BSc UG4001
Introduction to Management
MAJOR ASSESSMENT
ACADEMIC YEAR 2024/2025, Term I
Percentage of final grade 75%
Course: UG4001 Introduction to Management
Module Leader: Stelvio Gori
Lecturer:
Date & time of examination:
Length of examination: 2 hours
Percentage of final grade given: 75%
Non-standard Features
YES NO
Dictionaries X
Textbooks X
Class notes X
Graph paper supplied with booklets X
Non-programmable calculators X
Programmable calculators X
Mathematical Tables X
Return question papers X
No mobile phones, smartphones, tablets, smartwatches, computers or other
electronic equipment (except for non-programmable calculators) is allowed in
class during the exam. Bags, coats or any other personal belongings are not
allowed in the room.
ALL WORK must be shown to justify answers.
Students should attempt ALL THE 5 QUESTIONS in the 2 hours available.
All questions carry equal marks.
Please read each question very carefully.
QUESTIONS.
Attempt all the 5 questions.
1. Case Study: The Growing Nonprofit
A nonprofit organization, "CleanEarth Initiative," focuses on environmental
conservation through tree-planting campaigns, community awareness programs, and
partnerships with local governments. Over the past few years, the organization has
grown rapidly, securing several large donations and grants. However, with growth has
come challenges. The team struggles with internal inefficiencies due to a lack of clear
roles and responsibilities, leading to missed deadlines and duplicated efforts.
Externally, the organization faces increased competition from other nonprofits in the
same space, making it harder to secure funding. Additionally, changes in
environmental policies have created both opportunities and threats, such as new
government incentives for conservation but stricter compliance requirements for grant
eligibility.
The leadership team is divided on where to focus efforts. Some members advocate
for refining internal processes and clarifying the organizational structure. Others
argue that greater attention should be given to external challenges, such as lobbying
for favorable policies and enhancing marketing to attract more donors.
Questions:
a) (Theory) Discuss the importance of analyzing both the internal and external
environments for effective decision-making in organizations. Use frameworks such as
PESTLE (for external analysis) and McKinsey 7S (for internal analysis) to evaluate
CleanEarth Initiative’s challenges. [50%]
b) (Application) Based on your understanding of organizational structure and culture,
propose specific steps CleanEarth Initiative can take to improve internal efficiency
and align its processes with its strategic goals. Highlight how these changes could
enhance the organization's capacity to address external challenges effectively. [50%]
2. Case Study: The Healthcare Merger
Two regional healthcare organizations, "CareFirst Clinics" and "WellLife Hospitals,"
are merging to create a comprehensive network of healthcare services. CareFirst
Clinics is known for its patient-centric approach, fostering a collaborative and informal
workplace culture where employees are empowered to make decisions on the spot.
On the other hand, WellLife Hospitals follows a traditional, hierarchical structure with
strict policies and standardized procedures to ensure compliance and quality control.
As the merger progresses, employees from both organizations express concerns
about how the differing cultures will coexist. CareFirst employees worry about losing
their autonomy and flexibility, while WellLife employees are apprehensive about
potential disruptions to their well-established processes. Leadership recognizes the
importance of integrating these cultures while maintaining the strengths of both
organizations.
Questions:
a) (Theory) Examine the role of organizational culture in managing large-scale
change, such as a merger. Use frameworks such as Hofstede’s cultural dimensions
and Lewin’s Change Management model to discuss how differing cultures can
influence the success of such initiatives. [60%]
b) (Application) As a manager tasked with overseeing the integration, propose
strategies to bridge the cultural differences between CareFirst Clinics and WellLife
Hospitals. Highlight how leadership can foster a unified culture while respecting the
unique strengths of each organization. [40%]
3. Case Study: The Digital Overhaul
A mid-sized publishing company, "WordWorks," has decided to transition from its
traditional print-focused operations to a digitally-driven model. The company plans to
implement advanced content management software to streamline its editorial
workflow, improve collaboration among teams, and enhance the customer experience
through data-driven personalization.
WordWorks has long relied on manual processes and paper-based systems, and
many employees are accustomed to these methods. While leadership sees the
software as essential for remaining competitive in a digital-first world, employees
express resistance. Some fear that automation will make their roles redundant, while
others feel overwhelmed by the prospect of learning new systems.
The transition is already behind schedule due to internal pushback and delays in
employee training sessions. Leadership is concerned about losing momentum and
eroding trust among the workforce during this period of significant change.
Questions:
a) (Theory) Explore the principles of managing technological innovation and
organizational change. Discuss models like Lewin’s Change Management model and
Kotter’s 8-Step Model, as well as innovation diffusion frameworks. How can these
theories help address resistance to technological change in organizations? [60%]
b) (Application) Apply these theoretical concepts to the case of WordWorks.
Recommend specific strategies the leadership team can use to address employee
concerns, foster a culture of innovation, and ensure the successful implementation of
the new content management software. [40%]
4. Case Study: Streamlining Production at FreshFlavors
FreshFlavors, a mid-sized company specializing in the production of organic food
products, has recently faced challenges in its operations. Production costs have risen
due to inefficiencies, and several batches of products have failed quality checks,
leading to customer complaints and returns. The operations team is under significant
pressure to reduce waste and enhance product quality to maintain the company's
reputation in a competitive market.
The leadership team has proposed adopting Lean manufacturing principles to identify
and eliminate inefficiencies, along with implementing Total Quality Management
(TQM) to ensure a continuous focus on quality throughout the production process.
However, employees are skeptical about the changes, citing concerns about
additional workloads and whether the new systems will be sustainable in the long run.
Questions:
a) (Theory) Explain the core principles of operations management, focusing on Lean
manufacturing and Total Quality Management (TQM). Discuss how these approaches
can contribute to reducing costs, improving quality, and increasing operational
efficiency. [50%]
b) (Application) Evaluate how FreshFlavors can apply Lean manufacturing and TQM
principles to address its operational challenges. Propose specific strategies to reduce
waste, enhance quality, and gain employee buy-in for the new initiatives. [50%]