MNG2601 EXAM PREP UPDATED ACTUAL EXAM COMPLETE
QUESTIONS WITH DETAILED VERIFIED ANSWERS (100% CORRECT
ANSWERS) /ALREADY GRADED A+
1. Understand the importance of ✓ • Managers need to cope with
managers and management in diverse and far-reaching challenges
modern society. from inside as well as outside the
organisation.
• Managers have the most direct
influence on the performance of its
employees and have the primary
responsibility for inculcating the
values, beliefs, norms and values of
the top management for the long-
term sustainability of the
organisation.
2. Define management and explain ✓ • Management can be defined as a
the management process. process of working with and through
others to achieve organisational
goals and objectives as effectively
and efficiently as possible within an
everchanging environment.
• Managers need certain resources
or inputs to deliver outputs or
performance.
3. Identify and explain the different ✓ • Managers can be differentiated
levels and areas of management in between three basic layers, namely
an organisation. top-, middle- and lowerlevel
management.
• At each of these levels, different
functional areas can be
distinguished, which include
finance, operations, human
resources, procurement, research
, and development, public relations
and marketing.
4. Distinguish between the role ✓ Professor Henry Mintzberg
distribution of managers. concluded that managers play ten
roles that can be grouped into three
primary headings: interpersonal,
informational and decision-making
roles.
• The interpersonal role has three
sub-roles, namely the role of
figurehead, leader and liaison.
• The informational role has three
sub-roles, namely the role of
monitor, disseminator and
spokesperson.
• The decision-making role has four
sub-roles namely entrepreneur,
problem solver, resource
allocator and negotiator.
5. Expound on the various managerial ✓ Clark L Wilson identified three skill
skills and competences needed by categories, where each category
managers. has various branches:
• The technical skills category
branches into technical expertise,
clarification of goals and objectives,
problem solving and imagination
and creativity.
• The teambuilding category
branches into listening for insights,
directing and coaching, solving
problems as teams, and
coordinating and cooperating.
• The drive category branches into
standards of performance, control
of detail, energy and
exerting pressure.
6. Explain how one can learn to ✓ Managers can acquire management
manage successfully. skills through management training
and development, as well as
practical experience.
7. Understand the importance of the ✓ • The management environment is
, management environment when complex and interdependent.
making management decisions. • Change is becoming more rapid,
discontinuous and turbulent.
• Management mistakes are
becoming increasingly costly.
• Managers need a means to
identify strengths, weaknesses,
opportunities and threats within the
environment to empower them to
make better critical choices and
choose more feasible courses of
action in executing planning,
organising, leading and controlling
functions.
8. Depict diagrammatically and explain ✓ • The process approach to
the concepts of the process, management is based on the four
systems and contingency main functions of management.
approaches in management. According to this approach, the
performance of the planning,
organising, leading and controlling
functions within the organisation is
seen as circular and continuous.
The process approach focuses on
managing the total organisation.
• The systems approach to
management defines a system as a
set of interrelated and
interdependent parts arranged in a
manner that produces a unified
whole. The organisation, which is a
system in its own right, is therefore
in constant interaction with its
environment and is influenced by
both the industry-specific and
general environments.
• The contingency approach to
management is based on the
systems approach. The basic
premise of the contingency
approach is that the application of
management principles depends on
the specific situation that managers
face at a given point in time.
, The concepts of the process,
systems and contingency
approaches are depicted in Figure
4.1.
9. Understand the structure and ✓ • The micro-environment can also
dynamics of the management be referred to as the internal
environment. The management environment and includes the
environment can be divided into the organisation's functions, policies,
micro-environment, the market strategies, goals, objectives,
environment and the remote resources available and also
environment. designate the area over which the
manager has total or full control.
• The market environment is the
environment that surrounds the
organisation in which competition
within a specific industry takes
place.
• The broader environment within
which the organisation functions
and that surrounds the
market environment is called the
remote environment.
10. Conduct a basic analysis of the ✓ The phases involved in conducting
environment. an environmental analysis are the
following:
Phase 1: Identify key environmental
variables.
Phase 2: Evaluate and select a
technique for analysing the
environment.
Phase 3: Develop an environmental
profile.
Phase 4: Monitor the variables,
trends and environment
continuously.
11. Explain the nature and importance ✓ Planning can be defined as the
of planning. managerial function that determines
the organisational vision, mission
and goals, identifies ways of
attaining the goals and finds the
resources needed for the task
within a complex environment.
Planning done properly enables an
QUESTIONS WITH DETAILED VERIFIED ANSWERS (100% CORRECT
ANSWERS) /ALREADY GRADED A+
1. Understand the importance of ✓ • Managers need to cope with
managers and management in diverse and far-reaching challenges
modern society. from inside as well as outside the
organisation.
• Managers have the most direct
influence on the performance of its
employees and have the primary
responsibility for inculcating the
values, beliefs, norms and values of
the top management for the long-
term sustainability of the
organisation.
2. Define management and explain ✓ • Management can be defined as a
the management process. process of working with and through
others to achieve organisational
goals and objectives as effectively
and efficiently as possible within an
everchanging environment.
• Managers need certain resources
or inputs to deliver outputs or
performance.
3. Identify and explain the different ✓ • Managers can be differentiated
levels and areas of management in between three basic layers, namely
an organisation. top-, middle- and lowerlevel
management.
• At each of these levels, different
functional areas can be
distinguished, which include
finance, operations, human
resources, procurement, research
, and development, public relations
and marketing.
4. Distinguish between the role ✓ Professor Henry Mintzberg
distribution of managers. concluded that managers play ten
roles that can be grouped into three
primary headings: interpersonal,
informational and decision-making
roles.
• The interpersonal role has three
sub-roles, namely the role of
figurehead, leader and liaison.
• The informational role has three
sub-roles, namely the role of
monitor, disseminator and
spokesperson.
• The decision-making role has four
sub-roles namely entrepreneur,
problem solver, resource
allocator and negotiator.
5. Expound on the various managerial ✓ Clark L Wilson identified three skill
skills and competences needed by categories, where each category
managers. has various branches:
• The technical skills category
branches into technical expertise,
clarification of goals and objectives,
problem solving and imagination
and creativity.
• The teambuilding category
branches into listening for insights,
directing and coaching, solving
problems as teams, and
coordinating and cooperating.
• The drive category branches into
standards of performance, control
of detail, energy and
exerting pressure.
6. Explain how one can learn to ✓ Managers can acquire management
manage successfully. skills through management training
and development, as well as
practical experience.
7. Understand the importance of the ✓ • The management environment is
, management environment when complex and interdependent.
making management decisions. • Change is becoming more rapid,
discontinuous and turbulent.
• Management mistakes are
becoming increasingly costly.
• Managers need a means to
identify strengths, weaknesses,
opportunities and threats within the
environment to empower them to
make better critical choices and
choose more feasible courses of
action in executing planning,
organising, leading and controlling
functions.
8. Depict diagrammatically and explain ✓ • The process approach to
the concepts of the process, management is based on the four
systems and contingency main functions of management.
approaches in management. According to this approach, the
performance of the planning,
organising, leading and controlling
functions within the organisation is
seen as circular and continuous.
The process approach focuses on
managing the total organisation.
• The systems approach to
management defines a system as a
set of interrelated and
interdependent parts arranged in a
manner that produces a unified
whole. The organisation, which is a
system in its own right, is therefore
in constant interaction with its
environment and is influenced by
both the industry-specific and
general environments.
• The contingency approach to
management is based on the
systems approach. The basic
premise of the contingency
approach is that the application of
management principles depends on
the specific situation that managers
face at a given point in time.
, The concepts of the process,
systems and contingency
approaches are depicted in Figure
4.1.
9. Understand the structure and ✓ • The micro-environment can also
dynamics of the management be referred to as the internal
environment. The management environment and includes the
environment can be divided into the organisation's functions, policies,
micro-environment, the market strategies, goals, objectives,
environment and the remote resources available and also
environment. designate the area over which the
manager has total or full control.
• The market environment is the
environment that surrounds the
organisation in which competition
within a specific industry takes
place.
• The broader environment within
which the organisation functions
and that surrounds the
market environment is called the
remote environment.
10. Conduct a basic analysis of the ✓ The phases involved in conducting
environment. an environmental analysis are the
following:
Phase 1: Identify key environmental
variables.
Phase 2: Evaluate and select a
technique for analysing the
environment.
Phase 3: Develop an environmental
profile.
Phase 4: Monitor the variables,
trends and environment
continuously.
11. Explain the nature and importance ✓ Planning can be defined as the
of planning. managerial function that determines
the organisational vision, mission
and goals, identifies ways of
attaining the goals and finds the
resources needed for the task
within a complex environment.
Planning done properly enables an
