• You are to answer all questions.
• Read each question carefully. Ensure you have provided all required information.
• On completion, submit your assessment to your assessor.
Q1: Give three examples of positive behaviour a manager can role model to staff.
Q2: Do you think leading and managing are the same thing? Explain.
Q3: Outline four qualities or traits of an effective leader.
Q4: What are ‘norms’?
Q5: Discuss the manager’s role in promoting healthy norms.
Q6: Success in management is often measured in terms of efficiency and effectiveness. Explain the terms ‘efficiency’ and ‘effectiveness’.
Q7: Management functions can be categorised as planning, organising, leading, staffing and controlling (monitoring). Define the staffing function, giving some examples to explain your answer.
Q8: Define the function of controlling or monitoring and provide some examples to explain your answer.
Q9: What advice would you offer to someone who wanted to improve their leadership ability?
Q10: Define the ‘laissez-faire’ leadership style.
Q11: Describe a situation where the laissez-faire style is effective to use.
Q12: What is participative leadership?
Q13: Describe a situation where a directive style of leadership would be appropriate to use.
Q14: Explain why the manager should involve team members in the goal-setting process.
Q15: Define the term ‘empowerment’.
Q16: Why is it important to make plans?
Q17: What is a mission statement?
Q18: List four different types of plans.
Q19: What are stakeholders? Give some examples to help explain your answer.
Q20: Why is it important for an organisation to consider the needs of stakeholders and communicate effectively with them?
Q21: To be effective, goals need to be SMART. What does this stand for?
Q22: What are KPIs? Explain.
Q23: A team will need to access a wide range of operational workplace information to help meet organisational goals. Give four examples of operational information your team requires.
Q24: List five things you can do to model and encourage open and supportive communication.
Q25: Explain the difference between a group and a team?
Q26: Discuss how you could encourage innovative work practices in your team.
Q27: Why should a team have some diversity in team members?
Q28: What is groupthink?
Q29: How can a manager prevent groupthink?
Q30: For feedback to be effective, it should be specific, timely and constructive. Explain each of these concepts.
Q31: List five barriers to effective communication.
Q32: Discuss how KPIs can be used to monitor and assess your team’s performance and progress towards the achievement of goals.
Q33: Explain the benefits that can be gained by delegating tasks to employees.
Q34: Explain what should be included in a delegation plan.
Q35: List five common barriers to delegation.
Q36: Explain how you can overcome these barriers to delegation.
Q37: Explain the difference between a workplace mentor and coach.
Q38: If motivation is an internal drive, can a manager really motivate an employee?
Q39: Apply Maslow’s hierarchy of needs to the work environment by providing two examples of how the organisation can meet needs at each level of the hierarchy.
Q40: The perception of fairness is important to job satisfaction, commitment and trust. How do leaders develop a sense of fairness and equity?
Q41: Do you think money is an effective motivator? Explain your answer.
Q42: Explain one principle of job design that could be applied to make routine, practical work more rewarding.
Q43: Rewards can be extrinsic and intrinsic. Explain these terms.
Intrinsic or internal rewards
Q44: What are four examples of extrinsic rewards that an organisation could provide employees?
Q45: Explain how goals are important to motivation by using the goal-setting theory.
Q46: A common approach to coaching involves using the demonstration method. Explain the steps involved in the demonstration method.
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