TEST BANK FOR ESSENTIAL OF CONTEMPORARY MANAGEMENT 7TH EDITION BY JONES | REAL EXAM COMPLETE SET QUESTIONS & VERIFIED CORRECT ANSWERS | LATEST UPDATE
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MNG2602 - Contemporary Management (MNG2602)
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MNG2602
ASSIGNMENT 2 2024
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Dashboard / My courses / MNG2602-23-S1 / Welcome Message / Assessment 2 (743807) - Due 28 April
Started on Saturday, 1 April 2023, 2:36 PM
State Finished
Completed on Sunday, 2 April 2023, 4:10 PM
Time taken 1 day 1 hour
Grade 18.50 out of 30.00 (62%)
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Question 1
Complete
Mark 2.00 out of The following question is based on the Wozti case study.
2.00
Complete the question by dragging and dropping the correct answers into the spaces provided.
Amkela Serifi can be classified as a middle manager, and two main managerial tasks he will therefore spend most of his time on is planning and leading .
top first‑line
organising and controlling leading and controlling
Correct! Amkela, as the new e-commerce and marketing manager, is a middle manager. Middle managers increase efficiency in an organisation by using resources better and improving customer service. These actions are visible in the case study under the section ‘Wozti’s new e-commerce and marketing manager’, clearly classifying Amkela as a middle manager. Figure 1.4 indicates that middle
managers spend more time on planning and leading than on the other functions.
Question 2
Complete
Mark 0.50 out of The following question is based on the Wozti case study.
1.00
In the case study, Siviwe tried to improve his organisation’s culture. Refer to the section titled ‘Improving staff morale’, then consider the principles by Katzenbach, Oelschlegel and Thomas (2016). Complete the following question by dragging and dropping the correct principles in the boxes below.
Jackie Yzelle’s role and duties in this internal project point to the principles Deploy your authentic informal leaders and Actively manage the situation over time .
Don’t let formal leaders off the hook Demonstrate impact quickly Align programmatic efforts with behaviours Focus on a critical few behaviours
Changed behaviours and mind‑sets will follow Link behaviours to business objectives Work with and within current cultural situations Use cross‑organisational methods to go viral
Your answer is partially correct.
You have correctly selected 1.
Question 3
Complete
Mark 1.00 out of The following question is based on the Wozti case study.
1.00
In the case study, Siviwe tried to improve his organisation’s culture. Refer to the section titled ‘Improving staff morale’, then consider the principles set out by Katzenbach, Oelschlegel and Thomas (2016) and answer the following question.
Which principle did Siviwe disregard when he did not attend the training that he arranged for his employees?
1. Deploy your authentic informal leaders
2. Link behaviours to business objectives
3. Change behaviours and mindsets will follow
4. Don’t let formal leaders off the hook Correct! Employees often mimic leaders. Siviwe is a formal leader, and not attending
training sets a bad example.
Your answer is correct.
Question 4
Complete
Mark 0.00 out of The following question is based on the Wozti case study.
1.00
Which one of the following is the political strategy that increases Amanda’s power in Wozti?
1. Being in a central position
2. Controlling uncertainty
3. Generating resources
4. Building alliances
Your answer is incorrect. Reread the “Communication is key” section of the case study. Refer to pp270-272 in your textbook.
Question 5
Complete
Mark 0.00 out of The following question is based on the Wozti case study.
1.00
In the case study, Siviwe tried to improve his organisation’s culture. Refer to the section titled ‘Improving staff morale’, then consider the principles set out by Katzenbach, Oelschlegel and Thomas (2016) and answer the following question.
Evaluate how well Siviwe upheld the principle ‘Change behaviours and mind-sets will follow’. Which one of the following statements is correct?
1. Siviwe did uphold the principle. He clearly communicated to all his employees how their mindsets needed to change.
2. Siviwe did not uphold this principle well. While communicating the changes in a newsletter is acceptable, him not attending the training is not. Correct! Changes should be tangible, measurable and observable. It is ineffective to try to persuade employees through top-down messaging or training. Siviwe’s actions were not
measurable enough and communicating changes to be made (for both behaviours and mindsets) by staff in a newsletter will not create a positive effect in the organisation.
3. Siviwe did not uphold this principle at all. Communicating changes that need to be made via a staff newsletter is not effective, and neither is training.
4. Siviwe did uphold the principle. He requested employees to change their behaviours through top-down messaging and urged them to attend training.
Your answer is incorrect. Refer to pp61-63 in your study guide.
Question 6
Complete
Mark 1.00 out of The following question is based on the Wozti case study.
1.00
Amkela implemented a _______-level strategy when improving his department’s activities to add value to the organisation.
1. corporate
2. business
3. division
4. functional Correct! Functional-level strategies are plans of action to improve the ability of each of an organisation’s functions or departments (in this case e-commerce
and marketing) to perform its task-specific activities in ways that add value to the organisation’s goods and services.
Your answer is correct.
Question 7
Complete
Mark 1.00 out of The following question is based on the Wozti case study.
1.00
In the case study, Wozti most likely focused on the _______ value chain function.
1. materials management
2. customer service Correct! To provide after-sales service and support, organisations use the customer service function. This can create a perception of superior value in the minds of customers. This function controls
the electronic systems for tracking sales and inventory, which can greatly increase responsiveness to customers. In the case study, the focus is on making improvements for the benefit of the
customers.
3. sales
4. production
Y i t
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