Part 1 multiple choice Question Answers 1. When does the Performance Management process begin? a. The new employee's first day at work b. At the development of a Position Description pre recruitment c. When issues arise that require management intervention 2. A Functional Organisational Structure is one where the organisation and it's divisions are structured according to… a. Specific tasks b. Geographic locations c. Specific project and purposes 3. A Matrix Organisational Structure is one where the organisation and it's divisions are structured according to… a. Specific tasks b. Geographic locations c. Specific project and purposes 4. Key theorists related to Classical Management Theory are: a. Henri FAYOL and Elton MAYO b. Frederick Winslow TAYLOR and Max WEBBER c. Douglas McGREGOR and Abraham MASLOW  Victoria University 2014 Page 16 of 23 Grad Cert Mgt - VU21226 - Unit of Study Guide (PL4), V8 (Oct 2014).docx 5. Time and Motion studies are often associated with which theorist and theory of management a. Ludwig BERTALANFFY and Systems Theory b. Douglas McGREGOR and Neo-Human Relations Theory c. Frederick TAYLOR ('Taylorism') and Classical Management Theory 6. Planning, Performing and Reviewing are three stages of Performance Management described by … a. Bevan & Thompson (1991) b. Tovey, Uren & Sheldon (2010) c. Daniels (1989) 7. According to McCELLAND (1988), two reasons for ineffective upwards communication are: a. Fear of reprisal and filters b. Time and lack of technology c. Poor reporting lines and apathy 8. Communication is not effective if it occurs … a. Between individuals b. Within groups and teams c. When it is only delivered from the top of the organisation down through to individual employees 9. Stakeholder analysis is an important aspect of communication because… a. It helps to ensure the right people get the appropriate information ant the best time b. It allows senior managers to filter and control the flow of information c. Only key stakeholders and decision makers require information 10. Networks are most effective when… a. They are as large as possible b. They meet a defined purpose and are constantly maintained and updated c. They are allowed to remain inactive for long periods 11 A tool to identify skills required to perform a task and or role is a a. Job Analysis b. Skills Audit c. Training Needs Analysis 12 A tool to identify knowledge and skills currently held by employees and therefore available to the organisation is a a. Job Analysis b. Skills Audit c. Training Needs Analysis  Victoria University 2014 Page 17 of 23 Grad Cert Mgt - VU21226 - Unit of Study Guide (PL4), V8 (Oct 2014).docx 13 A gap between the knowledge and skills required and those that are currently found within an organisation can be addressed by a. Training b. Recruitment c. Both A and B 14 "People are motivated to behave in certain ways because they are evolutionarily programmed to do so" is a description of which theory of motivation? a. Instinct Theory b. Incentive Theory c. Drive Theory 15 Rewards and Reinforcers feature in which theory of motivation? a. Instinct Theory b. Incentive Theory c. Arousal Theory 16 "Yerkes Dodson Law" is a feature of which theory of motivation? a. Humanistic Theory b. Drive Theory c. Arousal Theory 17 Offering a variety of highly interactive / creative learning opportunities will primarily appeal to a. Generation Y b. Baby Boomers c. Generation X 18 State of the art technology will be a feature of the work environment particularly for which generation? a. Generation X b. Builders c. Generation Z 19 Regular feedback will typically be more meaningful to which generation? a. Baby Boomers b. Generation X c. Generation Z 20 According to Hersey & Blanchard, an employee that is high in commitment, but low in competence, should be a. Coached b. Counselled c. Developed  Victoria University 2014 Page 18 of 23 Grad Cert Mgt - VU21226 - Unit of Study Guide (PL4), V8 (Oct 2014).docx 21. According to Hersey & Blanchard, an employee that is high in commitment and competence, should be a. Coached b. Reassigned c. Developed 22. Feedback is best given… a. In a public place to avoid confrontation b. In a closed office c. In an appropriate situation to respect confidentiality and dignity of everyone involved 23. An employee who is motivated, good at planning and organising and always looking for better ways to do things is an example of a… a. 'High' Performer b. 'Average' Performer c. 'Poor' Performer part 2 3000 – 3500 words Requirements: 1. Answer all of the following questions below 2. Submit your completed Word document by uploading it to the LMS 3. Clearly reference resources and materials used in researching your answers. 1. Frederick Winslow TAYLOR's theory of management known as 'Taylorism' was prominent in the late 19th and early 20th centuries.  Describe and critique 'Taylorism', including it's key features, it's strengths and weaknesses  Describe in which context this theory would have it's greatest impact 2. Managing people in an organisational environment is subject to legislation and regulation from various levels of government and professional registration bodies.  Create a table of 5 – 6 pieces of legislation that affect how people are managed in your current (or previous) organisation. Include the following elements:  Name of the legislation  Jurisdiction / Source of the legislation (Where it came from / who made it)  Authority of the act (Who it applies to)  Key objective(s) of the legislation (Why it exists / what it aims to do)  Enforcement body  Range of penalties for non-compliance  From your table, select one example of legislation and outline the impact of the legislation in your current (or previous) organisation and how compliance is monitored by your organisation 3. Organisational structures can vary according to the size and functions of an organisation.  Contrast Functional, Divisional and Matrix organisational structures  Analyse and explain the organisational structure in your organisation (or an organisation with which you have been previously associated) 4. Motivating self and others is an important element of effective leadership and management.  Compare and contrast three (3) theories of motivation  Discuss which theory (or theories) you have seen to be the most effective and outline the rationale for your choice 1000 – 1500 words Requirements: 1. Address all of the following four (4) Elements 2. Submit your completed Word document by uploading it to the LMS Element 1: Setting the Scene Describe an incident / situation from your workplace relevant to the topic of this unit (i.e. 'Manage people in an organisational environment') The incident / situation needs to be one that was significant for you, where you needed to make a decision(s) that you found difficult. The incident / situation could be any / all of the following: An event / issue / incident / situation that:  You found challenging  Went well  Did not go so well  You struggled with  Grabbed your attention and interest  Was of organisational significance  Was of personal significance In your Leadership Journal, provide a description and explanation of each of the following:  The event / issue / incident / situation  Your role / involvement in the event / issue / incident / situation  What went well and what did not go so well  Victoria University 2014 Page 22 of 23 Grad Cert Mgt - VU21226 - Unit of Study Guide (PL4), V8 (Oct 2014).docx Element 2: Reflecting on yourself Reflect on the event / issue / incident / situation in Element 1. In your Leadership Journal, provide a reflection on of each of the following:  Why you selected this incident / situation to include in your Leadership Journal  Why you acted the way you did and why you made the choices you made  Provide a reflection on which of your dominant strengths you:  Used well  Under utilised  Over utilised Element 3: Reflecting on the impact of others Reflect on the event / issue / incident / situation in Element 1. In your Leadership Journal, provide a reflection on of each of the following:  The impact on key stakeholders of the event / issue / incident / situation; for example:  Colleagues  Customers / clients  The organisation  Others (specify if any)  The impact on key stakeholders of your decisions, actions, and intervention, for example:  Colleagues  Customers / clients  The organisation  Others (specify if any) Element 4: Lessons Learnt Reflect on the event / issue / incident / situation in Element 1. In your Leadership Journal, provide a reflection on of each of the following:  After reflecting on the situation and your decision(s), how you might manage the situation again and explain why  What you learned about:  The topic from the program (i.e. 'Manage people in an organisational environment')  Your own leadership and management strengths, drawing upon what you have learnt in this unit  Identify a question or a line of enquiry related to this event / issue / incident / situation and topic that you would investigate further to develop knowledge and skills relating to professional practice STYLE AND ASSESSMENT PRESENTATION Use the following guidelines when preparing and formatting your assessments:  Font: Arial  Font Size: 12  Line spacing: 1.5  Margins: Minimum 2.5 cm  Spaces between paragraphs  Name and Student ID Number in Header  Page number in Footer