QP APR 2024 NOTES

Question 1: Situational Leadership

Hersey-Blanchard's Situational Leadership Model

  • Axes: Task behavior / Relationship behavior

  • Quadrants:

    • I – Directing: High task, low relationship

    • II – Coaching: High task, high relationship

    • III – Supporting: Low task, high relationship

    • IV – Delegating: Low task, low relationship

Improving Listening Skills

  • Understand the value of attentive listening.

  • Be aware of non-verbal cues.

  • Avoid assumptions.

  • Avoid interruptions unless clarification is needed.

  • Communicate actively listening (e.g., nodding).

  • Be patient and don't react immediately.

  • Ensure distraction-free environments.

  • Maintain eye contact and take notes (explain why).

SECTION B: LABOUR RELATIONS

Question 2: Industrial Actions

2.1 Difference between Strike and Lockout

  • Strike: Employees refuse to work or obstruct work to remedy a grievance.

  • Lockout: Employers exclude workers to compel acceptance of demands.

2.2 Objectives of a Contingency Plan During a Strike

  • Ensure workers’ return to work as soon as possible.

  • Maintain management's initiative during unrest.

  • Prevent injury to people and damage to property.

  • Identify and resolve the root problem causing dissatisfaction.

  • Negotiate settlement that satisfies both parties.

2.3 Unfair Labour Practice

  • Definition: Actions violating employee rights under Labour Relations Act.

  • Example: Withholding benefits per contract or victimization for union membership.

SECTION C: PERSONNEL CARE

Question 3: Matching Terms

  • 3.1 H

  • 3.2 C

  • 3.3 D

  • 3.4 J

  • 3.5 F

  • 3.6 A

  • 3.7 I

  • 3.8 B

  • 3.9 G

  • 3.10 E

SECTION D: GROUP DYNAMICS AND CONFLICT

Question 4: Group Types and Conflict Resolution

4.1 Fill in the Blanks

  • 4.1.1 Formal groups

  • 4.1.2 Provides social satisfaction

  • 4.1.3 Informal groups

  • 4.1.4 Are more accurate

  • 4.1.5 Away from workplace

4.2 Compromise in Conflict Resolution

  • Finding a mutual solution satisfying both parties.

  • Useful under time pressure or equal power dynamics.

SECTION E: PROBLEM-SOLVING AND DECISION-MAKING

Question 5: Connection Between Problem-Solving and Decision-Making

  1. Identify the problem

  2. Collect information

  3. Establish the cause of the problem

  4. Determine alternative solutions

  5. Evaluate alternatives

  6. Decide on the best solution

  7. Plan for implementation

  8. Evaluate progress and results

SECTION F: PERFORMANCE APPRAISAL

Question 6: True or False Statements

6.1

  • 6.1.1 True

  • 6.1.2 False

  • 6.1.3 True

  • 6.1.4 True

  • 6.1.5 False

  • 6.1.6 False

  • 6.1.7 True

  • 6.1.8 True

  • 6.1.9 True

  • 6.1.10 False

Elements of a Performance Appraisal Rating System

  1. Quantity of work

  2. Dependability

  3. Attitude

  4. Initiative

  5. Housekeeping

  6. Attendance

  7. Potential for growth

SECTION G: ACCIDENTS AND RISK CONTROL

Question 7: Classes of Hazards

  • Class A: Conditions causing permanent disability or life loss.Example: Wall collapse on worker.

  • Class B: Likely to cause temporary disability or serious injury.Example: Acid burn from leaking pipe.

  • Class C: Minor injuries or non-disruptive property damage.Example: Using chemicals without gloves.

SECTION H: OCCUPATIONAL HEALTH AND SAFETY

Question 8: Management Responsibilities in Fire Evacuation

  • Ensure emergency doors open outward and are clear.

  • Staircases should have handrails, be non-combustible, and wide.

  • At least two exit points should be available.

  • Staff training in evacuation plan and fire drills.

SECTION I: MANAGEMENT INFORMATION SYSTEMS

Advantages of Management Information Systems

  1. Informed basis for management decisions.

  2. Keeps track of relevant management data.

  3. Collects and analyzes production, marketing, and finance info.

  4. Integrates company data.

  5. Provides accessible personnel records.