Each test will be comprised of three theoretical questions and one case study. You will need to answer all three theory questions and the case study.
Each conceptual question will be given a maximum of 15 points and the case study a maximum of 35 points totalling 80 points.
1.Read the core reading - with particular emphasis on the Mullins chapter 15, Hollinshead Chapter 2 and Brewster Chapter 2.
2.If you want to do really well on the test then the advice is to do all the core reading on the slide above
3.Sample questions and case study: work through the sample questions and case study below using the advice on the next slide about what a really good answer will entail.
4.Make sure that you can define the core concepts included in the revision slides IN YOUR OWN WORDS.
5.Please read the question and answer accordingly with clear concepts, examples, and conclusion in my own words and add references to each answer following the material that is attached.
6.with this test is that you will be expected to use references (using the Harvard referencing style) and probably the most important part of your revision will be to do the core reading for this module. ( For each answer)
7.Please check plagiarism before submitting avoid it. No minimum word count.
When he began his leadership career in the auto sector as Vice-President of Product Development, Mark Aron says he thought that leaders got results by giving orders and confronting problems head on. His reputation was of being a combative but fair leader.
As he moved through jobs at different companies, his approach to leadership shifted and he developed a more consultative and dialogic approach. He found that with the high skilled engineers in his companies, that his acknowledgement of their skills was essential to motivation and retention. In the decline in the auto sector, this ability to retain the most talented workers was important in maintaining competitive advantage.
Questions: Tannenbaum & Schmidt (1973) suggested a continuum of leadership styles – 4 styles related to the degree of authority used by the manager (at the autocratic end) and to the area of freedom available to subordinates (at the democratic end) in making decisions.
1. By reference to this continuum, which style would you attribute to Mark Aron? (5 marks)
2. Explain your reasons (15 marks)
3. Briefly indicate a benefit and limitation of such a style (15 marks)
Question 2: (15 marks) Add references at the end
Give one or more examples of a limitation of Hofstede’s cultural theory?
Question 3: (15 marks) Add references at the end
According to content theories, what motivates workers?
Question 4: (15 marks) add references at the end
What are the characteristics of feedback in a High Power Distance culture?