Public Development and Management 348
Exam Questions
A2 - 5 NOVEMBER 2022 = 3 Hour paper
SECTION A / AFDELING A
Answer TWO (2) out of THREE (3) questions from the list below.
Section A – 2 of 3 questions (there are 4 questions here but only 3 in exam and have to write 2)
1. Write an essay on cooperative learning and the use of team charters in group
work and illustrate the application of the theory on your own experience working
in groups (40)
Cooperative government: cooperate with one another in mutual trust and good faith by:
o Fostering friendly relations
o Assisting and supporting one another
o Co-ordinating their actions and legislation with one another
o Adhering to agreed procedures (avoiding legal proceedings against one another)
Spheres of government are separate but there are instances when have to work together
Cooperative learning (CL): when students co-labour to accomplish a learning task = engage
with each other around problems encountered (openness and trust to speculate and provide
innovation)
o Students tend to learn content at a deeper cognitive level when applying the practice
of learning through teaching (the groups should be small 2-4 people)
Have to have a group answer therefore everyone must agree and be able to
explain the strategies
Checking in on the rest of the group
o Exposure to different thoughts (enquiring mind)
Investigating ideas and developing problem solving skills but need problem
finding and formulation as well
Have to have teaching effectiveness
o Help increase student motivation (engaged citizen – leader and collaborator)
o Dynamic professional (solve problem and innovative)
Old paradigm: knowledge is transferred from faculty to students, learning is to take in
information, if have PhD don’t need training to teach, competition, students take a spectator
role, faculty teach in isolation, impersonal relationships
New paradigm: knowledge is contstructed discovered, teaching is viewed as a complex
application of theory and research, cooperation, personal interactions
Team charter: tools believed to be important the development of effective teamwork quality and, in
turn, member satisfaction and performance
Opportunity to discus and agree on members expectations related to behaviour, meeting
management and the work allocation
Help combating dysfunction in task structuring
Contract between the group – not legal in nature but a contract of trust and probity
What should be in a team charter:
, Values (dedication, constancy, competence, commitment, respect)
o Need to look at the core values – what different things mean for different people and
then come up with values for the group
Goal (objectives feed the goal) goal is that want to have a good mark, want collaboration)
o Networking is an important concept to look at – gain a broader understanding of a
complicated and complex issue as they relate to public policy
Communication (what platforms use to communicate)
o Frequency – how often meet = dependent on the amount of work present
o Failure or success is attributed to communication
Roles
o 1. Facilitator: clarifies the aims of the group and helps the group to set sub-goals at
the beginning of the meeting – ensure the group completes its task before the deadline
o 2. Arbitrator/monitor: observes group functioning carefully and initiates regular
discussion on group climate and process – during disagreement clarifies and proposes
suggestion and ensure all group members have opportunity to learn and participate
o 3. Notetaker: takes notes during meeting to keep a record of what has been decided
o 4. Devil’s advocate: ensures that all arguments have been heard and looks for holes in
the groups decision
Performance appraisal and accountability
The thing with group work – it can either enhance or impair the group performance
o These collaborative teamwork behaviours include communication, effort, cohesion,
and mutual support
o Group cohesion = teamwork quality (instability early on comes from lack of clarity
of goals)
Early behaviours and actions develop over time and theres norms are critical
to team effectiveness has long been a fundamental precept of the team
literature
o Shared understanding of task at hand
Own experience:
Notably implemented the team charter once the design was completed – communication was
something that we worked on as time progressed and the setting of deadline with more effect
Stronger willingness than other individuals but I think there was an increase in motivation
because some people wanted to vary well
Clashes that did take place because there was the fostering of frustration because some people
didn’t work as hard as others
2. Write an essay on “organisation design and analyses” and illustrate the
application of the principles on a case study of your choice (40)
Organisation is a subset of management theory
Strategy formulation: is the process of using available information to document the intended direction
of an organisation and the actionable steps to reach its goals
Organisation should match its strengths to the opportunities that it has identified while
addressing its weaknesses and external threats
Possible strategies: to collect more revenue, to ensure financial stability, to maintain
infrastructure
Exam Questions
A2 - 5 NOVEMBER 2022 = 3 Hour paper
SECTION A / AFDELING A
Answer TWO (2) out of THREE (3) questions from the list below.
Section A – 2 of 3 questions (there are 4 questions here but only 3 in exam and have to write 2)
1. Write an essay on cooperative learning and the use of team charters in group
work and illustrate the application of the theory on your own experience working
in groups (40)
Cooperative government: cooperate with one another in mutual trust and good faith by:
o Fostering friendly relations
o Assisting and supporting one another
o Co-ordinating their actions and legislation with one another
o Adhering to agreed procedures (avoiding legal proceedings against one another)
Spheres of government are separate but there are instances when have to work together
Cooperative learning (CL): when students co-labour to accomplish a learning task = engage
with each other around problems encountered (openness and trust to speculate and provide
innovation)
o Students tend to learn content at a deeper cognitive level when applying the practice
of learning through teaching (the groups should be small 2-4 people)
Have to have a group answer therefore everyone must agree and be able to
explain the strategies
Checking in on the rest of the group
o Exposure to different thoughts (enquiring mind)
Investigating ideas and developing problem solving skills but need problem
finding and formulation as well
Have to have teaching effectiveness
o Help increase student motivation (engaged citizen – leader and collaborator)
o Dynamic professional (solve problem and innovative)
Old paradigm: knowledge is transferred from faculty to students, learning is to take in
information, if have PhD don’t need training to teach, competition, students take a spectator
role, faculty teach in isolation, impersonal relationships
New paradigm: knowledge is contstructed discovered, teaching is viewed as a complex
application of theory and research, cooperation, personal interactions
Team charter: tools believed to be important the development of effective teamwork quality and, in
turn, member satisfaction and performance
Opportunity to discus and agree on members expectations related to behaviour, meeting
management and the work allocation
Help combating dysfunction in task structuring
Contract between the group – not legal in nature but a contract of trust and probity
What should be in a team charter:
, Values (dedication, constancy, competence, commitment, respect)
o Need to look at the core values – what different things mean for different people and
then come up with values for the group
Goal (objectives feed the goal) goal is that want to have a good mark, want collaboration)
o Networking is an important concept to look at – gain a broader understanding of a
complicated and complex issue as they relate to public policy
Communication (what platforms use to communicate)
o Frequency – how often meet = dependent on the amount of work present
o Failure or success is attributed to communication
Roles
o 1. Facilitator: clarifies the aims of the group and helps the group to set sub-goals at
the beginning of the meeting – ensure the group completes its task before the deadline
o 2. Arbitrator/monitor: observes group functioning carefully and initiates regular
discussion on group climate and process – during disagreement clarifies and proposes
suggestion and ensure all group members have opportunity to learn and participate
o 3. Notetaker: takes notes during meeting to keep a record of what has been decided
o 4. Devil’s advocate: ensures that all arguments have been heard and looks for holes in
the groups decision
Performance appraisal and accountability
The thing with group work – it can either enhance or impair the group performance
o These collaborative teamwork behaviours include communication, effort, cohesion,
and mutual support
o Group cohesion = teamwork quality (instability early on comes from lack of clarity
of goals)
Early behaviours and actions develop over time and theres norms are critical
to team effectiveness has long been a fundamental precept of the team
literature
o Shared understanding of task at hand
Own experience:
Notably implemented the team charter once the design was completed – communication was
something that we worked on as time progressed and the setting of deadline with more effect
Stronger willingness than other individuals but I think there was an increase in motivation
because some people wanted to vary well
Clashes that did take place because there was the fostering of frustration because some people
didn’t work as hard as others
2. Write an essay on “organisation design and analyses” and illustrate the
application of the principles on a case study of your choice (40)
Organisation is a subset of management theory
Strategy formulation: is the process of using available information to document the intended direction
of an organisation and the actionable steps to reach its goals
Organisation should match its strengths to the opportunities that it has identified while
addressing its weaknesses and external threats
Possible strategies: to collect more revenue, to ensure financial stability, to maintain
infrastructure
