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Paper 1.3
Managing People
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PART 1
MONDAY 17 JUNE 2002
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 question is compulsory and MUST be attempted
1 Simon Price works as an accounts clerk in a large manufacturing organisation and has worked there for seven years.
He is known as an unassuming individual who quietly goes about his work. Over recent months his workload has
increased dramatically. Many members of the accounting team have been away from work due to discontentment and
Simon has had to do their work also.
Simon has tried explaining to his line manager, David Lowe, how he and the accounting team feel about the
absenteeism and the increase in workload. The feeling among the accounting employees is that the manager is not
listening and ‘is following his own agenda’. Effective working relationships within the accounting department are now
breaking down.
Last week Simon Price had influenza and was away from work. He returned on Monday feeling tired and miserable.
He has spent the last three days catching up on last week’s work in addition to undertaking the work of Sally Simpson,
the purchase invoice clerk, who is currently away from work.
It is 15.30 on Thursday and his line manager has just asked him to update the cashbook and reconcile it with the
most recent bank statement. At this moment in time Simon is working on inputting sales invoices and has
approximately two hours work left on this project. Stopping now would mean that he would have leave the sales
invoicing work and return to it tomorrow. He really does not want to do the new task now.
Simon feels that he has had enough pressure. He has endeavoured to communicate with David Lowe and although
Simon and the accounting department regard David Lowe as possessing poor interpersonal skills, Simon feels that he
must now do something.
Required:
With reference to the above scenario:
(a) When he communicates his feelings to David Lowe, the line manager, Simon Price needs to distinguish
between aggressive and assertive behaviour. In this situation, explain:
(i) the inappropriateness of aggressive behaviour; (6 marks)
(ii) the appropriateness of assertive behaviour. (7 marks)
(b) Explain whether Simon Price has been displaying passive behaviour. (6 marks)
(c) Explain why David Lowe, the line manager, needs to possess effective interpersonal skills. (6 marks)
(d) Explain why David Lowe, the line manager, needs effective interpersonal skills in the following specific areas:
(i) Motivation; (5 marks)
(ii) Negotiation; (5 marks)
(iii) Team Building. (5 marks)
(40 marks)
2
Section B – FOUR questions ONLY to be attempted
2 Exactly what constitutes the management task is often unclear or misunderstood.
Required:
(a) Explain the five main duties of a manager, according to the writer Henri Fayol. (10 marks)
(b) Explain the differences between the role of a supervisor and that of a manager. (5 marks)
(15 marks)
3 As organisations expand and the number of employees increase there is a need for delegation and clear definitions of
levels of authority and responsibility.
Required:
(a) Briefly explain what is meant by:

(i) Responsibility; (2 marks)
(ii) Authority; (2 marks)
(iii) Delegation. (2 marks)
(b) Briefly explain the difference between authority and responsibility. (2 marks)
(c) Explain how effective delegation can be achieved. (7 marks)
(15 marks)
4 Currently, your employer has no formal recruitment procedures, but now realises that formal procedures are required.
Required:
Identify and explain the stages involved in planning for recruitment. (15 marks)
(15 marks)
5 Conflict is an inevitable feature of organisations but is rarely recognised or understood.
Required:
(a) Define what is meant by conflict within an organisation. (3 marks)
(b) Describe causes of conflict. (7 marks)
(c) Briefly describe characteristics of conflict which may be observed in the workplace. (5 marks)
(15 marks)
3 [P.T.O.
6 As organisations become more complex and more demanding, the establishment of teams is increasingly seen as a
way of resolving organisational problems or undertaking particular tasks.
Required:
(a) In what way do teams differ from groups? (4 marks)
(b) Identify five factors required to ensure team success. (5 marks)
(c) From Belbin’s model, explain any three roles that members of a team might perform. (6 marks)
(15 marks)
End of Question Paper
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MONDAY 17 JUNE 2002

Time allowed 3 hours

This paper is divided into two sections

Section A This question is compulsory and MUST be

Section B FOUR questions ONLY to be answered

ACCA Learning Web：en.52acca.com ACCA Forum：forum.52acca.com

Section A – This question is compulsory and MUST be attempted

With reference to the above scenario:

Section B – FOUR questions ONLY to be attempted

2 Exactly what constitutes the management task is often unclear or misunderstood.

(a) Briefly explain what is meant by:

(c) Explain how effective delegation can be achieved. (7 marks)

5 Conflict is an inevitable feature of organisations but is rarely recognised or understood.

(a) Define what is meant by conflict within an organisation. (3 marks)

(b) Describe causes of conflict. (7 marks)

(a) In what way do teams differ from groups? (4 marks)

(b) Identify five factors required to ensure team success. (5 marks)

End of Question Paper

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