Practise Exam Questions:
When answering a longer question, you must:
-Read it carefully to make sure you understand the question
-Think before writing your answer
-Organise your answer logically
-When asked to describe a model, you should list the parts of the model, then explain what each part means/does.
-Always try to give an example which shows how the model works (even if you are not asked for one)
-If you can draw a diagram to help the examiner understand your answer, then please do so. A diagram should not replace the written answer.
Wednesday 12th March
1. Teams can be classified based on their objectives. Identify and discuss the four most common forms of work teams.
2. Describe the three common organisational designs: simple structure, bureaucracy, and matrix structure.
3. Explain and provide a workplace example for each of the following communication situations: oral communication in downward flowing direction; written communication in upward flowing direction; and non-verbal communication in lateral flowing direction.
4. Compare and contrast different views of conflict in groups and organisations. Describe how your view fits or differs from these views.
Wednesday
1. Teams can be classified based on their objectives. Identify and discuss the four most common forms of work teams.
Model Answer: Teams can do a variety of things. They can make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions. The four most common types of team are problem-solving teams, self-managed teams, cross-functional teams, and virtual teams.
a)In problem-solving teams, members share ideas or offer suggestions on how work processes and methods can be improved. They meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Rarely, however, are these teams given the authority to unilaterally implement any of their suggested actions.
b)Self-managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Typically, this includes planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions, taking action on problems, and working with suppliers and customers. Fully self-managed work teams even select their own members and have the members evaluate each other's performance. As a result, supervisory positions take on decreased importance and may even be eliminated.
c)Cross-functional teams are made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. This is an effective means for allowing people from diverse areas within an organisation to exchange information, develop new ideas and solve problems, and coordinate complex projects.
d)Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal. They allow people to collaborate online using communication links like wide-area networks, video conferencing, or e-mail, whether they're only a room away or continents apart. Like cross-functional teams, virtual teams are so pervasive, and technology has advanced so far, that it's probably a bit of a misnomer to call them "virtual." Nearly all teams today do at least some of their work remotely.
2. Describe the three common organisational designs: simple structure, bureaucracy, and matrix structure.
Model Answer:
a)The simple structure is said to be characterized most by what it is not rather than what it is. The simple structure is not elaborate. It has a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. The simple structure is a "flat" organisation; it usually has only two or three vertical levels, a loose body of employees, and one individual in whom the decision-making authority is centralized.
b)Standardization is the key concept that underlies the bureaucracy. It is characterized by highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.
c)The matrix combines two forms of departmentalization: functional and product. It breaks the unity-of-command concept. Employees in the matrix have two bosses - their functional department managers and their product managers. Therefore, the matrix has a dual chain of command.
List and explain four of the barriers to effective communication.
Answer:
a)Filtering refers to a sender's purposely manipulating information so it will be seen more favorably by the receiver.
b)Selective perception occurs when receivers process communication selectively to see and hear based on their needs, motivations, experience, background, and other personal characteristics.
c)When the information we have to work with exceeds our processing capacity, the result is information overload.
d)How the receiver feels at the time of receipt of a communication message will influence how he or she interprets it.
e)Words mean different things to different people. Age, education, and cultural background are three of the most obvious variables that influence the language a person uses and the definitions he or she gives to words.
f)Gender differences can be a barrier to effective communication. Research shows that men tend to use talk to emphasize status, whereas women tend to use it to create connections.
g)Politically correct communication can complicate our vocabulary making it more difficult for people to communicate.
3. Explain and provide a workplace example for each of the following communication situations: oral communication in downward flowing direction; written communication in upward flowing direction; and non-verbal communication in lateral flowing direction.
Model Answer: Communication that flows from one level of a group or organisation to a lower level is downward communication. It's used by group leaders and managers communicating with employees to assign goals, provide job instructions, explain policies and procedures, point out problems that need attention, and offer feedback about performance. Speeches, formal one-on-one and group discussions, and the informal rumor mill or grapevine are popular forms of oral communication. When a sales manager holds a sales meeting to explain new products or to motivate the team he is using downward flowing oral communication.
Upward communication flows to a higher level in the group or organisation. It's used to provide feedback to higher-ups, inform them of progress toward goals, and relay current problems. Upward communication keeps managers aware of how employees feel about their jobs, co-workers, and the organisation in general. Managers also rely on upward communication for ideas on how conditions can be improved. Written communications include memos, letters, fax transmissions, e-mail, instant messaging, organisational periodicals, notices placed on bulletin boards (including electronic ones), and any other device that transmits via written words or symbols. A monthly status report from a project manager sent to his department director is an example of upward flowing written communication.
When communication takes place among members of the same work group, members of work groups at the same level, managers at the same level or any other horizontally equivalent workers, we describe it as lateral communication. Horizontal communication saves time and facilitates coordination. Nonverbal communication includes body movements, the intonations or emphasis we give to words, facial expressions, and the physical distance between the sender and receiver. When two programmers confer on the best way to crack a code for a common project, they are engaging in oral lateral communication. If one of them shows a puzzled face, or raises an eyebrow at the other's suggestion that is an example of non-verbal lateral communication.
4. Compare and contrast different views of conflict in groups and organisations. Describe how your view fits or differs from these views.
Model Answer:
a)The traditional view of conflict argues that conflict must be avoided. Conflict indicates a malfunctioning within the group.
b)The interactionist view of conflict encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation. The major contribution of this view is recognizing that a minimal level of conflict can help keep a group viable, self critical, and creative.
c)The third, and most recent perspective called the resolution focused view of conflict, has started to focus more on managing the whole context in which conflicts occur, both before and after the behavioural stage of conflict occurs. A growing body of research, which we review later, suggests we can minimize the negative effects of conflict by focusing on preparing people for conflicts, developing resolution strategies, and facilitating open discussion.