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Paper 1.3
Managing People

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PART 1

MONDAY 10 DECEMBER 2001

QUESTION PAPER

Time allowed 3 hours

This paper is divided into two sections

Section A This question is compulsory and MUST be

answered

Section B FOUR questions ONLY to be answered

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Section A – THIS ONE question is compulsory and MUST be attempted

1 Greg Pye is the chief executive of a medium sized company that traditionally has been organised hierarchically
according to function. After attending a management seminar, he decided to encourage inter-functional departmental
co-operation by implementing a matrix structure in the organisation.

Greg agreed that a matrix organisation and cross-functional team working would provide flexibility and enhanced
performance to the organisation. However, the company secretary drew Greg’s attention to some potential drawbacks.

These include the possibility that ‘people won’t know who they are meant to be reporting to, supervision will be difficult
for their line manager who thinks they are working in their teams and team leaders will have no real authority over the
team members.’

After speaking to the company secretary, Greg began to have second thoughts about the matrix structure. Greg decides
to ask for a more considered view of restructuring the company.

Required:

Greg Pye has asked you to explain:

(a) The advantages of the existing hierarchical structure. (13 marks)

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(b) The advantages of introducing a matrix structure. (15 marks)

(c) How Greg and his management team can address the concerns expressed by the company secretary.
(6 marks)

(d) How it might be possible to gain some of the benefits of a matrix structure without fully restructuring the
organisation. (6 marks)

(40 marks)

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Section B – FOUR questions ONLY to be attempted

All questions carry equal marks.

2 An important part of management is understanding the role of leadership.

Required:
(a) Describe Blake and Mouton’s Managerial Grid. (5 marks)

(b) Discuss the relevance to management of Blake and Mouton’s grid in understanding leadership styles.
(10 marks)

(15 marks)

3 The ‘person specification’ is a development from the job description.

Required:

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(a) Explain what is meant by the terms:

(i) ‘person specification’; (4 marks)

(ii) ‘job description’. (4 marks)

(b) Briefly describe the way in which a ‘person specification’ differs from a ‘job description.’ (3 marks)

(c) Summarise the purposes for which a person specification might be used. (4 marks)

(15 marks)

4 Appraisal systems are increasingly being used to measure performance within organisations.

Required:

(a) Describe the benefits of performance appraisal systems for:

(i) the organisation; (3 marks)

(ii) the line manager; (3 marks)

(iii) the individual. (3 marks)

(b) Describe the following approaches to measurement used in performance appraisal systems:
(i) classification;

(ii) factor comparison;

(iii) points rating. (6 marks)

(15 marks)

3 [P.T.O.
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5 Understanding motivation theory is an important part of managing people.

Required:

(a) Explain what is meant by the ‘content theories’ of motivation. (3 marks)

(b) Briefly describe Maslow’s hierarchy of needs theory. (5 marks)

(c) Discuss the limitations of Maslow’s theory to managing people. (7 marks)

(15 marks)

6 Discipline in employee behaviour is critical to achieving organisational performance and success.

Required:
(a) What is meant by the term ‘discipline?’ (3 marks)

(b) Describe the six steps involved in a formal disciplinary procedure. (12 marks)

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(15 marks)

End of Question Paper

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