Canadian International Matriculation
Programme
Business Leadership: Management Fundamentals
(BOH4M)
FINAL EXAMINATION
Date: November 29, 2012
Time: 11:30 a.m. – 1:30 p.m.
Length: 2 hours
Lecturers: (Please circle your teacher’s name)
Ms. Liz Erskine
Mr. Dave Leonard
Student Name: _______________________________________ Section/Period: _______
Please read the following instructions carefully before you begin the examination:
1. This exam paper has nine (9) printed pages including this cover page.
2. The examination is worth twenty percent (20%) of your final mark.
3. The examination consists of three (3) sections, plus a communication component.
4. Answer Section A on the MULTIPLE CHOICE ANSWER sheet provided. Section B and C should be
answered in the answer booklet provided. Please submit the MULTIPLE CHOICE ANSWER sheet,
answer booklet and exam paper before leaving the classroom. Ensure that you write your name on
the MULTIPLE CHOICE ANSWER sheet, the exam paper and the answer booklet.
5. Answers must be written in Standard English format for an academic audience.
6. Only PAPER DICTIONARIES are allowed in the exam.
7. All answers must be written in black or blue pen.
SECTION
CONTENT
Multiple Choice Questions
(Knowledge / Understanding)
A
Short Answer Questions
(Thinking / Inquiry)
Case Study Analysis
(Application)
Communication
(Short Answer and Case Study Analysis)
B
C
D
TOTAL
MARKS
35
20
15
10
80
Good Luck!
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Business Leadership: Management Fundamentals – November 2012
STUDENT’S
MARK
SECTION A: MULTIPLE CHOICE QUESTIONS
(Knowledge / Understanding)
35 marks
(1 mark for each question)
1. The process of deciding the most effective way to use an organization's resources for production of
goods and/or services is called:
A. management.
B. resource planning.
C. strategic objective setting.
D. planning.
2. A department head is a member of _____ management.
A. junior
B. senior
C. middle
D. supervisory
3. Providing guidance and encouragement to the employees to better their performance at work is an
example of:
A. planning.
B. controlling.
C. organizing.
D. leading.
4. _____ describes the actions of employees who intentionally restrict output.
A. Soldiering
B. Partnering
C. Restricting
D. Stopping
5. Frederick Taylor saw the value of matching the job to the:
A. industry.
B. pay scale.
C. piece rate structure.
D. worker.
6. A(n) _____ is a document that outlines the principles of conduct to be used in making decisions within an
organization.
A. code of ethics
B. mission statement
C. vision statement
D. policy
7. Interpersonal communication:
A. involves absorbing what another person is saying and responding to the person's concerns.
B. involves sending and receiving verbal and nonverbal messages.
C. is the science or study of the meanings of words and symbols.
D. begins when the sense organs receive a stimulus.
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Business Leadership: Management Fundamentals – November 2012
8. The flow of communication from the receiver to the sender is called:
A. processing.
B. perception.
C. semantics.
D. feedback.
9. A(n) _____ allows management to evaluate the success or lack of success of programs designed to
improve the social performance of the organization.
A. SWOT analysis
B. motivation card
D. social audit
E. community score card
10. Which among the following refers to ownership of ideas, such as inventions, books, movies, and
computer programs?
A. Intellectual property
B. Governmental laws
C. Business sales contract
D. Licensing
11. Which of the following time periods are likely to be covered by an intermediate plan?
A. Six months to a year
B. Three to six months
C. Five to ten years
D. One to three years
12. What means the same as top-level, long-range planning?
A. Technical planning
B. Operations planning
C. Controlling
D. Strategic planning
13. The SMART criteria offer helpful guidelines for stating and writing objectives. SMART stands for:
A. systematic, mission-focused, achievable, reliable, and target-oriented.
B. specific, measurable, achievable, relevant, and time-based.
C. systematic, maximized, assured, reliable, and target-oriented.
D. sales-oriented, measurable, actionable, reliable, and time-based.
14. Corporate strategies:
A. are sometimes called grand strategies.
B. are established at the middle levels in the organization.
C. involve a short-range to intermediate time horizon.
D. include: differentiation, stability, focus, and combination strategies.
15. _____ defines the boundaries of the formal organization.
A. Decentralization
B. Centralization
C. The channel
D. The organization structure
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Business Leadership: Management Fundamentals – November 2012
16. _____ division of labor can result in utilizing each worker's best skills.
A. Integral
B. Horizontal
C. Vertical
D. Irregular
17. This refers to the number of different types of operations performed on the job.
A. Job scope
B. Job depth
C. Job rotation
D. Job specification
18. Which among the following principles state that authority in the organization flows through the chain of
managers one link at a time, ranging from the highest to the lowest ranks?
A. Scalar
B. Span of control
C. Flextime
D. Decentralization
19. Apple, Nike, and Google are characterized by a(n) _____ system which helps them move swiftly into
new and as yet untapped markets and product lines.
A. power
B. mechanistic
C. organic
D. standardized
20. This involves grouping of jobs into related work units.
A. Outsourcing
B. Departmentalization
C. Synergism
D. Organizing
21. This type of organizational structure has relatively few levels and relatively large spans of management
at each level.
A. Flat
B. Vertical
C. Tall
D. Team
22. Women executives forming an informal group to share ideas about issues that women in management
face is an example of a(n) _____ group.
A. command
B. interest
C. functional
D. project
22. Group conformity:
A. is the degree of attraction among group members, or how tightly knit a group is.
B. is the degree to which group members accept and follow group norms.
C. is best defined as the informal rules a group adopts to regulate the behavior of group members.
D. occurs when group members lose their ability to think as individuals and conform at the expense of their
good judgment.
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Business Leadership: Management Fundamentals – November 2012
23. This is the dysfunctional syndrome that cohesive groups experience that causes the group to lose its
critical evaluative capabilities.
A. Groupthink
B. Acceptance
C. Unity of command
D. Power
24. Which of the following functions of management involves securing and developing people?
A. Staffing
B. Forecasting
C. Training
D. Job sharing
25. Matching the supply of people both internally and externally, to the openings available for a given
frame of time, within an organization, falls under which category of the staffing process?
A. Forecasting
B. Personnel training
C. Human resource planning
D. Supply-demand equilibrium maintenance
26. _____ is concerned with what activates human behavior, what directs this behavior toward a particular
goal, and how this behavior is sustained.
A. Leadership
B. Empowering
C. Necessity
D. Motivation
27. The scientific management approach to motivation is based on the assumption that _____ is the
primary motivator of employees.
A. money
B. self-satisfaction
C. recognition
D. power
28. A(n) _____ need is satisfied by acceptance into meaningful groups of individuals.
A. physical
B. esteem
C. safety
D. social
29. Which type of a leader is most likely to use an authoritarian style of leadership?
A. Theory X leader
B. Theory Y leader
C. Participative leader
D. Laissez-faire leader
30. _____ refers to characteristics the leader possesses.
A. Trait
B. Style
C. Behavior
D. Manner
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Business Leadership: Management Fundamentals – November 2012
31. Conflict is a form of:
A. communication.
B. power.
C. role.
D. motivation.
32. The objective of _____ is to increase the group's cohesiveness and general group spirit.
A. personal interviews
B. team building
C. direct feedback
D. evaluation
33. An absence of control:
A. increases the visibility of power.
B. creates an environment in which people do not know what is expected of them.
C. may restrict the flexibility and innovation required to be competitive.
D. creates flexibility which results in an increase in performance.
34. The _____ requires the manager to describe an employee's performance in written narrative form.
A. interview
B. essay appraisal
C. critical-incident appraisal
D. graphic rating scale
35. _____ occurs when managers allow a single dominant characteristic of an employee to influence their
judgment on each separate item in the performance appraisal.
A. Halo effect
B. Leniency
C. Central tendency
D. Job analysis
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Business Leadership: Management Fundamentals – November 2012
SECTION B: SHORT ANSWER QUESTIONS
(Thinking / Inquiry / Communication)
20 marks
(10 marks each)
Instructions: Choose and answer ONLY two (2) questions from the ones shown below. Your
answers should be in COMPLETE SENTENCES. All answers must be written in the answer booklet
provided. Note that a question worth 10 marks requires 10 solid points, and should be
supported by examples, as required. Read the question carefully, use a rough outline, and
proofread your answer.
1. Contrast transactional versus transformational leadership as it relates to two leaders of your
choice. Identify the leaders and describe their characteristics as it relates to these two styles.
2. Business, or competitive strategy, focuses on how a company competes in a given industry.
Identify the three business strategies by choosing any specific organization as an example (for
each strategy), and explain why or how these organizations follow these strategies.
3. Clearly explain and discuss the five functions of management by relating how these functions
are performed in an organization of your choice.
4. During the staffing selection process, there are steps and criteria that are taken by a company
for eliminating potential employees. Referring to a specific company, describe some of these
steps that the human resources function is responsible for during this selection process.
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Business Leadership: Management Fundamentals – November 2012
SECTION C: CASE STUDY ANALYSIS
(Application / Communication)
15 marks
The Partnership
________________________________________________________________________
Angela Cross is one of three partners in Chocolate Time, a company that
produces and sells chocolate. Each partner works in a specialized area;
Angela is in charge of production. Angela received a call from her
accountant on Monday morning because the accountant had noticed a series
of withdrawals made by Tom Biggs – the partner in charge of finance. The
withdrawals totaled $30,000.
The immediate problem is that Angela does not know how to confront Tom Biggs. The primary
problem is that $30,000 has been withdrawn from the business accounts without
authorization or documentation, and there doesn’t seem to be any controls placed on the
withdrawals of funds. A secondary issue is that the accountant chose to inform Angela of the
withdrawals of his own boss – the partner in charge of finance.
In order to solve the issues, Angela has choices. Firstly, she can confront Biggs and request
documentation supporting the withdrawals. Secondly, she can call a partners’ meeting to
discuss the withdrawal and develop appropriate procedures. Lastly, she can call the police to
investigate the withdrawal.
The best solution is for Angela to call a partners’ meeting. She needs to keep the lines of
communication open and she needs to give Tom Biggs an opportunity to provide
documentation in a non-confrontational environment. Angela must give the partners notice of
the meeting immediately. After the withdrawal has been discussed, the partners must
develop procedures for withdrawing funds from the business to avoid this type of issue again.
As the business grows, opportunities like sharing in profits can be considered as employees are
encouraged to support the company’s mission.
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Business Leadership: Management Fundamentals – November 2012
Instructions:
1. Answer the following questions using your own words. Refer to the information
provided in the case study.
2. For full marks, you must elaborate your answer by applying the concepts and theories
studied in the course.
3. DO NOT answer in point form; answer in complete sentences.
4. Answer in the answer booklet provided. Identify each of the four questions
appropriately.
1.
Identify the problems presented at Chocolate Time and the reason why the problems exist.
(4 marks)
2.
Based on the leadership grid by Blake and Mouton, which type of manager would you
classify Angela to be and why? (4 marks)
3.
Communicating effectively is an important management skill for several reasons. As
Chocolate Time continues to grow, describe how the partners need to communicate their
solutions so that it is clear to all company members. (3 marks)
4.
The partners need to motivate their employees through reinforcement to ensure a positive
behaviour is maintained. Identify and describe the approach that you would recommend
and why, and how would you implement it at Chocolate Time? (4 marks)
CRITERIA
COMMUNICATION
Communicates with
clarity, supportive details
and effectiveness.
Able to organize and use
correct English language
conventions (sentence
structure, spelling,
grammar, punctuation)
9
Level 1
5/10
Communicates
with limited
clarity, support
and
effectiveness.
Level 2
6/5
Communicates
with some
clarity, support,
and
effectiveness.
Answers are
poorly
organized and
incomplete.
Many language
convention
errors.
Answers are
somewhat
organized and
complete. A
few English
language
conventions
were found.
Level 3
7/5
Communicates
with
considerable
clarity, support
and
effectiveness.
Level 4
8+ / 5
Communicates
with a high
degree of
clarity, support
and
effectiveness.
Answers are
well organized
and complete.
English
language
conventions are
appropriate,
with only one or
two errors.
Answers are
extremely well
organized,
complete and
thorough.
There are no
errors in English
language
conventions,
punctuation or
other omissions.
Business Leadership: Management Fundamentals – November 2012