F1 ACCA SHORT – ANSWER QUESTIONS

Exercise 1: Differentiate the differences between Trait Theory and Style Theory
of Leadership.
A: Trait Theory of Leadership suggests that successful leadership arises from
certain inborn personality traits and characteristics that produce consistent
behavioural patterns. Style Theory of Leadership, on the other hand, focuses on the
behaviour of leaders rather than their innate characteristics. It proposes two main
types of leadership styles: task-oriented and people-oriented. Task-oriented leaders
focus on achieving goals and objectives, while people-oriented leaders prioritize
building relationships with their team members.
Exercise 2: What are the types of power? Distinguish the differences between
power and authority
A: There are five types of power identified by social psychologists John R. P.
French and Bertram Raven in 1959:

1. Coercive power: This type of power comes from one’s ability to punish
someone else for noncompliance.
2. Reward power: This type of power comes from one’s ability to issue rewards.
3. Legitimate power: This type of power comes from a person’s formal right to
issue directives or commands because of their position in the organization.
4. Expert power: This type of power comes from one’s experience or
knowledge.
5. Referent power: This type of power comes from being trusted or respected.
In addition to these five types of power, Raven added a sixth type called
Informational power which comes from controlling the information that others need
in order to achieve something.
Both power and authority are related to the ability to influence others. However,
the main difference between them is that power is the ability to influence others
through coercion, reward, expertise, or referent power, while authority is the legal
and formal right to give orders and commands, and take decisions
In other words, authority is a type of power that is legitimate and formal in
nature. It comes from a person’s position or office in an organization, while power
comes from knowledge, expertise, or personal traits.
Exercise 3: What is the SLT? What are the 4 styles of SLT? (Telling, Selling,
Participating, Delegating)
A: The Situational Leadership Theory (SLT) is a leadership model that suggests
that there is no single “best” leadership style. Instead, the most effective leadership
style depends on the situation at hand. The theory proposes that leaders should adapt
their leadership style to the competence and commitment level of their followers.
The SLT model identifies four leadership styles that can be matched to an
employee’s ability and commitment:
1. Telling and directing (S1): In this style of leadership, the leader provides
support, specific guidance, and close supervision.
2. Selling and coaching (S2): Considered the explaining and persuading style,
selling and coaching leaders accept input from group members and encourage
them to submit their own ideas and suggestions.
3. Participating and supporting (S3): Participating and supporting leaders offer
less direction and leave the decisions to others.
4. Delegating (S4): These leaders tend to limit participation and leave most of
the responsibilities to the group.
Exercise 4: What is Recruitment and Selection (R&S) and who are responsible for
R&S activities of an organization?

● Recruitment: The definition and communication of HR requirements to

obtain applicants.

● Selection: the process of choosing the most suitable applicants for

employment
 ● Who: HR; line managers and senior managers and recruitment consultants

A: Recruitment and Selection (R&S) is the process of identifying, attracting, and

hiring the best candidate for a job opening. It is a crucial part of human resource
management and involves several steps, including creating job descriptions,
advertising the job opening, screening candidates, conducting interviews, carrying
out tests and assessments, and selecting the successful candidate 123.
The responsibility for R&S activities of an organization lies with the human
resources (HR) department. The HR department is responsible for developing and
implementing recruitment strategies, creating job descriptions, advertising job
openings, screening resumes, conducting interviews, and selecting the best candidate
for the job

● Recruitment is the process of hiring employees for an organization. It

involves creating job listings, screening candidates, and setting up interviews.

There are several types of recruiting that people use in HR, such as internal
recruiting, retained recruiting, contingency recruiting, and reverse recruiting.
Internal recruiting is the process of finding candidates for a position from
within your organization. Retained recruiting is the process used when an
organization hires an outside HR firm for its recruiting needs. Contingency
recruiting is like retained recruiting. However, in this method, the recruitment
firms are not always exclusive, meaning multiple agencies may compete to
fill the same open role. Reverse recruiting is a process where a candidate acts
as their own recruiter.

● Selection is the process of choosing the most suitable applicants for

employment. It involves several steps, including developing criteria to

determine how the person will be chosen, reviewing applications and
resumes, interviewing the employee, and conducting employment tests. The
employee selection process is a series of steps followed by a hiring team to
 gather necessary information for making a hiring decision. It includes stages
like screening calls, in-person interviews, background checks, and job offers.

● Human Resources is responsible for filling the vacant positions within an

organization. The recruitment process typically includes creating and posting

job descriptions, accepting applications, shortlisting candidates, organizing
interviews, hiring and onboarding . Recruitment consultants are also involved
in the recruitment process. They handle a variety of steps across the
recruitment process, including coordinating with many people at once. In one
day, a recruiter might post a job listing, screen resumes, attend a job fair,
conduct a pre-screening interview, meet with hiring managers and schedule
interviews. Line managers and senior managers are also involved in the
recruitment process. They work with HR to determine what their exact
staffing needs are and ensure the recruiting timeline moves at the pace they
need .
Exercise 5: What is diversity? Why is it important at workplace?

A: Diversity in the workplace refers to the coexistence of individuals with

varying characteristics, skills, and traits . It’s crucial to pair diversity with inclusion,
ensuring equal opportunities throughout the employee lifecycle. A diverse
workforce brings unique perspectives, fostering creativity, innovation, and better
product development
Research has found that diversifying your team can boost productivity by
35% . A diverse workforce is more likely to understand your customers’ needs and
come up with ideas to fulfil them. Diversity in the workplace will also increase
employee morale and instil a desire to be more effective and work more efficiently
Prioritizing diversity at work ensures that qualified individuals receive fair
opportunities for advancement . A culturally diverse workplace empowers people to
develop their talents and skills. A range of ideas and expertise enables those to learn
from a more diverse collection of colleagues. It can also boost problem-solving
capabilities and increase happiness and productivity .
Exercise 6:
1. What are the types of discrimination?
A: Types of discrimination

Direct discrimination – this occurs when an employer treats an employee less

favourably than another, due to their gender, race, etc. For example, if a driving job
was only open to male applicants, this would be direct discrimination.
Indirect discrimination – this occurs when a working condition or rule
disadvantages one group of people more than another. For instance, a requirement
for male employees to be clean-shaven would put some religious groups at a
disadvantage.
Victimization – this means an employer treating an employee less favourably
because they have made, or tried to make, a complaint about discrimination.
Positive discrimination – this means giving preference to protected groups,
such as ethnic minorities, older workers, or women

2. Is there any discrimination in this context:

“Company A has 100 positions to fill while there are 300 applicants, 200 of which
are female and 100 are male. After recruitment and selection, there are 50
female-50 male are recruited.”
Explain your answers.
1. Equal Gender Distribution: The recruitment process resulted in an equal
number of male and female employees being hired (50 females and 50
males).
2. Fair Selection Process: This equal distribution suggests that the company
did not favor one gender over the other during the selection process. The
company appears to have hired based on qualifications and not gender.
 3. No Direct Discrimination: Direct discrimination would involve treating one
gender less favorably than the other, which doesn't appear to be the case
here. Both male and female applicants were considered equally.
4. No Indirect Discrimination: Indirect discrimination would occur if a
working condition or rule disadvantaged one gender more than the other. In
this context, there's no information to suggest that the hiring process was
biased against one gender.
5. Positive Discrimination: Whether this situation represents positive
discrimination depends on the company's intentions. If the company aimed
to promote gender diversity through this equal hiring, it could be seen as
positive discrimination. However, the legality and appropriateness of
positive discrimination vary by location and company policy.

In summary, the equal hiring of male and female employees in this context
doesn't indicate any discrimination. It may be seen as an attempt to promote gender
diversity, which could be considered positive discrimination depending on the
company's objectives and local laws.

Exercise 7: Is there any discrimination in this context:

A job interviewer asks a woman about her plans to have a family. She
eventually does not get the job, because she lacks qualifications which are listed as
essential in the person specification. However, she later finds out that men who
attended interviews were not asked questions about their plans to have a family
A: In the context described, there appears to be potential discrimination,
specifically "direct discrimination" and "indirect discrimination."
- Direct discrimination: The woman was asked about her family plans, an
inappropriate and potentially gender-related question that's unrelated to
qualifications.
- Indirect discrimination: Men were not asked similar questions about their
family plans, which may disadvantage women by gender. This is a form of
 indirect discrimination as it disproportionately impacts one gender over
another, subjecting women to additional scrutiny.
Exercise 8: How many ways in which managers can understand individuals’
behaviour?
A: Managers need to understand what motivates individuals within the groups and
teams they control. Key variables include:
● Perception: The psychological process by which stimuli are selected and
organized into patterns which are meaningful to the individual.
● Personality: The total pattern of characteristic ways of thinking, feeling and
behaving that constitute an individual distinctive method of relating to the
environment.
● Attitude: a mental state exerting a directive or dynamic influence upon the
individuals’ response to all objects and situations with which it is related.
● Roles: the parts people act out in different contexts, according to the tasks
and relationships required by those contexts.
Exercise 9: According to the Expectancy Theory of Vroom, what is important in
motivating employees to work?
Victor Harold Vroom’s Expectancy Theory of Motivation identifies three variables
that are important in motivating employees to work: Expectancy, Instrumentality,
and Valence. Expectancy refers to the belief that an employee has in their ability to
perform a task and achieve the desired outcome. Instrumentality refers to the belief
that if an employee performs well, they will receive a reward or outcome that they
value. Valence refers to the value that an employee places on the reward or outcome
that they will receive if they perform well. By focusing on these three variables,
managers can create a work environment that provides clear expectations, adequate
resources and support, and meaningful rewards or incentives that align with their
employees’ goals and preferences.
Exercise 10: Compare and contrast Herzberg's two-factor theory and Maslow's
hierarchy of needs.
A: There is a great similarity between Maslow’s and Herzberg’s models of
motivation. A close examination of Herzberg’s model indicates that for those
employees who have achieved a level of social and economic progress in the
society, higher-level needs of Maslow’s model (esteem and self-actualization) are
the primary motivators. However; they still must satisfy the lower level needs for the
maintenance of the current state 1. Both models assume that specific needs energize
behaviour
Although there are marked similarities in the two models, many differences exist
The main difference between them is that; the basis of Maslow’s theory is human
needs and their satisfaction. On the other hand, Herzberg’s theory relies on reward
and recognition
Exercise 11: Why does an organization need to manage individuals, groups, and
teams? What are factors affecting to this management (Manage individuals,
groups and teams)
A: Managing individuals, groups, and teams is essential for organizations to achieve
their goals and objectives Here are some reasons why:
1. Coordination: Managing individuals, groups, and teams helps ensure that
everyone is working towards the same goal. It helps to coordinate the efforts
of different people and departments within an organization.
2. Efficiency: By managing individuals, groups, and teams effectively,
organizations can improve their efficiency. This can lead to cost savings and
increased productivity.
3. Innovation: Managing individuals, groups, and teams can help organizations
foster innovation. By bringing together people with different skills and
backgrounds, organizations can encourage creativity and new ideas.
4. Employee satisfaction: Effective management of individuals, groups, and
teams can lead to increased employee satisfaction. This can help reduce
employee turnover and improve morale.
 5. Competitive advantage: Finally, managing individuals, groups, and teams can
give organizations a competitive advantage. By leveraging the skills and
talents of their employees, organizations can differentiate themselves from
their competitors.
In summary, managing individuals, groups, and teams is essential for organizations
to achieve their goals and objectives. It helps to coordinate efforts, improve
efficiency, foster innovation, increase employee satisfaction, and gain a competitive
advantage.
There are several factors that can affect managing individuals, groups, and teams
Here are some of them:
1. Leadership: Effective leadership is essential for managing individuals,
groups, and teams. Leaders must be able to inspire and motivate their team
members to achieve their goals.
2. Communication: Good communication is critical for managing individuals,
groups, and teams. Leaders must be able to communicate effectively with
their team members to ensure that everyone is working towards the same
goal.
3. Culture: The culture of an organization can have a significant impact on how
individuals, groups, and teams are managed. Leaders must be aware of the
culture of their organization and work to create a positive and supportive
environment.
4. Training and development: Providing training and development opportunities
for team members can help improve their skills and knowledge. This can lead
to increased productivity and job satisfaction.
5. Rewards and recognition: Providing rewards and recognition for good
performance can help motivate team members and improve morale.
6. Technology: The use of technology can have a significant impact on how
individuals, groups, and teams are managed. Leaders must be aware of the
 latest technological developments and use them to improve efficiency and
productivity.
In summary, effective management of individuals, groups, and teams requires good
leadership, communication, culture, training and development opportunities,
rewards and recognition for good performance, and the use of technology.
Exercise 12: Why are some teams successful and others unsuccessful? What
criteria or attributes are needed for success?
A: There are several factors that can contribute to the success or failure of a team
Here are some of them:
1. Clear goals: Successful teams have clear goals and objectives that everyone
understands. This helps to ensure that everyone is working towards the same
goal.
2. Effective communication: Good communication is critical for successful
teams. Team members must be able to communicate effectively with each
other to ensure that everyone is on the same page.
3. Collaboration: Successful teams work collaboratively. Team members must
be willing to share ideas and work together to achieve their goals.
4. Diversity: Teams that are diverse in terms of skills, backgrounds, and
perspectives tend to be more successful. This diversity can lead to more
creativity and innovation.
5. Leadership: Effective leadership is essential for successful teams. Leaders
must be able to inspire and motivate their team members to achieve their
goals.
6. Trust: Successful teams are built on a foundation of trust. Team members
must trust each other and be willing to rely on each other.
7. Accountability: Successful teams hold themselves accountable for their
actions and results. This helps to ensure that everyone is doing their part.
8. Adaptability: Successful teams are adaptable and able to respond quickly to
changing circumstances.
In summary, there are several factors that can contribute to the success or failure of a
team, including clear goals, effective communication, collaboration, diversity,
leadership, trust, accountability, and adaptability.
Exercise 13: What is the difference between learning as a child and as an adult?
How to know what they have learned? Drawing the learning process for both
(child and adult)
A
Difference between learning as a child and as an adult:
● Children rely on others for learning direction; adults self-direct.
● Children accept information at face value; adults validate based on
experience.
● Children expect long-term utility; adults seek immediate applicability.
● Children have limited past experiences; adults draw from extensive
experience.
● Children have limited knowledge to share; adults can be
knowledgeable resources.
How to know what they have learned:
● Knowledge organization is key to understanding what someone has
learned.
● Connections between knowledge pieces form meaningful knowledge
structures.
● Mastery involves acquiring component skills, integrating them, and
knowing when to apply.
● Students must develop fluency and automaticity by practicing and
integrating skills.
● Learning also involves understanding when and how to apply learned
skills and knowledge.
Exercise 14: What is the purpose and role of Human Resources Training and
Development? How to train and evaluate a training program?
A: Human Resources Training and Development is a process that seeks to optimize
employee performance by providing training and support to employees to improve
performance and increase overall company productivity . The purpose of HR
training and development is to improve the overall productivity of a company and
advance employees’ careers . The role of HR training and development is to create a
safe and positive work environment, promote the company’s culture, and
differentiate itself from the competition .
To train and evaluate a training program, there are several steps that can be
taken. First, it’s important to assess training programs throughout each step of the
process . Second, set key performance indicators for each program . Third, select
training assessment types for each program . Fourth, get feedback from all
participants and identify training effects . There are several evaluation techniques
that can be used to evaluate a training program. Some of the most popular methods
used today include Kirkpatrick’s Four-level Training Evaluation Model, The Phillips
ROI Model, Kaufman’s Five Levels of Evaluation, Anderson’s Model of Learning
Evaluation, Summative vs Formative Evaluation .