ONE DIRECTION ACADEMY
FINAL EXAM
Name of Course: Business Leadership: Management Fundamentals
Course Code: BOH4M
Teacher: Ms. Schwartz
Date: Oct. 17, 2021
Length of Exam: 2 hrs.
Name:
Instructions
•
Answer all ques ons in full sentences and paragraphs.
•
Write down your answers on this exam paper. Addi onal paper will
be provided for your rough work. Please ini al and submit all pages
of rough work with your exam.
•
Write legibly.
•
You may write in dark pencil or pen.
Good Luck ☺
Mark Breakdown
Knowledge / Understanding
27
Thinking / Inquiry
12
Communication
25
Application
12
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Total Marks
76
BOH4M Final Exam
April 2017
Schwartz
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PART A: Short Answer Ques ons – Knowledge & Understanding -
/17 marks
1) Describe the term “planning” and provide 2 bene ts of planning. (
/4 marks)
（1）Planning is the process of setting goals and defining the
actions required to achieve the goals.
（2）The process of setting objectives and determining what actions should
be taken to accomplish them.
• Planning provides a guide for action. Plans can direct everyone’s
actions toward desired outcomes. When actions are coordinated and
focused on specific outcomes, they are much more effective.
• Planning improves resource utilization. Resources are always
scarce in organizations, and managers need to make sure the
resources they have are used effectively. Planning helps managers
determine where resources are most needed so they can be
allocated where they will provide the most benefit.
• Plans provide motivation and commitment. People are not
motivated when they do not have clear goals and do not know what is
expected of them. Planning reduces uncertainty and indicates what
everyone is expected to accomplish. People are more likely to work
toward a goal they know and understand.
• Plans set performance standards. Planning defines desired
outcomes as well as mileposts to define progress. These provide a
standard for assessing when things are progressing and when they
need correction.
• Planning allows flexibility. Through the goal-setting process,
managers identify key resources in the organization as well as
critical factors outside the organization that need to be monitored.
When changes occur, managers are more likely to detect them and
know how to deploy resources to respond.
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2) Explain the principle of Corporate Social Responsibility and provide an example.
(
/3 marks)
Ten principles of corporate social responsibility:
Enterprises should support and respect the declara on of human rights made to the
interna onal community to the extent they can in uence it.
Do not protect human rights viola ons and labor.
E ec vely guarantee the freedom to form trade unions and the right to collec ve bargaining.
Eliminate all forms of forced labor.
Abolish child Labour e ec vely.
Eliminate discrimina on in employment and occupa on.
7. Enterprises should take precau ons against environmental problems.
Take the ini a ve to take responsibility for environmental protec on.
Promote the development and populariza on of environmental protec on technology.
Take ac ve measures against corrup on in any form, such as extor on and bribery.
The ful llment of corporate social responsibility helps solve the employment problem. In
addi on to increasing investment, new projects and expanding employment, the most important
thing is to encourage enterprises to arrange labor force scien cally, expand employment
channels and create more produc ve experience without reducing personnel, so as to minimize
the pressure of pushing people out to society and increasing employment. In the past, only
ISO9000 and ISO140000 interna onal cer ca on, this standard clearly s pulates that
enterprises need to ensure that workers work clean and healthy environment, eliminate work
safety hazards, shall not use child labor, and so on, e ec vely protect the vital interests of
workers, not only can a ract labor resources, encourage them to create more value, More
importantly, this kind of management can establish a good corporate image, gain reputa on and
trust so as to achieve the long-term business objec ves of the enterprise. In this sense,
enterprises ful ll their social responsibili es and help solve the employment problem.
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3) Describe the behaviour of a “good leader” and name two “good leaders” in the world.
(
/6 marks)
First, a good leader is very strict, to give employees a good future
Second, a good leader has extraordinary will and can resist strong winds and waves.
3.A good leader has strong learning ability and is willing to accept new things
4. A good leader is good at mo va ng his subordinates as well as himself
5. Good leaders dare to take responsibility
There may be "natural" leaders, but there are few. Those "geniuses" are not the mainstream of
leadership. Most good leaders have the art of management that they learned and prac ced.
This is a far cry from the stereotype of successful leaders, but it is true. In fact, people's
misdelinea on of the leader o en results from their misunderstanding of the role and
characteris cs of the leader.
(2)Managing Director of the Interna onal Monetary Fund. Lagarde became head of the IMF in
July 2011, at the height of the European debt crisis. She has the unenviable job of balancing the
concerns of 188 member countries while shoring up the IMF's case against Greece
Bailouts of Ireland, Portugal and other troubled countries. She con nues to do so, largely
successfully, though the harsh condi ons imposed on aid infuriate some countries. In
implemen ng her tough austerity programme, Ms Lagarde also made her comments more
widely accepted by poin ng out that the reforms would generally bene t the poor and
unemployed.
Jack Ma, chairman of Alibaba Group, became a billionaire not only because of his excellent
management, but also because he led the company with a grand and con dent style. From the
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day he started Alibaba in 1999 in a Hangzhou apartment, he exhorted employees to "think big"
and "work for your dreams!" He has built Alibaba into the world's largest online company, with
100 million customers shopping every day and more revenue than Amazon and eBay combined.
4) Describe how jobs can be enriched in the workplace and provide 2 examples. ( /4
marks)
The reason: The purpose of job enrichment is to make the posi on more sa sfying to the
employee. Overall goals for the company o en include increasing employee job sa sfac on,
reducing turnover, and improving produc vity of employees.
What to do:
To make this concept more usable, let's imagine you're a company manager and want to
increase the sa sfac on of your sta . As you walk through the process of job enrichment,
you'll need to keep in mind these goals:
• Reduce repe
ve work.
• Increase the employee's feelings of recogni on and achievement.
• Provide opportuni es for Employee Advancement (as in promo ons into Jobs requiring more
skills)
• Provide opportuni es for employee growth (as in, an increase in skills and knowledge
without a job promo on).
PART B: De ni ons – Knowledge & Understanding -
/10 marks
1) De ne FIVE (5) of the following terms (2 marks per de ni on):
Ethics
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– Code of moral principles.
– Society requires businesses to operate according to high moral standards.
– Emphasis today on restoring the strength of corporate governance
Strategic Plan： It’s a process to figure out where your company is going
and how to get there—but it’s also so much more.
A strategic plan defines who you are as a business and lists concrete actions
to achieve your goals. When the unexpected occurs, a strategic plan helps
your business survive and find new opportunities while staying true to your
values and mission.
Leadership：The process of inspiring others to work hard to
accomplish important tasks.
Stress
A state of tension experienced by individuals facing extraordinary
demands, constraints, or opportunities.
Job Design：When discussing job design, the focus is on the macro
approach of how a leader, within an organization structure, assigns tasks for
individuals.
Job design follows the fundamentals of scope, depth, and specialization of
the job. It relates to the job’s simplification, rotation, enlargement, and
enrichment. Motivation within job design uses the framework of a matrix
which follows certain fundamentals.
Corporate Culture：
Corporate culture refers to the beliefs and behaviors that determine
how a company's employees and management interact and handle
outside business transactions. Often, corporate culture is implied, not
expressly defined, and develops organically over time from the
cumulative traits of the people the company hires.
Motivation：Motivation—the forces within the individual that
account for the level, direction, and persistence of e ort
expended at work.
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PART C: Short Answer - Communica on
/25 marks
There are di erent types of managers in every organiza on. In two paragraphs, describe what it
takes to be an “e ec ve” manager. Consider the following in your response:
•
What quali es make a manager “e ec ve”?
•
What types of mo va onal strategies can the “e ec ve” manager implement?
•
How does an “e ec ve” manager assess employees?
•
Use two examples in each paragraph to back up your argument.
To be an e ec ve manager, you need to:
1. Focus on goals and performance; Only do the right thing.
2. Do one thing at a me, and only the most important thing. He sets his priori es with the
utmost care, makes necessary reviews at all mes, and resolutely abandons outdated tasks or
postpones of lesser importance; He knows that me is his most precious resource and must be
used with the utmost care.
3. As a knowledge worker, he knows his contribu on is to: create new ideas, visions and ideas;
His principle is: What can I contribute? How can I mo vate others to contribute to the overall
goal? His aim is to improve overall performance. He tries to build a high-performance team; He
knows that everyone has the capacity to contribute more, and he constantly sets himself and
those he works with higher goals to improve his own and others' work.
When selec ng senior managers, he focuses on outstanding performance and integrity. He had
a keen sense of the enormity of the task of selec ng talent for a key posi on. Such sta ng
decisions are cri cal and must be considered for considerable me.
At this point, e ec ve managers also know that no one is infallible. He doesn't have to worry
too much about rela onships because he knows they are a byproduct of how the organiza on
works. If people are given the right work tasks and the necessary tools, they will automa cally
generate good rela onships. He avoids being overly close to those he has selected and avoids
forming fac ons and networks. He keeps his subordinates at arm's length so that he can
measure their performance impar ally and reasonably; He knows that no one is perfect. Even
the most capable people have weaknesses. He cares about what a man can do, not what he
cannot do. He is commi ed to fully pooling the knowledge and skills of his people and using
these strengths to achieve organiza onal goals.
5. Know the importance of improving communica on; He is selec ve in gathering the
informa on he needs. He knows that some things cannot be quan ed, and that too much
informa on leads to confusion and confusion.
6. Only make e ec ve decisions.
To be an e ec ve manager, you must do the following: First, keep track of your me use,
analyze your me record, eliminate unnecessary waste of me, and realize that your most
scarce resource is me; Second, we should focus on contribu on, not only on "methods", but
also on "objec ves" and "results"; Third, give full play to one's strengths and respect oneself
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and others. Fourthly, they should be characterized by insight, self-reliance and courage, so that
they have lo y goals, rm determina on and dedica on; Fi h, make e ec ve decisions.
The good faith
Honesty is the founda on of people, honesty is the cornerstone of managers. Therefore,
enterprise managers should become a model of honesty. Be honest with customers and
trustworthy with colleagues.
Juhai Cheng Jie teacher said: "integrity is the second life of enterprises." In fact, in the
increasingly erce market compe on, the integrity of managers has begun to become a key
factor in the brand building of a company.
Domino's, a world-renowned company, consistently promises to deliver goods to any
designated loca on within 30 minutes.
Once, a family of dough was delayed on a long delivery because of car trouble. Domino's
president Don Fulsek found out and chartered a plane to deliver the dough in me to the store
where the supply would be cut o . The store owner was overjoyed and grateful to Domino's.
And it is precisely because of the focus on integrity, Domino PI was able to stand rm in many
compe tors, to create a well-known brand.
The quali es required of an "e ec ve" manager are :(1) integrity
Honesty is the founda on of people, honesty is the cornerstone of managers. Therefore,
enterprise managers should become a model of honesty. Be honest with customers and
trustworthy with colleagues.
Juhai Cheng Jie teacher said: "integrity is the second life of enterprises." In fact, in the
increasingly erce market compe on, the integrity of managers has begun to become a key
factor in the brand building of a company.
Domino's, a world-renowned company, consistently promises to deliver goods to any
designated loca on within 30 minutes.
Once, a family of dough was delayed on a long delivery because of car trouble. Domino's
president Don Fulsek found out and chartered a plane to deliver the dough in me to the store
where the supply would be cut o . The store owner was overjoyed and grateful to Domino's.
And it is precisely because of the focus on integrity, Domino PI was able to stand rm in many
compe tors, to create a well-known brand.
（2）loyalty
"Skill at the bo om, loyalty at the middle." For an enterprise, loyalty is the basic requirement
for employees, and also one of the criteria to evaluate whether they are worth cul va ng. The
quality of managers is undoubtedly more important.
（3）diligence
In the 21st century, the successful organiza on model must be learning organiza on.
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April 2017
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Under the new economic background, enterprises must enhance the comprehensive ability of
enterprises and improve the overall quality of employees in order to develop con nuously.
The development of an enterprise cannot only rely on the leader of the enterprise to take
charge of the whole situa on. The truly successful businesses of the future will be those that
manage to engage employees at all levels with renewed commitment and the ability to keep
learning.
To build a learning organiza on, enterprise managers should not lag behind, and even become
the leader and ini ator of enterprise learning.
（4）To undertake
Steven Brown, a famous Management consultant in the United States, once said: "Managers
must be willing to take responsibility if they want to exert management e ect."
The manager of an enterprise is the leader of his team, and the ac ons of his subordinates are
the implementa on of his decisions. Whenever his subordinates make mistakes, he must take
the blame. Because, the subordinate is he chooses, the task is he assigns, he bears the
responsibility of supervision and inspec on.
Incen ve strategy：
1. Spiritual mo va on:
It is the basis and star ng point of mo va on to look at and understand the needs of
employees objec vely and respect their legi mate needs. If you misunderstand the needs and
values of your employees, mo va on is out of the ques on. In fact, people not only have
material needs, but also spiritual needs. A study of incen ves in the US showed that
employees rated praise from a manager for a job done as the most important of all incen ves.
Unfortunately, 58 percent of employees in the study said managers typically don't give such
praise. It can be seen that enterprises can not only use material to mo vate employees,
spiritual mo va on has an irreplaceable role.
2. Incen ve is not reward
Many managers simply think that incen ve is reward, so when designing incen ve
mechanism, they tend to only consider the posi ve incen ve measures one-sided, but ignore
or ignore the restraint and punishment measures. In a complete sense, incen ve should
include two meanings of excita on and restraint, while reward and punishment are opposites.
Incen ve is not all encouragement, it also includes many nega ve incen ve measures, such as
nes, demo on, elimina on incen ve and so on.
3.. Avoid equal distribu on
Some enterprises in the establishment of the incen ve system, the sta is not encouraged, but
the e ort level declined. The reason is that there is no systema c and scien c evalua on
standard, which eventually leads to "equalitarianism" in the implementa on process, such as
"Round zhuang method" and "castra on method" in the evalua on of excellent, which hits
the enthusiasm of employees who make great contribu ons. Bonus is originally an incen ve
factor, but there is a devia on in the implementa on process, which makes employees feel
dissa s ed, but inhibits and reduces the e ort level of employees.
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BOH4M Final Exam
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A set of scien c and e ec ve incen ve mechanism is not isolated, but should be combined
with a series of related systems of enterprises to play a role. Among them, the evalua on
system is the basis of mo va on, with accurate evalua on can be targeted for mo va on. In
the process of the implementa on of incen ves, we must pay a en on to the principle of
fairness, so that everyone feels that they are treated fairly. We must oppose equalitarianism,
otherwise incen ves will produce nega ve e ects.
First of all, sort out the responsibili es of the department and clarify the responsibili es of the
post. On the basis of clear key management process, implement each ac vity to a speci c
posi on; Iden fy the role of each posi on in key processes to establish a solid founda on for
job analysis.
Secondly, build the post competency model. The comprehensive evalua on of the post is
mainly carried out from the background condi ons (objec ve condi ons), professional
knowledge and skills, behavioral ability and engagement.
(1) Background Criteria: mainly includes educa on level, major, post experience, industry
experience, professional quali ca ons, tle, etc., which is one of the important condi ons for
the matching of people and posts. All Background condi ons are de ned by quan za on and
weight distribu on to clarify the importance and priority. These alloca ons will be applied to
the matching degree calcula on of posi ons and talents to provide more accurate reference
for employment decisions.
(2) Knowhow Skill set: The Knowhow Skill set refers to the necessary professional knowledge
and skills of the post. The enterprise knowledge map is sorted out to clarify the professional
knowledge structure and requirements of the post. The professional knowledge requirements
are divided into ve levels: learning and understanding, applica on under guidance,
independent applica on, team example and consul ng experts.
(3) The behavioral Behavior Anchored: namely, the ability quality, behavioral quality or
behavioral pointer. Based on the primary data of BEI interviews of senior, middle and high
performers in enterprises and the requirements of excellent enterprises' behavioral ability,
Burt consultants re ne and analyze the indicators of corporate behavioral ability and key
behavioral indicators, so as to clarify the behavioral ability requirements of posts.
For example, the behavioral skills required for a sales manager include customer orienta on,
achievement orienta on, communica on skills, and rela onship management.
(4) Engagement: Engagement refers to the degree of dedica on of employees to work, which
is an indispensable condi on for employees to achieve personal performance excellence and
an important factor a ec ng performance.
In short, scien c and reasonable competency model is an important basis for enterprises to
evaluate employees' ability, and also an important cornerstone to realize man-post matching.
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BOH4M Final Exam
April 2017
PART D: Thinking & Inquiry -
Schwartz
Page 11 of 19
/12 marks Applica on –
/12 marks
Think about and describe a company with “good” corporate culture. In one paragraph, please
write your response below.
Consider the following in your response:
• What are three elements of “good” corporate culture?
• Why is a company successful with “good” corporate culture?
• Who is a ected?
• How can one change a company’s corporate culture to be successful?
• Describe three strategies the company could use.
The core of Apple's original culture is a value that encourages innova on and risktaking. Since its incep on, the ny Apple Computer has caused two revolu ons in
technology, forcing every computer company from IBM to Microso to jump on the
bandwagon it started. Not only have they been innova ve, in fact, they have been
doing things their own way, taking risks and even going against the grain.
The company's mo o is to make your own inven ons, don't care what others say, one
person can change the world. It was this fearlessness that led the company to
introduce the Macintosh computer, the mouse locator and the graphical
representa on that made it so popular. The company has always prided itself on this
spirit of originality. In its early days, the company hoisted the pirate ag from its roof,
declaring, "I'm di erent." Yet it is precisely these values that have made Apple
successful.
First, a ach importance to design
Apple, more than any other company, has designed its products to meet consumer
needs and then achieved those goals. The design wasn't easy, but Apple managed to
get it right every me.
Second, a ach importance to innova on
In Apple, it adopts a highly focused product strategy, strict process control, and
breakthrough innova on, which is re ected in produc on. Many people consider
Apple to be the most innova ve company in the world. It is Apple's emphasis on
innova on that has invigorated the company.
Third, a ach importance to talent
The company selects the best technical personnel and management personnel, and
selects the most suitable candidates. Apple a aches great importance to talents,
which is one of the manifesta ons of Apple's corporate culture.
Fourth, believe in yourself
Apple believes it's the best company in the world, the strongest company in the world,
and apple has always believed it's the best company in the industry. With con dence,
with a rm belief, the company will have the power to move forward.
Fi h, never give in
The biggest characteris c of Apple's culture is that it never accepts defeat. Even when
the company encounters some risks, Jobs always turns the situa on around with his
years of opera ng experience and correct strategies, making the company gain pro ts.
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Apple's huge gains today are the result of apple never giving up, which is also one of
the performance of the company's culture.
Sixth, sales channels
Another characteris c of Apple's corporate culture is to develop sales channels. Apple
has its own monopoly dealers in many countries in the world and a aches great
importance to the sales link and the promo on of its products.
Seventh, pay a en on to details
In the process of produc on and opera on, Apple pays more a en on to its own
details. For example, Google's opera ng system sells well, but a er using it for a
period of me, apple's opera ng system is be er than Apple's and has some shining
points. In most cases, Apple goes a li le bit extra, and it's that extra bit of e ort that
makes Apple successful, and it's a sign of apple's a en on to detail.
Eighth, give play to unique features
Apple targeted the consumer market with its own features, such as a translucent, jellylike blue body introduced in 1998 that quickly became a fashion icon. This is the
embodiment of Apple to play its own characteris cs, but also the performance of
corporate culture.
Ways to reshape corporate culture
Shape thought through uni ed ac on.
Unity of ac on is the best way to manage a team, a pure team. You should not think of
doing ideological work for one person or another. For the whole, the unity of ac on
must be greater than the correc on of thought.
If everyone has so many ideas, you need to explain them one by one. Well, I think you
might end up being able to be a thinker, but not a real one. What the enterprise needs
is not such a thinker, but a team, organiza on and culture that can take uni ed ac ons
to improve the organiza onal e ciency of the enterprise, its execu ve power,
credibility and so on.
So don't try to manage ac on by unifying thought, but reshape thought by unifying
ac on. As I men oned in the previous example of three months of training for new
recruits, don't think about how much reasoning you have to give rst, of course, but
the main thing is that intensive training is needed to shape the mind through uni ed
ac on.
2. Establishment of corporate culture mechanism and system.
A good corporate culture, a good organiza onal culture, the system and mechanism
behind the guarantee. Just as in 800 BC, there is a story called "standing wood for
faith".
At that me, the decrees of Shang Yang's reform of the State of Qin during the Warring
States period of China were ready, but not announced. Fearing that the people would
not believe him, he erected a three-zhang-high log outside the south gate of the
capital market. And put up a no ce: Whoever can carry the s ck to the north gate of
the market, give him twelve ounces of gold.
"Standing wood for trust", this is actually to create a commitment, we trust each other
such a culture. Enterprise management needs to use these systems, mechanisms and
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Page 13 of 19
regula ons to make everyone trust each other and follow this rule, which is the
building of enterprise culture.
To rebuild a culture of trust, you must strictly implement every thing, every oral and
wri en contract between the management team and employees, and every contract
between the company and employees. As me goes by, a culture of trust will be
rebuilt in the enterprise.
Why can't the performance assessment in many enterprises be pushed down? Because
employees don't trust you, employees think you're skimping on their wages,
execu ves and bosses think you're only doing so much, as if the numbers in the
newspaper are fake... It's a rela onship of mutual distrust.
Therefore, in order to reshape the enterprise culture, it is necessary to establish
corresponding mechanisms and systems.
In fact, this is also the second level of the three levels of corporate culture I talked
about.
3, sustainable, long to implement.
Many enterprises established for many years, or very anxious, with a slogan, take a
banner, take a word to try to change the thinking of employees, so it is o en seen that
many enterprises in the implementa on of this or that learning month. To learn the
philosophical management concept of Mr. Inamori Kazuo, to learn the management
concept of Haier Zhang Ruimin...... I'm not against doing this. I think it's just icing on
the cake. In fact, what companies really need to learn is themselves, right inside the
company. Do not try to use a slogan, a concept to reshape the corporate culture. The
enterprise culture should be reshaped through hundreds of ac ons that everyone
keeps doing and insists on doing. Only by doing them con nuously can they be
formed. The ac ons that cannot be sustained and done for a long me are certainly
not the best ac ons to reshape the enterprise culture.
Conclusion: Corporate culture is not something ethereal and indescribable. It is
directly re ected in the behavior and way of doing things of employees. Enterprises
should know how to shape a posi ve corporate culture. In the process of reshaping
corporate culture, don't mistake slogans for culture, don't try to manage ac ons by
unifying ideas, and don't take spiritual culture as the whole of corporate culture. But
to shape the thought through uni ed ac on, with the establishment of mechanism,
system to do the guarantee, and sustainable, long-term implementa on. Over me,
the enterprise will form a benign corporate culture.
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