MGT503 Final Term Past Papers 2025
The Evolution and Heritage of Management
Throughout human history,
organized efforts by groups of people have been essential for achieving
large-scale goals. From the ancient Egyptian pyramids to modern tech giants,
every significant project has relied on individuals responsible for planning, organizing,
leading, and controlling activities. The massive stone pyramids of Egypt and
the Great Wall of China stand as striking examples of such monumental efforts,
highlighting the need for effective management long before the concept was
formally recognized.
For instance, consider the
construction of a pyramid, which engaged more than 100,000 workers over two
decades. Who directed these thousands of workers? Who ensured that materials
like stones were always available and properly placed? Clearly, there were
leaders and organizers who performed the essential roles of managers. Even if
they weren’t called “managers” in their time, they had to coordinate people and
resources, establish processes, direct workers, and ensure the completion of
the project according to plan.
Around 4000 B.C., Egypt was
remarkably advanced, far ahead of neighboring civilizations. If we could truly
compare, it’s likely that no modern country today would be as ahead of its time
as ancient Egypt was during this period. The Egyptians mastered the art of
organizing large-scale labor, setting a foundational example for management as
we know it.
The Drive for Productivity
Looking back at management
throughout history, one theme stands out: productive periods have consistently
emerged alongside competitive, capitalist systems that value individual
initiative. This lesson applies to managers in both nonprofit and for-profit
organizations.
However, it’s a common
misconception among management students that earning a degree or taking
specialized courses will reveal magical secrets for controlling people. In
reality, even the best management education can only polish the skills and
insights that students already bring with them. Management isn’t about
manipulating others; it’s about understanding how to inspire, guide, and
coordinate teams toward shared goals.
The Age of Professional Managers
Today’s world is defined by
knowledge-driven markets and intense global competition. The people at the helm
of modern organizations are professional managers who do not usually own the
companies they work for. Unlike the entrepreneurs of old who controlled every
aspect of their businesses, today’s managers must operate within larger
systems. They are expected to have a broad understanding of the organization
but often control only a specific part.
Modern managers are also held to
higher standards: they must be aware of product quality, operational processes,
financial impacts, and social responsibilities. They must remain adaptable and
ready to pivot strategies as needed, working as part of a bigger machine rather
than as independent owners. History consistently shows that skilled managers regardless
of the era are essential for the success and growth of any enterprise.
An IT Example: Operating System Development
Consider a modern example: the
creation of a computer operating system by a software company. In the early
days, launching a new operating system took years of effort from many
engineers. Today, you can get a fully functional operating system worth millions
of dollars on a single CD or as a digital download.
This incredible product results
from careful management and coordination of dozens of engineers and
specialists, each contributing to a piece of the project. The managers in these
teams organize tasks, manage timelines, allocate resources, and oversee quality,
ensuring that the final product meets the needs of users and upholds the
company’s reputation. The IT company’s managers and teams stand behind their
product, showing how modern management continues to evolve alongside
technology.
Leadership at the Top
Top managers are the leaders who
hold the highest-ranking roles in an organization’s structure. They make
decisions that affect the entire organization, from establishing company-wide
goals to crafting the strategies needed to achieve them. Common titles for
these senior roles include Chief Executive Officer (CEO), President, Managing
Director, or Chairman of the Board. Their decisions shape the direction and
future of their organizations, making their roles critical in both stable and
uncertain times.
Insights from the Hawthorne Studies
A significant breakthrough in
understanding organizational behavior came from the Hawthorne Studies conducted
at the Western Electric Company in Cicero, Illinois, starting in 1924.
Originally designed to explore how lighting affected workers’ productivity,
these studies eventually revealed much more. They highlighted the importance of
human and social factors in the workplace, laying the groundwork for modern
organizational behavior as a field of study. This research showed that
employees’ attitudes, feelings, and relationships could have a powerful impact
on productivity insights that remain crucial for managers today.
The Decision-Making Process
At the core of management is the
ability to make effective decisions. Making a decision means choosing the best
course of action from several options. This process starts by pinpointing the
problem and setting the standards to guide the choice. Managers then weigh
these criteria, develop and analyze alternatives, select the most suitable one,
implement it, and finally, evaluate the outcome to see if it solved the
problem.
Managers as Decision Makers
Even with an understanding of the
decision-making process, the real challenge lies in applying it as a manager.
Managers face a variety of problems and must make decisions under different
conditions some predictable, others filled with uncertainty. Their styles and
approaches may vary, but effective managers recognize that clear
decision-making is vital for organizational success.
Different Types of Plans
Managers rely on different types
of plans to guide their work. Strategic plans focus on the overall direction
and goals of the organization, while operational plans handle the specifics of
how those goals will be achieved. Plans can also be categorized by their time
frame: long-term plans cover more than three years, while short-term plans span
a year or less. Some plans are very specific, leaving no room for
interpretation, while others are more flexible, setting general guidelines.
Single-use plans are created for unique situations, and standing plans guide
recurring tasks and activities through policies, rules, and procedures.
Understanding Organizational Structure
The organization chart visually
represents an organization’s structure, showing key roles, reporting lines, and
the way teams are grouped together. It helps people understand how
communication flows and where they fit within the broader structure.
Conclusion
Ultimately, the heritage of
management is a story of how humans have learned to work together to accomplish
shared goals. From ancient monuments to modern software, the principles of
planning, organizing, leading, and controlling remain central to any successful
venture. As the world continues to evolve, managers must adapt, learn, and
innovate just as those before them did to ensure that organizations thrive and
meet the challenges of the future.
MGT503 Final Term Past Papers 2025
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