Question 2 (Marks: 50) Read the following case-based extract meaningful management and answer the questions that follow. Meaningful management Ms Dlamini joined UR LTD 20 years ago. She has worked tirelessly over these years to rise to the rank of a general manager of division VX within the company. Over the years, she has also established herself as an effective team leader of her division. Ms Dlamini has managed to motivate staff in her division and, in so doing, has gained the respect of her team members. Not only has she taken a keen interest in the performance of each and every member of her team, but she has also mentored them and encouraged them to reach their full potential. She has held regular meetings in which all members of her staff are encouraged to speak their mind and to suggest ideas of how the department's performance can be improved. As a result of Ms Dlamini's hard work and effective management style, her division has not only reached their targets, but they have exceeded their targets for the past five years. The staff morale in her division has risen and the employee turnover and absenteeism has dramatically declined. Ms Dlamini has won the prize for manager of the year for the past three years running. One month ago, Ms Dlamini received a well-deserved promotion to managing director of the information and communication technologies department. In the period of merely a month, Ms Dlamini established that the division did not have any strategic plan. In addition to this, she established that the organogram of the division was not updated, and the reporting lines were unclear, and therefore did not reflect the reality on the ground. Furthermore, the employees of the division were demoralised, as their outgoing managing director, Mr Shozi, had adopted an autocratic approach, where he made those working for him to accept his orders without question and constantly remind them to do as they were told. Mr Shozi perceived the holding of meetings as a time-wasting exercises; thus, he only communicated to employees in the division via memos or emails. As a result of Mr Shozi's style of leadership, the division has experienced a mass exodus of experienced employees who joined competitors. In addition, the division was experiencing a high rate of absenteeism and legal suits related to the unfair dismissal of staff. Three months ago, Mr Shozi introduced new performance targets to improve the productivity in his division. Not only were these targets set without consultation, they were perceived to be totally unrealistic by the employees in the division, as they were almost twice as high as they were before. One of the employees received any training or support needed to achieve the new targets. "Luckily" for the employees, the division had an unreliable performance measurement system and did not prepare any performance reports; it was therefore unclear whether the unrealistic targets were being met or not. When the news of the replacement of Mr Shozi by Ms Dlamini reached the employees of the division, they were overwhelmed with joy. In her first meeting with all staff, Ms Dlamini assured them that she would turn the division around. Ms Dlamini has now approached you, as a management consultant, to advise her on how to go about turning the division around. Source: EDGE Learning Media. 2017. Business Management & Administration. Edge: Cape Town. (10) Q.2.1 Discuss five possible decision-making tools Ms Dlamini could use to determine how to turn division around. (4) Q.2.2 It is said that group decision making can enhance creativity and innovation. What would some of the advantages have been had Mr Shozi included his employees in his decision-making process