Final exam 2017, questions PDF

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FINAL EXAM – SPRING/2H SESSION 2017 School of Business Complete your details in this section when instructed by the Exam Supervisor at the start of the exam. You should also complete your details on any answer booklets provided.

STUDENT SURNAME: STUDENT FIRST NAME: STUDENT ID:

EXAM INSTRUCTIONS Read all the information below and follow any instructions carefully before proceeding. This exam is printed on both sides of the paper – ensure you answer all the questions. You may begin writing when instructed by the Exam Supervisor at the start of the exam. Clearly indicate which question you are answering on any Examination Answer Booklets used.

UNIT NAME:

Enterprise Leadership

UNIT NUMBER:

200912

NUMBER OF QUESTIONS:

Part A - 3 questions Part B – 3 questions (total 6 questions) Choos Choose e 4 ou outt of 6 quest questions ions ions..

VALUE OF QUESTIONS:

Each question is worth 25 marks, giving a total of 100 marks. Each question is divided into 3 parts A-C Part A is worth 7marks. Part B is worth 8 marks. Part C is worth 10 marks. ANSWERING QUESTIONS:

Answer all questions in the Examination Answer Booklets provided.

LECTURER/UNIT COORDINATOR:

Ayda Succarie

TIME ALLOWED:

2 hour/s

TOTAL PAGES:

6

RESOURCES ALLOWED No resources of any kind are allowed in this exam

DO NOT TAKE THIS PAPER FROM THE EXAM ROOM SPR17

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Select 2 Questions from Part A and 2 Questions from Part B. Clearly label Part A and Part B in your exam answer booklets. Each question and part must be clearly labelled in your exam answer booklet. Each question has 3 parts A-C. • Part A is worth 7marks • Part B is worth 8 marks • Part C is worth 10 marks

Part A – Management, Individual Behaviour and Socially Responsible Leadership Question 1 (answer all parts of the question) “…Under his leadership, the company introduced a radical human resource scheme called the ‘New Management Initiative’… His approach to this was to get Samsung to relax its working hours, recruit and promote more women to management positions, and transfer greater decision-making powers to lower-level managers. Many of the new policies went against traditional South Korean workplace practices and hierarchies, and so, of course, they encountered some resistence at all levels.” Sources: Information from Samsung’s website, www.samsung.com, 5 November 2013; A. Michell, Samsung Electronics and the Struggle for Leadership of the Electronics Industry (Singapore:John Wiley & Sons (Asia), 2010); D.Lee, Samsung Electronics – the Global Inc. (Seoul:YSM Inc., 2006); and ‘Fast forward with Samsung’, World’s Executive’s Digest, December 1995, pp. 42-3. Cited in Robbins, S. (2015), Management 7, Chapter 2, p. 62, Pearson, Melbourne, Victoria.

A. Describe the types of systems adopted by the Samsung Corporation. In your answer, make reference to Systems Theory. (7 marks) B. Discuss the benefits of the ‘New Management Initiative’ at Samsung Corporation using the characteristics of Learning Organisations. (8 marks) C. Identify and discuss the cultural issues faced by Samsung’s chairman (Lee Kun-hee) when transforming the corporation from a traditional organisation to a learning organisation. (10 marks)

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Question 2 (answer all parts of the question)

…“In May 2003, after the invasion of Iraq by coalition forces to end Saddam Hussein’s regime, Australian Wheat Board (AWB) learned of rumors circulating that evidence had surfaced that it had deposited funds into a Jordanian account in order to secure wheat sales under the UN Oil-for-Food Program. AWB responded by issuing a media release describing the allegations as ‘absurd, with no foundation, and…an insult to Australian wheat farmers and damaging our reputation’. Under mounting pressure, the Australian government announced in 2005 that it would set up the Cole Inquiry to investigate the matter. The hearings started in 2006 and the story started to unravel. In his report released at the end of 2006, Justice Cole indicated that a dozen AWB executives might have committed crimes and referred the matter the the Australian Federal Police to investigate further.” Sources: S.Moran and N. Robinson, ‘AWB bosses to face court’, The Australian, 20 December 2007, pp. 1,4; D. Parker, ‘Lessons learned?’, Management Today, October 2007, pp. 28-30; and T.Cole, Report of the Inquiry into Certain Australian Companies in Relation to the UN Oil-for-Food Programme, Vol.1 (Commonwealth of Australia, November 2006). Cited in Robbins, S. (2015), Management 7, Chapter 5, p. 173, Pearson, Melbourne, Victoria.

A. Identify and discuss the ethical issues in the AWB case. In your answer make reference to ethics in a global context. (7 marks) B. Examine ways the AWB can improve ethical management. Provide examples from your readings on how to improve ethical behaviour. (8 marks) C. Examine individual characteristics and the stages of moral development. How can these help explain the issues outlined in the case above? (10 marks)

Question 3 (answer all parts of the question) “What would you do as a manager if you came across two of your employees reading their friend’s status updates on Facebook when they should be working?...Many reasons are given by employees for why they are spending time surfing the internet on websites unrelated to work. The number one reason was that they do not feel challenged enough in their job. Other reasons include (2) they work too many hours, (3) the company does not give them sufficient incentive to work harder, (4) they are unsatisfied with their career, and (5) they are just bored. Although these may seem like fun and harmless activities, it is estimated that such technological distractions cost businesses over US$54 billion annually in the US alone. In Australia, internet filtering specialists SurfControl has estimated that if just one employee spent an hour a day on Facebook, it could cost their business $6,200 a year. With 800,000 businesses in Australia, these figures translate to $5 billion a year.” Sources: Based on K. Korando, ‘Why you need a company policy on internet use’, Microsoft Business, www.microsoft.com/business, 25 January 2014; C. Conner, ‘Employees really do waste time at work, part II’, Forbes Online, 15 November 2012; C.Conner, ‘Employees really do waste time at work’, Forbes Online, 17 July 2012; S.Cauchi, ‘Surfing the net good for workers and for business’, The Age Online, 24 October 2010; and A. West, Facebook labelled a $5b waste of time’, The Sydney Morning Herald, 20 August 2007, p.3. Cited in Robbins, S. (2015), Management 7, Chapter 15, p. 555, Pearson, Melbourne, Victoria.

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A. What are the ethical issues in this case for both the employer and the employees? (7 marks) B. Examine the benefits of social learning theory. How can this theory be used to address the ethical issues in this case? (8 marks) C. Is this case relevant to Generation Y? Discuss your response and provide examples. (10 marks) _______________________________________________________________________

Part B – Managing Human Resources, Teams and Mangers as Leaders

Question 4 (answer all parts of the question) Reflect on the performance of your team in assessment 2 and use the workgroup performance and satisfaction model from chapter 13 in the text to answer the following: A. How can the stages of team formation influence team performance? Provide examples from the experiences within your team assessment. (7 marks) B. Thinking about diversity and the challenges in managing teams, identify and discuss the contemporary issues that occurred within your team. (8 marks) C. Examine the external conditions imposed on the team. How can the characteristics of effective teams influence team performance? (10 marks)

Question 5 (answer all parts of the question) “…What had started out as some simple accusations of sexual harassment after inappropriate behaviour by McInnes at a couple of corporate functions in late May and early June 2010 has quickly escalated to something that was pursued in the public arena as much as in the courtroom. That there was substance to the case became evident very early when David Jones announced on 17 June that McInnes’s employment as CEO had been terminated by ‘mutual consent’. It was the first case in Australia where a CEO had resigned due to claims of sexual harassment against an employee in the company…there were questions raised as to whether this was a one-off case of Mark McInnes behaving inappropriately, or whether the board at David Jones had been aware of similar cases in the past in relation to its charismatic and very successful CEO. Questions were also raised about whether Faser-Kirk was trying to extract a hefty compensation out of a sensitive case for David Jones a company orientated towards women and families.” Sources: Based on F. Souter, ‘The damage done’, The Age Good Weekend, 4 December 2010, pp. 16/24, Fairfax Medica Publications Pty Limited. Cited in Robbins, S. (2015), Management 7, Chapter 15, p. 555, Pearson, Melbourne, Victoria.

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A. Outline the ethical issues in the case above? In your answer, make reference to the contemporary issues in managing human resources and the case above. (7 marks) B. Identify and discuss other contemporary issues within this case. (8 marks) C. Discuss the local and international human resource challenges faced by David Jones when dealing with these issues. (10 marks)

Question 6 (answer all parts of the question) Assume you have been appointed as the CEO of a large Australian corporation that currently has a traditional leadership approach. As a condition of your appointment, you are required to adopt a different leadership approach to improve the organisational effectiveness of the corporation. A. Discuss the leadership approaches you would adopt to improve the organisational effectiveness of the corporation. In your answer, make reference to theories and models you have been exposed to in your reading this semester. (7 marks) B. What are the issues and challenges that you may need to consider in your leadership role? (8 marks) C. How can comtemporary views on leadership assist you in your leadership role? Provide examples and make reference to the theories and other case studies from your reading. (10 marks)

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