MGMT1136 EXAM NEWEST 2024
ACTUAL EXAM TEST BANK
COMPLETE QUESTIONS AND
CORRECT DETAILED ANSWERS
(VERIFIED ANSWERS) ALREADY
GRADED A+
What is the critical path? - Answer- The shortest possible time in which an entire project
can be completed if all project tasks go according to plan. It is the path with not slack.
Disadvantage of control mechanism - Answer- Exact quantification can be difficult.
Benefits may not be realised until a considerable time later. Disadvantage culturally
relates to the appropriateness of focussing on the individual.
What is the difference between managers and leading? - Answer- - Managers imitate,
administer, maintain whilst leaders innovated, originate, develop.
- Managers focus on structure, leaders focus on people.
- Managers rely on control, leaders inspire trust.
- Managers have a short range view, leaders have a long range view.
- Managers accept the status quo, leaders challenge it.
- Managers are classic good soldiers, leaders ask what and why.
Leading - Answer- The process of arousing enthusiasm and directing efforts towards
organisational goals.
What is visionary leadership? - Answer- Brings a to the situation a clear sense of the
future and an understanding of how to get there. 5 principles of visionary leadership:
challenge the process, show enthusiasm, help other to act, set the example, and
celebrate achievements.
Power - Answer- The ability to get someone else to do something you want done or to
make things happen the way you want.
Positional power v personal power - Answer- • Position power: based on things
managers can offer to other ill give you a reward or punish you (coercion) or legitimacy
(I am the boss, you must do as I ask).
,- based on status, position or hierarchy. Reward: capacity to offer something of value as
a way of influencing other people. Coercive power: capacity to punish or withhold
positive outcomes as a way of influencing other people. Legitimate power: the capacity
to influence other people by virtue of formal authority, or the rights of office.
• Personal power: based on the ways managers are viewed by others. Expert source of
knowledge. Referent like to identify with.
- within the manager and their qualities. Expert power: is the capacity to influence other
people because of specialised knowledge. Referent power: ability to influence through
identification.
Outline the 3 bases of position power (power that comes from a manager's offical status
or position) - Answer- - Reward power: the ability to influence through rewards => if you
do what I ask, I will give you a reward.
- Coercive power: the ability to influence through punishment => if you don't do what I
want, I will punish you.
- Legitimate power: the ability to influence through authority => I am the boss and
therefore you are supposed to do as I ask.
Outline the two bases of personal power (power that comes from unique personal
qualities) - Answer- - Expert power: the ability to influence through special expertise.
Other people recognise your knowledge, understanding and skills.
- Referent power: the ability to influence through identification. Other people admire you
and want to identify positively with you. Power is derived from charisma or interpersonal
attractiveness.
- These create the most enduring influence, they create commitment
Empowerment - Answer- Process through which managers enable others to gain power
and influence. Allows people to act independently and feel more adult in their work
activities. A manager who empowers tends also to gain power through a high-
performing work university, or the attendant positive relationships, which build referent
power.
- distribute decision-making power through an organisation (let people act
independently in their areas of expertise)
- create environment of cooperation, info sharing, discussion, initiative and shared
ownership goals
- give them freedom to put their ideas and solutions into practice
- maintain a high morale and confidence by recognising successes and encouraging
high performance
Acceptance theory of authority - Answer- Other person must truly understand and feel
capable of carrying out the directive. Must believe that it's in the organisation's best
interests. Must believe that the directive is consistent with personal values.
Personal traits common among successful leaders - Answer- - Drive (energy, initiative,
tenaciousness),
- Self-confidence,
,- creativity (original thinking)
- cognitive ability to interpret information,
- business knowledge (of their industry and its technical foundations),
- motivation (achieve shared goals),
- flexibility (adapt to needs and demands of situation),
- honesty and integrity.
- Today: emotional intelligence: an awareness of others' feelings and sensitivity to one's
own emotions and how to control them.
Two dimensions of leadership (concern for people, transformational, vs concern for
production, transactional) - Answer- Impoverished (focuses on minimum effort to get
work done) -> authority-obedience (focuses on efficiency of tasks and operations) ->
country club (focuses on people's needs, building relationships) -> team
manager(focuses on building commitment to shared purpose)
Middle of the road manager: focuses on balancing work output and morale
Difference between leader with high concern for task and high concern for people -
Answer- • Leader high in concern for task: plans and defines work to be done, assign
task responsibilities, sets clear work standards and urges task completion and monitors
performance results.
• High in concern for people: acts in a manner that I warm and supportive towards
followers, maintains good social relations with them, respects their feelings, is sensitive
to their needs and shows trust in them. Julia Gillard.
Team management - Answer- - Central style
- Team management: shares decisions with subordinates, encourages participation and
supports the teamwork needed for high levels of task accomplishment. Empowers
others.
House's path-goal theory - Answer- Substitutes for leadership:
- reduce the need for the leader's personal involvement.
- Create a leadership centred workplace.
- Subordinate characters such as ability, experience and independence.
- Task characteristics such as routineness and availability of feedback.
- Organisational characteristics such as clarity of plans and formalisation of rules and
procedures.
Vroom/Jago leader-participation model - Answer- - An authority decision: a decision
made by the leader and then communicated to the group. You do this, I am the boss.
- A consultative decision: a decision made by a leader after receiving information,
advice or opinions from group members.
- A group decision: a decision made with the full participation of all group members.
Every involved in the decision.
Charismatic leaders - Answer- Develop special leader-follower relationships and inspire
others in extraordinary ways. The presence of charismatic leadership is reflected in
, followers who are: enthusiastic about the leader and his or her ideas, who work very
hard to support them, who remain loyal and devoted, and who seek superior
performance accomplishment.
Transformational leaders - Answer- Inspirational leadership that gets people to do more
in achieving high performance.
Transactional leaders - Answer- Leadership that directs the efforts of others through
tasks, reward and structures. Can be seen as a building block that supports
transformational leadership.
Emotion intelligence - Answer- Ability to manage ourselves and our relationships
effectively with self-awareness, self-regulation, motivation, empathy and social skill.
Interactive leadership - Answer- Focus on the building of consensus and good
interpersonal relations through communication and involvement.
Old fashioned leadership - Answer- Drucker identifies the following three essentials of
leadership:
1. define and establish a sense of mission
2. accept leadership as a responsibility rather than a rank
3. earn and keep the trust of others to ensure personal integrity.
Moral leadership - Answer- Is always 'good' and 'right' by ethical standards. Integrity in
leadership is honesty, credibility, and consistency in putting values into action. Authentic
leadership activates logical states to achieve self-awareness and positive self-
regulation.
What is Druckers old fashioned leadership? - Answer- Pragmatic approach.
Plain hard work.
Defining and establishing a sense of mission.
Accepting leadership as a responsibility rather than a rank.
Earning and keeping the trust of others integrity.
Can't blame others.
Being consistent.
Authentic leadership - Answer- Activates logical states to achieve self-awareness and
positive self regulation. Self regulation that helps clearly frame moral dilemmas,
transparently respond to them, and consistently serve as ethical role models.
Contingency approaches to leadership - Answer- Share the goal of understanding the
conditions for leadership success in widely varying situations.
Fielder (contingency approaches to leadership) - Answer- Last preferred co-worker
(good leadership depends on a match between leadership style and situational
demands. Either task motivated or relationship motivated.
