1. B.

All these groups have a legitimate stake in the enterprise: the government, as a
regulator; employees, as participants in the business; and environmental pressure group and
local residents, because of potential impacts.

2. B : In a limited company, the owners (shareholders) are separate from the managers of
the concern (board of directors).

3. D : A co-operative is a business which is owned by its workers or customers, who share

the profits. Others features include open membership, democratic control, distribution of
surplus in proportion to purchases and promotion of education.

4. D: The correct answer is: Improves the motivation of junior managers. While the other
options may arise in a decentralised organisation, they are not necessarily features that are
specifically associated with decentralisation.

5. C: The correct answer: There is little similarity between team members' work.
Where there is little similarity in work, subordinates will not be able to help each other, and will
rely more heavily on their managers. Where the work is routine, or the team very experienced,
team members will require less support so a wider span may be appropriate. the wider the
geographical dispersion, the narrower the span.

6. Maslow

7. C: The correct answers are: Committees and reports slow down the decision-making
process. Innovation is difficult; over prescriptive rules produce a simplistic approach to
problems.

8. On meeting agreed targets

9. Communication between Computers within a limited geographical domain

10. Matrix

11. Functional

12. B: Technology is no longer regarded purely as a threat to job security: it can also support
higher-level skilling, options for home-working, cleaner and safer work environments, better
employee communications (eg through an intranet) and so on.
13. B :Examiner's comments: The examiner commented that only 20% of students chose the
correct option. Options A and D are incorrect because there is no certainty that the job will be
offered or accepted. Option C is incorrect because waiting a few weeks leaves the employee
open to risks in those weeks.

14. B : Option A may reflect a cultural trend (increasing expectation of quality of working
life, say), but it is a compliance issue. Option C is a demographic trend

15. D : Line authority can easily be shown on the organisation chart.

16. A : Statement (i) is true. Statement (ii) is not, because the informal organisation has its
own agenda. Statement (iii) is not, because a strong informal organisation with its own agenda
can undermine the formal organisation: create damaging rumours, safety/quality shortcuts,
distractions from task goals etc.

17. A : The role culture is a bureaucratic or mechanistic culture, as described in the scenario.
Task culture is project-focused; existential culture is person-focused; and power culture is leader
focused.

18. B : R & D tends to be concerned with product research (not market research), and many
organisations have internal R & D functions.

19. A : Time, expense and compromise decisions are some of the disadvantages of a
committee so Paul is correct. There are, however, many advantages to committees as well.

20. C : The 'country club' is low-task, high-people focus and 1.9 on Blake and Mouton's
managerial grid. This describes Monica. Impoverished is 1.1 (both low), task management is 9.1
(all about the task), and dampened pendulum is 5.5 (swinging between the two extremes).

21. C: Psychologically distant managers (PDMs) maintain distance from their subordinates and
they prefer formal procedures rather than informal ones, for example, a formal consultation
method.

22. B: Interpersonal roles are based on the manager's formal authority: they include the roles of
figurehead, leader and liaison. Informational roles are based on the manager's position in
internal and external information networks: they include monitor, spokesperson and
disseminator. Decisional roles relate to the work of the manager's department: entrepreneur,
disturbance handler, resource allocator and negotiator.

23. C: Members of an effectively functioning group will take an active interest (as opposed to
option C) in decisions affecting their work. Option A is healthy, particularly in avoiding problems
that occur when groups seek consensus at all costs (eg 'group think'). Option B is healthy, as it
unites and stimulates the group. Option D can be a sign that the group is supporting the
performance of its members – not just that they are focusing on their own performance at the
expense of the group.

24. C: Teams are not the best vehicle for crisis decision-making, because group decision making
takes longer, and decisions may protect the team at the expense of the right (possible tough)
solution. Teams are, however, great for decision-making where the hearing of different
viewpoints is beneficial. They are also great for ideas generation (think of group
brainstorming)and coordination (teams are often cross-functional). You might have hesitated
over option D, butit is important to realise that distance is now no obstacle to team working
(think of virtual teams,connected by IT and communications links).

25. B Examiner's comments: The examiner commented that only 33% of the students chose the
correct answer. They key words in the question were 'keen eye for detail', 'always meets
deadlines' and 'reluctant to involve others'. These phrases are typical characteristics of a
completer-finisher.

26. B: A multi-skilled team is one which brings together versatile individuals who can
perform any of the group's tasks. Multi-disciplinary (or multi-functional) teams bring together
individuals with different skills and specialisms, so that their skills can be pooled or exchanged.
Self-managed teams are given discretion to plan their own task sharing and work methods,
within defined task objectives: there is no suggestion that this is the case here. A virtual team is
a geographically dispersed team, connected by information and communication technology
(ICT) links.

27. B: In Herzberg's theory, only training is a 'motivator factor'. The others are all
'hygiene'factors: if they are inadequate, employees will be dissatisfied, but even if they are got
right, they will not provide lasting satisfaction or motivation. Herzberg argued that satisfaction
comes only from the job.

28. C : Willy's expectancy (expectation that by working hard he will be given the team
leadership) is high, but valence (importance to Willy of becoming a team leader) is neutral,
because he has both positive and negative feelings about it. Since Motivation = E × V, if V is 0,
motivation is also 0.

29. C : Participation will only work if the individual has the ability and information to
participate effectively (the principle of 'capacity'): otherwise, they will feel frustrated and under
pressure. You may have hesitated over option D, but this is necessary for people to take
participation seriously (the principle of 'consistency').

30. C : Options A, B and D are essential for an individual to work out how much effort will be
required, and whether it will be worth it for the rewards expected (due to consistency) to be
available. However, 'immediacy' is not necessarily required: people may have a high tolerance
for 'delayed gratification', and be willing to wait for rewards as long as they have a reasonable
expectation that they will eventually accrue. (As a student, for example, you may be working
sacrificially hard now, in order to gain qualifications that will benefit your career in several
years' time.)

31. C : Job enrichment cannot offer management a cheap way of motivating employees: even
those who want enriched jobs will expected to be rewarded with more than job satisfaction. The
other options have been found in practice to be benefits of job enrichment.

32. A : Option A is valence (V). Option C refers to 'expectancy' (E). Option B is 'force of
motivation (F): the product of valence and expectancy. Hence the equation: F = V × E.

33. D The correct answer is: Shaper.

All of Belbin's roles are important to the effective functioning of a team.
You should familiarise yourself with all nine roles.
– Plant – Shaper – Resource investigator – Monitor evaluator
– Company worker – Completer finisher – Team worker – Chairman – Specialist

34. D The correct answer is: All four.

A team is a number of people with complementary skills who are committed to a common
purpose for which they hold themselves basically accountable. This is a control mechanism
which improves work organisation by using knowledge from a broad range of perspectives to
evaluate decision options.

35. A The correct answer is: Forming, storming, norming, performing.

36. D The correct answers are: Lack of privacy – can be forwarded on without your knowledge.
People may not check their email regularly. Requires some computer literacy to use effectively.
37. A The number of employees reporting to one manager.

38. A: Blake & Mouton

39. D Maslow and Herzberg.

40. C: Intrinsic rewards are 'part of' the work itself: extrinsic rewards are 'external' to the work
itself.

41. D : Team members may work for individual rewards, rather than contributing to the
group, especially since there is a problem offering rewards for less measurable criteria such as
team-work. Option A is clearly a benefit. Option B is a benefit of PRP because it relates rewards
directly to business objectives. You may have hesitated over option C but this is a benefit
because PRP is a way of rewarding employees when there is no other way to do so (eg because
they have reached the top of the salary/wage range their position is eligible for).

42. C, D and F :The description 'NGO' generally applies to groups whose primary aim is not a
commercial one, aimed at promoting social, political or environmental change. NGOs are not
necessarily charities, although they tend to raise funds through donations. They are measured in
terms of effectiveness and efficiency, rather than customer satisfaction or profit targets.

43. A&B: Passwords should be kept confidential & Passwords should be used

44. (i) A (ii) C (iii) D (iv) B

45. C : Secondary stakeholders are stakeholders who do not have a contractual relationship
with the organisation. Primary stakeholders are stakeholders who do have a contractual
relationship with the organisation.

46. A : Goals are things people choose to pursue: each individual will have their own goals,
which may vary with time, circumstances and other factors. The idea of innate (in-born,
instinctive) needs is that they are biological or psychological imperatives, common to all people.
(This is what makes it possible to have need theories with discussion of only a few innate needs.)
Satisfaction arises when a goal is achieved.
47. C : Autonomy is a degree of freedom or discretion in the job: the removal of restrictive
controls.

48. A. Clarifies and synthesises various ideas in an effort to tie together the work of the
members

49. B. Transformational

50. B. salary & D. working condition