Time аllоwed 2 hоurs 30 minutesAnswer the fоllowing questions on BB аnd submit with а Turnitin reportQUESTION 1 (42 marks)Read the following case and then answer the questions. Sam Ndlovu is the responsible pharmacist at a district hospital situated in a rural area of the country. The hospital services several primary health care clinics. The roads to these clinics are not in a good condition. The pharmacy has a staff complement of 25.When Sam joined the pharmacy a few weeks ago, the pharmacy was short of medicines, staff and replacements. Organisation and coordination were poor, and there was very little cooperation and teamwork among the different sections within the pharmacy. Morale was low due to the unrelenting workload, the constant bickering and disagreements, and the stress of supplying all these clinics, especially the ones in deep rural areas.Sam held a meeting with the staff to introduce herself. Staff members also had the opportunity to introduce themselves. She talked to the staff and told them how important it is to be successful in delivering pharmaceutical services within this district. He explained how the healthcare workers in the front lines were counting on the staff of this pharmacy to bring them supplies they needed to keep the community that they were serving healthy and well. He reminded each staff member of their vital role and function in the operation of the pharmacy.Sam also learnt more about the staff members working at the pharmacy that he is managing. He held frequent staff meetings with the pharmacist in supervisory capacity to discuss the methods used to carry out the mission of the pharmacy. He visited the staff at their workstations where he showed personal interest while talking to them. He listened to their complaints and whenever possible tried to deal with their concerns. Soon he learned each staff member’s name and knew something about their background. Sometimes Sam even pitched in and worked beside the staff to ensure that all work gets done by due dates and times. As Sam found out more about the capabilities of each staff member, he reorganised the pharmacy and placed staff members where the best use could be of their skills and experience.In staff meetings disagreements were discussed and sorted. Responsibilities were assigned when all concerned were present. Authority was clearly delegated to reduce confusion and eliminate duplication of orders. The supervisors were held responsible for the sections that they managed and within limits their decisions made were enforced.Within three months the effects of the changes were evident. The pharmacy staff members learned what was expected of them and began to see themselves as an essential part of a well-run pharmacy. They began to take pride in their ability to accomplish their mission despite any hardships. Morale and teamwork improved. Before long, this pharmacy became very efficient.QUESTIONS 11.1 Identify, list and discuss the 12 managerial behaviours evident in this case. (28)1.2 List the four (4) managerial behaviours where there is no direct evidence from the case that Sam used it. (4)1.3 Explain what this case illustrates about a manager who leads in the context of ‘dual concern’ during managerial behaviour (10)QUESTION 2 (34 marks)Read the following case and answer the questions. Thabo Maseko was the new responsible pharmacist of an institutional pharmacy. This pharmacy was experienced low morale and lower productivity than expected. One of the difficulties was that this pharmacy served as a formal training centre for voluntary learner pharmacist assistants. These voluntary volunteers were assigned here by the District Office to gain the needed experience. When they reached a certain level of competence, they were assigned to other hospital pharmacies that are experiencing shortages of staff. This practice was demoralizing to the pharmacist and other learner pharmacist assistants who felt exploited and saw no personal reward in training these volunteers. After checking with his superiors and other managers at the district office he concluded that it will be impossible to change this process.During the first few months Thabo got to know the employees quite well. He reviewed performance records and met with each employee in the pharmacy to talk about their career aspirations. He learned that many of the employees were quite capable and could do much more than they were presently doing. However, they had never seen themselves as going anywhere in the organisation.Thabo searched for a unique vision for this pharmacy that would integrate the needs of the employees with the objectives of the executive management team. He formulated the following strategic objective: “To be the pharmacy that best develops talent in the pharmacy while still offering quality patient service.”From this decision flowed a series of actions. First, Thabo declared that development opportunities for growth would be open to all, and she initiated a career development program for her staff. He persuaded the personnel department to inform him him regularly about job openings that may interest the employees. Next, she builds rewards into the appraisal system for employees who helped others to learn, so that even those who did not aspire to advance would get some benefit from contributing to the new objective. To provide adequate backup in service functions he instituted cross training. Not only did this training provide a reserve of assistance when one functions was experiencing peak workloads, it also contributed to a better understanding of the policies and procedures in other functions. Thabo also used developmental assignments with his own section supervisors. He frequently lets assistant managers run staff meetings, represent the pharmacy at hospital management meetings or carry out some of his managerial duties and responsibilities.The changes made by Thabo resulted in major gains. By repeatedly stressing the strategic objectives in his words and actions, he gave this pharmacy a distinctive character. Employees felt increased pride and morale improved. Some of the old-timers acquired new aspirations and after developing their skills advanced into higher positions within the pharmaceutical services structure in the district.The new spirit carried over to the management of the patients and together with the increased competence in cross training it resulted in faster and better service to the patients.QUESTIONS 22.1 Discuss the leadership behaviours that Thabo used to change the pharmacy and motivate the employees. (18)2.2 Describe Thabo’s vision for his pharmacy. (9)2.3 Do you think Thabo should be classified as a charismatic leader, a transformational leader or both? Motivate your answer. (7)QUESTION 3 (4)Read the following scenario carefully:The manager has an innovative idea for change in procedures to reduce costs and increase profits, but the implementation of the idea would involve purchasing some new equipment as well as hiring and training two operators. To make this change, requires an approval from the immediate senior manager, the production vice president, who is usually reluctant to make risky decisions. What should the manager do to influence production VP to approve the proposed change. 3.1 Discuss any two influence tactics that can be used by the manager.QUESTION 4 (2)4.1 Communication is important in the mentoring process above. Explain why (2)QUESTION 5 (8)Read the incident below carefully. Then identify the decision-making style, i.e., autocratic, consultation or group decision, that you think is most appropriate by applying the following situational factors: quality, acceptance, and time. Explain your analysis.You are the Vice-president for production at a small pharmaceutical manufacturing facility. Your plant is working close to capacity to fill current orders. Now you just have been offered a contract to manufacture products for a new customer. If this customer is pleased with the way, you handle this order, additional orders are likely, and they could become one of the company’s largest clients. You are confident that your production supervisors can handle the job, but it would impose a heavy burden on them in terms of rescheduling production, hiring extra workers, and working extra hours. How would you decide whether to accept the new contract?State the appropriate decision-making style and then discuss the impact that quality, acceptance and time had on your decision.
24. Hоw dоes аn exit interview help in emplоyee retention efforts?
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