1
MNG201 – revision questions and answers
1. Managers at all levels of the organisation need three management skills,
but they need it in different proportions from level to level.
Middle-level managers must have the ability to …………………….. top-
level managers must have the ability to ………….. and lower-level
managers must have the ability to …………….
a) perform jobs such as data entry in a computer
b) see things as a whole and the interrelationship of their parts
c) get employees to achieve organisational goals
1. b, a, c
2. b, c, a
3. a, b, c
4. c, b, a
2. The management process comprises four management functions, which
managers perform in a specific sequence.
Select an example of each management function and list it in the correct
sequence.
a) conduct a job interview to fill a vacant position
b) determine how many units must be produced during a shift
c) praise an employee for reaching his sales target
d) adjust the budget to reflect an increase in wages
1. a, b, c, d
2. b, a, c, d
3. c, b, d a
4. d, c, b, a
3. Match each situation in column A with an appropriate management role in
column B.
COLUMN A COLUMN B
Situation Management role
a discuss the organisation's offer e decisional
on a wage increase
with union representatives
b read the Business Day first thing f interpersonal
in the morning
c develop new total quality g informational
management techniques
, 2
d have a mentoring session with an
employee
1. ae bf cg de
2. ef bg ce df
3. ag be cf dg
4. ef bg ce dg
Question 4 - 7
The following statements pertain to the evolution of management theory. Answer
the questions that follow.
a) A famous series of studies, known as the Hawthorne studies, gave
momentum to this perspective on management.
b) This researcher was a mechanical engineer and he studied the work of
individual workers to discover exactly how they performed their tasks.
c) According to this approach, certain disabilities can cripple an organisation.
d) This perspective on management comprises management science and
operations research.
e) This approach views an organisation as a group of interrelated parts with
a single purpose: to remain in balance.
f) This famous researcher based his model on legal authority, which stems
from rules and other controls that govern an organisation in its pursuit to
achieve goals.
g) The basic premise of this approach is that the application of management
principles depends on a particular situation that a manager faces at a
given time.
h) Hammer and Champy are experts in this approach that entails a
significant reassessment of a particular organisation.
i) This approach to management grew out of the need to find guidelines for
managing complex organisations such as factories.
4. Statement ……………….. refers to the human relations movement,
statement ……………. refers to the learning organisation and
statement………………. refers to the administrative approach to
management.
1. a, b, e
2. b, f, i
3. a, c, i
4. d, g, h
5. The three management theories that comprise the classical approach to
management are described in statements
, 3
1. a, c, i
2. b, f, i
3. c, d, g
4. i, h, e
6. Statement ………………. describes the contingency approach to
management and statement ……………… describes the qualitative
approach to management.
1. a, b
2. g, d
3. c, b
4. e, f
7. Statement ………………. refers to Max Weber's approach to
management, while statement ……………. refers to ………… Peter
Senge's perspective.
1. a, b
2. b, g
3. f, c
4. f, b
8. The main difference between the behavioural approach to leadership and
the contingency approach to leadership is that …………….
1. one focuses on the characteristics of leaders, whilst the other one
focuses on the situation
2. one focuses on what the leader does and the other one
focuses on the fit between a leader's style and the situation
3. the one focuses on the task and the other on the relationship of the
leader and follower
4. one focuses on initiating structure and the other on consideration
9. All managers have the right to insist that employees do their work and
some leaders also have personal characteristics that make their
subordinates want to follow them.
The two types of power referred to above are ……………
1. legitimate and expert
2. reward and referent
3. legitimate and referent
4. referent and charismatic
, 4
10. Managers should provide the necessary direction and support to ensure
that employees' goals are in line with those of the organisation. The
researcher identified four leadership behaviours directive, supportive,
participative and achievement-oriented, which managers can use in
different situations.
The description above refers to ………….. theory of leadership.
1 House's
2 Hersey and Blanchard's
3 Fiedler's
4 Blake and Mouton's
11. The main difference between transactional and transformational
leadership is that ………………
1. transactional leaders are charismatic, transformational leader are
not
2 transformational leaders reward people for their efforts,
transactional leaders inspire people to perform beyond what is
expected of them
3 transactional leaders take organisations through periods of major
change; transformational leaders inspire subordinates with a vision
4 transformational leaders function well in unstable
environments, transactional leaders perform well in stable
environments
12. Complete the following equation:
Motivation x ………. x ……….. = Performance
1. ability; opportunity
2. opportunity; reward
3. reward; situation
4. ability; reward
13. Vuyo and Thami are both first line managers in a production department. It
is important for Vuyo to perceive the relationship between the reward he
receives and his performance. It is also important for Vuyo to be able to
perceive his own input-output ratio and that of Thami whom he regards as
his equal.
This is an example of the ………… theory of motivation, which can be
categorised as a ………….. theory
MNG201 – revision questions and answers
1. Managers at all levels of the organisation need three management skills,
but they need it in different proportions from level to level.
Middle-level managers must have the ability to …………………….. top-
level managers must have the ability to ………….. and lower-level
managers must have the ability to …………….
a) perform jobs such as data entry in a computer
b) see things as a whole and the interrelationship of their parts
c) get employees to achieve organisational goals
1. b, a, c
2. b, c, a
3. a, b, c
4. c, b, a
2. The management process comprises four management functions, which
managers perform in a specific sequence.
Select an example of each management function and list it in the correct
sequence.
a) conduct a job interview to fill a vacant position
b) determine how many units must be produced during a shift
c) praise an employee for reaching his sales target
d) adjust the budget to reflect an increase in wages
1. a, b, c, d
2. b, a, c, d
3. c, b, d a
4. d, c, b, a
3. Match each situation in column A with an appropriate management role in
column B.
COLUMN A COLUMN B
Situation Management role
a discuss the organisation's offer e decisional
on a wage increase
with union representatives
b read the Business Day first thing f interpersonal
in the morning
c develop new total quality g informational
management techniques
, 2
d have a mentoring session with an
employee
1. ae bf cg de
2. ef bg ce df
3. ag be cf dg
4. ef bg ce dg
Question 4 - 7
The following statements pertain to the evolution of management theory. Answer
the questions that follow.
a) A famous series of studies, known as the Hawthorne studies, gave
momentum to this perspective on management.
b) This researcher was a mechanical engineer and he studied the work of
individual workers to discover exactly how they performed their tasks.
c) According to this approach, certain disabilities can cripple an organisation.
d) This perspective on management comprises management science and
operations research.
e) This approach views an organisation as a group of interrelated parts with
a single purpose: to remain in balance.
f) This famous researcher based his model on legal authority, which stems
from rules and other controls that govern an organisation in its pursuit to
achieve goals.
g) The basic premise of this approach is that the application of management
principles depends on a particular situation that a manager faces at a
given time.
h) Hammer and Champy are experts in this approach that entails a
significant reassessment of a particular organisation.
i) This approach to management grew out of the need to find guidelines for
managing complex organisations such as factories.
4. Statement ……………….. refers to the human relations movement,
statement ……………. refers to the learning organisation and
statement………………. refers to the administrative approach to
management.
1. a, b, e
2. b, f, i
3. a, c, i
4. d, g, h
5. The three management theories that comprise the classical approach to
management are described in statements
, 3
1. a, c, i
2. b, f, i
3. c, d, g
4. i, h, e
6. Statement ………………. describes the contingency approach to
management and statement ……………… describes the qualitative
approach to management.
1. a, b
2. g, d
3. c, b
4. e, f
7. Statement ………………. refers to Max Weber's approach to
management, while statement ……………. refers to ………… Peter
Senge's perspective.
1. a, b
2. b, g
3. f, c
4. f, b
8. The main difference between the behavioural approach to leadership and
the contingency approach to leadership is that …………….
1. one focuses on the characteristics of leaders, whilst the other one
focuses on the situation
2. one focuses on what the leader does and the other one
focuses on the fit between a leader's style and the situation
3. the one focuses on the task and the other on the relationship of the
leader and follower
4. one focuses on initiating structure and the other on consideration
9. All managers have the right to insist that employees do their work and
some leaders also have personal characteristics that make their
subordinates want to follow them.
The two types of power referred to above are ……………
1. legitimate and expert
2. reward and referent
3. legitimate and referent
4. referent and charismatic
, 4
10. Managers should provide the necessary direction and support to ensure
that employees' goals are in line with those of the organisation. The
researcher identified four leadership behaviours directive, supportive,
participative and achievement-oriented, which managers can use in
different situations.
The description above refers to ………….. theory of leadership.
1 House's
2 Hersey and Blanchard's
3 Fiedler's
4 Blake and Mouton's
11. The main difference between transactional and transformational
leadership is that ………………
1. transactional leaders are charismatic, transformational leader are
not
2 transformational leaders reward people for their efforts,
transactional leaders inspire people to perform beyond what is
expected of them
3 transactional leaders take organisations through periods of major
change; transformational leaders inspire subordinates with a vision
4 transformational leaders function well in unstable
environments, transactional leaders perform well in stable
environments
12. Complete the following equation:
Motivation x ………. x ……….. = Performance
1. ability; opportunity
2. opportunity; reward
3. reward; situation
4. ability; reward
13. Vuyo and Thami are both first line managers in a production department. It
is important for Vuyo to perceive the relationship between the reward he
receives and his performance. It is also important for Vuyo to be able to
perceive his own input-output ratio and that of Thami whom he regards as
his equal.
This is an example of the ………… theory of motivation, which can be
categorised as a ………….. theory
