past paper

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MULUNGUSHI UNIVERSITY
SCHOOL OF BUSINESS STUDIES
FINAL EXAM
ACADEMIC YEAR: 2019/2020
PROGRAMME: BCOM 3/ BBAE 3/ BCS 3/ BHRM 3/ BAF3, BBF3/
BPSM3
COURSE TITLE: ORGANISATIONAL BEHAVIOUR AND
LEADERSHIP
BMG 381
DATE OF EXAM: DEC 2019 TIME ALLOWED: 3 HOURS
GENERAL INSTRUCTIONS3
THIS PAPER HAS TWO SECTIONS (SECTION A AND B). SECTION A IS COMPULSORY AND CARRIES 20
MARKS. FROM SECTION B, ANSWER ANY TWO QUESTIONS OUT OF THE THREE, EACH OF WHICH
CARRIES 20 MARKS. ALL ANSWERS MUST BE IN THE PROVIDED ANSWER BOOKLET AND NOT IN THE
QUESTION PAPER. ENSURE CLARITY OF RESPONSES AND HANDWRITING.

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SECTION A (COMPULSORY). On the answer booklet cover you need not
indicate answered questions from this Section since all questions in this
Section are compulsory. However, in the answer booklet indicate question
numbers and the correct choice (A, B, C, or D) for each question.
QUESTION 1 [25 Marks]
1. power distance indicates that employees would generally accept work
assignments from their supervisors without question, whereas a
power distance indicates that employees generally have about the same amount
of power as their boss.
a. High; high
b. High; low
c. Low; high
d. Low; low
2. The belief that leaders are born rather than made is part of which approach to
leadership?
a. scientific
b. contingency
c. case study
d. trait
3. In the early work on leader behavior, Lewin and his associates relied on which of
the following three leadership behaviors?
a. charismatic, participative, directive
b. accommodating, conflicting, compromising
c. democratic, autocratic, laissez-faire
d. structuring, consideration, instrumental
4. Studies conducted at _____ are among the best-known behavioral approaches to
leadership.
a. Harvard University
b. Ohio State University
c. The Center for Creative Leadership
d. The military
5. The two primary leadership behaviors that are still in use are:
a. laissez-faire and charismatic motivation
b. autocratic and democratic
c. visionary and practical
d. consideration and initiation of structure
6. Terry is a manager who believes in treating employees as equals, is friendly and
approachable, and puts the work group’s ideas into operation. Terry is using
which leadership behavior?
a. people management
b. consideration
c. motivation
d. conflict resolution
7. Ragu makes sure that his work unit knows what is expected, schedules the work
and sets deadlines, and assigns people to different tasks. Ragu is:
a. being autocratic
b. initiating structure
c. preventing his employees from being independent

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d. a manager but not a leader
8. If you are most concerned about employee satisfaction and loyalty you should
demonstrate :
a. authority
b. laissez-faire
c. initiation structure
d. consideration
9. The first researcher to implement the contingency approach and develop a
leadership theory based on the approach was:
a. Stogdill
b. Fiedler
c. House
d. Vroom
10. The LPC stands for:
a. Leader Personality Construct.
b. Leader Personal Contingency.
c. Least Preferred Coworker.
d. Lower Performance Conditions.
11. According to Fiedler, there are several factors that describe the leadership
situation. Which of the following is not part of situation?
a. leader-member relations
b. task structure
c. follower maturity
d. position power
12. According to the Contingency Model, relationship-motivated leaders will be
most effective in which type of situation?
a. high-control
b. moderate control
c. low control
d. all situations
13. Which of the following best describe Type As?
a. Type As are strategic thinkers who are proactive.
b. Type As try to do more in less time.
c. Type As are willing to cut corners to achieve their goals.
d. Type As are good at persuading others.
14. Which one of the following is not an attitude?
a. Organisational commitment
b. Psychological contract
c. Organisational citizenship behaviour
d. Job satisfaction
15. According to research on socially acquired needs, successful top managers
tend to have a high need for:
a. dominance.
b. achievement.
c. affiliation.
d. security
16. ‘Y’ manager would be likely to have a managerial style that
a. emphasises close, constant supervision.
b. encourages employees to come to him with their personal problems.

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c. does not include delegation of authority or responsibility.
d. does not encourage employees to work as a team to solve problems.
e. is none of the above choices.
17. The degree to which an employee’s job requires completing a whole task or a
related sequence of tasks is called:
a. autonomy.
b. skill variety.
c. task identity.
d. feedback from the work itself.
e. task significance.
18. Job enrichment is most closely associated with:
a. Taylor’s SM.
b. McClelland’s socially acquired needs.
c. Herzberg’s two-factor theory.
d. Maslow’s need hierarchy.
e. Vroom’s expectancy theory of motivation
19. All of the following are principles of SM except:
a. time and motion studies.
b. decision-making responsibility assigned to empowered teams.
c. piece-rate pay or individual incentive systems.
d. simplification of work and training requirements.
e. using job-based performance skills to select job applicants
20. There are four modes of knowledge conversion identified by Nonaka and
Tacheuchi. Which term is used to describe the conversion of tacit knowledge to
explicit knowledge?
a. Socialisation
b. Externalisation
c. Internalisation
d. Combination
SECTION B :Answer any two Questions from this Section. Indicate the
selected question numbers on the cover page of the answer booklet.
QUESTION 1
Using the categories advocated by Kenneth Cooper, explain the causes and
consequences of stress. [20 Marks]
QUESTION 2
Explain ONLY TWO of the following theories of job design and critically evaluate the
weaknesses and strengths of each theory:
a. Scientific Management by Fredrick Taylor [10 Marks]
b. Two Factor theory by Herzerg [10 Marks]
c. Job content model by Hackman and Oldhamm [10 Marks]
QUESTION 3
Explain how individuals and groups enhance their power in instances of
organisational politics. Discuss the characteristics of (i)the individual and (ii)the
organisation that would increase the probability of being involved in organisational
politics. [20 MARKS]