Management Theory, Leadership & Organisational Behaviour — Practice

Question 1

Name the five classical management functions in order.

Accepted Answer

Planning, organising, staffing, directing, controlling.

Question 2

Name Maslow's five need levels, from lowest to highest.

Accepted Answer

Physiological, safety, social (love/belonging), esteem, self-actualisation.

Question 3

Name Lewin's three leadership styles.

Accepted Answer

Autocratic, democratic (participative), laissez-faire.

Question 4

Explain Herzberg's core claim about hygiene factors and motivators.

Accepted Answer

The absence of hygiene factors (salary, policy, working conditions) causes dissatisfaction, but their presence alone does not create satisfaction. Motivators (achievement, recognition, the work itself, responsibility) are what genuinely create satisfaction — the two are driven by different factors, not opposite ends of one scale.

Question 5

Distinguish transactional from transformational leadership.

Accepted Answer

Transactional leadership motivates through a clear exchange of defined rewards for defined performance. Transformational leadership motivates by inspiring a shared vision and elevating followers' own aspirations beyond the immediate transaction.

Question 6

What does a Theory Y manager assume about employees, per McGregor?

Accepted Answer

That employees are self-motivated, seek responsibility, and do not require close control to perform well — the opposite assumption from Theory X.

Question 7

A company raises salaries across the board but sees no improvement in employee motivation or performance. Using Herzberg's framework, explain why, and what the company should do instead.

Accepted Answer

Salary is a hygiene factor — raising it can remove a source of dissatisfaction if it was previously inadequate, but it does not by itself create genuine motivation, since satisfaction is driven by separate motivator factors. The company should instead focus on motivators: opportunities for achievement, recognition, meaningful work, and greater responsibility.

Question 8

Explain why Lewin's leadership-style framework and the transformational/transactional distinction should not be treated as the same typology.

Accepted Answer

Lewin's framework (autocratic/democratic/laissez-faire) measures the DEGREE of team consultation in decision-making. The transformational/transactional distinction measures a different dimension entirely — WHAT the leader appeals to (a defined reward-performance exchange versus an inspiring shared vision). A leader could, for instance, be democratic AND transactional, or autocratic AND transformational — the two frameworks are independent axes, not points on the same scale.

Practice — Management Theory, Leadership & Organisational Behaviour

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