Online Access Free CIMAPRA19-E02-1 Exam Questions

Which of the following statements relating to disciplinary sanctions should not be true?
Select ALL that apply.

• A.The disciplinary process is often endorsed by trade unions
• B.Sanctions always begin with a format written warning
• C.The "act" is the focus not the person
• D.Sanctions stop behaviour quickly
• E.Disciplinary action follows breaking of clearly laid out known rules
• F.Every disciplinary case is treated differently depending on the situation

Which of the following is NOT designed to deal with risk and uncertainty when planning for time?

• A.Buffering
• B.Scenario Planning
• C.Resource histogram
• D.Project evaluation and review

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.An emergent approach encourages managers to take a longer term view of the development of the business, rather than being short-term and reactive.
• 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.The rational approach takes up significant organisational resources, can be very expensive, time consuming and complicated.
• 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.

The balanced scorecard involves creating a set of measures for which THREE of the following perspectives?

• A.Customers: To achieve our vision, how should we appear to our customers?
• B.Financial: How should we appear to our shareholders?
• C.Productivity: How do we improve our rate of output to satisfy all our stakeholders?
• D.Quality: How do we improve our product and service quality to outpace the competition?
• E.Learning and Growth: To achieve our vision, how will we sustain our ability to change and improve?

The type of culture typified in an organisation where there is a clear hierarchical structure, formalised rules for decision making and clearly defined jobs is called a

• A.Task Culture
• B.Person Culture
• C.Role Culture
• D.Power Culture