SOUTH AFRICAN INSTITUTE OF MANAGEMENT

Organisational Behaviour
Time: 13h00 16h00 Date: 23 October 2014
Mark Allocation: 100 Marks Number of Pages: 5

Examiners Instructions:

1. Answer ALL questions in Sections A and B, ONE question from Section C and ALL
questions in Section D in the Answer Booklet provided.
2. Lay your work out clearly, using headings, sub-headings and paragraph numbers.
3. The examination should be conducted in strict silence.
4. This is a closed book exam. No books or notes may be consulted during the exam by a
student, except a simple dual language translation dictionary e.g. English/Xhosa,
English/Afrikaans etc.
5. Ensure that your SAIM Number, your ID Number and the Exam Centre
Name/Number are all indicated on your examination book. No names should be
recorded anywhere on the Answer Booklet.
6. Failure to observe the rules and regulations set down by the SAIM will be considered
cheating and you will be disqualified from this examination and any future SAIM
examinations.
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October 2014

SECTION A: 10 MARKS

Answer ALL the questions

QUESTION 1 5 Marks
Various options are given for each of the following questions/statements. Read through the
questions/statements and decide on the correct option. Each question has only one correct option.
Record your answer as follows: For example: 1.5 b

1.1. Which one of the following teams is characterised by a large degree of freedom, where the team
is responsible for determining their own work tasks and reward structure?

a) Cross-functional teams.
b) Project teams.
c) Self-directed teams.
d) Functional teams.

1.2. Which one of the following leaders in management thinking describes the ability to intercede for
someone in trouble as a symbol of power?

a) Kanter
b) Korda
c) Randolph
d) Collins

1.3. Which communication model assumes that the communication process will successfully convey
intended meanings from person to person?

a) A perceptual process model of communication.

b) A basic interpersonal communication model.
c) An agenda model of communication.
d) A superior model of communication.

1.4. The three stages in Kurt Lewins model of organisational change are:

a) Unfreezing, movement, refreezing.

b) Transforming, acceptance, implementation
c) Movement, acceptance, fundamental change.
d) Unfreezing, transforming, movement.

1.5. Which one of the following conflict resolution styles includes both strong cooperative and
assertive behaviours and presents a win-win approach in conflict resolution?
a) Compromising style
b) Collaborating style
c) Accommodating style
d) Avoiding style
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QUESTION 2 5 Marks

Read through the questions/statements and decide whether it is true or false. Each question has only
one correct option. Record your answer as follows: For example: 1.5 True

2.1. Ethics refers to the study of moral principles or values that determine whether conduct or actions
are right or wrong.

2.2. Herzberg argued that we are not born with a specific set of needs, but that we learn particular
needs from our culture and society

2.3. One of the characteristics of knowledge workers is to take on challenging work assignments in
their areas of expertise

2.4. The stage in group development that represents a feeling of cohesiveness is the performing stage.

2.5. Conflict is likely to occur when individual goals and challenges are not respected

SECTION B: 60 MARKS
Answer ALL the questions
QUESTION 3 20 Marks

3.1. If resistance to change can be seen as an opportunity to identify good ideas, why would individuals
and managers still resist change? 12 Marks

3.2. Discuss four interventions that are critical to the establishment of an ethical culture in an
organisation. 8 Marks

QUESTION 4 20 Marks

4.1. Discuss four process barriers to communication. 14 Marks

4.2. List the steps in the performance management cycle. 6 Marks

QUESTION 5 20 Marks

5.1. According to Skinners reinforcement theory, managers can use four approaches to affect
employees behaviour. Discuss these four approaches. 12 Marks

5.2. The role of the team leader is different from the traditional supervisory role. Discuss four specific
team leader roles that will ensure that the entire team is focussed on a common goal. 8 Marks
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SECTION C: 10 MARKS
Answer any ONE (1) of the following two questions
QUESTION 6 10 Marks

6.1. Describe the ten components of emotional intelligence.

OR
QUESTION 7 10 Marks

7.1. Compare leadership and management by providing five of the main differences between leaders
and managers.

SECTION D: 20 MARKS
Answer ALL the questions
Read the scenario below and answer the questions that follow.

ABC company has recently made significant cuts in staff and the work load on existing employees
has increased. A major proposal is due.

Elaine Tillman looked at her watch it was 7:30pm. Just then she knew she would not make it to
her sons final high school basketball game. It took her a moment to collect herself and wipe the
tear that had started down her face and onto the ragged-edged 100 plus page proposal she was
working on. The proposal, the largest opportunity that ABC Civil Engineering had a chance to bid on
in 6 months, was far from ready for the 9:00am deadline the following day.

Normally in this situation, Elaine would have collaborated with a proposal team putting together
such a big proposal but, since the economic down-turn hit, ABC has had to make significant cuts in
its staff. It started with administrative staff - first it was two administrative assistants, then a junior
engineer, then two tenured project managers. This year alone the Westport office of ABC Civil
Engineering cut 35% of its staff.

Of course, that only meant the workload on the remaining team members would have to increase.
Sure, there were fewer new projects, but there was no shortage of work to do Proposals, change
orders, marketing strategy plans and providing existing customers with better service. Everyone
was asked to perform tasks they normally didnt do or enjoy. Needless to say the climate at ABC
Engineering was not good. Well at least until annual raises and bonuses were deferred and an
indefinite hold was put on attending professional development conferences, replacing computers
and updating software. Then the climate went from poor to non-existent.

All of this weighed on Ted Waltz, the Managing Director of ABC. He was the one who had to make
the cuts, have the termination discussions and try to keep the business profitable. Ted was
struggling with the challenges both professionally and personally. Ted started with ABC 25 years
ago as a surveyor, just out of school. Hes been involved in some the firms best projects and he
took over the managing partner position 3 years ago. While he always enjoyed developing the
company, recently he has found himself spending more time on administrative tasks and less on
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nurturing the growth of younger engineers. With all of the ups and downs that any professional
services firm faces during its lifespan, none have rivalled this one. With the layoffs, the firm has had
to abandon a strategic new market they had been developing for the past year and Ted hasnt even
had time to explain it to the other members of the firm. For the first time in his career, Ted no longer
feels that he is in control of his work and he dreams of retirement, when he can get up and start a
day without having to put out a fire, console a worried staff member or call a vendor to ask for new
terms.
(Source: http://www.penc.org/getdoc/eaf71365-b428-4bc2-abf7-f9a22c038102/stress-
management-case-study.aspx)

QUESTION 8: 20 Marks

8.1. Identify the workplace stressors that are significant in the scenario. Justify your answer by
providing an example from the scenario. 10 Marks

8.2. List ten (10) stress reduction techniques that Elaine and Ted can apply to reduce stress at work.
10 Marks

OVERALL TOTAL FOR EXAM: 100 MARKS