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  5. MNG2601 - General Management (MNG2601)

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MNG2601-All-in-One Exam Pack [2024]

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This document summarises the prescribed book - Contemporary Management Principles by Tersia Botha (4th Edition) as well as exam questions and answers from previous exams/assignments. Answers were researched using the prescribed book and memos. This document will help you in your exams, assignments,...

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  • February 27, 2021
  • February 8, 2024
  • 404
  • 2022/2023
  • Exam (elaborations)
  • Questions & answers

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,MNG2601 - ALL-IN-ONE EXAM PACK

 All answers were researched using the study guide, prescribed book and memo’s
 Please note that human errors are possible in this document

TABLE OF CONTENT
Chapter 1 - The evolution of management theory Page 3
Chapter 2 - The management process Page 15
Chapter 3 - Features of contemporary organisations and new management challenges Page 22
Chapter 4 - Composition of the management environment Page 28
Chapter 5 - Managing organisational change and individual stress Page 35
Chapter 6 - Corporate culture Page 44
Chapter 7 - Power, politics, conflict resolution and negotiation Page 49
Chapter 8 - Business ethics, corporate social responsibility and corporate governance Page 57
Chapter 9 - Workforce diversity Page 62
Chapter 10 - Principles of planing Page 72
Chapter 11 - Strategic management Page 79
Chapter 12 - Decision-making Page 87
Chapter 13 - Information management Page 96
Chapter 14 - Project management Page 104
Chapter 15 - Principles of organising Page 121
Chapter 16 - Value chain and e-business Page 133
Chapter 17 - Individual behaviour in organisation Page 139
Chapter 18 - Work groups and teams Page 150
Chapter 19 - Principles of leading Page 159
Chapter 20 - Workforce motivation Page 166
Chapter 21 - Principles of control Page 175

EXAMS & ASSIGNMENTS
Questions and answers from the prescribed book Page 185
May/June 2015 Page 219
October/November 2015 Page 226
May/June 2016 Page 238
October/November 2016 Page 250
May/June 2017 Page 263
October/November 2017 Page 276
Nokia Case Study Page 288
Harley Davidson Case Study Page 296
Woolworths Retail Case Study Page 302
Discovery Case Study Page 306
LeisureNet Case Study Page 313
Sabre Case Study Page 318
South African Airways Case Study Page 321
IBM Case Study Page 326
Mock Exam 2021 Page 331
Assignment 01 2020 Page 341
Assignment 02 2020 Page 343
Assignment 03 2020 Page 347
Assignments 2019 Page 353
Assignments 2018 Page 361
Assignment Revision Page 369
Assignments 2023 Page

, CHAPTER 1 - THE EVOLUTION OF MANAGEMENT THEORY

1.1 Why managers need to study the history of management theory ?

 Because of change.
 Changes the social, political economical, technology, international and ecological environments have an effect
on management.

The environmental forces that shape management thought
# Environmental force
1 Social
2 Political
3 Economic
4 Technological
5 International
6 Ecological

Significant developments that have an effect on managers & organisations
Advances in information  The internet and other forms of globally connected networks which provide the
technology ability to share info on a worldwide basis.
 Electronic commerce including EDI (electronic data interchange) enabling
managers to reshape their business processes to improve response time and
efficiency.
 Mobile computing enables individuals to have access to information technology,
irrespective of their physical location.
Globalisation of the  Used to be associated only with large, mature organisations, with the availability
marketplace of the internet and the trend toward e-commerce even the smallest business can
reach global marketplace with ease.
Increasing predominance of  Entrepreneurs provide opportunities for minorities and others who may face
entrepreneurial firms barriers in traditional corporate environments & provides many job opportunities
for others.
The growing importance of  Many employees will work in knowledge companies, and the value of their
intellectual capitals knowledge, as both input and output will determine their value to the
organisation.

The key elements of productivity are
# Elements of productivity
1 The outcome is continuous improvement of performance.
2 The improvement must be measurable.
3 The key drivers of productivity are :
 Effectiveness Doing the right things
 Efficiency Doing things the right way
 Utilisation Optimum use of human capital and physical resources
 Elimination of all forms of waste
4 The benefits of productivity must be :
 The environment
 The economy
 Society

1.2 The classical approach to management

The premise of the classical approach to management is that organisations are rational systems that should operate
in the most efficient manner possible.

The three management theories are :
 Scientific management approach - is focused on production efficiency.
 Bureaucratic management approach - is focused on the structure of organisations.

,  Administrative management approach - is focused the process and principles of management.

1.2.1 Scientific management

Scientific management - Scientific management focuses on production efficiency.

A few individuals had a strong influence in the scientific management area :
 Frederick Taylor
 Frank and Lillian Gilbreth
 Henry Gantt
 Harrington Emerson
 Morris L Cooke

Frederick W Taylor (1856–1915)
Credit as the originator of the scientific management era, where is fact his crucial role in the development of
scientific management was that he was the personification of an idea.

Advocated five simple principles :
 Managers should carry the responsibility for the planning, design and organisations of work and workers
should implement the work. This principle of separating the planning and design of work from its execution is
the most criticised and far-reaching element of Taylor’s approach to management.
 Use scientific methods to establish the most efficient way of doing work and design jobs by specifying the
exact way the worker should do it.
 Select the best person to do the work.
 Provide training to the worker to do the work.
 Monitor the performance of the worker to make sure that it is in accordance with the prescribed procedures.

Frederick W Taylor (1856–1915)
What he studied Studied individual workers to see exactly how they performed their tasks.
Premise There is one best way to perform any task and measure everything that is measurable
(time-motion-study).
Problem he addressed How to judge whether an employee had put in a fair day’s work.
Limitations  Workers cannot be viewed simply as parts of a smoothly running machine.
 Money is not the only motivator of employees.
 Creates the potential for exploitation of labour i.e. possible strikes by workers.
 Can lead to ignorance of the relationship between the organisation and its
changing external environment as the focus remains on internal issues i.e. the
workers and their productivity.
Belief Money motivates workers.
Other researchers who helped  Frank and Lillian Gilbreth who focused on work simplification.
establish these principles of  Henry L Gantt whose main concern was productivity on shop floor level.
efficiency
The fundamental things the  Find the best practice wherever it exists - today we call it “bench-marking”.
taught  Decompose the task into its constituent elements – we call it “business process
redesign”.
 Get rid of things that don’t add value.

Henry L Gantt (1861-1919)
 Focused his research on control systems for production scheduling and developed the still relevant Gantt chart
for scheduling multiple overlapping tasks over a specific period.
 Emphasised the importance of people and their motivation at work and developed motivational schemes that
emphasised the greater effectiveness of rewards for good work.
 He developed a pay incentive system with a guarantee minimum wage and bonus system for people with fixed
wages.

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