Tutorial Questions
Management Theory and Practice
1. Defining Management: Compare and contrast the definitions of management provided by
F.W. Taylor, Mary Parker Follett, and Henri Fayol. How does Follett’s "human-centric"
view differ from Fayol’s "managerial functions" perspective?
2. Management as Science and Art: Explain why management is considered a "judicious
blend of science and art." In your response, distinguish between the "universally accepted
principles" of science and the "personal skill" required in art.
3. Scientific Management: Identify Frederick Taylor’s four core principles of Scientific
Management. How did his focus on the "one best way" aim to eliminate "soldiering" on
the shop floor?
4. Administrative Principles: Henri Fayol proposed fourteen principles of management.
Explain the importance of Unity of Command and Scalar Chain, and discuss how
violating these might lead to organizational instability.
5. Bureaucratic Theory: Max Weber described an "ideal type" of organization called a
bureaucracy. Discuss the characteristics of this model and explain how it can lead to "goal
displacement" or "red tape."
6. The Hawthorne Effect: Describe the Hawthorne Studies conducted by Elton Mayo. What
was the significance of the "logic of sentiment" versus the "logic of cost and efficiency"
in understanding worker productivity?
7. Motivation Theories (Content): Compare Maslow’s Hierarchy of Needs with Herzberg’s
Two-Factor Theory. Why does Herzberg argue that "hygiene factors" prevent
dissatisfaction but do not necessarily motivate employees?
8. Systems Approach: Explain the concept of an organization as an open system. How do
the technical, social, and power subsystems interact to create an "emergent system"?
9. Contingency Approach: Discuss the core tenet of the Contingency (Situational)
Approach. Why do critics argue that this model is "non-prescriptive" for managers?
10. Total Quality Management (TQM): Analyze W. Edwards Deming’s philosophy of
continuous improvement (Kaizen). How does building quality into the process differ from
traditional mass inspection?
11. Management by Objectives (MBO): Outline the six stages of the MBO process. Why is
"joint goal setting" between managers and subordinates considered essential for this
model's success?
12. Expectancy and Equity: Contrast Vroom’s Expectancy Theory with Adams’ Equity
Theory. How does the "referent other" influence an employee’s motivation to restore
balance in the workplace?
13. Goal-Setting Theory: Using the SMART acronym, explain the five key principles of
effective goal-setting as proposed by Locke and Latham.
14. Decision-Making Models: Distinguish between the Rational Model and the Bounded
Rationality Model. Why do real-world managers often "satisfice" rather than
"maximize"?
15. Group Decision Techniques: Describe the Delphi Technique and the Nominal Group
Technique. In what scenarios would a manager prefer anonymous expert feedback over a
face-to-face brainstorming session?
16. Environmental Scanning: Explain how a manager would use PESTLE analysis for the
macro-environment and Porter’s Five Forces for the competitive industry environment.
17. Strategy Levels: Differentiate between Corporate-level, Business-level, and Functional-
level strategies. Provide an example of how a functional strategy (e.g., HR) must support
a business-level strategy (e.g., cost leadership).
18. Organisational Structure: Compare Mechanistic and Organic structures. Which model is
best suited for a "tech startup" operating in a dynamic environment, and why?
19. Leadership Styles: Compare Transactional and Transformational leadership. How do the
"4 I's" of transformational leadership inspire followers to transcend self-interest?
20. Management in Context (Cameroon): Discuss the challenges of applying Western
management theories in the Cameroonian context, focusing on the influence of
paternalistic leadership and collectivist culture.