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Spаn оf cоntrоl is аn importаnt factor, which is to be taken into account when undertaking organisational design. Maintaining a large span of control within an organisation is most effective in all except one of the following situations?
QUESTION 3 (34)Anаlyse the fоllоwing cаse study аnd then answer the questiоns. Mr Masina was the newly appointed pharmacy manager at a district hospital. Twenty individuals are working in the pharmacy, and they are serving all the wards in the hospital and the primary health care clinics in the district. When Mr Masina joined as pharmacy manager, the services rendered the pharmacy to their clients were sub optimal and sub-standard. The organisation and coordination could have been better, and there needed to be more cooperation and teamwork among different sections of the pharmacy. Morale was low due to the unrelenting workload, the constant bickering and disagreements, and the stress of serving very ill patients at the hospital.Upon arrival at the pharmacy Mr Masina held a meeting with the pharmacy staff to introduce himself. He explained how important their mission was to the success of the pharmaceutical service delivery to the community. He emphasised the fact that the patients at the clinics were counting on the hospital pharmacy to bring the medicines to them. He reminded them that every person working in the pharmacy had a vital function in the operation of the pharmacy.Mr Masina set out to learn more about the employees of the pharmacy, beginning with the pharmacists. He held frequent meetings with the pharmacists heading the different sections of the pharmacy and some pharmacist assistants to discuss the procedures used to carry out their duties. He visited the employees as they were working, talking to them and showing a personal interest in them. He listened to their complaints and, whenever possible tried to deal with their concerns. He often visited the employees while they were preparing the supplies to go to the clinics. On one occasion, when medicines were desperately needed at one of the clinics, and the pharmacy was shorthanded, he pitched in and worked beside the personnel to prepare the order.It was not long before Mr Masina knew everyone’s name, what his/her job was, and something about his/her background. As he learned more about the personnel’s capabilities, he reorganised them by placing them where their skills and experience could be used the most.In staff meetings, disagreements were discussed and worked out, and responsibilities were assigned when all concerned were present. Authority was clearly delegated to reduce confusion and duplication of orders.The pharmacists in charge of specific sections of the pharmacy were held responsible for the actions of their pharmacist assistants, and within limits, their decisions were enforced without question.Within two months, the effects of the changes were evident. The staff knew what was expected of them and began to see themselves as an essential part of a well-run organisation. Despite the hardships, they began to take pride in their ability to accomplish their mission. Morale and teamwork improved.3.1 List and provide evidence of the managerial behaviours or practices that Mr Masina displayed in the case study. (24)3.2 Explain what this case illustrates about a manager who leads in the context of ‘dual concern’ during managerial behaviour (10)
SECTION B: (80) MARKSOPEN BOOK: ANSWER THIS SECTION ON A WORD DOCUMENTNоte: The memоrаndum prоvided is only а guideline. All student responses will be considered for relevаnce and correctness.QUESTION 1 (20)Analyse the following case study and then answer the questions. Thabo established a new airline with a vision to provide a low-cost, no-frills service to the community who formerly could not afford to travel by air. The employees of the airline worked together to unleash their creativity and improve their productivity.Thabo communicated this vision at every possible occasion. He addressed the employees in a dynamic and emotionally stirring way. The employees regarded him as an inspirational leader who made them believe that they can achieve anything.The workplace climate can be described as one of enthusiasm, excitement, and optimism. The airline had three levels of management and few support staff. There was an emphasis on equality, informality, participative leadership, and self-management.Employees were organised into teams with shared responsibility for determining how to do their work. The teams elected members to represent them in advisory and coordinating councils that met with top management, thereby enabling them to participate in making important decisions. Managers were expected to provide direction rather than dictate methods or police efforts. Employees were expected to perform multiple jobs and learn new skills. Even the managers were expected to spend time doing regular line jobs to keep informed about problems and customer needs. Executives answered their own telephones and typed their own letters. New employees were carefully screened, because Peter sought to hire enthusiastic individuals who were willing to learn new jobs. All permanent employees were required to share in the ownership of the company, and they could purchase shares of stock at a reduced price.Thabo believed that a strategy of discount fares and convenient schedules with frequent flights would attract new passengers who would normally travel by car, train, or bus or who would otherwise not travel. By keeping operating costs low, the airline was able to offer fares that were much lower than those of competitors. Costs were also reduced by reconfiguring aircrafts to carry more passengers by converting first class into coach seats, and by innovative scheduling that allowed the planes to fly more hours each day.The airline became more successful. The passenger volume expanded rapidly. This success occurred despite a severe economic recession, a crippling national strike of air traffic controllers, and brutal price wars. The flexibility of the company and the commitment and creativity of its employees aided its early growth.1 What type of leader was Thabo? Motivate your answer (8)2 Describe leadership behaviours exhibited by Thabo to affect change and motivate the employees (12)