IOP2602 EXAM SOLUTIONS 2nd SEMESTER 2018
IOP2602 EXAM SOLUTIONS2nd SEMESTER 20181
IOP 2602 Exam 10June2015June2014June2015October2015Section B1) Explain reaction to Jobdissatisfaction2) Proposals to rectify trustrelationships with employees3) Describe Kurt Lewin Model tomanage change4) Balanced view of resistance tochange & identify sources ofresistance that influenceemployees attitude ne2013June2012June2010Jun 2009Section BOct2015Oct2013June201121) Description of equity theory ofmotivation (2)Section C1) Description of attitude andexplanation on relationship betweenattitudes and behaviour, discussingfour moderating variables (ownexamples) (10) OR2) 5 Stages of group development(10)3) Evaluate statement that traittheories on leadership are outdatedand no longer serve purpose andrefer to the most recent approachesto leadership (15) OR4) Discuss 6 elements that arerequired to be considered wheninvestigating the structure of adepartment that has too manyemployees which makes it difficult tosupervise (15)Section CJune2015June2015Oct 2013June20111) Comparison on transactional andtransformational leaders andcomment on how these leadershipstyles differentiate managers fromleaders (10) OR
Oct2009Oct2015Oct2012Oct2010Jun2009June20152) Equity Theory refers to 4referent comparisons employeesmake, describe comparisons and 4moderating variables thatinfluence them. Makecomparisons and apply case studyexamples (10)Oct 2015Oct 2013June2011Oct 2009Jun 20092) State 2 goals of plan change anddescribe how Kurt Lewin’s model isused to manage change (10) OR3) Explain 6 choices employeesmake when they perceive anequity and determine the choicefrom case study (James) whatother options could beconsidered? Motivate your answer(8)4) Distinguish between distributiveand procedure justice and apply tocase study (5)OCT 2014June2011Oct 2009Oct 2012Oct 20103) Name and describe the 5 conflicthandling intentions in the conflicthandling process (10)Oct 2015OCT 2014Oct 20133) Describe various Organisationaldevelopment interventions and Orgcan use to improve its functioning(15)3) Give an overview of the keycomponents and categories ofeffective teams (15) ORJune2011Oct 2009Oct 2012Jun 2009Oct 2014Oct 2013June2011Oct 2009Oct 2009Section BOct2015Oct2014Oct2012Oct201031) What is meant by Org Culture?4) Describe the 3 most commonorganisation design and theadvantages and disadvantages ofeach (15)4) Identify and explain 4contemporary issues in leadershipand relate them to the SA context(15)Section COct 2015Oct 2011Oct 2012Oct 2010Jun 20091) There are 4 comparisons that anemployee can make in the equitytheory of motivation. Give adescription of each and the differentmoderating variables that influencethese comparisons (10) OR
Jun2009Oct20152) Using primary characteristics ofOrg Culture, distinguish betweenthe cultures Timber and Newgeneration resources)Oct 20123) Distinguish between 3 differenttypes of job related attitudes anddetermine how relevant each arefor the employees of both Timberand New Generation.Oct 2015Oct 20104) Describe primary characteristicsthat are used to distinguish betweendifferent org cultures and explainhow a culture is created andmaintained (15)4) Describe the various OBinterventions that an ORG can use(15)4 FORMAT OF AND PREPARATION FOR THE EXAMINATIONOCT/NOV 20172nd edition(2009)Chapter 13rd edition(2016)Chapter 1Chapter 2Chapter 2Chapter 3Chapter 3Chapter 4Chapter 54Chapter 4Chapter 6Important conceptsWhat is organisationalbehaviour?Please study Robbins et al. (2009or 2016) for multiple choicequestions. Aspects to study:Definition, Disciplines thatcontribute to the OB field,Challenges and opportunities.Organisational behaviour ina global and diverse context.You do not need to study thischapter for examinationpurposes.Foundations of individualbehaviourYou do not need to studythis chapter for examinationpurposes.Attitudes and jobsatisfactionPlease study Robbins et al.(2009 or 2016) for multiplechoice questions. Aspects tostudy: Definition of attitudes,Components of an attitude,Major job attitudes and Jobsatisfaction.Personality and valuesPlease study Robbins et al. (2009or 2016) for multiple choicequestions. Multiple choicequestions may be asked onvalues.
Chapter 6Chapter 7Chapter 7Chapter 8Chapter 8Chapter 9Chapter 9Chapter 5Chapter 105Chapter 10Chapter 11Chapter 11Chapter 12Chapter 12Chapter 13Chapter 13Chapter 14Chapter 13Perception and individualdecision-makingPlease study Robbins et al. (2009or 2016) for paragraph andmultiple-choice questions Aspectsto study: Definition of perception,Attribution theory, Short cuts,Decision–making models andEthics in decision-making.Basic motivation conceptsPlease study Robbins et al. (2009or 2016) for multiple choicequestions. Aspects to study: Earlytheories of motivation andContemporary theories ofmotivation. Check space, please.Motivation: From conceptsto applicationsPlease study Robins et al.(2009 or 2016) for multiplechoice questions. Aspects tostudy: The job characteristicsmodel, Job redesign andEmployee involvement.Emotions and moodsYou do not need to studythis chapter for examinationpurposes.Foundations of groupbehaviourPlease study Robbins et al. (2009or 2016) for paragraph andmultiple-choice questions.Aspects to study: Definition ofgroups and classification, Groupstages, Strengths and weaknessesof groups.Understanding work teamsPlease study Robbins et al. (2009or 2016) for paragraph andmultiple-choice questions.Aspects to study: Types of teamsand Creating effective teams.CommunicationYou do not need to study thissection for examination purposes.LeadershipPlease study Robbins et al. (2009or 2016) for multiple choicequestions. Aspects to study:Leadership theories (trait,behavioural, contingency andleader-member exchange).Contemporary issues inleadership
Chapter 15Chapter 14Chapter 16Chapter 15Chapter 176Chapter 16Chapter 18Chapter 17Chapter 19Chapter 18Chapter 20Chapter 19Please study Robbins et al. (2009or 2016) for paragraph andmultiple-choice questions.Aspects to study: Contemporaryleadership (charismatic andtransformational) and Trust.Power and politicsYou do not need to study thischapter for examination purposesConflict and negotiationYou do not need to studythis chapter for examinationpurposes.Foundations oforganisational structurePlease study Robbins et al.(2009 or 2016) for multiplechoice questions. Aspects tostudy: Organisational designsand Forces that determineorganisations’ choice ofstructure.Organisational culturePlease study Robbins et al. (2009or 2016) for paragraph andmultiple-choice questions.Aspects to study: Definition oforganisational culture,Characteristics of organisationalculture, Strong and weak cultures,Functions of organisationalculture and Learning/transmittingculture and Positiveorganisational culture.Human resource policies andpracticesYou do not need to study thischapter for examination purposesOrganisational change andstress managementPlease study Robbins et al. (2009or 2016) for paragraph questions.Aspects to study: Planned change,Sources of resistance to change,Overcoming resistance to change,and Approaches to managingorganisational change.
IOP2602: GUIDELINES FOR THE OCTOBER 2018 EXAMINATIONNB: The Guidelines below must be read together with Tutorial Letter 201/2018(Semester 2)Take note of the following when studying the course content and preparing for theexamination. The prescribed book is: Organisational psychology for IOP2602. 1st UNISAcustom edition (2017). ISBN: 978-1-776-10249-5.Examination: MCQsFor the MCQ part of the examination, make sure that you can answer all the MCQs at the endof each Study Unit in the Study Guide. Read Tutorial Letter 201/2018 regarding errors in theStudy Guide.Examination: Written (paragraph) questionsChapter in prescribedtext bookChapter 1Chapter 2/UNIT 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7/UNIT 6Chapter 8/UNIT 7Chapter 9Chapter 10/ UNIT 8Chapter 11/UNIT 97What it coversYou do not have to study this chapterAttitudes and Job Satisfaction – study this chapter.You do not have to study this chapterYou do not have to study this chapterYou do not have to study this chapterYou do not have to study this chapterLeadership – study this chapter (concentrate on Trust and Leadership)Conflict and negotiation – study this chapterYou do not have to study this chapterOrganisational culture – study this chapterOrganisational change and stress management – study this chapter.(concentrate on the change part of the chapter, and not work stress andits management)
IOP 2602 MAY/JUNE MCQS EXAM PAPER 24258ANSWERS3212411232312323132423431
IOP 2602 MAY/JUNE EXAM PAPER. 2018Stage 3 Intentions: These intervene between people’s perceptions and emotions and theirovert behaviour. Many conflict situations escalate merely because one party attributed thewrong intentions and behaviour. Robbins attempts to identify the primary conflict – intentionssee fig 14.2 pg 379.9
1.2.3.4.5.Competing: “I win you lose” This intention refers to one party or person puttingtheir self interest over the other party regardless of the impact it has on the otherparty.Collaborating: “I win you win” Both parties want to fully satisfy the other concernsof thw other party there is coopration and a search for mutually beneficial outcome.The intentin is to solve a problem by clarifying differences rather thanaccommodating various points of view.Avoiding: A person recognises that conflict exists but avoiding any attemt atconfronting and resolving the conflict. They just ignore the conflict and avo otherswith whom they are disagreeing.Accommodating: This happens when one party puts the interests of the other partyabove themselves.In order to maintain the the relationship one party is prepared tosacrifice their own opinion even though they disagree. “Give in just to keep thepeace.”Compromising: When one party seeks to give up something then sharing occurs.There is no clear winner of loser. The intention of compromising is that each party isprepared to give something up.1.5.1THE CHANGE MODEL OF KURT LEWIN. THE THREE STEPPROCESS”Step 1: Unfreezing:10
Most individuals resist change and prefer to remain with the statusquo. Unfreezing entails two critical elements1.Current behaviours have to carefully examined and employeeshave to be shown how necessary change is, and how the statusquo is hindering organisational growth.2.Employees have to be informed of the imminent change, why itis necessary, what it will entail and how it will benefit them. During this phase communication is crucial. (the more the employeesknow and understand the purposes of the change the smoother theprocess will be)Step 2: Changing: This is the most difficult phase as it involves the practicalimplementation of the change. Employees have to start learning the new required behaviours andthey require a lot of support. This phase is characterised by Employees acquiring new knowledge, skills and attitudes (e.g.through training) Organisational structures and systems changing Communication throughout to maintain the momentum ofchange by reminding employees why it is necessary and how itbenefit themStep 3: Freezing: Once change has been implemented it is necessary to make itpermanent. The change should therefore form part of the performancemanagement and reward systems of the organisations. (see example inSG page 59) MNG370211.411Resistance to change Note resistance can be covert or overt. It is easier to manage when the resistance isovert because then you can see that there is some type of resistive behaviour. Howeverat times employees will not say anything but quietly do things that will ensure thatchanges do not take place. At other times when change is forced onto people without consultation then tensionsstart mounting and can even escalate to such a degree that employees start to openlyrevolt.
There are two sources of resistance Individual resistanceHabit: We arecreatures of habitand do not likechange.Selectiveinformationprocessing: We hearwhat we want to hearIndividual resistanceSecurity:People wantto feel safeand secureFear of theunknown12Economicfactors: Howwill the changeaffect mefinancially?
Organisational resistanceThreat to establishedresource allocations:Where someone in control ofa large size of resources theysee change as a threatStructural Inertia:People are selected onthe basis of “fittingin.” When there ischange they will resistOrganisationalresistanceGroupinertia:Limited focus ofchange:A unionmembermayacceptchangebut unionnorms sayno thenmay resistThreat toexpertise:13The introductionof personalcomputers was athreat toindividuals whomanaged largemainframes in nisations aremade up of manysubsystems. Youcannot changeone withoutaffecting theothers.Threat rticipativedecisionmaking or selfmanagedteams.
UNIT 3 PERCEPTION ND DECISION MAKING NOT LONG QUESTION20184.2.2 Frequently used shortcuts in judging others Selective perception: Because it is impossible for us to assimilate everything or all theinformation going on around us we only hear and see what we want to hear and see. Anexperiment done on 23 executives given a case study describing activities and possible problemsin their organizations all focuses on their own functions and those activities which would directlyimpact on them. The sales executives focused on the sales and the financial on the financialissues. Selective perception allows us to “speed read” others, however we can draw wrongconclusions. Halo effect: When we draw conclusions and impressions about an individual based on a singlecharacteristic such as sociability or intelligence then we call this the halo effect. A study wasdone in which subjects were given a list of traits such as intelligence, skillful, practical,determined and warm. When these traits were used the person was judged as wise, humorous,popular and imaginative. When the same list was modified people were judged as cold asopposed to warm etc. There were a completely different set of perceptions. Contrast effects: We are inclined to rate people based on a comparison with others. This oftenhappens in the interview process where the person is judged in contrast to the person who hajust been interviewed. If the previous candidate was bad the new one in the interview processwill be considered in a positive light. Stereotyping: We do this when we judge someone on the basis of our perception of the groupto which she or he belongs. Often known as generalization. It has its advantages but one cannotassume that all sportsmen who you hire are going to be hard working and ambitious.14
(i)Socialisation methods: Because employees are not familiar with the culturethey may cause conflict when they question the basic value system andbeliefs held by the organisation. The company needs to inculcate thesepeople pretty quickly into their culture. This done through socializationprocess.Socialisation ProcessPrearrival Stage:The selection process is used toinform prospective applicantsabout the organization so thatboth can assess whether therewill a fit.Encounter Stage:This is where the individualconfronts his/her expectationsof the job, peers and boss andthe actual reality.Metamorphosis Stage:The new employee must workthrough these problems andmake adjustments or changes.TurnoverOutcomes15CommitmentProductivity
UNIT 5 GROUPS AND TEAMS NO LONG QUESTIONS IN 2018Context Adequate resourcesLeadershipPerformance evaluationand rewardsComposition 16AbilityPersonalityRoles and diversitySizeFlexibilityPreferences for teamwork
Process Common purposeSpecific goalsTeam efficiencyConflictSocial loafingTRUST AND LEADERSHIP (PAGE 329 TEXT BOOK)Trust is a positive expectation that another will not through words actions or decsions actopportunisticallyTHREE TYPES OF TRUST:1. DETERRENCE-BASED TRUST: The most fragile relationships are conyaned in this type. Oneviolation of inconistency can estroy the relationship. This type oof trust is based on fear andfear of reprisal if the trust is violated. This type of trust can only exist to the egree thatpunishment is possible, consquences are clear and punishment is actually imposed if trust isviolated. (new manager-employee relationship)2. Knowledge based trust: Knowledge of the other oarty and predictability of his or herbehaviourthat comes feom a history of interaction. Trust is not necessarily broken if youcan explain or understand the other’s violation and you can accept aand forgive. This wouldnot happen at deterrence-based trust.3. Identification-based trust: The highest level of trust is axhieved when there is a emotionalconnection betwee the parties. Trust exists because the parties undrstand each other. A17
typical example is a long-term happily marrries couple. Also people who have worked for along time toget her in an organisation.NEW TEXT BOOK? 201718
MAY/JUNE 2017 42519ANSWER2212413234412224243232224PAGE NOTES
NOT LONG QUESTIONS IN 2018(iv)Equity theory Employees make comparisons of their job inputs in terms of effort, experience education,competence and outputs like salary levels, recognition relative to others. We then compare our input – output ratio with the outcome - input ratio of relevantothers. When we see the ratio is unequal we experience tensions. If it is equal we perceivethe situation as being fair.NOT LONG QUESTIONS IN 201820
The referent that the individual selects adds to the complexity of equity theory.There are four referent comparisons that an employee can use.Self insideSelf – outsideThe employee’sexperiences in adifferent positioninside his or hercurrent positionAn employee’s experiencesin a situation or positionoutside his or her currentorganisationOther – insideOther – outsideAnother individual orgroup of theindividuals inside theemployee’sAnother individual or group ofindividuals inside theemployer’s organisationOrganizationNOT LONG QUESTIONS IN 2018 21In cases where employees make more other – outside comparisons, based on the equitytheory the following six choices should be expected(i)Change their inputs ( exert less effort)(ii)Change outcomes (produce more but at a lower quality if on piece work)(iii)Distort perceptions of self ( I used to think that I worked at a moderate pace butnow I realise that I work very hard.
(iv)Distort the perception of other’s work (Siwzwe’s job isn’t as desirable as I previouslythought I was.)(v)Choose a different referent (I may not make as much as my brother – in – law but Iam doing much better than my dad when he was my age”)(vi)ResignNOT LONG QUESTIONS IN 2018 Historically equity and fairness has focused on distributive justice, allocation of rewards amongindividuals. However equity should also include procedural justice. In other words the processthat determines the rewards. 22Some moderating variables strengthen the link between attitudes and future behaviour:(exam)The five most powerful moderators of the attitude-behaviour relationship are:(i)The importance of the attitude: Attitudes that individuals consider important tendto show a strong relationship to behaviour(ii)Correspondence to behavior: More closely attitude and behaviour match thestronger the relationship and can be used to predict specific behaviour. (are yougoing to leave the organisation in the next six months better predictor than howhappy are you in your job)(iii)Accessibility: Attitudes we remember easily are more likely to predict our behaviour(iv)The existence of social pressures: Discrepancies between attitudes and behaviourare more likely to occur when there are powerful external pressures(v)Personal and direct experience of the attitude: Attitude-behavi
Organisational culture Please study Robbins et al. (2009 or 2016) for paragraph and multiple-choice questions. Aspects to study: Definition of organisational culture, Characteristics of organisational culture, Strong and weak cultures, Functions of organisational culture and Learning/
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