BM007-3-1 IMT MARKING SCHEME Page 1 of 9

Module Name: Introduction to Management

Module Code: BM007-3-1
Explain the process of four management functions in Final Exam/
LO1
organisation. (PLO1, C2) Quiz

Communicate effectively basic management concepts,

LO2 Presentation
theories and issues. (PLO4, A2)
Organise in groups to identify model, concepts and
LO3 frameworks within field of management to suggest solution to Essay
management problems. (PLO5, A4)

Final Examination:
Question Vs Taxonomy
Cognitive Level
Question PLO
1 2 3 4 5 6
No.
SQ SQ SQ SQ SQ SQ
Section A Q1 40% 1
(Compulsory)
Q1 30% 1
Q2 30% 1
Section B
Q3 30% 1
(Optional 2/4) Q4 30% 1
Total 100%

Essay:
Question Vs Taxonomy
Affective Level
Question No. PLO
1 2 3 4 5 6
SQ SQ SQ SQ SQ SQ
Q1 20% 5
Q2 20% 5
Q3 30% 5
Q4 30% 5
Total 100%

Presentation:
Question Vs Taxonomy
Affective Level
Question PLO
1 2 3 4 5 6

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No. SQ SQ SQ SQ SQ SQ
Q1 100% 4
Total 100%

SECTION A
Answer ALL questions in SECTION A (40 Marks)

QUESTION A1

a) Explain in details the meaning of motivation.

(4 Marks)
b) Illustrate using a diagram and explain how employees can be motivated using
Maslow’s Hierarchy of Needs with relevant examples.
(16 Marks)
[TOTAL 20 MARKS]
Marking Scheme Question A1
Question A1 (a)
Motivation refers to the forces within a person that affect his or her direction, intensity
and persistence of voluntary behaviour. A motivated employee is willing to exert a
particular level of effort (intensity) for a certain amount of time (persistence) toward a
goal (direction).

[Any other acceptable answer]

QuestionA1 (b)

1) Physiology - The basic need of human to survival. Example: foods, water, sleep
2) Safety – The need of security and protection from physical and emotional harms.
Example: shelter, job security, financial security, insurance, health safety
3) Social - The need for acceptance, belongingness, affection and friendship. Example:
family, friends, connection.
4) Self-esteem – The need to feel respected, valued by others and internal self-esteem.
Example: social status, recognition by others, prestige, sense of self-worth.
5) Self-actualisation – The need for growth and achieving one’s potential and self-
fulfilment. Example: desire for continuous growth, achieve greater achievement or
wealth, quest for knowledge or spiritual enlightenments.

[Any other acceptable answers]

[1 mark allocated for the diagram: 1x1 = 1 mark]

[3 marks allocated for explaination & example of each level of human needs: 3x5 =15
marks]

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[Total marks: 16 marks]

QUESTION A2

(a) Explain the difference between mega-environment and task environment.

(10 marks)
(b) Describe how technological and political components of mega environment brings
impact to your organisation. Support your answer by providing relevant examples
of any industry of your choice.
(10 marks)
[TOTAL 20 MARKS]
Marking Scheme Question A2
Question A2(a)

Mega Environment

Mega environment is general environment which reflects the broad conditions and
trends in the societies within which an organisation operates. Example, technological,
economic and sociocultural.

Task Environment

Task environment is the specific external elements with which an organisation

interfaces in the course of conducting its business. Example, supplier, customer and
labor supply.

[Any other acceptable answer]

[5 marks are allocated for explanation of task and mega environment : 5x2= 10 marks]
[Total 10 marks]

Question A2 (b)
Technological
• The current state of knowledge regarding the production of products and
services.
• Most organisations can be greatly effected, either positively or negatively by
technological progress.
• In order to remain competitive, organisations must stay abreast of current
technological developments that may affect their ability to offer desirable
products and services that meet customers’ expectation
Legal-Political
• The legal and political systems within which an organisation must function.
• Trends in legislation, court decisions, politics and government regulation are
particularly important.
• Variety of laws that specifically address the manner which they must function or
operate. e.g. OSHA, IATA, Basel III, etc

[3 marks are allocated for explanation: 3x2=6 marks]

[2 mark s are allocated for example: 2x2= 4 marks]
[Total 10 marks]
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______________________________________________________________________
SECTION B
Answer any TWO (2) questions from SECTION B (60 Marks)
______________________________________________________________________
QUESTION B1

a) Identify and explain any six (6) elements of bureaucratic organisation theory of
management.
(18 marks)
b) Explain the four (4) principles of scientific management.
(12 marks)
[TOTAL 30 MARKS]
Marking Scheme Question B1
Question B1 (a)
i. Qualification based hiring
Employees are hired on the basis of their technical training and educationcal
background.
ii. Merit-based promotion
Promotion is based on based on experience and performance of the employees.
Manager, not the organisational owner decide who is promoted.
iii. Chain of command
Each jobs occurs within the hierarchy,in which each position reports and is
accountable to a higher position.
iv. Division of labor
Tasks, responsibilities and authority are clearly devided and defined
v. Impartial application of rules and procedures
Rules and procedures apply to members of the organisation and will be applied
in a impartial manner
vi. Record in writing
All administrative decisions, acts, rules, procedures, meeting minitues will be
recorded in writing
vii. Managers separate from owners
The owners of the organisation should not manage or supervise the organisation

[Any 6 of the above or other acceptable answer]

[One (1) mark allaocted for identifying the elements: 1 x 6 = 6 marks]

[Two (2) marks allocated for each explaination: 2 x 6 =12 marks]
[Total marks: 18 marks]

Question B1 (b)
The four principles of scientific management theory are:
1) Management should observe and analyse all jobs in order to determine the best
method to accomplish them;
2) Management should scientifically select and then train, teach and develop the best
worker for the job;

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3) Heartily corporate with the workers so as to ensure that all work is done in
accordance with the principles of the science that has been developed;
4) Divide work and responsibility almost equally between management and workers.
Management takes over all work for which is better suited than the workers;

[Any other acceptable answer]

[Three (3) marks allocated of each principle of scientific management: 3x4 =12 marks]
[Total marks: 12 marks]

QUESTION B2

(a) Briefly define leadership.

(3 marks)
(b) Briefly describe the three (3) types of leaderships identified in the University of
IOWA studies on leadership. In addition, which leadership style is more
preferred by employees?
(10 marks)
(c) Identify and explain any four (4) sources of leadership power.
(12 marks)
(d) Describe a transformational leader.
(5 marks)
[TOTAL 30 MARKS]
Marking Scheme Question B2
Question B2(a)
Leadership is a process of influencing a group to achieve a goals or objective.

[Any other acceptable answer]

[Three (3) marks allocated for defining leadership: 3x1 = 3 marks]

Question B2(b)
The three type of leadership identified in the IOWA university study on leadership are:

i) Autocratic leadership - leaders make unilateral decisions, dictate work methods,

limit worker knowledge about goals to just the next step to be performed, worker
have little discretion over the work. Feedback given are usually in the formed of
punishment.
ii) Democratic – leader tend to involve the followers in the decision making process,
let the group determine the work method, make overall goals known by group
members. Usually provide constructive feedback to help and coach the group.
iii) Laissez-faire –leader give the group total freedom to decide work methods, will
provide necessary materials and resources to the group to complete the task.
Avoid giving feedback and participate only to answer questions.

The democrartic leadership style is the most preferred leadership styple

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[Any other acceptable answer]

[Three (3) marks allocated for explaining each type of leadership: 3x3 =9 marks]
[One (1) marks allocated for identifying the most preferred leadership style: 1x1=1
marks]
[Total 10 marks]

Question B2 (c)
Sources of leadership power

i) Legitimate power –Derive from the position's placement in the level of

management and the authority in the position;
ii) Reward power –Capacity to control and decide valuable reward for followers;
iii) Coercive power –Ability or the righ to punish a follower; when a desired
behaviour is not seen.
iv) Expert power - Derive from possession of expertise, knowledge and skills that is
valued by others;
v) Information power – Control the access over the distribution of important
information about the organisation

[Any four of the above or other relavant answer]

[One (1) mark allocated for identified each source of leadership power: 1x4= 4 marls]
[Two (2) marks allocated for explaning each source of leadership power: 2x4=8 marks]
[Total 12 marks]

Question B2 (d)
Transformational leader motivate individuals to perform beyond normal expectations
inspiring subordinates to focus on broader missions that transcend their own immediate
self-interests, to concentrate on intrinsic higher-level goals rather than extrinsic lower
level goals, and to have confidence in their abilities to achieve the extradinary missions
acticulated by the leader.

[Any other acceptable answers]

[Five (5) marks allocated for explaining transactionl leader, 5x1=5 marks]

QUESTION B3

(a) Discuss two (2) differences between formal and informal communication.
(6 marks)
(b) Explain the Upword, downward and horizontol communication flow within an
organisation.
(12 marks)
(c) Briefly describe three common communication networks as listed below:
i. Chain network
ii. Wheel network
iii. All-Channel network
(12 marks)

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(TOTAL 30 MARKS)
Marking Scheme Question B3
Question B3 (a)
i. Formal
 Formal communication channels are established by the organisation.
 Transmit messages that are related to the professional activities of members.
ii. Informal
 Informal channels are used to transmit personal or social messages in the
organisation.
 These informal channels are spontaneous and emerge as a response to
individual choices.

[Any other acceptable answers]

[3 marks for discussing each difference: 3 x 2 =6 marks]

[Total marks: 6 marks]

Question B3 (b)
Downward communication flows from a manager to employees. It's used to inform,
direct, coordinate, and evaluate employees. Managers use downward communication
when they assign goals to their employees, provide employees with job descriptions,
inform them of organisational policies and procedures, point out problems that need
attention, or evaluate their performance.
Upward communication flows from employees to managers who rely on their
employees for information. Some examples of upward communication include
performance reports prepared by employees, suggestion boxes, employee attitude
surveys, grievance procedures, manager-employee discussions, and informal group
sessions in which employees have the opportunity to discuss problems with their
manager or representatives of top-level management.
Communication that takes place among employees on the same organisational level is
called Horizontol communication. In today's dynamic environment, horizontal
communications are frequently needed to save time and facilitate coordination. Cross-
functional teams rely heavily on this form of communication interaction. However,
conflicts can arise if employees don't keep their managers informed about decisions
they've made or actions they've taken.

[Four (4) marks allocated for explaning each communication channel: 3x4=12 marks]
[Total 12 marks]

Question B3 (c)
i. Chain network – Communication flows according to the formal chain of
command, both downward and upward. If accuracy is important, the chain
network works well.
ii. Wheel network – Communication flows between a clearly identifiable and
strong leader and others in a work group or team. The leader serves as a hub
through which communication passes. If having a strong, identifiable leader is
important to the organisation or work unit, the wheel network is the best
communication network. Accuracy is also very high with the wheel network.

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iii. All-channel network – Communication flows freely among all members of a

work team. If high member satisfaction is a concern, the all-channel network is
preferable

[Four (4) marks allocated for explaning each communication network; 3x4=12 marks]
[Total 12 marks]

Question B4

(a) Define the terms below using your own words:

i. Organising
ii. Organisational Structure
iii. Organisational Design
(6 marks)
(b) Briefly explain the term “authority” and “responsibility”.
(10 marks)
(d) Describe “centralisation” and “decentralisation” and discuss two (2) advantages for
each. .
(14 Marks)
(TOTAL 30 MARKS)
Marking Scheme Question B4

Question B4 (a)

i. Organising – Management function that involves arranging and structuring

work to accomplish the organisation’s goals.

ii. Organisational Structure - The formal arrangement of jobs within an

organising.

iii. Organisational Design – Creating and changing an organisation’s structure.

Process that involves decisions about six key element.

[Two (2) marks allocated for defining each of the term; 2x3=6 marks]
[Total 6 marks]

Question B4 (b)
Authority refers to the rights inherent in a managerial position to tell people what to do
and to expect them to do it. Managers in the chain of command had authority to do their
job of coordinating and overseeing the work of others. Authority could be delegated
downward to lower-level managers, giving them certain rights while also prescribing
certain limits within which to operate.
Responsibility - When managers use their authority to assign work to employees, those
employees take on an obligation to perform those assigned duties. This obligation or
expectation to perform is known as responsibility.

[Five (5) marks allocated for explaning each of the term; 5x2=10 marks]
[Total 10 marks]

Question B4 (c)

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Centralisation is the degree to which decision making takes place at upper levels of the
organisation. If top managers make key decisions with little input from below, then the
organisation is more centralised.

Advantage
i. Top management is aware of the happenings and overall needs, better
control over activities
ii. Better standardised procedures and policy
iii. Easier to maintain secrecy

Decentralisation is the more that lower-level employees provide input or actually make
decisions.

Advantage

i. Reduces work load for Top management

ii. Faster decisions
iii. Better decisions
iv. Employees learn to make decisions
v. Improves staff morale
vi. Organisation becomes flexible

[Any other acceptable answers]

[Three (3) marks allocated for describing each of the term; 3x2=6 marks]
[Two (2) marks allocated for discussing each advantages; 2x4=8marks]
[Total 14 marks]

--END OF MARKING SCHEME--

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