acca p113 s11.docx

acca p113 s11.docx

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accap113s11

Session11

Revision

1Briefanswerstothesessionquestions

1.1Session1-3

Q1Thetermorganization

Agrouporinstitutionarrangedforefficientwork.

3keyelements:

people,purposeandstructure

Reasonswhyorganizationsexist

-Tofulfillsocialneeds

-Toachieveefficiency

-Divisionoflabour

-Specialisation

Q2Organisationchart

Definitionwithdiagrams

Itdefinesthecontrolsystem,commandstructure,thelinkingmechanismsbetweenroles,allocationofformalresponsibilitiesandauthority,therelationshipbetweendepartments,tasksandpeople.

4waysofstructure

Simple

Functional

Divisional

Matrix

Definitionforeachtogetherwithadvantagesanddisadvantages.

Q3Compareandcontrastclassicalandhumanrelationsapproachestomanagement

1）Classical–reflectthework

2）HumanRelationsidentifiedbyEltonMayo–emphasisontheimportanceofindividualtomanagement

FrederickTaylor–scientificmanagement

HenriFayol–administrativetheory

MaxWeber/RosemaryStewart–bureaucraticmodel

-Maintheoryofclassicalapproach:

thereisonebestofwaystomanagementandtoperformtheworkwithinanorderedstructure.

-Managementisbasedonkeyprinciplesuchas:

Isubordinationonindividualtotheorganization

IIclearcodeofcommandanddefinedauthority

IIIspecializationofroles

IVtreatmentofworkerasanorganizationresourceratherthanindividual（noconsiderationofsocialneeds）

1）Maintheory:

needtofulfillworkersocialneeds（paythanjustofferingpayandjobsecurity）

Socialneedfocusonfriendshipinworkplace;groupworkingandattitudestowork

Maindifferenceiswhetherfocusontheindividual’svaluesandcontributions.

Reasonswhydifferentapproach

Contingencyapproach–managementapproachneedtofitthesituations.Largeorganizationneedssomestructured/formalitystandardizedprocedures.Smallonesoperatinginchangingcircumstancesneedtobemoreflexible,ie.Lessformalandstandardized.

Q4HenryMintzberg’s3managementroles

Thisisaquitetheoreticalquestionandneedsmemory.Don’tforgettoputintoyourunderstanding.Try

towritedown1-2sentenceforthesubtitles.

IInterpersonal（Leading）:

Figurehead:

focusofattentionandhaveaccountability

Leader:

abouthiring,dismissing,developingandinfluencing

Liaison:

buildingrelationshipoutsidetheorganisation

IIInformational（administrating）

Monitor:

Disseminator:

Spokesperson:

IIIDecision（fixing）

Entrepreneur:

Disturbancehandler:

Resource-allocation:

Negotiator:

Managementissimplyaboutplanning?

Planning–involvesdecidingwhattheorganization/departmentswilldointhefuture

Planning–animportantelementofmanagementrole.

However,managementdoconsiderablymorethanjustplanning.Forexample:

（useonesentencetodescribethefollowing）

Organising:

Commanding:

Co-ordinating:

Controlling:

Leading:

Monitoring:

Creating:

Communication:

Staffing:

Q5Differencebetweensupervisorandmanagerroles

Supervisor–directcontrolwiththeworkforce,butnotalwaysthecasewithamanager.Theycannotdelegatetheworkitself.Morerelatedtoday-to-daymanagementofstaff.

Manager–canoftendelegatetargetswhichthesubordinatescandecidetoachieve.Moreinvolvedinplanning,monitoringtomakesureitwillhappen.

Dutiesandresponsibilitiesofasupervisor（6items）

Planning

Organising

Controlling

Communication

Problemsolvinganddecision-making

Motivatingandmaintainingdescipline

Q6Classicaltheories:

refertoQ3

Differencebetweentheclassicalandmodernschoolsofmanagement

EdgarSchein:

Rationaleconomicman–noemphasisofindividual

-Resourceneeded

-Getthemtodorequired

-Offermoney

-Noconsiderationofsocialneeds

EltonMayo:

HumanRelations

-fulfillmentofsocialneedstoworkefficiente.g.（younameit）

Q7Organisationstructure:

Definition+Elements（4）:

Divisionoflabor;Departmentalisation;Hierarchy;Co-ordination.（use1-2sentencestoexplainthe4elements）+HenryMintzberg’sbuildingblocktheory

Handy’scultureand4types（leavewithyoutohandle.Lookatthemarksandwrite!

）

Q8Factorstoensureteamsuccess

DefineTEAM.

Points:

Clearobjective:

Carefulconsiderationofmembershipofteamwithrightmixinskills,experienceandpersonality

Developteamroles（leader）:

Teambuilding:

Teamculture:

Rolemembers:

refertoBelbin’s8roles（Dec2004Q1）

Q9Tuckman’sstagesinteamdevelopment（Dec2004Q1）

3blockagestoteambuilding

-inappropriateleadership

-unqualifiedmembership

-unclearobjectives

-ineffectiveworkmethods

-lowcreativecapacity

Q10DifferencebetweenGroupandTeam（refertoPilotPaperQ2orDec2002Q3）

5factorstoensureteamsuccess（refertoQ8）

Q11CasestudyonBelbinandTuckman’steamdevelopmenttheory（Dec2004Q1）

Q12Classicalapproachtoorganizationandcontingencyapproach

Urwick（8）andWeber’stheory.

JoanWoodward,BurnsandStalkerandMintzberg’sideas.

Q13Authoritymaybedelegated

-Determinetheresultrequiredfromstructure:

managerdecidewhattheywantsubordinatestoachieve.

-Allocateduties/taskstothesubordinates

-Grantauthoritytosubordinatesthatisappropriatetothetask.Toomuch/littleauthoritywillpotentiallycauseproblem

-Theprocessofdelegationcreateanewresponsibilityfromsubordinatestothemanager

Advantagestomanagerandsubordinate

ManagerSubordinate

TaskachievingProvidemotivation:

enhanceresponsibility

Freeupmanagers’timeEnhancejob–moreinterestingandchallenging

Makeuseofothers’skills/knowledgeOpportunitytogainnewexperienceandpromotion

Probablereasonsfornotknowinghowtodelegate

Inappropriatechoiceofsubordinates

Inadequatebriefingisprovidedtosubordinates

Toomuchinterferencebymanager

Delegationofinsufficientauthoritytocompletethetasks

Norewarding

Failuretomonitor/supervise

Q14Definition:

Responsibility,AuthorityandDelegation（refertonotesandtext）

Problems:

refertoQ13

Overcome:

oppositeactiontoproblemsshownabove

Q15Performancemanagement:

Definition

Processorsteps:

5steps

Advantages:

Security

Opportunitytolearn/develop

Managerialcommitmenttoemployeesupport（training）

Constructionappraisal（4stages）–providefeedback

Carefuldevelopmentplan

Jobsatisfaction–improvedperformance

1.2Session4-5

Q1a）Processandpracticesinrecruitment

-Recruitmentdefinition:

theprocessofidentifyingasupplyofpotentialcandidatesforaposition/job.

-Therecruitmentprocessinvolvesthreemainelements:

i）Potentialemployerneedstoagreethatavacancyexists;

Illustrationofwhenavacancywillarise:

3causes…replacement,newbloodandworkload

（youneedtoexpandeachelementintoonesentenceatleast.Tocompletetheparagraph,you

needtomaketheending:

-）

Oncetheneedoftherecruitmentisestablished,theappropriateauthoritycanbegiven.

ii）RecruitmentrequirestheexactnatureofthejobtobeidentifiedduringtheprocessofJob

Analysis;Thisincludes4stages:

1

2

3

4

iii）Identifyingasourceofpotentialcandidatesbyusingthemostcosteffectivemethodlike…

b）Recruitmentandselectionplan

（OmittedhereandithasbeentestedinDec2004paper.Lookthroughthesuggestedanswerbyyourselves）

Q2ThequestionhasjustbeentestedinDec2004Q3infull.Readyourselves.

Q3a）Informationtobeincludedinthejobadvertisement:

-Organisational:

name,size,natureofproductandindustry

-Jobdescription:

title,duties,personalityrequired,physicalcondition,challengesoftheworkandsalarywithbenefit;

-Personspecification:

education,qualification,experience,personality,technicalknowledge

-Administrativematters:

howtoapplyanddatesforinterviewing

b）5factorstoinfluencethechoiceofadvertisingmedia

-Listdownthepossiblemediaavailabletochoose

-5factors:

i）Cost:

budgetandhowsenior?

ii）Typeofjob:

seniorexposedtonationalwiseandjuniorthroughlocalmedia

iii）Circulation:

thescopeofpeoplewewanttoattractandactualsituation

iv）Frequencyofrecruitment:

howoftenandhowmanypoisitions

v）Effectiveness:

whatispreviousadvertisementexperience

Q4a）purposeoftheselectioninterview

-Partofprocessoffindingthebestpersonforthejobfromapoolofcandidates;

-Theinterviewisanopportunitytoidentifymoreinformationaboutcandidates

-Anopportunitytoassesstheknowledge,ability,personalityandmotivationofthecandidates

-Finallyitistheplacetoprovidethecandidatewithmoreinformationaboutthejob

-Toanswertheirquestionandensureallofthemobtainafavorableimpressiononthecompany

b）limitation

-Timeconsuming

-Fullstresstocandidates

-Subjectivityandbias

-Unsuitablemethodofassessment:

inappropriateforassessingcertainattributeslikepracticalskillsandhonesty

c）Howdoinexperienceinterviewersdamagetheeffectiveness

-Ineffectivequestion/listening

-Lackofstructuretointerview

-Lackofpreparation

-Allowpersonbias/prejudicetoinfluencetheirdecision

d）4keyskills

-Preparation

-Appropriateuseofquestions

-Effectivelistening

-Structure

-Objectives

-Evaluation

Q5Describeanddiscussthemainselectiontechniques

-Definitionofselection

-Maintechniques:

applicationform,interviewandtesting（includingreferences）

-Detaileddescriptionofeachtechnique

-2-3advantagesanddisadvantagesforeachtechnique

Q6Whyadiverseworkforceisbeneficial?

Explainthemeaning