CIMA CIMAPRA19-E02-1-ENG E2 Managing Performance (Online) Online Training
CIMA CIMAPRA19-E02-1-ENG Online Training
The questions for CIMAPRA19-E02-1-ENG were last updated at May 31,2024.
- Exam Code: CIMAPRA19-E02-1-ENG
- Exam Name: E2 Managing Performance (Online)
- Certification Provider: CIMA
- Latest update: May 31,2024
After undertaking competitive analysis, a company has assembled the information and is now in a position to benchmark its performance against that of its competitor. A manager has been asked to carry out strategic benchmarking, but he is unsure of what information he should use.
Which TWO of the options below could be used to undertake Strategic Benchmarking?
- A . % Market Share
- B . % return on Non Current Assets
- C . % late deliveries
- D . % sales returns
The Managing Director of a large golf complex is using Drucker’s five questions to help develop a new strategy.
Which of the following statements does not answer one of Drucker’s questions?
- A . We will analyse the local market to ensure we are the best.
- B . We will offer state of the art facilities at affordable prices.
- C . We will target the fifty years plus demographic.
- D . We will utilise our knowledge in an attempt to improve our members golf skills and enjoyment of the sport.
- E . We will grow our revenues by 50% over the next three years.
- F . We will aim to constantly improve and update our course and the accompanying facilities.
V is the owner of a small jewellery business which deals exclusively in pearls. The business has built up an excellent network of suppliers which deliver a steady stream of high quality pearls to its workshops, where a team of highly skilled craftsmen turn basic pearls into items of jewellery. V feels that no other company has such a talented and valuable workforce and believes their skills are rare and difficult if not impossible to imitate. They are the key to the company’s sustainable competitive advantage and success.
What is the approach to strategy which proposes that competitive advantage is achieved from the organisation’s unique assets or competences?
- A . Resource-based view
- B . Emergent strategy
- C . Rational strategy model
- D . Free-wheeling opportunism
Four orthopaedic surgeons in a busy hospital department have very different work habits. Each has their own team of medical technicians who are used to the surgeons’ personal preferences and are very comfortable with their routines; they basically do the same things every day. This way of working has gone on for several years.
When a new administration manager suggested that they train all of the technicians to work with all the surgeons this led to significant resistance from all of the parties involved. The technicians were concerned that they would no longer be able to perform their usual daily tasks.
On the basis of the scenario what would be the main cause of their resistance?
- A . The technicians’ fear that they would be forced out of their regular habits.
- B . The technicians’ concern over personal loss such as benefits and privileges.
- C . The technicians’ fear that the changes proposed would harm the efficiency of the department.
- D . The technicians’ belief that role ambiguity and uncertainty would increase.
Hersey and Blanchard developed a theory of situational leadership which suggested that successful leaders should change their leadership style according to the maturity of the subordinates they are leading. This includes an assessment of their professional ability and their readiness to undertake set tasks.
Based on this theory, which leadership style would be best suited to a subordinate showing the highest levels of maturity, readiness, ability and willingness to tackle the work available?
- A . Delegating
- B . Telling
- C . Selling
- D . Participating
Several researchers have identified strong connections between corporate culture and resistance to organisational change.
Which TWO of the following are likely to be most resistant to organisational change:
- A . H is a partnership of professionals with similar training, background and expertise. Power lies in senior individuals who generally believe themselves to be more important than the business. Co-operative and consistent behaviour is unusual.
- B . E is a small entrepreneurial firm controlled by an owner-manager. There are few rules and little bureaucracy. The firm can react quickly and decision making by the owner will be swift.
- C . F is a large bureaucratic organisation, structured by function. Staff working in F tend to be preoccupied with fulfilling their narrow job duties, with an emphasis on consistent, day-to-day routines.
- D . G is a project-based organisation where flexible teams are formed to solve particular problems. G is characterised by teamwork, flexibility and a strong commitment to making
things happen.
The scientific management theory of management suffers from a number of problems.
Which THREE of the following apply?
- A . Because under scientific management employees are trained to do just one part of a job they can become bored, motivation declines and labour turnover increases.
- B . Managers may find that as the organisation grows in size there are increasing demands on their time and that it is therefore necessary to employ others to undertake supervision of day to day tasks.
- C . The approach assumes that people are only motivated by money but the evidence is that people are motivated by other things such as job satisfaction and a sense of achievement.
- D . This appoach depends on employees strong identification with management goals but this can sometimes be difficult to achieve.
- E . The approach leads to quality problems because the use of monetary incentives can lead employees to rush their work and be less careful in the completion of their tasks.
The ability to negotiate is an important management skill.
Which approach to negotiation is less likely to result in future further conflict?
- A . Lose – Win
- B . Win – Lose
- C . Lose – Lose
- D . Win – Win
Which of the following are classed as part of the move stage of Lewin’s model of change? Select ALL that apply.
- A . Make sure the process is well managed and co-ordinated
- B . Ensure details of the changes occurring are communicated effectively
- C . Make sure everyone is given the necessary skills
- D . Ask people what their problems are and how they feel the change should proceed
- E . Focus on the reasons for change so people understand and accept it
- F . Deal with the issues of individuals to overcome personal concerns and objections
- G . Develop rewards for indhoduals following the new approaches after the changes
A company is considering introducing a new product into the market but has been advised to undertake some qualitative research prior to doing this. The marketing manager is uncertain as to what information it will get from this type of research.
Which of the following can be identified by carrying out qualitative research?
- A . The reason why a customer might buy a certain brand.
- B . The number of customer complaints received in a given period.
- C . The sales value of a product for a given period.
- D . The profitability of a competitor.