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  Page 1  of 8   MAKERERE UNIVERSITY BUSINESS SCHOOL FINAL EXAMINATION FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION MASTER OF HUMAN RESOURCE MANAGEMENT MASTER OF BANKING AND INVESTMENT and MASTER OF LEADERSHIP AND GOVERNANCE OF MAKERERE UNIVERSITY ACADEMIC YEAR 2017/2018 COURSE NAME: ORGANISATIONAL BEHAVIOUR YEAR OF STUDY: ONE & TWO COURSE CODE: MBA 8101 SEMESTER: ONE TIME SCALE: EIGHT EXAMINATION DAYS INCLUDING WEEKENDS DATE:  Monday 15 th  January 2018- Tuesday 23 rd   January 2018  Instructions: Administrative Instructions: READ CAREFULLY i.   This is a take-away examination. Its purpose is to aid the facilitators of OB assess individual learning. ii.   THERE ARE 5 QUESTIONS. ANSWER 4 QUESTIONS ONLY INCLUDING QUESTION ONE (QUESTION 5 IS OPTIONAL). EACH QUESTION CARRIES 25 MARKS. iii.   Duration: 7 days for the exam plus 1 day for answering the questionnaire: Starting date is Monday 15 th  January 2017; 5.30pm –  up-to Tuesday 23 rd  January 2017; 5.30pm iv.   Collection date of finished exam: Tuesday 23 rd  January 2017: 5.30 P.M. Students must hand in both Soft and Hard Copies. Send soft copies to both these emails:  ;   v.   Use all available library materials including seminar papers (write-ups) delivered during the semester. vi.   Consultations from within the class, among participants, the faculty and outside is forbidden except the exchange of Course Works and Class Presentations  Page 2  of 8   vii.   In answering the questions, a tool must be used ONLY ONCE. A tool used to answer question 1 in section A, MUST NOT be used again in answering questions in section B. viii.   Use the Munene Heuristics for every question including background to the study, statement of opportunity, purpose of the study, conceptual framework; and OR context, action taken, results and lessons learned ix.   The work must be word-processed, justified, double spaced, font type Times New Roman or Book Antiqua, font size 12. x.   Any references utilized must be properly acknowledged following the APA format. xi.   All answer should be between 1000 words and 1200 words xii.   Put the number of words at the bottom of each complete answer. xiii.   There is a questionnaire to be answered on the Eight day SECTION A Specific Instructions Do not reproduce the seminar paper (write-up). Concentrate on answering the question. A reproduction of seminar papers gives you no credit. As a guideline, devote one page only to the discussion of the tool used in the analysis including the introduction. Provide a background to the essay you are writing, statement of opportunity/abundance/prosperity you are addressing, the academic purpose (avoid such answers as to qualify for an MBA degree) and the conceptual framework. Then proceed to elaborate on the matter at hand to reach your 1000-1200 words. Remember to provide the mandatory breakdown of the essay as an introduction. Avoid generic statements of opportunity and conceptual framework. Generic answers are the ones you will find in the seminar papers you presented in class. To answer this question, pick one tool from THE COURSE WORK output that was circulated approximately two weeks ago. Question 1: Thriving: A story of Canaan Sites Ltd In 2004, Uganda government liberalized the housing sector and adopted tax remission as an incentive for housing developers who targeted low-income earners. In the wake of liberalization, Canaan sites Ltd was formed to deal in land and low cost housing. They  Page 3  of 8   began business with 2 acres of land and by then employed 6 workers. Later the company’s stocks grew to over 370 acres of land and as a result, the company employed 13 more workers and also acquired 7 machines, to increase on productivity so as to meet its clientele needs. After close to three years of favourable business, the company began registering sales and production shortfalls and 5 of its newly purchased machines had irreparably broken down. The company could not achieve its targets of 3 acres production per day and 18 plots sales target per week though it held large stocks of land. At start of 2008 the company hired a new human resources and business manager to replace one who had informally resigned. In his maiden meeting Jerry-the new business manager introduced himself and told workmates that he was a Christian, cherished openness, transparence, trustworthiness and condemned compromise. He began his role by closely working with field employees, since he had been told it was the worst performing department. While working with field staff, he received information from machine operators that they were not given drinking water despite the hot environment in which they worked. They also needed medical care while at work and expressed lack of communication with top managers. They accused their supervisors for being rude, never listened to their pleas or suggestions and that had led to many machines totally breaking down. Through conversations with others workers, Jerry found out that supervisors never shared office information like work procedures, plans, targets and organization values and norms with their followers and they also never listened to workers views or queries about his leadership decisions. As a result, employees also often resisted their supervisor’s instructions; in reaction to the workers behaviour, the supervisor often made negative appraisals of the workers and that led to many employees being sacked.  Jerry wanted to know the workers real experiences and their different views to his way of handling particular issues, their suggestions on how issues should be dealt with, so as to develop a work approach acceptable to workers and the company procedures. He interacted and socialized with them, usually had lunch with them and involved in conversations as they converged for lunch. However members avoided him whenever they discussed sensitive topics and for five months they segregated against him. But he kept introducing topics of his interest for conversation; for example drinking alcohol while at work, but later all workers freely interacted with him. One day, the excavator operator asked Jerry how much his salary was and in disbelieve, the operator told him that “ he also earned little wages but covered up for it”, “tuba yiya” - meaning they manipulate the leadership by exchanging good machine parts with faulty ones for cash. The operator persuaded jerry to introduce him to the system. However Jerry refused the  Page 4  of 8   offer. He warned the operator and told him that he was a Christian, upheld trustworthiness and condemn stealing. In another scenario, Jerry had been told by the managing director that the dozer operator used to steal fuel from the machine. So in one of Jerry’s conversation with that operator, he openly told the dozer operator that he was aware of his habit of stealing fuel from the machine. The operator apologized and claimed to be doing so to raise money to complete his house. Through that conversation, Jerry confirmed that there was a problem with pay throughout field workers. Jerry then turned his attention to workers’ remuneration, and then informed that salaries had never been revised since 2002 and workers earned far below the average industry offers. So he successfully engaged management in an upward salary revision discussion leading to 15% salary increment. He organized a meeting with all field workers and in this meeting; workers suggested the need to enable them communicate their views to top management, they wanted to rest on Sundays and public holidays and proposed mid-month salary advance. They agreed that stealing and drinking while at work was punishable by expulsion and that everyone including Jerry must ware overalls and gum boots while at work and nobody was allowed to receive non staff on sites where they are working. Jerry later proposed to management to give the dozer operator a salary loan, to enable him complete his house and he was given 7,000,000/= with which he was able to complete his house. Further inquiry revealed that formerly operators were given money to buy drinking water but instead they bought alcohol. In response, Jerry provided with water, lunch and medical care in kind. Almost all workers reached work late, but Jerry used to report to work in time and over time, all employees begun reporting to work in time and they were able to achieve set targets. He freely interacted with employees and shared information; employees participated in field work planning. To facilitate information flow, he introduced a toll free phone cell which enabled interaction even among distant employees. By 2014, the lead engineer, the marketing leader and the chief mechanic also freely received and shared information from their subordinates and displayed high level trustworthiness, transparence, openness and good morals. They held weekly work evaluation meetings in which subordinates and department leaders shared challenges, discussed critical work and social concerns. In these meetings, operators guided leaders in relation to output, their participation in work programming and accessed organization procedures and information. Members supported each other for personal social life and there was concern for those involved in problems. Fuel usage reduced from 780 liters per day to 540 liters and machine output increased from 3 acres to 5 acres per day.  Page 5  of 8   REQUIRED:   Study very carefully the story above. To answer the question, pick one of the tools that passed in your class that is relevant in the story above. In your answer, analyse and explain what happened. State clearly what theoretical tool you are using. Take special care to follow the format as instructed during the facilitation. This includes the background, statement of abundance/opportunity, purpose of the study and a case study based conceptual framework to guide your answer. Briefly describe the relationship between constructs. Avoid reproducing the theoretical framework given in class since this is a generic framework. Instead, carefully study the case and produce a new theoretical framework based on the chosen theoretical tool and your understanding of the case (25 Marks).  Write the number of words at the end of the question. The tool you choose to use for this question must NOT  be used to answer questions 2, 3 and 4. SECTION B Questions 2 & 3 (25 Marks each) Specific Instructions Answer questions 2 and 3  based on THE COURSE WORK  output that was circulated in your groups. Pick any two tools/books from those that were passed in class i.e. one for each question. The answers may be based on any of the books (excluding the one your  group presented as coursework)  that were presented in class in the course of the semester. The tools you decide to pick must  NOT   have been used in question 1 above. The tools passed in class were: i.   Organisational Citizenship Behavior ii.   Positive leadership; Strategies for extraordinary performance iii.   Enabling a positive working life iv.   Positive work environment for individuals and organisations v.   Positive Organisational Leadership vi.   Positive Meaning and Positive Connections vii.   Positive States, Traits and Processes viii.   Upward Spirals and Positive Change ix.   Models for Positive Organisations x.   Virtuous Processes, Strength and Positive Organising
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