Faculty of Business, Economics & Accounting

Department of Business Studies

HELP Bachelor of Business (Hons) Year 1

HELP Bachelor of Management (Hons) Year 1
HELP Bachelor of Economics (Hons) Year 1
HELP Bachelor of Business Psychology (Hons) Year 1

INTERNAL SUBJECT DETAILS

Semester 3, 2023
Subject: MGT101
Principles of Management

Subject Lecturer/Tutor: Mr. Rajender Singh

Telephone: 03-2700 5000 Ext 5134
Email: rajender@help.edu.my

Consultation: It would be best for you to email if you have

any enquiries.
PRE-REQUISITE(S)
No pre-requisite is required.

SYNOPSIS

This subject is concerned with principles of managing business organisations. Management

is important to organisations’ business and survival. The dynamic nature of today’s
organisations means that managers require certain knowledge, skills and competencies to
manage organisations effectively.

The aim of this subject is to provide students with an introduction and overview of
management within organisations. The subject will examine management principles,
concepts and theories of management, and give students an appreciation and understanding
of various challenges facing managers in organisations in today’s competitive global
environment.

LEARNING OBJECTIVES

Upon completion of this subject, students should be able to:

CLO1 Apply concepts, principles and theories of management. (C3, PLO1)

CLO2 Demonstrate relevant concepts, principles and theories related to (A3, PLO5)
management in organisations.
CLO3 Analyse management concepts, principles and theories in (C4, PLO2)
organisations

PRESCRIBED TEXTBOOKS

Robbins, S.P., & Coulter, M. (2021). Management. 15 edition. Harlow, England: Pearson
Education Limited

RECOMMENDED REFERENCES

Borges, W.G. “Bill”., Leong, L.S., Ramasamy, N., et., al. (2023). Principles of
Management. 2nd edition. Kuala Lumpur, Malaysia: SJ Learning

Daft R. L., (2022). Management. 14th edition. Asia Edition. New Tech Park, Singapore:
Cengage Learning, Inc.

Jones G.R. & George J.M., (2022). Contemporary Management. 12th edition. New York,
N.Y: McGraw Hill Education.

Bateman, T.S., Snell, S.A., & Konopaske, R. (2021). Management: Leading &
Collaborating in a Competitive World. 14th edition. New York, N.Y: McGraw Hill
Education.

Schermerhorn, J.R., Jr., Davidson, P., Woods, P., et.al. (2020). Management. 7th Asia-
Pacific edition. Queensland, Australia: John Wiley & Sons Australia, Ltd.

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Additional References

• Make use of Database - the electronic library, made available by HELP Library Portal at:
http://library.help.edu.my

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Detailed Subject Outline / Teaching Plan

Department: Business Studies Subject Code: MGT101

Lecturer : Rajender Singh Subject Title: Principles of Management

Reference to specific
Week Lecture Topic
pages of the core text

Introduction to Management Robbins & Coulter

(2021, Chapter 1);
• Definition of management.
• Areas of management.
1 • Functions of management.
• Levels of management.
• Managerial roles.
• Management skills.
• Entrepreneur: Evolution, Concepts & Theories.
• Characteristics of Entrepreneurs & Entrepreneurial
Networking.
• Developing New Venture & Legal Requisites.
History of Management Thought Robbins & Coulter
• Classical management. (2021, Chapter 1);
2 • Behavioural management.
• Quantitative management.
• Contemporary management approaches & challenges.

Planning Robbins & Coulter

• Defining planning and its importance to organisations. (2021, Chapter 8,
• Benefits of organisational planning. Chapter 9);
• Framework of planning and types of planning.
3 • The planning process.
• Influence of environmental factors on planning.
• Maximising effectiveness of planning.
• Weaknesses of planning and, reasons for not planning.

Fundamentals of Strategic Management

• Defining strategic management and its advantages.
• Strategic management process.
• Three level strategies.

Decision Making Robbins & Coulter

4 • The nature of decision making. (2021, Chapter 2).
• Types of decision making.
• Decision making conditions.
• Decision making models.
• Factor of risk propensity and decision making.
• Ethics and decision making.
• Challenges in decision making.

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 Organising (Organisational Structure and Design) Robbins & Coulter
• Fundamentals of Organising. (2021, Chapter 11);
• Departmentalisation.
5
• Bureaucratic model of organisation design.
• Situational influences on organisation design.
• Recent developments in organisation design.

Managing Work Teams Robbins & Coulter

• Types off groups and teams. (2021, Chapter 12 &
6 • Stages of team development. Chapter 13);
• Characteristics of groups and teams.
• Interpersonal and intergroup conflict.
• Management of conflict.
• The negotiation process.

Managing Human Resources

• New Ways of Working in the 21st century.
• The Human Resource Management (HRM) Function.
• Recruitment and Selection.
• Training the Workforce.
• Compensation and Benefits.
• Safety and Health, Employee and Labour Relations.
• Individual differences and work behaviour.
• Current issues in organisational behaviour.

Leading; Organisational Power & Politics Robbins & Coulter

• Nature of leadership. (2021, Chapter 17);
• Sources of leader power.
7
• Early theories of leadership
• Situational theories of leadership.
• Alternative approaches to leadership.
• Organisational power and politics.

8 MID SEMESTER
9 Motivation Robbins & Coulter
• Nature of motivation. (2021, Chapter 16);
• Content perspectives of motivation.
• Process perspectives of motivation.
• Reinforcement perspectives of motivation.
• Other motivational strategies.

10 Communication Robbins & Coulter

• Role of communication in managers’ job. (2021, Chapter 14);
• Forms of communication in organisations.
• Informal communication in organisations.
• Awareness cultural and language differences in all
communication.

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 • Managing organisational communication.
• Digital communication.

11 Controlling Robbins & Coulter

• Nature of control. (2021, Chapter 18);
• Financial & budgetary control.
• Managing total quality.
• Managing productivity.
• Collecting, generating, storing, accessing, using or
sharing data and information.

12 Management Environment: Robbins & Coulter

(The Organisational Environment & The (2021, Chapter 3);
Organisational Culture)
• The Environment and Business.
• The Organisation and Environment Relationship.
• Stakeholder Relationship Management
• Types of culture.
• Importance of culture in organisations.

13 & 14 Management Environment: Robbins & Coulter

(Managing the Global Economy) (2021, Chapter 4);
• Globalisation and forces that drive globalisation.
• Implications of globalisation on managers.
• Management from a global perspective.
• Multinational corporations & methods of entering
foreign markets.
• Assessment of the different entry methods used by
multinational corporations.
• International business strategies.

Management Environment: Robbins & Coulter

(Managerial Ethics & Corporate Social (2021, Chapter 6);
Responsibility)
• Ethics vs. Morality.
• Accountability vs Integrity.
• Managerial ethics.
• Managerial ethical perspectives.
• Ethical reasoning in business.
• Common ethical dilemmas in the workplace.
• Stages of moral development.
• Factors that lead to ethical and unethical behaviour.
• Improving ethical behaviour in workplace.
• Rules and principles-based approaches to ethics.
• Social Responsibility.
• Arguments for and against social responsibility.
• Sustainability.

15 BREAK

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 16-17 FINAL EXAMINATION

Textbooks:
Robbins, S.P., & Coulter, M. (2021). Management. 15 edition. Harlow, England: Pearson
Education Limited

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ASSESSMENT:

There are 3 assessment items for this subject:

Assessment Items Value Due Date

1. Assignment (Group) 20% 21 September 2023

TBC
2. Mid Semester Examination 30%

TBC
3. Final Examination 50%

REQUIREMENTS:

To gain a pass in this subject, students must:

▪ Achieve a passing grade in EACH of the following assessments:

▪ Continuous assessments; AND
▪ Final assessment
▪ Achieve a total result of 50% or better overall
▪ Attempt ALL areas of assessment

ASSESSMENTS

All assignments must be completed and turned in on / before the due date respectively. It is
your responsibility in making sure the similarity index is not more than 15%. Marks will be
allocated for the originality of your report.

You will be referred to the Board of Inquiry should the originality index is more than 30%
in total per assignment (Refer to Academic Integrity at in this document).

Assignment must be substantially your own work. If you wish to report another author's
point of view you should do so in your own words, and properly footnote the reference in
accordance with the departmental style. Direct quotations should form a small part of your
work and must be placed in quotation marks and referenced. Any material taken from other
references are to be acknowledged.

If you are having difficulty in completing work in time due to illness or *extenuating
circumstances, you may apply for an extension through your lecturer with supporting
documentations eg. medical certificate, police report etc. Applications for extensions on
or after the due date of the assessment will not be considered. A deduction of 10% per day
from the marks awarded after the due date applies, if the piece of work is submitted
late without approved extension.

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 *Extenuating circumstances should primarily mean, medical conditions (both
physiological and psychological), family issues (death or illness), and personal misfortune
(accident, mugging, theft). Student should provide document proof for all of the above and
should also obtain prior approval from the examiner towards late submission.

ALL FINAL ASSESSMENTS MUST BE SUBMITTED BY THE DEADLINE AS

STIPULATED ON THE COVER PAGE OF THE QUESTION PAPER. NO LATE
SUBMISSIONS ARE ALLOWED
.

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 Department of Business Studies

HELP Bachelor of Business (Hons) Year 1

HELP Bachelor of Management (Hons) Year 1
HELP Bachelor of Economics (Hons) Year 1
HELP Bachelor of Business Psychology (Hons) Year 1

MGT101 Principles of Management

Group Assignment

AUGUST 2023 SEMESTER

DUE DATE: 21 September 2023

[by not later than 5.00pm, Malaysian Time]
Weightage: 20%

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Assignment: Group Assignment

Weightage: 20%
Due Date: 21 September 2023 (by not later than 5.00pm,
Malaysian Time)
Word Limit: 1500 words
Excluding in-text citations and list of reference
Mode of Assessment: Group Assignment (4 members per group)

A1: Details of the group assignment is based on the following:

Q1. What is the leading function of management? How does leading influences the
planning, organising and controlling management functions in organisation?
Clarify.
Q2. Elaborate on some of the main challenges confronting managers today? How could
managers deal with the challenges?
Q3. Demonstrate key ideas and major contingencies facing organisations.

AII: Guidelines for the Group Assignment

• In this assignment, you should discuss all the questions posted logically. Demonstrate
your understanding, by applying concepts/theories, wherever relevant.
• Use of good supportive evidences from wider academic literature related to principles of
management to be integrated into thrust of discussion.
• Your answer should cover the following aspects:

Question Group Assignment Structure Maximum word

No. limits
1. Leading function of management and its influence on 500
planning, organising and controlling.
2. Main challenges confronting managers today and 500
measures used by the managers to deal with the
challenges.
3. Key ideas and major contingencies facing organisations. 500
Total Words 1500

• Your group assignment must have appropriate APA style citation in the text of your essay
and list of reference.

AIII: Formatting & Layout for Group Assignment

• The group assignment must be formatted in the following:
o Times New Roman/Arial, Font Size 12.
o 1.5-line spacing.
o The page orientation should be ‘portrait’.

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 o Pages should be numbered.

• The group assignment layout should be arranged in the following:

o Please include on the first page of the assignment the assignment coversheet.
o Main body. Arranged according to the set questions.
o APA referencing in the text of essay (citation) and list of reference.
o Group meeting minutes.
o Turnitin originality report.

AIV: Extensions and Penalties for late submissions

• If you are having difficulty in completing work in time due to illness or *extenuating
circumstances, you may apply for an extension through your lecturer with supporting
documentations eg. medical certificate, police report etc. Applications for extensions on
or after the due date of the assessment will not be considered. A deduction of 10% per day
from the marks awarded after the due date applies if the piece of work is submitted late
without approved extension.
*Extenuating circumstances should primarily mean, medical conditions (both
physiological and psychological), family issues (death or illness), and personal misfortune
(accident, mugging, theft). Student should provide document proof for all of the above
and should also obtain prior approval from the examiner towards late submission.

AV: Turnitin Requisites

• You have to Turnitin your assignment into Turnitin Submission Point in HLMS using
your Helplive account.
• You must Turnitin your assignment at least 4 days before the due date. This will allow
you to make any changes and resubmit to Turnitin for the updated report. You can Turnitin
until the due date.
• Turnitin similarity index must be 15% and below.
• Submission protocol: The group assignment & Turnitin originality report must be printed
and submitted to the faculty office by the stipulated due date.

AVI: Assignment Prohibited website sources:

• Investopedia
• Wikipedia
• Ukessays.com
• BusinessBalls.com
• Coursehero.com

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 • Grade Band:

Mark Range Grade Grade Point Description

(85-100) HD 1 (4.00) • Comprehensive and excellent grasp of key management

concepts/theories.
• Excellent use of analytical means and logical arguments.
• Excellent synthesis of arguments and excellent use of relevant
examples.
• Balanced discussions and excellent flow of ideas.
• Excellent command of language with no errors.
• Excellent and consistent referencing.
(80-84) HD 2 (3.75) • Comprehensive and excellent grasp of key management
concepts/theories.
• Excellent use of analytical means and logical arguments.
• Good synthesis of arguments and excellent use of relevant
examples.
• Balanced discussions and good flow of ideas.
• Excellent command of language with no errors.
• Excellent and consistent referencing.
(75-79) DI 1 (3.50) • Fairly comprehensive and good grasp of key management
concepts/theories.
• Excellent use of analytical means and logical arguments.
• Good synthesis of arguments and good use of relevant
examples.
• Fairly balanced discussions and good flow of ideas.
• Good command of language and negligible number of errors.
• Good referencing.
(70-74) DI 2 (3.25) • Fairly comprehensive and good grasp of key management
concepts/theories.
• Excellent use of analytical means and logical arguments.
• Good synthesis of arguments and moderate use of relevant
examples.
• Fairly balanced discussions and good flow of ideas.
• Good command of language and limited number of errors.
• Good referencing.
(65-69) CR 1 (3.00) • Fairly comprehensive and reasonably good grasp of key
management concepts/theories.
• Good use of analytical means and logical arguments.
• Good synthesis of arguments and moderate use of relevant
examples.
• Fairly balanced discussions and reasonably good flow of
ideas.
• Good command of language and limited number of errors.
• Good referencing.
(60-64) CR 2 (2.75) • Competent grasp of key management concepts/theories.
• Competent use of analytical means and logical arguments.
• Fair synthesis of arguments and moderate use of relevant
examples.
• Fairly balanced discussions and fairly clear flow of ideas.

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 • Competent command of language and limited number of
errors.
• Satisfactory referencing.
(55-59) PS 1 (2.50) • Passable grasp of key management concepts/theories.
• Competent use of analytical means and logical arguments.
• Fair synthesis of arguments and lack of relevant examples.
• Fairly balanced discussions and fairly clear flow of ideas.
• Satisfactory command of language and moderate number of
errors.
• Satisfactory referencing.
(50-54) PS 2 (2.00) • Basic grasp of key management concepts/theories.
• Less than satisfactory use of analytical means and logical
arguments.
• Little synthesis of arguments and hardly any relevant
examples.
• Some evidence of balanced discussion but poor organisation.
• Satisfactory command of language and considerable number
of errors.
• Relatively flawed referencing.
(0-49) FL (0.00) • Shows ignorance of key management concepts/theories.
• Less than satisfactory use of analytical means and logical
arguments.
• Little synthesis of arguments and no relevant examples.
• Little or no balanced discussion and poor organisation.
• Relatively poor command of language and unable to express
ideas clearly.
• No referencing or very poor referencing.

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 MGT101 Group Assignment: Rubric

Assessment Excellent Good Fair Poor Very Poor Score Weightage Marks
Criteria (5) (4) (3) (2) (1)
Introduction A very clear A clear An adequate A brief A vague 10
introduction introduction introduction introduction introduction
& identifying & identifying & identifying & identifying &
of issues. of issues. of issues. of issues. identifying
of issues.

Leading A very clear A clear An adequate A brief description A vague 25

function of description of description of description of of leading function description
management leading leading leading of management of leading
and its function of function of function of and brief function of
influence on management management management explanation of its management
planning, and very clear and clear and adequate influence on and vague
organising and explanation of explanation of explanation of planning, explanation
controlling its influence its influence on its influence on organising and of its
on planning, planning, planning, controlling. influence on
organising organising and organising and planning,
and controlling. controlling. organising
controlling. and
controlling.

Main A very clear A clear An adequate A brief elaboration A vague 25

challenges elaboration of elaboration of elaboration of of the main elaboration
confronting the main the main the main challenges of the main
managers challenges challenges challenges confronting challenges
today and confronting confronting confronting managers today confronting
measures used managers managers managers and measures used managers
by the today and today and today and by the managers to today and
managers to measures measures used measures used deal with the measures
deal with the used by the by the by the challenges. used by the
challenges managers to managers to managers to managers to
deal with the deal with the deal with the deal with the
challenges. challenges. challenges. challenges.

Key ideas and A very clear A clear An adequate A brief description A vague 25
major description of description of description of of description
contingencies key ideas and key ideas and key ideas and key ideas and of
facing major major major major key ideas
organisations contingencies contingencies contingencies contingencies and major
facing facing facing facing contingencie
organisations. organisations. organisations. organisations. s facing
organisation
s.

References, All the Most of the Reasonable Some of the Very few 10
Citation & references are references are amount of references are references
Conclusion. credible. credible. references is credible. are credible.
Perfect in-text Highly credible. Fairly Inaccurate in-text Highly
citation based accurate in-text accurate in-text citation based on inaccurate
on APA citation based citation based the APA format. in-text
format. on the APA on the APA Brief summation citation
Very clear format. format. of key ideas based on the
summation of Clear Adequate presented in APA format.
key ideas summation of summation of discussion. Vague
presented in key ideas key ideas summation
discussion. presented in presented in of key ideas
discussion. discussion. presented in
discussion.

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Overall Very well Well presented. Fairly well Poorly presented. Very poorly 5
presentation: presented. Adhering to presented. Adhering to very presented.
Structure and Strictly most of the Adhering to few of the Not adhering
language; adhering to instruction some of the instruction given in to the
diagrams the instruction given in the instructions the guidelines. instruction
properly given in the guidelines. given in the given in the
labelled; clear guidelines. guidelines. guidelines.
linkage of facts;
adheres to
format; and
word limit.

Total 100

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 Department of Business Studies

ACADEMIC INTEGRITY

Honesty and Responsibility

Academic integrity is an important tenet for HELP University (the “University”). In pursuit
of the highest standards of academic integrity, the University holds its students to the highest
ethical standards defined by the Rules and Regulations section of the Academic Handbook.
All students studying a HELP University programme are subjected to and are bound by the
Student Academic Misconduct Rule to assure academic honesty. Students are required to
sign a pledge on the assignment cover sheet before submitting your assignments.

What is Plagiarism?
Plagiarism is academic dishonesty or academic theft, and it is a serious academic offence.
Plagiarism includes, but is not limited to, the followings:
1. quote, paraphrase or summarise someone else’s ideas, theories or data, in whole or
in part, without appropriate acknowledgement;
2. borrow ideas, opinion or words, in whole or in part, from other sources without
properly crediting the author(s);
3. use any facts, statistics, diagrams or graphs, in whole or in part, without
acknowledging the source clearly;
4. claim or imply original authorship of someone else’s ideas, theories or data, in whole
or in part, as your own;
5. employ or allow someone to help to revise, amend or write your work and pass off
as your own original work;
6. collaborate with or allow other students to copy your work; and
7. draw on sources more than what you have acknowledged by citations.

While a student is not discouraged to discuss an assignment with his/her friends or

classmates, the work he/she submits must be done by the student alone. If a student shares
his/her assignment with other students and they plagiarise it, the student is as guilty as those
students who plagiarised his/her assignment. All parties to plagiarism are considered equally
guilty. Under no circumstances should a student be involved in collusion with other students
unless he/she is permitted to work on an assignment jointly by the lecturer/tutor. If a student
is unsure what constitutes plagiarism, he/she is obliged to consult the lecturer/tutor on the
matter before submission of his/her assignment.

When and How to Reference?

Knowing when and how to cite is a student’s responsibility. If he/she is in doubt or need
more help on this matter, the student may consult the lecturer/tutor. The following list
comprises some of the sources a student will need to reference. The list is by no means
exhaustive, but simply consists of the most common sources used by students to complete
their work.

1. Books

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 2. Chapters in books
3. Journal articles
4. Conference papers
5. Newspaper articles
6. Magazines
7. Websites
8. Study guide

Students are advised to cite in the following cases [1]:

1. When he/she quotes two or more words verbatim, or even one word if it is used in a
way that is unique to the source;
2. When he/she introduce facts that he/she have found in a source;
3. When he/she paraphrase or summarise ideas, interpretations, or conclusions that
he/she find in a source;
4. When he/she introduce information that is not common knowledge or that may be
considered common knowledge in your field, but the reader may not know it;
5. When he/she borrow the plan or structure of a larger section of a source’s argument
(for example, using a theory from a source and analysing the same three case studies
that the source uses);
6. When he/she build on another’s method found either in a source or from
collaborative work in a lab;
7. When he/she build on another’s program in writing computer code or on a not-
commonly-known algorithm; and/or
8. When he/she collaborate with others in producing knowledge.

In general, a referencing system requires two parts:

1. In-text citations
This is information about a source within the text of an assignment.
2. List of references
This is a list of all sources a student has used to research his/her assignment. It is
alphabetically arranged by author surname and appears immediately after the last
page of an assignment.

Different faculties or departments may have different requirement on how referencing for
an assignment should be done. The various formats used for in-text citations and list of
references are available in the following websites:
1. Harvard System
(http://www3.imperial.ac.uk/library/subjectsandsupport/referencemanagement/harv
ard))
2. Chicago Style (http://www.chicagomanualofstyle.org/index.html)
3. American Psychological Association or APA Style (http://www.apastyle.org)
4. Modern Language Association of America or MLA Style
(http://www.mla.org/style)

Once a student has selected a referencing style for his/her assignment, he/she must follow
the same style consistently throughout the assignment. We strongly suggest that the student
consults the lecturer/tutor about which method to use before submission of his/her
assignment.
1
http://www.yale.edu/bass/writing/sources/plagiarism/warning.html, accessed May 18, 2008.

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Penalties for Plagiarism

The Turnitin Similarity Index for all programmes offered should be not more than 15%.

Penalties for plagiarism ranges from mark reduction for the assignment to expulsion from
the University. If plagiarism has been found to have occurred, the action(s) taken will be
determined by the forms of plagiarism implicated:

1. Complete plagiarism
Verbatim copying another person’s work without acknowledgement
- To be referred to a panel2 for further investigation. If the student is found to
be guilty, a grade “FL” is to be awarded for the subject.

2. Substantial plagiarism (Turnitin Similarity Index ≥ 30%)

Near-verbatim copying another person’s work by simply altering the order of the
sentences or the format of presentation or by changing a few words or phrases
without acknowledgement.
- Based on a report submitted by the lecturer in charge of the subject, a Zero
mark will be awarded for the said assessment.

3. Minimal plagiarism (Turnitin Similarity Index ≥ 15%)

Paraphrasing by changing and/or eliminating some words without proper
acknowledgement.
- Based on a report submitted by the lecturer in charge, a deduction of up to
50% of marks the student is entitled to receive for the said assessment.

Pleading ignorance or unintentional plagiarism does not constitute valid reasons for
plagiarism and will not avoid the penalties from being imposed. Excuses for acts of
plagiarism such as the following, but not limited to, will not be entertained:
1. I don’t have time to do the assignment
2. I have too many assignments due on the same day
3. I don’t know, I really didn’t do it
4. I am not aware
5. I don’t understand what plagiarism means
6. I have no intention to plagiarize
7. I forgot to cite the reference
8. I forgot to include the bibliography
9. My English is not good
10. My lecturer/tutor did not explain to me
11. In my country, it is alright to copy someone else’s work
12. My friend copied my assignment when I let him/her to look at my assignment
13. My friend copied my assignment when I allow him/her to use my laptop
14. I did my assignment in the computer lab, someone must have copied my work
15. I asked my friend to submit my assignment and he/she copied my work
16. I discussed my assignment with my friends, so our answers are the same/similar
17. Even though I do not have in-text citation but I have bibliography/reference list

2
The panel consists of the HoD as the Chair and 2 to 3 senior academic staff.

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Students should be reminded that it is their responsibilities to take due care throughout their
written work to effectively reference or cite when they use others’ ideas from any source.

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 Assignment No.: _______

Assignment Cover Sheet

Student Information (For group assignment, please state names of
Grade/Marks
all members)
Name ID

Module/Subject Information Office Acknowledgement

Module/Subject Code

Module/Subject Name
Lecturer/Tutor/Facilitator Mr. Rajender Singh
Due Date
Group Assignment:
Assignment Title/Topic Functions of Management, Challenges
& Contingency
Intake (where applicable)
Word Count Date/Time
Declaration
. I/We have read and understood the Programme Handbook that explains on plagiarism, and I/we testify
that, unless otherwise acknowledged, the work submitted herein is entirely my/our own.
. I/We declare that no part of this assignment has been written for me/us by any other person(s) except
where such collaboration has been authorized by the lecturer concerned.
. I/We authorize the University to test any work submitted by me/us, using text comparison software, for
instances of plagiarism. I/We understand this will involve the University or its contractors copying my/our
work and storing it on a database to be used in future to test work submitted by others.

Note:1) The attachment of this statement on any electronically submitted assignments will be deemed to
have the same authority as a signed statement.
2) The Group Leader signs the declaration on behalf of all members.

Signature: Date:

mail:
Feedback/Comments*
Main Strengths

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 Main Weaknesses

Suggestions for improvement

Student acknowledge feedback/comments

Grader’s signature Student’s signature:

Date: Date:

Note:
1)A soft and hard copy of the assignment shall be submitted.
2)The signed copy of the assignment cover sheet shall be retained by the marker.
3)If the Turnitin report is required, students have to submit it with the assignment. However, departments may allow
students up to THREE (3) working days after submission of the assignment to submit the Turnitin report. The
assignment shall only be marked upon the submission of the Turnitin report.
*Use additional sheets if required.

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 DEPARTMENT OF BUSINESS STUDIES

SEMESTER X, 20XX

SAMPLE FINAL EXAMINATION

Subject Code : MGT101

Subject Name : PRINCIPLES OF MANAGEMENT

This examination carries 50% of the total assessment for this subject.

Examiner(s):

Day :
Time :
Date :

Time allowed : READING: 10 MINUTES

WRITING: 3 HOURS

INSTRUCTION(S):

1. This section consists of FOUR (4) sections:

SECTION A Multiple Choice Questions (20 Marks) – Answer ALL TWENTY (20) questions in the multiple-
choice answer sheet provided.

SECTION B Short Answer Questions (30 Marks) – Answer only THREE (3) out of FOUR (4) questions
in the answer book provided.

SECTION C Essay Questions (20 marks) – Answer only ONE (1) out of THREE (3) questions in the
answer booklet.

SECTION D Case Study (30 Marks) – Answer ALL THREE (3) questions based on the case in the answer
book provided.

2. Writing on the examination answer book is NOT permitted during reading time.

3. This is a CLOSED BOOK examination.

4. Students are NOT permitted to retain this examination paper.

5. Students MUST pass this examination in order to pass the subject

(This examination paper consists of 4 sections in XX printed pages, including cover page)

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SECTION A – Multiple Choice Questions (20 Marks)
Answer ALL questions. Each question carries ONE mark.

1. The manager is very unhappy with the employee’s performance and punishes the
employee with no salary increment. This refers to ___________________.
A) legitimate power
B) coercive power
C) reward power
D) referent power

2. _________________ is the ability to influence people toward the accomplishment of

organizational goals.
A) Persuasion
B) Empowerment
C) Leadership
D) Motivation

3. Which of the following are qualities of a manager?

A) maintains status quo
B) utilizes position power
C) all of the above
D) none of the above

4. Which of the following is not a method of motivating the workforce in

organisations?
A) free parking
B) flexible work schedules
C) pay for knowledge
D) work long hours

5. Which of the following are needs in McClelland’s Acquired Needs theory?

A) power
B) achievement
C) affiliation
D) all of the above

6. ______________ is the capacity of a channel or communication medium to carry

information in an effective manner.
A) Channel effectiveness
B) Channel richness
C) Channel efficiency
D) None of the above

7. The process of taking action to help the source of a message say exactly what he or she
really means refers to ___________.
A) Active listening
B) Good listening
C) Focus listening
D) None of the above

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8. _________________ is the intentional distortion of information to make it appear
more favourable to the recipient.
A) Stereotyping
B) Selective perception
C) Filtering
D) None of the above

9. Direct supervision or administrative systems are related to _____________.

A) External control
B) Internal control
C) Market control
D) Clan control

10. Which type of control refers to work inputs?

A) Feedforward control
B) Feedback control
C) Concurrent control
D) Organizational control

11. Customers and suppliers are elements of __________________.

A) specific environment
B) general environment
C) internal environment
D) external environment

12. ________________ means that there is a lack of complete information regarding what
developments will occur in the external environment.
A) Environmental certainty
B) Environmental uncertainty
C) Environmental dynamism
D) Environmental turbulence

13. The ________________ consists of customers, suppliers, competitors, and re

A) task environment
B) general environment
C) external environment
D) internal environment

14. A ______________ defines and uses signals and symbols to influence corporate culture.
A) cultural leader
B) symbolic leader
C) strategic leader
D) visionary leader

15. Which of the following is not an example of visible culture?

A) slogans
B) values
C) stories
D) symbols

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16. Which of the following are Hofstede’s dimensions of national culure?
A) power distance; uncertainty avoidance
B) individualism and collectivism
C) masculinity and femininity
D) all of the above

17. Does a decision or behaviour show fairness and impartiality? This refers to ________.
A) Utilitarian view
B) Moral-rights view
C) Justice view
D) Individualism view

18. A _____________ is a systematic assessment of an organisation’s accomplishments in

areas of social responsibility.
A) social audit
B) social assessment
C) social evaluation
D) none of the above

19. The obligation of an organization to act in ways that serve both its own interests and
the interests of its stakeholders.
A) discretionary responsibility
B) legal responsibility
C) economic responsibility
D) ethical responsibility

20. The _________________ holds that management’s only responsibility in running a

business is to maximize profits.
A) socioeconomic view
B) classical view
C) all of the above
D) none of the above

SECTION B: SHORT ANSWER QUESTIONS (30 MARKS)

Answer only THREE (3) questions. Each question carries 10 marks.

1. Explain two (2) main differences between Adam’s Equity

theory and Vroom’s Expectancy theory. (10 marks)

2(a). What is leaders? (2 marks)

2(b). Explain two (2) advantages with the use of leadership in (4 marks)
organisation. (4 marks)
2(c). Explain two (2) advantages with the use of managers in
organisation

3(a). Define observable culture and ‘core’ culture. (2 marks)

3(b). Explain the impact of heroes and rites/rituals on employees’
behaviours. (8 marks)

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 4(a). Define moral rights. (1 mark)
4(b). Explain three (3) types of moral rights. (9 marks)

SECTION C: ESSAY QUESTIONS (20 MARKS)

Answer only TWO (2) questions. Each question carries 20 marks.

1. Discuss how managers in organisations motivate their employees’ job performance with
the application of House’s Path-goal theory of leadership. Provide relevant workplace
examples.

2. What are the pros and cons of Multinational corporations from the perspectives of host-
country and home country? Discuss.

3. Discuss any four (4) mechanisms that organisations can implement to maintain high
ethical standards.

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SECTION D: CASE STUDY (30 MARKS)
Answer ALL questions. The allocation of marks is indicated at the end of each
question.

CASE STUDY: “BUSINESS COMMUNICATION IN ASIA”

Finally, if the recipient is Indian, avoid giving bouquets that include frangipani, as they
There areinmany cultural aspects to bewrapping
aware ofgifts
whenin communicating in Asia. In
are used funeral wreaths, and avoid white or black. Also, avoid
Indonesia, China and Japan,
to a for example, localsAsian
often countries,
try to avoid ‘no’ directly to a
giving leather products Hindu. In many including Thailand,
person, for fear of appearing rude or defiant, or of offending the other person’s ‘face’
Indonesia and South Korea, it is important to realize that a gift received should not be
(personal integrity).
of the Saying ‘yes’presented
is preferred, even though it is actually a ‘no’.
opened in front person who it.
Therefore, in these countries, if you are unsure whether the ‘yes’ or a ‘no’, it is best to
repeat
Even the
the request, then followbusiness
up.
act of exchanging cards has greater significance in many Asian
countries, and is surrounded by etiquette that is important in terms of communicating
Conflict avoidance, or harmony, is critical in Asian cultures. to
Hence, it over
is necessary to
respect. When presenting your business card, it is courteous hand it with both
avoid difficult situations, whereby your guest or host could be embarrassed or
hands. When receiving a business card (again with both hands), it is respectful to show
uncomfortable or ‘lose face’.of
Although
the card this type of sensitivity
interest in reading the details before filing it away. is also necessary in the
West, the practice of harmony is particularly important in Asia. Hence, direct
confrontation or challenging someone’sthere
position
can orbeideas should be avoided. Apart from
Within individual Asian countries, much potential for diversity in
avoiding the situations of ‘loss of face’, it might also beanecessary to practice
communication, Singapore provides an example, being multicultural society ‘giving
with a
face’ in Asia.
of For example, a simple actethnic
of ‘giving face’
arecould be a small giftpopulation,
from your
population about 4.5 million. Many groups represented in its
firm at theChinese
end of the meeting, visit or contract negotiation. Such a(7.9
small gift could be
including (76.8 percent), Malay (13.9 percent) and Indian percent); many
in the form of a paper holder with your company logo or other artifacts with your
languages are spoken, such as Mandarin (35 percent), English (23 percent), Malay (14.1
company logo.
percent), Hokkien (11.4 percent), Cantonese (5.7 percent) and Teochew (4.9 percent).
Since its independence in 1965, Singapore has adopted four national languages; namely
However,
Mandarin, when
Malay, business
Tamil and giftsEnglish.
are involved, there aand
For business fewpolitics,
things to not that
English depend
is the very
language
much on the ethnic group of the recipient. If the recipient is Chinese,
of choice. While Singapore claims to be an egalitarian society, Singaporeans retainfor example, clocks
should
strong be avoided, as
hierarchical to they are associated
relationships that can be with death. Similarly,
observed the wrapping
in the relationships of the
between
gifts in white,
parents blue or teachers
and children, black should be avoided,
and students, as these are
employers andconsidered
employees.mourning colours
This reliance on
in Chinese culture. If the recipient is Malaysian, do not give of pig skin
hierarchy is drawn from Confucianism, which emphasizes respecting elders and status. (Malaysians are
generally Muslims); do not give alcohol; only give halal goods; and avoid white
wrapping paper,
This cultural as ittranslates
value symbolizes to adeath.
more formal approach to business in Singapore than
in many Western countries. Having ‘face’ and ‘giving face’ to others are important
aspects of both social and business transactions. As such, Singaporeans tend to be subtle,
indirect and implicit in their communications. They hint at a point rather than making a
direct statement, since that might cause the other person to lose face. Rather than say
‘no’, they might say, ‘I will try’. This allows the person making the request to ‘save’
face, and thus maintains harmony in the relationship. Singapore has a group-oriented
culture, so links are often based on ethnicity, education or working for the same
company. Most Singaporeans are soft-spoken and believe a calm demeanor is superior
to a more aggressive style.

QUESTIONS:

1. Explain any three (3) potential barriers to effective communication as

evident in the case study. (12 marks)

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2. Explain two (2) advantages and two (2) disadvantages of the various
(12 marks)
communication channels as evident in the case study.

3. How could perception potentially affect intended communication

messages as evident in the case study? Relate to two (2) types of
perception. (6 marks)

***END OF EXAMINATION***

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