivism
C) masculinity and femininity
D) all of the above

17. Does a decision or behaviour show fairness and impartiality? This refers to ________.
A) Utilitarian view
B) Moral-rights view
C) Justice view
D) Individualism view

18. A _____________ is a systematic assessment of an organisations accomplishments

in areas of social responsibility.
A) social audit
B) social assessment
C) social evaluation
D) none of the above

19. The obligation of an organization to act in ways that serve both its own interests
and the interests of its stakeholders.
A) discretionary responsibility
B) legal responsibility
C) economic responsibility
D) ethical responsibility

20. The _________________ holds that managements only responsibility in running

a business is to maximize profits.
A) socioeconomic view
B) classical view
C) all of the above
D) none of the above

20
SECTION B: SHORT ANSWER QUESTIONS (30 MARKS)
Answer only THREE (3) questions. Each question carries 10 marks.

1. Explain two (2) main differences between Adams Equity theory and Vrooms
Expectancy theory. (10 marks)

2. What is Management by objective (MBO)? (2 marks)

Explain two (2) advantages of MBO. (4 marks)
Explain two (2) disadvantages of MBO. (4 marks)

3. Define observable culture and core culture. (2 marks)

Explain the impact of heroes and rites/rituals on employees behaviours.
(8 marks)

4. Define moral rights (1 mark)

Explain three (3) types of moral rights. (9 marks)

SECTION C: ESSAY QUESTIONS (20 MARKS)

Answer only TWO (2) questions. Each question carries 20 marks.

1. Discuss how managers in organisations motivate their employees job

performance with the application of Houses Path-goal theory of leadership.
Provide relevant workplace examples.

2. What are the pros and cons of Multinational corporations from the perspectives
of host-country and home country? Discuss.

3. Discuss any four (4) mechanisms that organisations can implement to maintain
high ethical standards.

21
SECTION D: CASE STUDY (30 MARKS)
Answer ALL questions. The allocation of marks is indicated at the end of each
question.

CASE STUDY: BUSINESS COMMUNICATION IN ASIA

There are many cultural aspects to be aware of when communicating in Asia. In

Indonesia, China and Japan, for example, locals often try to avoid no directly to a
person, for fear of appearing rude or defiant, or of offending the other persons face
(personal integrity). Saying yes is preferred, even though it is actually a no. Therefore,
in these countries, if you are unsure whether the yes or a no, it is best to repeat the
request, then follow up.

Conflict avoidance, or harmony, is critical in Asian cultures. Hence, it is necessary to

avoid difficult situations, whereby your guest or host could be embarrassed or
uncomfortable or lose face. Although this type of sensitivity is also necessary in the
West, the practice of harmony is particularly important in Asia. Hence, direct
confrontation or challenging someones position or ideas should be avoided. Apart from
avoiding the situations of loss of face, it might also be necessary to practice giving
face in Asia. For example, a simple act of giving face could be a small gift from your
firm at the end of the meeting, visit or contract negotiation. Such a small gift could be in
the form of a paper holder with your company logo or other artifacts with your company
logo.

However, when business gifts are involved, there a few things to not that depend very
much on the ethnic group of the recipient. If the recipient is Chinese, for example, clocks
should be avoided, as to they are associated with death. Similarly, the wrapping of the
gifts in white, blue or black should be avoided, as these are considered mourning colours
in Chinese culture. If the recipient is Malaysian, do not give of pig skin (Malaysians are
generally Muslims); do not give alcohol; only give halal goods; and avoid white
wrapping paper, as it symbolizes death. Finally, if the recipient is Indian, avoid giving
bouquets that include frangipani, as they are used in funeral wreaths, and avoid wrapping
gifts in white or black. Also, avoid giving leather products to a Hindu. In many Asian
countries, including Thailand, Indonesia and South Korea, it is important to realize that
a gift received should not be opened infront of the person who presented it.

Even the act of exchanging business cards has greater significance in many Asian
countries, and is surrounded by etiquette that is important in terms of communicating
respect. When presenting your business card, it is courteous to hand it over with both
hands. When receiving a business card (again with both hands), it is respectful to show
interest in reading the details of the card before filing it away.

Within individual Asian countries, there can be much potential for diversity in
communication, Singapore provides an example, being a multicultural society with a
population of about 4.5 million. Many ethnic groups are represented in its population,
including Chinese (76.8 percent), Malay (13.9 percent) and Indian (7.9 percent); many
languages are spoken, such as Mandarin (35 percent), English (23 percent), Malay (14.1
percent), Hokkien (11.4 percent), Cantonese (5.7 percent) and Teochew (4.9 percent).
Since its independence in 1965, Singapore has adopted four national languages; namely
Mandarin, Malay, Tamil and English. For business and politics, English is the language

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of choice. While Singapore claims to be an egalitarian society, Singaporeans retain strong
hierarchical relationships that can be observed in the relationships between parents and
children, teachers and students, employers and employees. This reliance on hierarchy is
drawn from Confucianism, which emphasizes respecting elders and status.

This cultural value translates to a more formal approach to business in Singapore than
in many Western countries. Having face and giving face to others are important
aspects of both social and business transactions. As such, Singaporeans tend to be subtle,
indirect and implicit in their communications. They hint at a point rather than making a
direct statement, since that might cause the other person to lose face. Rather than say
no, they might say, I will try. This allows the person making the request to save
face, and thus maintains harmony in the relationship. Singapore has a group-oriented
culture, so links are often based on ethnicity, education or working for the same company.
Most Singaporeans are soft-spoken and believe a calm demeanour is superior to a more
aggressive style.

QUESTIONS

1. Explain any three (3) potential barriers to effective communication as evident in

the case study. (12 marks)

2. Explain two (2) advantages and two (2) disadvantages of the various
communication channels as evident in the case study. (12 marks)

3. How could perception potentially affect intended communication messages as

evident in the case study? Relate to two (2) types of perception.
(6 marks)

*** END OF EXAMINATION PAPER ***

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