Which THREE of the following would be considered as reasonable expectations of the mentoring process, for the mentee?
- A . Career enhancement
- B . Solving all problems
- C . Support with new challenges
- D . Discipline would be dispensed if they make a mistake
- E . Personal development
X is a manufacturing company that has achieved long term success by understanding the structure of its industry, and where necessary changing its strategy in order to achieve improved performance by outperforming its competitors.
Success has depended on the company exploiting the underlying economic factors (such as economies of scale) better than its competitors and maintaining this over time, so achieving sustainable competitive advantage.
Researchers would call this an "outside-in" approach to strategy, with the company choosing a strategy that responds to the challenges and changes posed by the external environment.
Which type of strategy is X adopting?
- A . Positioning approach
- B . Resource-based view
- C . Emergent strategy development
- D . Logical incrementalism
Barney (1991) identified four criteria necessary for a resource to be classed as unique and thus give competitive advantage. One of these is that it shouldn’t be substitutable and another is that it should be rare.
Which TWO of the options below make up the list of four?
- A . Valuable
- B . Imperfectly Imitable
- C . Perfectly Imitable
- D . Costly to obtain
The concept of core competences is key to successful outsourcing strategy. Organisations should:
- A . focus on core competences and outsource non-core competences to external firms that can add more value.
- B . focus on non-core competences in order to drive down the cost of non value adding activities.
- C . focus on core competences by outsourcing these functions to external firms that can add more value.
- D . focus on non-core competences by applying transaction cost theory to external firms.
China, Korea, Japan and Vietnam are high context cultures.
In business relationships in high context cultures, which THREE of the following are typical?
- A . People prefer to establish relationships first.
- B . People value expertise and performance.
- C . People form agreements based on trust.
- D . People prefer fast and efficient negotiations.
- E . People value personal relations and goodwill.
H is the owner of a motorcycle dealership in Los Angeles which provides sales, repair and servicing of very large motorcycles, typically with engines larger than 1000cc. Over the years H has built up a renowned team of highly skilled technicians that are experts in this particular size of motorcycle. H believes that their skills are rare and difficult, if not impossible, to imitate by any competitor in the region.
Despite this advantage the company has been suffering from declining profits in the past three years and the marketing consultant has advised H to change the focus of the company towards small 50cc mopeds and scooters – because that "is clearly what the market is now wanting".
The change being proposed is:
- A . from a resource-based view to a positioning approach.
- B . from a resource-based view to an incremental approach.
- C . from a positioning approach to a ‘market driven’ strategy.
- D . from a positioning approach to a rational model.
Which of the following is NOT a benefit of a good audit system?
- A . Provides a form of internal control.
- B . Provides a basis for improving the finance function’s presentation of a company’s financial records.
- C . Provides a basis for improving the finance function’s efficiency and effectiveness in the information it presents to management.
- D . Provides a basis for streamlining the finance function.
With reference to Herzberg’s motivation-hygiene concept (two-factor theory) relating to employee motivation, which of the following is a correct interpretation of his findings?
- A . The presence of hygiene factors are necessary in the workplace to prevent dissatisfaction.
- B . The absence of hygiene factors will inspire employees and improve motivation.
- C . The absence of hygiene factors will provide a better work environment and motivate employees.
- D . The presence of hygiene factors will increase employee morale and motivation.
An organisation undertakes a planned strategy and it is currently at the stage of completing a strategic analysis.
It has defined what it is seeking to achieve, identified the strengths and weaknesses of the company and has undertaken a corporate appraisal.
What stage of its strategic analysis has the organisation failed to carry out?
- A . An external analysis of the business’s environment
- B . Identification of strategic options
- C . Identification of functional policies
- D . Making strategic choices
Mintzberg describes various forms of strategy and labels each form.
Which of the following options contains the correct matching of label with description?
- A . Plan = means of identifying place in the environment/market
- B . Perspective = manoeuvre in a competitive business game
- C . Pattern = consistent behaviour over time
- D . Ploy = a path to get from here to there
Based on the Tuckman model of team development, identify the stage when team relationships should start to harmonise and the team agrees on normal work patterns and the best way to tackle the work ahead of them. Job roles and relationships within the team are also agreed.
- A . Norming
- B . Storming
- C . Forming
- D . Performing
J has been appointed project manager for a multimillion dollar upgrade to factory computer systems for his international organisation.
The organisation has decided to adopt the PRINCE2 project management methodology, of which J has knowledge from a previous post, but this was some time ago and his knowledge may need updating.
In order to achieve maximum success, J realises he will need to ensure that problems encountered at each phase of the project are used to inform later stages of the project.
Advise J at which stage of the project lessons learned should be recognised and applied to later stages, in order to prevent recurrence during the project:
- A . Starting the project
- B . Initiation of the project
- C . Managing stage boundaries
- D . Controlling a stage
In terms of Porter’s Diamond model, a DEMAND condition as applied to the brewing industry in Germany would be which of the following?
- A . German consumers are loyal and enthusiastic about German beer, and are keen to purchase new products.
- B . Germany has a network of firms and suppliers that support each other in becoming stronger in the brewing industry.
- C . Germany has a number of strong foreign competitors in the brewing industry.
- D . Germany possesses a number of secret recipes in brewing that are not available to foreign competitors.
There are many implications for an organisation when using PRINCE 2 for managing projects.
Which of the following statements are correct?
- A . The Project Manager can make decisions independently without the approval of the board
- B . The Project Manager must follow a restricted step by step procedure
- C . All six processes and the many sub processes must be followed
- D . Project staff must operate under a strictly managed and controlled regime
- E . All actions must be within the bounds of agreed project objectives and scope
According to Porter, there are THREE generic strategies through which an organisation can generate superior competitive performance.
These are:
- A . Cost Leadership
- B . Competitive advantage
- C . Cost recognition
- D . Differentiation
- E . Delegation
- F . Focus
Which of the following is the concept whereby a manager has a right to exercise power on behalf the organisation?
- A . Accountability
- B . Empowerment
- C . Authority
- D . Delegation
Many public companies remain committed to the rational approach to strategic decision making believing that the long term advantages outweigh the disadvantages.
Which TWO of the following factors are considered to be advantages of the rational approach?
- A . Less time consuming and less expensive
- B . Fosters an entrepreneurial spirit
- C . Aids target setting and controls
- D . Stakeholder confidence is enhanced
"The ability to exert influence and make someone act according to your own preferences" is the definition of which of the following?
- A . Responsibility
- B . Delegation
- C . Authority
- D . Power
The Thomas-Kilmann model suggests five conflict handling strategies.
Which THREE of the following are part of the model?
- A . Competing: both parties seek to maximise their own interests and goals thus creating winners and losers.
- B . Conflict reduction: involves building on areas of agreement and changing attitudes and perceptions by use of compromises and concessions.
- C . Collaborating: involves a ‘win-win’ strategy which is achieved through joint confrontation of the problem.
- D . Conflict suppression: involves threatened authority or force or smoothing over the conflict by de-emphasing the seriousness of the situation.
- E . Accommodation: involves a strategy in which one party puts the other party’s interest first even when it is to its own disadvantage.
Setting a mission is the first stage of the rational approach to strategy setting.
According to David, which THREE of the following are useful areas to include in an organisation’s mission statement?
- A . Customers
- B . Shareholders
- C . Markets
- D . Philosophy
- E . Suppliers
- F . Government
The difference between the latest event time and the earliest event time in a project network analysis is referred to as:
- A . Critical Activity
- B . Float
- C . Critical Path
- D . Node
The Board of organisation Y has authorised an upgrade to its computerised finance system.
The Finance Director, X, has been tasked with managing this project. X has been requested to consult with stakeholders, in order that a Project Initiation Document (PID) may be produced.
What are the TWO main uses of a PID?
- A . To ensure that the project is broken down into work packages and a Work Breakdown Structure be produced.
- B . To produce a risk assessment of both internal and external risks that are likely to effect the project, and alternative actions to reduce the risks.
- C . To ensure that the project has a complete sound basis before any major commitment to
the project. - D . To act as a base document against which the project can be managed for progress, change management issues, and ongoing viability issues.
A highly complex IT project is being tackled by a self-managing team of three technical specialists who had never met each other before.
At first they argued constantly for nearly two days over the best way to tackle the work and what technical software tools to use. Finally these issues were resolved, the team went out for dinner together and they agreed how best to share the workload between them.
After this point, the productivity improved dramatically and good work progress was made.
All was going well until two days later when another IT specialist turned up unexpectedly.
This person was far less experienced than the other three.
The new arrival explained that he would be taking over as project manager and immediately started to give explicit orders to the team.
In the context of Tuckman’s team development theory, which interpretation fits the facts of the scenario.
- A . The team had reached the performing stage but the arrival of the new specialist may result in the team reverting to the storming stage.
- B . The team had reached the norming stage and instructions from the new arrival will quickly help the team reach the performing stage.
- C . The team had already formed and were moving into the storming stage when the new arrival turned up and reset development at the forming stage.
- D . The new arrival will mean that the team will move forward from norming through storming into the final performing stage.
Q has been appointed as the Commercial Director of a medium-sized publishing company that is facing strong competitive pressures in difficult trading conditions. Q is surprised to find that the firm is pursuing the formal/rational approach to strategy development.
Q is now preparing a presentation to the Board to change the basis of strategy development to an emergent approach.
Which THREE arguments could Q use in the presentation?
- A . The rational approach takes up significant organisational resources, can be very expensive, time consuming and complicated.
- B . The rational process can end up as a bureaucratic, top-down process focusing on plans, systems and targets, leading to a loss of entrepreneurial spirit.
- C . Given an uncertain business environment, it is impossible for rational strategy makers to make reliable assumptions about the future.
- D . An emergent approach encourages managers to take a longer term view of the development of the business, rather than being short-term and reactive.
- E . From a stakeholder perspective, the emergent approach could be viewed as demonstrating that the organisation has a very clear sense of where it is going.
James argues that performance appraisal has its roots in three substantiated psychological principles, meaning that people work / learn / achieve more when they are given the opportunities.
Which of the following does NOT apply?
- A . Information for human resource planning.
- B . Involvement in the setting of tasks and goals.
- C . Adequate feedback as to how they are performing, in other words knowledge of results.
- D . Clear attainable goals so they know what to strive for.
Many companies use Critical Path Analysis (CPA) to manage projects.
Which TWO of the options below could be identified from a CPA diagram?
- A . The activities which need to be completed before the next activity can start.
- B . The resource usage variance for each activity.
- C . The activities which can’t overrun without delaying the whole project.
- D . The probable time for each activity.
F Company is an international fast food company and is committed to the rational model for strategy.
A senior team has carried out a comprehensive study of the environment in which it currently operates, its resources, distinctive competences and a corporate appraisal. The mission and objectives have been set in accord with stakeholder directives, which are based on twin objectives to grow profits by 5% year on year and become one of the top 100 global brands.
The team has generated a short-list of different strategic initiatives which it believes may deliver the primary objectives required by the stakeholders. Each initiative has been examined separately on its merits in terms of feasibility, suitablity and acceptablity. As many factors as possible have been taken into account such as market analysis, economic growth and competitors.
In terms of the rational model, select the actions that the company has now carried out:
- A . Strategic analysis / options generation / options evaluation
- B . Strategy selection / options evaluation / implementation of strategy
- C . Strategy selection / options generation / strategic choice
- D . Strategic analysis / options evaluation / implementation of strategy
A Company is undertaking a project for the first time and has given the Finance Manager the task of managing the project. He has been advised to use PERT, as it will help him with his Critical Path Analysis (CPA).
What information will the calculation using PERT provide the Finance Manager with to use in his CPA?
- A . The most optimistic time to complete an activity.
- B . The most realistic / probable time to complete an activity.
- C . The expected time to complete an activity.
- D . The most pessimistic time to complete an activity.
Conflict has heightened between the departments of a textile manufacturer, following a recent decision by the manager of the cloth inspection department to a tightening up of the inspection standards. She insists that the quality of output has to improve if the organisation is to remain competitive.
This has resulted in some staff being idle more frequently and the sight of this idle time has frustrated the management and other employees in the weaving department, due to the direct link between time and bonus payments.
Using the Thomas-Kilman Conflict Mode Instrument, which of the following would be the most appropriate method of resolving the conflict in this situation?
- A . Competing
- B . Collaborating
- C . Avoiding
- D . Accommodating
John is a young management accountant who, after completing his examinations recently, was put in charge of a small established accounts department.
At his first progress review with his superior, he was very confident and enthusiastic about numerous initiatives. John expressed disappointment that his staff were so reactionary and uncooperative.
It would seem most of the staff reporting to John are dissatisfied about his leadership. The younger ones are frightened of him and they say he his always in a hurry. The older ones who have worked in the department for years are worried about John’s risky decisions. Others resent him and are frustrated that John never listens to their ideas.
Which behaviour should John adopt to improve motivation in the department?
- A . John should dismiss the older staff and send the younger staff on training and take on an autocratic style of management.
- B . John should create time for one to ones with his staff and take on a participative style of management. Improving communication with regular briefings.
- C . John should not do anything as he will see things settle down over time and take on a more laissez-faire style of management.
- D . John should hire some external business consultants to overhaul the working practices and find solutions to get the department back on track.
Michael Porter identified four determinants of national competitive advantage, one of which is Factor conditions. A company has the following 4 factor conditions.
According to Porter, which will give the company a sustainable competetive advantage?
- A . Unskilled labour
- B . Raw materials
- C . R & D experience
- D . Initial capital availability
Projects carried out using the PRINCE2 methodology are always set out in a series of distinct and sequential stages.
Which of the following is NOT a valid reason for a planned break between stages?
- A . The project team is required to break and regroup ready for the next package of work.
- B . The project board can make a decision as to whether the project business case is still viable.
- C . The progress of the project can be reviewed to ensure this justifies the continuation of the project.
- D . Risks to the project can be reassessed before further commitments of money or resources.
FF Ltd was established three years ago. Since then the company, which provides online financial advice, has experienced rapid growth and the management team has not really had the time to put management systems and procedures into place.
The organisation has asked you to look at the way in which the company deals with its disciplinary problems and procedures.
Choose from the following ALL that apply as recommended guidelines for drawing up a disciplinary procedure:
- A . Procedures should be written down to avoid misunderstandings.
- B . Staff should be provided with a copy of the procedures and relevant sections of the policy made clear.
- C . Discipline is all about punishment and it should state this in the policy document.
- D . Disciplinary procedures should consist of having informal chats outside of the organisation.
- E . Steps should be detailed to investigate complaints that might lead to legal action.
- F . Appeals procedures should be given as and when required as a last resort.
X Company’s Board of Directors uses its expertise to develop future strategies. The Board defines objectives that need to be achieved and then, through formal proactive planning and careful analysis, it selects the most appropriate means to achieve them.
Which method of strategy formulation is the Board using?
- A . Emergent
- B . Rational
- C . Opportunism
- D . Resource-based
In the model of the organisational iceberg, which of the following is NOT one of the hidden elements?
- A . Communication pattern
- B . Feelings
- C . Style
- D . Structure
Which THREE of the following are benefits of having strong discipline and grievance procedures in place?
- A . Cost savings due to legal costs being avoided.
- B . Staff have higher morale and are more motivated.
- C . Any staff who don’t perform as required can be dismissed without risk of legal action.
- D . Company meets its legal requirements.
The manager of Company A has decided to upgrade the IT systems in 18 months time. Although the employees understand the need and benefits from the change there is still some resistance from fear of the unknown and a question mark over the security of their jobs.
Which TWO of the methods below for dealing with change are most appropriate under these circumstances?
- A . Coercion
- B . Education and communication
- C . Facilitation and support
- D . Participation
A manager is introducing a new bonus scheme into the business that will affect ail employees.
Using Likert’s model he follows a benevolent authoritative style of management.
Which of the following best describes the way he introduced the new bonus scheme?
- A . He made the decision to introduce the new scheme and enforced it ctcross the business with no discussion or debate.
- B . He makes the decision to introduce the new scheme and sells the idea to employees in order to get buy-in.
- C . He asks for suggestions on whether to introduce the scheme but makes the final decision
- D . He allows staff to make the decision but offers support and advice.
KK manufactures mobile phones and it possesses an inimitable resource in the mobile phone market in which it currently competes.
Which of the following best describes this type of resource?
- A . It will provide wide access to a variety of markets
- B . A competitor will see the perceived benefits
- C . A competitor will find it difficult to copy
- D . A competitor could substitute the resource
Which TWO of the planning tools listed below show the minimum completion time of a project?
- A . Gantt Charts
- B . Resource Histograms
- C . Network Diagrams
- D . Milestones
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.
The new Chief Executive of P Company has recently announced that there will be significant changes made to how the company operates. He has stated that his vision for the company cannot be achieved within the existing organisational paradigm.
Although the changes are significant, due to increased competitive pressures, the Chief Executive has commented that changes will need to be made quickly.
Which of the following types of change will occur in P Company?
- A . Evolution
- B . Adaptation
- C . Reconstruction
- D . Revolution
W is the supervisor of the house-keeping team in a large hotel. X, a member of the team, is consistently late to work which means that other team members have to perform extra work. A number of team members have also complained to W about X’s aggressive behaviour. Two months ago W spoke to X informally about these issues and for a short period things improved.
But it is now clear that X is again displaying unacceptable behaviour and upsetting colleagues. W knows further action must now be taken to deal with the situation.
With reference to the disciplinary process, which is the best course of action for W to take?
- A . Write a formal letter to X stating that if the unacceptable behaviour does not stop immediately X will be dismissed without further notice.
- B . Issue a formal verbal warning via a formal interview, with a record of the interview kept on file.
- C . Reduce the paid hours allocated to X as a temporary punishment until the behaviour improves.
- D . Speak to X informally in a private office and ask that X improves their behaviour and apologises to colleagues.
Which of the following best describes the resource based view of strategy?
- A . Carrying out a SWOT analysis to set strategy.
- B . Recognising that competitive advantage stems from some unique asset or competence possessed by the organisation.
- C . Recognising competitive advantage stems from scanning the environment.
- D . Setting a strategy by creating the conditions for new ideas to flourish.
Many analysts and researchers have written about understanding resistance in order to bring about successful and enduring changes in an organisation.
One writer wrote that "An issue is held in balance by the interaction of two opposing sets of forces – those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)". Select this writer.
- A . Kurt Lewin
- B . John Kotter
- C . Rosabeth Kanter
- D . Peter Drucker
The advantages of embedding the finance function within the business unit include which THREE of the following?
- A . It allows the accountant to provide information specific to a particular business unit with greater efficiency.
- B . It prevents duplication of effort across the organisation.
- C . It enables strong relationships to be developed between the accountant and the rest of the management team within a particular business unit.
- D . It means that the accountant is able to develop best practice that can be of benefit to the whole company.
- E . It allows the accountant to build up detailed local knowledge and understanding of the business unit.
Performance appraisal systems are designed to meet a number of objectives.
Which of the following is a positive objective of such a system?
- A . To motivate individuals by providing an opportunity for feedback and an opportunity for a staff member to discuss any issues.
- B . Managers have a reluctance to give the highest or lowest grades, so end up giving all members of staff an average grading.
- C . Timing of appraisals can lead to problems for management as it tries to schedule a number of performance appraisals within a short time frame.
- D . If the scheme does not have top level buy in, it will be unlikely to succeed and may become a box ticking exercise.
X is a Project Manager who works in a matrix organisational structure with an authoritarian leadership style. Team members are seconded on a part-time basis to teams led by X, who will then contribute to their individual performance appraisals at the end of each year.
X requires all team members to follow exactly what he tells them without question because he has the authority to provide negative feedback in their performance appraisals. According to the French and Raven model, select the type of power that X is using in these circumstances.
- A . Coercive
- B . Reward
- C . Referent
- D . Feedback
A company, which is heavily reliant on its IT systems, experiences a critical problem affecting its just-in-time processes. The manager recognises an immediate need to change and upgrade systems, which he knows will meet resistance by some long serving staff.
Which of the following would be the most appropriate method for dealing with the resistance at this time?
- A . Coercion
- B . Facilitation
- C . Participation
- D . Negotiation
Examine the network diagram shown and identify ALL of the statements below that are true.
- A . Task C is a predecessor of E
- B . Task G may begin when either Task B or Task F have finished
- C . When Task A is complete, three tasks may begin
- D . Task D is a successor to F
DRAG DROP
Negotiation is an important skill for managers and their relationships with subordinates, stakeholders and suppliers. The negotiation process can be divided into four disctinct stages.
Place the following stages in the correct order:
The PRINCE2 project management methodology has consistent principles governing roles, plans, processes and risks.
Which TWO of the following statements are correct?
- A . Team plans are mandatory within PRINCE2.
- B . A PRINCE2 organisation is a technical project team, assembled to achieve an unspecified objective.
- C . A project issue is any factor which could have an effect on the project (either detrimental or beneficial).
- D . One of the objectives of the process "Initiating a Project" is to define how the required product quality will be achieved.
Under UK law, the case of constructive dismissal occurs in which of the following situations?
- A . Because the role of the employee has become redundant.
- B . Because of resignation by the employee due to the conduct of the employer.
- C . Because of a reason related to the employee’s capability or qualifications.
- D . Because a statutory duty or restriction prohibited the employment being continued.
According to Mintzberg, a manager must exhibit which of the following skills in order to create the conditions for new ideas to flourish and strategies to emerge? Select ALL that apply.
- A . Manage stability
- B . Detect discontinuity
- C . Keep decisions small
- D . Detect conflict
- E . Manage patterns
- F . Reconcile change and continuity
The organisational iceberg describes which TWO levels at which culture operates?
- A . Values
- B . Formal aspects
- C . Basic assumptions
- D . Behavioral aspects
- E . Control systems
Bob is the Finance Director of a manufacturing business selling luggage sucn as suitcases. He decides to undertake a business process re-engineering of the credit control function in order to achieve dramatic improvements.
What wouldn’t be classed as the main improvements bob expects to deliver? Select ALL that apply.
- A . To change the culture of the team
- B . To improve security of information
- C . To automate the credit control process to reduce costs
- D . To improve the speed of the process to improve efficiency
- E . To reduce errors in credit control and produce more accurate information
- F . To do this in line with new sophisticated information systems
- G . To improve the motivation of the team
- H . To focus resources on other strategic areas of the business
Which of the following are examples of problems associated with group working?
(i) The Abilene paradox
(ii) Synergy
(iii) Risky Shift
(iv) Groupthink
(v) Conformity
- A . All of the above
- B . (i), (iii), (iv) and (v)
- C . (i), (ii), (iii) and (iv)
- D . (ii), (iii), (iv) and (v)
Leading and developing a high performing team that has only recently come together is a challenge requiring leaders to prioritise different issues and adopt different styles and tactics at different stages of team development.
At one point the leader will need to:
• confirm personal roles and responsibilities,
• plan the workload and agree working practices,
• ensure all sources of conflict have been resolved, and
• motivate team members to deliver their full potential.
With respect to the Tuckman model of team development, which is the stage where these leadership actions are most appropriate?
- A . Norming
- B . Storming
- C . Forming
- D . Performing
A large department store currently employs a total of 110 staff, of whom 72 are part-time hourly paid employees. The part-time employees generally work the same number of hours every week and have a stable pattern of work and regular income. During busy periods there is the opportunity for over-time, which is payable at 50% more than the normal hourly rate.
A new chief executive is aware that some part-time staff work much harder than others and intends to address the situation by moving all part-time staff onto zero hours contracts where no paid hours are guaranteed and the personal workload of each employee
is notified in advance each week. Overtime should be eliminated. In return, the basic hourly rate will be increased by 20% and there will be opportunities for promotion and new responsibilities.
News of these changes has caused considerable unrest. The HR Director knows that resistance to change will have to be managed very carefully and is using Lewin’s force field model as the framework for analysis.
Which restraining forces are present in the scenario? Select ALL that apply.
- A . Anxiety about job security
- B . New system appears less rewarding
- C . Fear of loss of power or status
- D . Fresh challenges from new responsibilities
- E . Improved financial rewards
- F . Increased promotion opportunities
Which TWO of the following is the Business Strategy of an organisation mainly concerned with?
- A . The decision to exit a market.
- B . How a product would be priced in the market place.
- C . The competitiveness of a particular division.
- D . The efficiency of production, marketing and other functions.
- E . Setting the direction for the organisation.
A Company achieves its competitive advantage by adopting a positioning view to strategy setting.
Which TWO of the technical models below are most suited to this approach?
- A . Michael Porter’s Value Chain.
- B . PESTEL analysis.
- C . Michael Porter’s Five Forces model.
- D . Resource Audit.
JJ is the project manager implementing a new software system in the customer services department of a large manufacturing organisation.
As part of the new ways of working, JJ is introducing changes to the working hours of the customer services team.
The customer services team is not happy with the changes and is complaining that it does not report to JJ, so why should it have to adapt its working hours.
This is an example of:
- A . Triggers for change
- B . Resistance to change
- C . Tolerance of change
- D . Acceptance of change
AW is a newly appointed manager of the accounts department in organizations. Her appointment has been well received by members of the department who recognise AW as a skilled and well qualified accountant.
However, AW has been frustrated by progress in departmental team meetings which tend to be unruly, unproductive and disorganised. AW recognises a need to improve the effectiveness of the meetings.
Which THREE actions should AW take in order to have more effective meetings?
- A . Produce an agenda at the meeting
- B . Determine the purpose of the meeting
- C . Publish lengthy and detailed minutes
- D . Manage the plan of action
- E . Establish who should attend
- F . Allow attendees to talk through issues with each other independent of the chairperson
The initial Balanced Scorecard design, defined by Kaplan and Norton, used four perspectives (or legs) for management control and the implementation of strategy.
What are the FOUR original perspectives?
- A . Learning and growth
- B . Internal business
- C . External issues
- D . Competitors
- E . Financial
- F . Customer
Which of the following are influential drivers of outsourcing? Select ALL that apply.
- A . Cost savings
- B . Synchronised deliverables
- C . New skill sets
- D . Rapid growth
Which of the following statements relating to negotiation are incorrect? Select ALL that apply.
- A . There are always at least two parties present in any negotiation process.
- B . Negotiation occurs when parties prefer to search for an agreement rather than openly fight.
- C . Negotiation takes place when there are no established set rules for resolving the conflict, or the parties prefer to work outside of an established set of rules to reach a solution.
- D . The negotiation process isn’t always voluntary and a contract of agreement should be signed.
- E . The bargaining phase is the last stage of the negotiation process.
- F . The preparation phase is the first stage of the negotiation process.
A major innovation has occurred in the automotive industry. Wheels are now available which are guaranteed to not wear for at least five years.
Ben runs a chain of garages that sell new and second hand parts for cars, buses, trains and planes. His competitors are slow to react to the new innovation so Ben decides to follow an emergent approach to strategy.
Which of the following actions is Ben likely to take? Select ALL that apply.
- A . Ben changes his original business plan and responds to the innovation by stocking the new wheels in his garages.
- B . Ben undertakes an analysis of the automotive industry before making a decision on whether to invest in the new wheels.
- C . Ben immediately purchases all the wheels available and then generates a plan to market them.
- D . Ben decides to purchase 100 units of the new wheels and will closely monitor how many of these sell.
In the UK there is a principles based approach to corporate governance.
Which THREE of the following statements are part of this approach?
- A . It consists of principles to be followed unless there is a justifiable reason not to do so.
- B . It includes legislation involving punishment for non-compliance.
- C . The UK code of corporate governance adopts a ‘comply or explain’ approach.
- D . Some of the provisions of the UK corporate code may not be followed exactly providing departure can be justified.
- E . It provides a set of rules which must be followed in all circumstances.
DRAG DROP
Harvey Maylor defined four stages in the life cycle of a project. This became known as the 4D model.
Match the correct stage to each activity.
While initiating a project to relocate to a larger site, a company looked at how the project proposal fits with the current set up of the business. The premises are only 20 miles away and it is feasible that the current staff would travel to the new factory to work.
As part of the feasibility considerations, this represents which type of feasibility?
- A . Technical
- B . Social
- C . Environmental
- D . Economic
A company has a number of Strategic Business Units (SBUs), one of which operates in a market that is experiencing high growth. The SBU has only been in operation for a short while and therefore its market share relative to its competitors is small.
Which of the following is the most appropriate term for the SBU according to the Boston Consulting Group model?
- A . Dog
- B . Star
- C . Cash Cow
- D . Question Mark