QUESTION ONE

a) Define the term ‘management’ and explain its significance in achieving

organizational goals, particularly in human service organizations. (6 marks)

Marking Guide:
- Definition of management – systematic process of planning, organizing, leading, and
controlling resources to achieve goals. (2 marks)
- Explanation of its significance in achieving organizational goals – includes
coordination of people and resources, efficiency, effectiveness, service delivery,
accountability, and mission realization. (4 marks)

b) Using appropriate examples, discuss the five key functions of management as

proposed by Henri Fayol. (10 marks)

Marking Guide:
- Planning – setting objectives and determining actions. Example: planning outreach
programs. (2 marks)
- Organizing – structuring resources and activities. Example: delegating roles in
community projects. (2 marks)
- Leading – motivating and directing employees. Example: leadership in crisis
response. (2 marks)
- Controlling – monitoring performance and correcting deviations. Example: quality
control in service delivery. (2 marks)
- Coordinating – ensuring activities align with organizational goals. Example: inter-
departmental collaboration. (2 marks)

c) Explain how group dynamics influence the success or failure of management in

community-based organizations. (6 marks)

Marking Guide:
- Understanding of group dynamics – behavioral and psychological processes within a
team. (2 marks)
- Positive dynamics lead to teamwork, motivation, creativity, and goal attainment. (2
marks)
- Negative dynamics cause conflict, low morale, poor communication, and
inefficiency. (2 marks)

d) Analyze the different sources of managerial power and show how each can be
effectively used to influence decision-making in organizations. (8 marks)

Marking Guide:

- Legitimate power – derived from position; should be used to enforce policies fairly.
(2 marks)
- Reward power – based on the ability to give incentives; encourages motivation. (2
marks)
- Coercive power – involves sanctions or discipline; to be used cautiously. (1 mark)
- Expert power – based on knowledge or skills; enhances credibility and trust. (2
marks)
- Referent power – from personal charisma and relationships; promotes cooperation.
(1 mark)
QUESTION TWO

a) Explain the difference between leadership and management, highlighting at least

four distinguishing characteristics. (8 marks)
- Leadership involves inspiring and guiding people; management entails organizing
and coordinating tasks. (2 marks)
- Four distinctions: focus (vision vs process), orientation (people vs structure), risk
(innovation vs control), and approach (influence vs authority). (6 marks)

b) Discuss any four management styles, analyzing their strengths and weaknesses. (12
marks)
- Autocratic – strong control; fast decisions but low morale. (3 marks)
- Democratic – participatory; high motivation but time-consuming. (3 marks)
- Laissez-faire – autonomy for employees; fosters creativity but may lack direction. (3
marks)
- Transformational – inspires change; energizes teams but can overburden leader. (3
marks)

QUESTION THREE
a) Critically examine the Classical and Human Relations Theories of Management,
showing their relevance to contemporary organizational practice. (10 marks)

- Classical Theory: emphasizes structure, efficiency, and hierarchy (Taylor, Fayol). (4

marks)
- Human Relations Theory: focuses on motivation, communication, and worker
satisfaction (Mayo). (4 marks)
- Relevance today: balance between efficiency and employee well-being. (2 marks)

b) Evaluate how the Contingency Theory of Management helps managers adapt to

changing environments in both private and public organizations. (10 marks)

- Explanation: no one-size-fits-all management style; effectiveness depends on

context. (3 marks)
- Application in organizations – flexibility in leadership and structure based on
situations. (4 marks)
- Examples from private and public sectors. (3 marks)

QUESTION FOUR
a) Identify and discuss five principles of effective management that promote
productivity and motivation among employees. (10 marks)

- Clear communication. (2 marks)

- Delegation and empowerment. (2 marks)
- Motivation and recognition. (2 marks)
- Participatory decision-making. (2 marks)
- Continuous training and development. (2 marks)

b) As a newly appointed manager in a community-based organization, explain how

you would apply these principles to improve team performance and organizational
cohesion. (10 marks)

- Apply communication for clarity of goals. (2 marks)

- Delegate tasks to build trust and accountability. (2 marks)
- Motivate through rewards and feedback. (2 marks)
- Involve staff in decision-making to enhance ownership. (2 marks)
- Organize capacity-building workshops to sustain performance. (2 marks)

QUESTION FIVE
a) Define organizational behavior and explain its importance in understanding intra-
and inter-group relations within an organization. (8 marks)
- Definition: study of individual and group behavior in organizations. (3 marks)
- Importance: improves communication, teamwork, conflict resolution, and
organizational culture. (5 marks)

b) Examine four factors that influence effective communication and coordination

among team members in human service organizations. (12 marks)
- Organizational structure – defines channels of communication. (3 marks)
- Leadership style – affects openness and feedback. (3 marks)
- Cultural diversity – influences understanding and interaction. (3 marks)
- Technology and communication tools – impact speed and clarity. (3 marks)

QUESTION ONE
a) Define the following terms: management, leadership, power, responsibility,
authority, and accountability. (6 marks)

Marking Guide:
- Management – process of planning, organizing, leading, and controlling resources to
achieve goals. (1 mark)

- Leadership – influencing others toward achieving common goals. (1 mark)

- Power – ability to influence others’ behavior or decisions. (1 mark)

- Responsibility – duty assigned to a person to perform a task. (1 mark)

- Authority – legitimate right to make decisions and issue orders. (1 mark)

- Accountability – obligation to answer for one’s actions or performance. (1 mark)

b) Explain any four types of power exercised by managers. (4 marks)

- Legitimate Power – based on formal authority from position. (1 mark)

- Reward Power – ability to give incentives or rewards. (1 mark)

- Coercive Power – based on ability to punish or withhold rewards. (1 mark)

- Expert Power – based on specialized knowledge or skills. (1 mark)

c) Explain the management theory of bureaucracy as proposed by Max Weber. (5

marks)

- Bureaucracy emphasizes hierarchy, clear rules, division of labor, merit-based

selection, and impersonal relationships. (5 marks total)

d) Company XYZ specializes in footwear, swimwear, and soccer jerseys. Required:

i) Using a diagram, describe the most suitable organization structure. (6 marks)

- Matrix Structure: combines functional and product departmentalization to share

resources effectively.

- Diagram (conceptually described): Functional managers (Design, HR, Marketing)

intersect with Product Managers (Footwear, Swimwear, Jerseys). (3 marks)

- Explanation of how it minimizes duplication and optimizes skills utilization. (3

marks)

ii) Highlight the advantages and disadvantages of the above structure. (4 marks)

Advantages:

- Efficient resource utilization. (1 mark)

- Improved flexibility and innovation. (1 mark)

Disadvantages:
- Dual authority can cause confusion. (1 mark)
- Conflicts between managers possible. (1 mark)

QUESTION TWO
a) Explain the process of manpower planning in an organization. (8 marks)

- Forecasting demand for human resources. (2 marks)

- Assessing current human resource capacity. (2 marks)
- Identifying gaps between current and future needs. (2 marks)
- Developing strategies for recruitment, training, or redeployment. (2 marks)

b) Outline any five advantages of effective de-centralization. (7 marks)

- Promotes quicker decision-making. (1.4 marks)

- Enhances employee motivation and morale. (1.4 marks)
- Encourages innovation and flexibility. (1.4 marks)
- Reduces managerial burden at the top. (1.4 marks)
- Improves responsiveness to local needs. (1.4 marks)

QUESTION THREE
a) Describe five major conflict handling strategies and explain appropriate situations.
(10 marks)

- Avoiding – useful for trivial issues or when emotions run high. (2 marks)
- Accommodating – when maintaining harmony is more important than winning. (2
marks)
- Competing – for quick, decisive action in emergencies. (2 marks)
- Compromising – when both parties must give up something. (2 marks)
- Collaborating – for win-win outcomes and long-term solutions. (2 marks)

b) Highlight the benefits of conflicts in an organization. (5 marks)

- Encourages innovation and problem-solving. (1 mark)

- Improves communication and understanding. (1 mark)
- Leads to reevaluation of policies. (1 mark)
- Promotes group cohesion after resolution. (1 mark)
- Enhances organizational adaptability. (1 mark)

QUESTION FOUR
a) Discuss how effective communication and leadership style contribute to
organizational performance. (10 marks)

- Communication ensures clarity, coordination, and motivation. (5 marks)

- Leadership style influences motivation, productivity, and morale. (5 marks)

b) Highlight the benefits of effective management in an organization. (5 marks)

- Enhances goal achievement. (1 mark)
- Promotes efficiency and productivity. (1 mark)
- Improves coordination. (1 mark)
- Encourages innovation. (1 mark)
- Ensures stability and growth. (1 mark)

QUESTION FIVE
a) Explain any ten principles of management as proposed by Henri Fayol. (10 marks)

- Division of work. (1 mark)

- Authority and responsibility. (1 mark)
- Discipline. (1 mark)
- Unity of command. (1 mark)
- Unity of direction. (1 mark)
- Subordination of individual interest. (1 mark)
- Remuneration. (1 mark)
- Centralization. (1 mark)
- Scalar chain. (1 mark)
- Esprit de corps (team spirit). (1 mark)

b) Highlight the advantages of downward communication. (5 marks)

- Provides clear instructions. (1 mark)

- Enhances coordination. (1 mark)
- Builds trust and compliance. (1 mark)
- Facilitates feedback channels. (1 mark)
- Improves understanding of goals. (1 mark)