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Strategy and Human Resource Management STMG191A_2012_HAM, STMG191A_2013_HAM & STMG191B_2013_HAM




Paper Code: STMG191-12A;T H E U N I V E R S IT Y O FWAI KATO2012 A SEMESTER EXAMINATIONSDEPARTMENT PAPER TITLE TIME ALLOWEDNUMBER OF QUESTIONS IN PAPER NUMBER OF QUESTIONS TO BE ANSWEREDVALUE OF EACH QUESTION GENERAL INSTRUCTIONS;SPECIAL INSTRUCTIONS CALCULATORS PERMITIEDStrategy and Human Resource ManagementIntroduction to Management3 Hours39;39Value of each question is indicated;Answer Sections A & B on the answer sheet providedNoTURN OVER;STMG191-12A;SECTION A - Multiple Choice (20 questions at 1mark each, total 20 marks);Choose one correct answer and write your answers on the answer sheet provided. Use Capitalletters on your answer sheet, e.g. A, B, C, D or E.;1. In Maslow's hierarchy of needs theory, the principle holds that asatisfied need is not a motivator of behaviour.a) processb) progressionc) deficitd) hygienee) expectancy;2. The tendency of persons singled out for special attention to perform as predicted just becauseof expectations created by the situation itself is called _a) the Bakersfield method.b) the Engersoll finding.c) the Hawthorne effect.d) the glass ceiling effect.e) the deficit principle.;3. General management theory would suggest that a flat organisation, as compared with a tallorganisation, would have to be more decentralised, have fewer levels of management, and have;a) more managers.b) broader spans of control.c) more narrow spans on control.d) matrix departmentalisation.e) closer physical proximity.;4. When managers think contingently about the design of an organisation, they should ask certainquestions. Which of the following best describes the types of question managers should ask?a) What are the individual choices for organisational design in the manager's department?b) Does the design support the implementation of strategies and the attainment of keyoperating objectives?c) Does the design respond to social forces but not environmental forces?d) Does the design respond to environmental forces but not social forces?e) Does the design respond to cultural diversity?;5. In the two-factor theory of motivation, satisfier factors involve and affect _a) job content, job satisfaction.b) job content, job dissatisfaction.c) job context, job satisfaction.d) job context, job dissatisfaction.e) both job context and content, both job satisfaction and dissatisfaction.;Continued;STMG191-12A;6. Production plans, financial plans, facilities plans, marketing plans, and human resource plansare all examples of plans.a) strategicb) operationalc) contingencyd) standing-usee) flexible;7. TNT Express Delivery Service makes use of calibrated productivity standards as well as thetiming of package sorting, delivery, and pickup to keep productivity at the highest level peremployee.In developing worker productivity standards, TNT obviously makes use of _a) behavioural theories.b) self-actualisation.c) systems theory.d) motion studies.e) administrative principles.;8. The approach to the study of leadership focuses on a leader's personalcharacteristics as the primary determinants of leadership success.a) traitb) behaviouralc) contingencyd) situationale) path-goal;9. Diversification through occurs when a business seeks added value creation byacquiring suppliers or distributors.a) concentrationb) related diversificationc) unrelated diversificationd) divestituree) vertical integration;10. Good selection decisions are most likely made when responsibility for analysing all the dataand making the final decision to hire or reject an applicant rests with _a) the applicant's prospective co-workers.b) the head of the human resources department.c) the applicant's prospective manager or team leader.d) the doctor giving the physical exam and drug test.e) the applicant's prospective manager or team leader, potential co-workers and the humanresources staff.;11. structures are typically used when there is a need to differentiate products or services in various locations, such as in international operations where there is a need tofocus on the requirements of particular cultures and regions of the world.a) Productb) Marketc) Geographicald) Customere) Process;Continued;STMG191-12A;12. From the perspective of Porter's five forces mode, a(n) is one with less intensecompetition, few threats from new entrants or substitutes and low bargaining power among suppliersand buyers.a) attractive industryb) unattractive industryc) competitive industryd) noncompetitive industrye) normal industry;13. Company LMN, a toy manufacturer, has discovered that one of its suppliers has used lead basedpaint on one of its products. It is the week before Christmas. The executive committee hasassembled a team to devise a plan to mitigate the issue. LMN is using _a) tactical planning.b) strategic planning.c) functional planning.d) production planning.e) mitigation planning.;14. The main emphasis of the justice view of ethical behaviour is _a) assessing the implications of a decision in terms of its long-term personal consequences.b) promoting honesty and integrity.c) ensuring that people's rights are protected and respected.d) evaluating a decision on the basis of its impartiality and fairness.e) ensuring that the greatest number of people benefit to the greatest extent possible.;15. In Hersey and Blanchard's situational leadership model,a manager who emphasises the sharing ofideas and decision-making uses which leadership style?a) Congenial.b) Delegating.c) Participating.d) Asking.e) Selling.;16. Len and John are managers. Len spends a lot of time scheduling work to be done and providingguidance on its accomplishment. John takes great care to listen to his subordinates' concerns andact friendly toward them. In the terminology of House's path-goal theory, Len is acting as a(n) leader, while John is acting as a(n) leader.a) directive... achievement-orientedb) directive... supportivec) achievement-oriented... participatived) achievement-oriented... supportivee) autocratic... democratic;17. The two types of personal power are and _a) legitimate... expert.b) coercive... expert.c) coercive... legitimate.d) reference... legitimate.e) expert... referent.;Continued;STMG191-12A;18. Which of the following gives the BEST description of the management function called leading?a) Determining what is to be achieved, setting goals, and identifying appropriate steps.b) Monitoring performance, comparing results, and taking corrective action.c) Defining tasks, assigning personnel, and supporting them with resources.d) Setting goals, allocating resources, and giving corrective feedback.e) Building commitment and enthusiasm to direct work efforts that support goal attainment.;19. applies the HRM process to ensure the effective accomplishment oforganisational mission and strategies.a) Management by objectivesb) Strategic managementc) Strategic human resource managementd) Human portfolio analysise) Strategic organisational design;20. Bureaucratic control emphasises hierarchy and authority while clan control emphasises;a) daily meetings.b) budgets and expense accounts.c) behaviour and personality as set by society.d) norms and expectations set by the organisational culture.e) keeping up with the competition.;Continued;STMG191-12A;SECTION B - Matching (10 questions at 1mark each, total 10 marks);Match the most appropriate letter answer to the corresponding phrase by placing that letter in theappropriate box on the answer sheet provided.;A Theory X B Valence c Threats D Job specialisation E Expectancy F Weaknesses G Planning H ParticipativeI Socialisation J Satisficing K Multinational L Programmed M Visionary N Leading 0 Theory Y p ControlQ Transnational R Contingency Theory s Orientation T Optimising;21. involves selecting the first decision option that appears to work in solving the problem.;22. The process by which division of labour occurs is known as;23. If a manager feels that his or her responsibility is to create a work setting in whichsubordinates consider their work to be satisfying, this manager is acting consistently with the principle of;24. Measuring performance and taking action to ensure desired results is the essence of themanagement function of;25. Decisions for which solutions are readily available from past experience to solve problems thatare structured and routine and tend to arise on a regular basis are called decisions.;26. leadership describes a leader who brings to the situation a clear and compellingsense of the future as well as an understanding of the actions needed to get there successfully.;27. is a set of activities designed to familiarise new employees with their jobs, theirco- workers and the key aspects of the organisation.;28. A company that operates worldwide without being identified with one national home is known as a corporation.;29. In conducting a SWOT analysis, a company's should be assessed in terms of new competitors,possible resource shortages, changing market tastes, substitute products and new regulations.;30. In Victor Vroom's expectancy theory of motivation, refers to the person's beliefthat working hard will result in a desired level of task performance.;Continued;STMG191-12A;SECTION C - Short Answer Questions (6 questions at 8 marks each, total 48 marks);Answer all of the questions below. Answers should be approximately Yi a page in length.;31. Discuss and pros and cons of adopHng a sustainability focus approach to business, using the"Recycled Pallets and Pegs" case you examined in tutorials.;32. Describe the key concepts in the expectancy theory of motivation. How do these concepts explainthe level of motivation that a person may display at work?;33. What key ideas did classical approaches and behavioural (or human resource) approachescontribute to management thinking? Be sure to include the key authors and their contributions.;34. Identify and describe the purpose of the three types of control. Illustrate your answer usingexamples from either your DIL interview or a case study discussed in tutorials.;35. Assume that you own and operate your own business, and you employ approximately 50 people. Youwant to hire the best-qualified people that you can find. First, explain what human resourcemanagement is and the role that it plays in organisations? Next, explain how you would go aboutrecruiting and selecting new employees. Once you have recruited your new employees what optionswould you, as a manager, have in maintaining a qualified workforce?;36. Briefly describe the functional, divisional and matrix types of organisation structure. Whatare the advantages and disadvantages of each type of organisation structure? When would you use oneover the other?;Continued;STMG191-12A;SECTION D - Case Study - {22 Marks);Answer the questions below based on the short case on Cirque du Soleil.;Canadian company Cirque du Soleil is the best known and most successful circus in the world, havingsold 100 million tickets to customers of all ages since 1984. Based on current sales projections, afurther 15 million tickets will be bought in 2012. Cirque du Soleil has become a culturalphenomenon by re-inventing the traditional circus into a form of entertainment which fusesathleticism with opera, rock music, theatre and ballet, to create unique spectacles which follow astory line instead of just being a variety of acts strung together. No animal acts are used, whichnot only removes the increasing public discomfort regarding the use of animals, but also reducescosts, as animal acts are one of the most expensive elements (costs include not only the animal butalso their training, medical care, housing, insurance, and transportation). Instead, Cirque duSoleil's human performers enthrall their audiences with their performances and costumes, with musicthat is commissioned specifically for each of the productions and is performed live by accomplishedmusicians.;Cirque du Soleil is continuously on the look-out for, and attracts, the very best performers in theworld, some of whom have achieved Olympic greatness. The performers are trained by the best coachesand looked after by nutritionists and physiotherapists, who minimize the risk of long-term injury.Performers wear creative costumes studded with jewels and elaborate head gear, and sometimes masks,all individually designed. Each performer's make up is designed to create a striking and memorablecharacter, and can take up to lY, hrs to apply.;The tickets for the shows are pricey but they are pegged against the theatre ones. Two thirds ofCirque's revenues are from tickets, but an increasing amount come from the sale of audios, videos,books, and licensing agreements for products like T-shirts, jewelry, hats, shoes, masks, etc.Seventy percent of profits are re-invested into Research and Development for future productions. Ittakes 3-5 years to develop new productions and shows generally have a life span of 10 years.;Apart from the 22 touring and permanent shows (e.g. Las Vegas, Orlando, and Walt Disney World),Cirque has also produced a number of movies and television shows. Working together with otherbusiness partners, Cirque licenses projects in the field of hospitality restaurants, bars, spas,etc., which are based on themes it has created in its shows. For example, the Revolution bar/loungeis based in The Mirage Hotel, Las Vegas, where the 'LOVE' production is performed. Productions inpermanent locations e.g. Las Vegas, Disneyworld, share revenue with the owners of the locations,and in return Cirque receive up to three quarters of the development costs of the production. As ofthe beginning of 2012, Cirque employed over 5,000 staff, 1,300 of whom are performers drawn fromover 50 nationalities and speaking over 25 languages.;Organizing a touring production is complex. Each time the production packs into a new location ittakes 8 days to construct the big top tent and staging, as well as the entrance tent, artistictent, kitchen (which serves 200-250 meals a day), school for performers' children, and other itemsnecessary to support the cast and crew. Fifty to seventy-five large tractor-trailer containers arerequired for this and when the season is finished at the location it takes another 3 days to packeverything up and move on. Arrangements also have to be made for performers' transport,accommodation and sometimes passports, visas and work permits.;The company's top management believe that the success of the shows and hence of the company, is dueto the fact that the production personnel have the freedom to determine the content, style andmaterial requirements for each project, this is based on the creative process rather than apredetermined budget or on market research.;Continued;STMG191-12A;37. Industry Impact (5 marks);Using the STEPP model identify one trend from each category which you consider is going to impactin the next 5-10 years on the industry that Cirque du Soleil is in. Make sure you first define theindustry and then explain why you think your selected trends will affect this industry andsubsequently Cirque du Soleil.;38. Planning (9 marks);Describe how the planning process could be applied to preparation of a new Cirque du Soleil production. Make sure your answer has enough detail to cover both the short and long termaspects of planning, as well as the various areas that are involved in production, transportation, booking venues etc.;39. Strategy (8 marks);How do Cirque du Soleil's business and corporate level strategies relate? Be sure to includeappropriate theoretical definitions of the strategies to support your answer, and provide examplesfrom the case above.;STMG191-12AName: _ ID;STMG191-12A Answer SheetYou must record your answers on this sheet otherwise they will not be counted.Section A. Section B.;1 2 3 4 5 6 7 8 9 10 11121314151617181920;2122 23 24 25 26 27 28 29 30 THIS ANSWER SHEET MUST BE HANDED IN TIED INTO THE ANSWER BOOKLET;********************************************************;Paper Code: STMG191-l3AT H E U N IV E R S IT Y O FWAI KATOTe Whare ifftnanga o f+aikato2013 A SEMESTER EXAMINATIONSDEPARTMENT PAPER TITLE TIME ALLOWED IN PAPERNUMBER OF QUESTIONSTO BE ANSWERED;VALUE OF EACH QUESTION GENERAL INSTRUCTIONS;SPECIAL INSTRUCTIONSStrategy and Human Resource ManagementIntroduction to Management4141Value of each question is indicated;Answer Sections A & B on the answer sheet providedCALCULATORS PERMITTED NoTURN OVER;Paper Code: STMG191-13A;SECTION A - Multiple Choice (20 questions at 1mark each, total 20 marks);Choose one correct answer and write your answers on the answer sheet provided. Use Capitalletters on your answer sheet, e.g. A, B, C, D or E.;1. An advantage of functional structures is the _a) Resulting economics of scale.b) Enlarged tasks for employees.c) Easy pinpointing of responsibility for product problems.d) Development of general management skills.e) Flexibility in an unstable environment.;2. Information about opportunities and threats comes from _a) An analysis of the organisation's internal environment.b) A department-by-department study of the organisation.c) Scanning the external environments.d) Employee grievances.e) Financial ratios of the organisation.;3. The model of decision-making is most valuable when applied to _a) Administrative, programmed decisions.b) Classical, non-programmed decisions.c) Classical,programmed decisions.d) Classical, ambiguous decisions.e) Administrative, structured decisions.;4. The increase in customer preference for healthy eating over the past ten years has presented athreat to the growth of Coca Cola's soft drink business. Which of Porter's 'five forces' would youattribute this change in preference?,a) Differentiation.b) Bargaining power of buyers.c) Bargaining power of suppliers.d) Threat of substitute products.e) Potential new entrants.;5. When everyone is pursuing self-direction, the greater good is ultimately served because peoplelearn to accommodate each other in their own long-term interest. This is an example of;a) Utilitarian approach.b) Individualism approach.c) Moral-justice approach.d) Justice approach.e) Social responsibility.;Continued;Paper Code: STMG191-13A;6. is considered important in the decision making processbecause it provides decision makers with information that can precipitate a new decision cycle.a) Feedbackb) Interpretationc) Implementationd) Bounded Rationalitye) None of these;7. define an organization's responses to emergencies, setbacks or unexpected conditions.a) Operational plansb) Tactical plansc) Contingency plansd) Mission planse) Tactical plans;8. Unity of command and the scalar principle are both closely related to the;a) Amount of work specialisation in an organisation.b) Degree of formalisation.c) Chain of command.d) Amount of bureaucracy in the organisation.e) Matrix structure.;9. According to Hersey and Blanchard, which of the following styles works best for employees withgreat ability but no willingness?a) Selling.b) Telling.c) Participating.d) Delegating.e) None of these.;10. Theories that explain how employees select the behaviours that allow them to meet their needsare known as _a) Content theories.b) Process theories.c) Contingency theories.d) Need hierarchy theories.e) Reinforcement theories.;Continued;Paper Code: STMG191-13A;11. is the process of applying the law of effect to control behaviour bymanipulating its consequences.a) Equity exchangeb) Expectancy developmentc) Outcome managementd) Operant conditioninge) Outcome conditioning;12. The Vroom-Jago leader-participation theory indicates that a leader should use a more authority?oriented decision method under all of the following conditions EXCEPTa) the leader personally has the expertise needed to solve the problem.b) the leader is confident and capable of acting alone.c) others are likely to accept the decision the leader makes.d) little or no time is available for discussion.e) the situation is highly favourable for the leader.;13. Which of the following is not a potential advantage of internal recruitment?a) Internal recruitment provides people who are not emotionally entangled in the organisation's policies and procedures.b) Internal recruitment is usually less expensive than external recruitment.c) Internal recruitment deals with people whose performance records are well established.d) A history of serious internal recruitment can be encouraging to employees.e) Serious internal recruitment shows employees they can advance by working hard.;14. The is a 'shadow' organisation made up of the unofficial, but oftencritical, working relationships between organisational members.a) formal structureb) organisation chartc) informal structured) adaptive organisation structuree) horizontal organisation structure;15. Which of the following is an accurate description of the control equation?a) Need for action = desired performance + actual performance.b) Need for action = performance expectations + performance deviations.c) Need for action = desired performance - actual performance.d) Need for action = performance expectations - performance deviations.e) None of these is an accurate description of the control equation.;Continued;Paper Code: STMG191-13A;16. Bureaucratic control emphasises hierarchy and authority while clan control emphasises;a) daily meetings.b) budgets and expense accounts.c) behaviour and personality as set by society.d) norms and expectations set by the organisational culture.e) keeping up with the competition.;17. Which of the following statements about the Hawthorne Studies is incorrect?a) The studies were started to identify the influence that 'social factors' had on productivity.b) The studies were started to determine the effect that different levels of lighting had onproductivity.c) In one study, workers' productivity increased as the level of illumination at their workstations was decreased.d) The 'social setting' of the various experiments influenced the results ofthe studies.e) People would restrict output to avoid the displeasure of the group, even if it meantsacrificing pay.;18. The use of participatory planning can produce all of the following benefits EXCEPTa) increase creativity in planning.b) increase commitment of people for planning.c) increase acceptance of chosen alternatives.d) increase conflict over scarce resources.e) increase information available for planning.;19. How are strategic plans and operational plans related?a) Strategic plans and operational plans are unrelated.b) Strategic plans define what needs to be done to implement operational plans.c) Strategic plans are developed to address long-term organisational objectives, operationalplans implement strategic plans.d) Operational plans are developed to meet long-term organisational objectives, strategic plansimplement operational plans.e) Strategic plans set operational objectives, operational plans carry out those objectives.;20. A strict chain of command, strong work group identities and ambiguous priorities are:a) organisational barriers to whistleblowing.b) essential components of moral quality circles.c) mechanisms for resolving ethical dilemmas.d) All of the above.e) None of the above.;Continued;Paper Code: STMG191-13A;SECTION B - Matching (10 questions at 1mark each, total 10 marks);Match the most appropriate letter answer to the corresponding phrase by placing that letter in theappropriate box on the answer sheet provided.A Justice B Direct investment c Interpersonal D Theory YE Coercive power F Non-programmed G Structured H Informational I Differentiation J Global sourcing K Collectivism L ValenceM Business Strategy N Cost Leadership 0 Theory X p Functional StrategyQ Mentoring R Value s Referent power T Coaching;21. The strategy involves an attempt to distinguish the firm's products orservices from others in the industry.;22. When a rural community hospital decides to add a radiation therapy unit, it is considered a decision.;23. Briana feels that her workforce requires the threat of punishment if they have any chance ofachieving their organisation's goals. Briana subscribes to the perspective of humanresource management.;24. occurs when an experienced employee guides and supports a less experienced employee.;25. Power that results from characteristics that command subordinates' identification with, respectand admiration for and desire to emulate the leader is called;26. The value or attraction an individual has for a particular outcome is known as itslevel of;27. answers the question: How can we best use resources to implement our business strategy?;28. Suppose that a lecturer's main concern in grading term papers is to evaluate the papers andassign grades fairly and objectively in light of the requirements and grading scale contained inthe course syllabus. From an ethics perspective, this is an example of the lecturer adopting the view.;29. provides a business with the opportunity to take advantage of internationalwage gaps and the availability of skilled labour by dispersing more and more work to foreignlocations.;30. According to Henry Minztberg, managerial roles that involve interactions with people inside andoutside the work unit are called roles.;Continued;Paper Code: STMG191-13A;SECTION C - Short Answer Questions (6 questions at 8 marks each, total 48 marks);Answer all of the questions below. Answers should be approximately Yi a page in length.;31. Back in 2004, two Kiwi schoolgirls were doing a school chemistry experiment to measure theamount of vitamin C in foods. They decided to test their cartons of "Ready to Drink" Ribena andfound that, contrary to the manufacturer's claims, and in contrast with a fresh orange juicecontrol group, the drink contained almost no vitamin C. After replicating their negative studyrepeatedly with help from their teachers, they contacted GlaxoSmithKline (GSK) and queried theadvertising claim that the drink had "four times the vitamin C of oranges" but they got noresponse. The national Commerce Commission became involved, and in 2007 GSK admitted in court thatit had breached the New Zealand Fair Trading Act. The company was fined a hefty sum and forced torun corrective press advertisements. Many parents who had used the small Ribena packs to ensuretheir children got their daily vitamin C lost trust in the brand. The damage to consumer confidencecaused a big drop to sales of Ribena in NZ and Australia.;a) Has the company breached ethical standards? Why do you think this? Use theory to supportyour answers.b) What could the company have done to avoid this PR debacle?;32. Compare and contrast Maslow's hierarchy of needs theory and Alderfer's ERG theory.;33. What is leadership? What is power? How are leadership and power related?;34. Define job analysis and describe how it relates to selection, recruitment, performanceappraisal, training and development.;35. Describe the major factors that a company should consider when deciding on a mechanisticdesign compared to an organic design.;36. Assume that you are a manager working in a successful Australasian company. Discuss how youwould try to influence workers' motivation using the classical approach to management. How wouldyou try to influence workers' motivation using the human resource approach to management?;Continued;Paper Code: STMG191-13A;SECTION D - Case Study - (22 Marks);Answer the questions below based on the short case.;Mainfreight is one of New Zealand's major companies. The company organizes national andinternational haulage services by land, sea and air. Computer technology and highly integratedinformation systems enable the company to control and co-ordinate its network of depots anddelivery vehicles thus offering their customers an efficient and seamless integration of theirsupply chains. Customers can track their goods via the internet every step of the way right upto the moment of delivery through a sophisticated IT system called "Mainchain". Mainfreightspecializes in moving bulk liquids, hazardous goods, and packaged chemicals for their businesscustomers.;Mainfreight's long term goal is to become, by 2028, New Zealand's largest company in terms of sizeand market capitalisation. Having initially built up a strong presence in New Zealand it is nowrapidly expanding overseas. It does so by purchasing already established freight/logisticscompanies in the desired geographical areas. The strategy of buying established business hadadvantages of speed and local connections, but it had proved problematic at times - as each newcompany came, for better or worse, with its unique culture as well as other IT systems, andintegrating these was not always smooth.;New employees are selected on the basis of their work ethic and attitude as well as their estimatedfuture potential to become branch managers. They are given ample opportunity to learn, develop andgrow with support from their teams and mentors as is needed. Every new team member attends aweek-long course at the Mainfreight Training Centre in order to acquire or hone the skills neededto meet customers' expectations. Each new employee has to work on the operating floor for a year orso, gaining a deeper understanding of the various aspects of the company's work, before they canstart working their way up. Everyone in the organization knows that they have a part in building anenduring business and that regardless of their level in the company, the ideas, opinions and skillsof all involved matter. The team members are made to feel part of a family which works together -all pulling the same way. As in a family team members share meals, work experiences and bonuses.;Whilst there is camaraderie, there is also a keen focus on performance and how that performance canbe bettered. There are targets to be met and every branch reports weekly results that are availablefor all team members to see. Individual responsibility and accountability for quality arereinforced by linking error rates to team members' bonuses. All Mainfreight branches have qualityboards and are internally audited every six months. Promotion is based on merit.;The company has developed over the years its own kiwi-flavoured culture which appears to workreally well. It is a very egalitarian, very involving culture, no one gets special treatment - noteven the Managing Director, Don Braid, who shares an open plan office with the others, has nospecial parking privileges and shares meals with the other employees.;Mainfreight has weathered the current recession well, but this is due to the good businesspractices which the company employs. Its success is due to hard work, good planning and focus onbranch profits - none of which would be possible without a committed workforce who understand thebusiness and what the customer requires.;Paper Code: STMG191-13A;37. Industry Impact (6 marks);Using the STEPP model identify one trend from each category which you consider is going to impactin the next 5-10 years on the industry that Mainfreight is in. Make sure you first define theindustry and then explain why you think your selected trends will affect this industry andsubsequently Mainfreight.;38. Discuss internal and external controls as they apply to Mainfreight. (4 marks);39. Discuss the steps in the control process as it applies to Mainfreight. (4 marks);40. How does Mainfreight use Human Resource practices to achieve quality control? (4 marks);41. How can an organisation improve feed-forward control through its Human Resource practices? (4marks);STMG191-13AName:. _ID;STMG191-13A Answer SheetYou must record your answers on this sheet otherwise they will not becounted.Section A. Section B.;1 212 223 234 245 256 267 278 289 2910 3011121314151617181920THIS ANSWER SHEET MUST BE HANDED IN TIED INTO THE ANSWER BOOKLET;**************************************************************************;Paper Code: STMG191-13BT H E U N I V E R S I T Y O FWA IKATOTe Whare Wananga o Uilikato2013 B SEMESTER EXAMINATIONSDEPARTMENT;PAPER TITLE;TIME ALLOWEDNUMBER OF QUESTIONS IN PAPER;NUMBER OF QUESTIONS TO BE ANSWEREDVALUE OF EACH QUESTION;GENERAL INSTRUCTIONS;SPECIAL INSTRUCTIONS;CALCULATORS PERMITIEDStrategy and Human Resource ManagementIntroduction to Management3 Hours36;36Value of each question is indicated;Answer Sections A & B on the answer sheetprovidedNoTURN OVER;Paper Code: STMG191-13B;SECTION A - Multiple Choice (20 questions at 1mark each, total 20 marks);Choose one correct answer and write your answers on the answer sheet provided. Use Capitalletters on your answer sheet, e.g. A, B, C, D or E.;1. The basic premise of the Hersey-Blanchard situational leadership model is that:a) Managers should adjust their leadership styles depending on the readiness of the followers toperform in a given situation.b) Managers should find situations that suit their leadership style.c) Managers should first d


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