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DUBLIN INSTITUTE OF TECHNOLOGY

BOLTON STREET, DUBLIN 1
__________

BACHELOR OF ENGINEERING
IN MECHANICAL ENGINEERING
&
BACHELOR OF ENGINEERING
IN MANUFACTURING & DESIGN ENGINEERING
_________
THIRD YEAR: JANUARY 2013
SEMESTER 1
__________
PROFESSIONAL DEVELOPMENT
John Lawlor MSc
Robert Simpson MSc
David Kennedy PhD
Mark McGrath MEng, M.I.E.I.
Anne Marie McCarrick MSc
Arthur Henry
XXXX Jan 2013, XXXX p.m.

Answer 4 of the following 6 questions, at least 2 from Section A and at least 1 from Section B.
Please use separate answer books for each section.
All questions carry equal marks.

Given: Normal Table

2013 DIT

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DT023/3
DT022/3

16739 PRFD3111
14985 PRFD3111

Section A

Question 1
(a)

Distinguish between the following theories of leadership:

(i)
(ii)
(iii)

(15 Marks)

Trait theory
Style theory
Contingency theory

Which one most closely relates to the reality of leadership today?

Explain why you hold this opinion.

(b)

Distinguish between management and leadership. Which types of

power are managers and leaders most likely to use in the workplace?

(10 Marks)

(a)

Describe the steps in organisation change, why people usually resist

change and how resistance to change can be managed. Use an
example of change in an organisation to illustrate your answer.

(15 Marks)

(b)

Explain why there is a necessity for Corporate Governance in an

organisation, and outline the obligations of any company wishing to
list on the Irish Stock Exchange.

(10 Marks)

Describe the basic forms of organisation design, outlining the

advantages and disadvantages of each. Use company examples to
illustrate your answer.
Distinguish between centralisation and decentralisation, comment on
their relative advantages and disadvantages and give an example of
when an organisation might wish to use one or other approach.

(8 Marks)

Outline what is meant by job specialisation. What are the

alternatives? Outline the advantages and disadvantages of each
alternative. Use examples to illustrate your answer.

(13 Marks)

Question 2

Question 3
(a)

(b)

(c )

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(4 Marks)

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Question 4
(a)

Outline the purpose and elements of a Project Action Plan.

(10 Marks)

Explain what is meant by Earned Value and at what stage in the

project lifecycle might this tool be used.
A project has just completed the 78th item in its action plan. It was
scheduled to have spent 168,000 at this point in the plan, but has
actually spent only 156,000. The Team Lead estimates that the
value of the work actually finished is about 162,000. What are the
cost and schedule variances for the project? What are the Schedule
Performance Index (SPI) and the Cost Performance Index (CPI)?
Comment on your answer.

(b)

Explain the meaning of the following, outlining why these are

important concepts for a Project Manager:

(10 Marks)

Critical path
Float (or slack)

Using table 4.1 below, draw the network diagram, calculate float for
each task and determine the following:
i)Total project duration
ii) Critical path

Activity/Task
A
B
C
D
E
F
G
H

Predecessor
A
B
B
B
C,D
D
E,G

Time Estimate (days)

a
m
b
8
10
16
11
12
14
7
12
19
6
6
6
10
14
20
6
10
10
5
10
17
4
8
11

Table 4.1

(c)

2013 DIT

Calculate the probability that the project shown in table 4.1 above
will be completed in 50 days or less. (10 marks)

(5 marks)

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Section B
Question 5
(a)

(b)

In the context of a manufacturing company, explain the concepts of (15 Marks)

product costs and period costs, including notes on cost recognition
and payment timing.
Discuss the following types of costs:

(10 Marks)

Direct
Indirect
Variable
Fixed
Mixed
Step

Question 6
Write notes on the following:

(15 Marks)

The profit and loss account, including an explanation of the

presentation of the costs of goods sold and work in progress.
The balance sheet, noting its salient features.

2013 DIT

(10 Marks)

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