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NEW QUESTION # 23
R Meredith Belbin made a distinction in his work between 'solo leaders', who were kind-of historic leaders; and 'team leaders' who are seen as being leaders for modern times, or are 'of the future'.
From the list shown, select the one answer which represents the team leader, rather than the solo leader.
- A. Plays an unlimited role in team activities
- B. Seeks conformity: expects all team members to be similar and act and think the same way.
- C. Encourages diversity, and lets team members be themselves
- D. Sets objectives and separate tasks for individual team members
Answer: C
Explanation:
The correct answer is: 'Encourages diversity, and lets team members be themselves' All of the other behaviours shown are 'solo leadership' behaviours, and are much more directive or even 'interfering'. In Belbin's view, clearly, people should aspire to be 'team leaders' rather than 'solo leaders'.
It might be that some of the famous leaders historically such as Winston Churchill, Alex Ferguson, John F Kennedy, Laurens van der Post, Eva Peron, were 'solo leaders'. ?
NEW QUESTION # 24
Which two of the following actions are most likely to be carried out by the buying organisation?
- A. Approve the invoice
- B. Submit the invoice
- C. Acknowledge the order
- D. Specify the need
Answer: A,D
Explanation:
Specifying the need and checking the invoice would come from the buyer's side.
The other two options would be carried out by the seller.
NEW QUESTION # 25
'Positivity' is about (choose one):
- A. Adopting a particular viewpoint
- B. A 'can do' attitude
- C. Knowledge of electronics
- D. A tendency to develop theories
Answer: B
Explanation:
This is a reference to the idea that by thinking positively, one can achieve more - by having a 'can do' attitude.
The other answers are puns on the word 'positivity'. More or less.
NEW QUESTION # 26
'Collaborate, communicate, XXXX and coerce'. Select the missing term.
- A. Decide
- B. Direct
- C. Consult
- D. Dictate
Answer: B
Explanation:
'Collaborate, communicate, direct and coerce.'
Methods of communicating change. These terms are taken directly from your syllabus for this sub-ject, and reflect a decreasingly co-operative approach to communicating / implementing change.
Managers can decide where they wish to be on this spectrum of behaviours, rather like McGregor suggests with Theory X and Y.
NEW QUESTION # 27
Where there is transformational change coupled with a slow rate of change, is this:
- A. Reconstruction
- B. Revolution
- C. Adaptation
- D. Evolution
Answer: D
Explanation:
This is a description of Evolution.
The others answers given may be the subject of other questions in this test.
NEW QUESTION # 28
A psychological view in which an employee treats the business and the work as if it were their own:
- A. Small business ownership
- B. Work ownership
- C. Problem ownership
- D. Legal ownership
Answer: B
Explanation:
Work ownership - the idea that a person 'takes ownership' of their work, and thus performs better.
A sub-set could be problem ownership - taking ownership of workplace problems because of work ownership.
NEW QUESTION # 29
Thinking about the STEP / PESTEL / STEEPLE model, into which two categories would taxation most suitably fall?
- A. Political
- B. Technological
- C. Economic
- D. Socio-cultural
Answer: A,C
Explanation:
This should be a straightforward question Taxation is determined by politicians and can affect the economy significantly.
PEST, which appears in your syllabus, can be expanded into PESTEL or STEEPLE. They are all appropriate.
Legal, environmental and ethical have been added by some writers to expand the original PEST model.
NEW QUESTION # 30
The letters 'BPR' stand for:
- A. Business People Re-training
- B. Business Process Re-engineering
- C. Business Project Re-engineering
- D. Business Procurement Re-engineering
Answer: B
Explanation:
Business Process Re-engineering is the correct answer.
As far as I am aware, the other terms do not exist. They are 'red herrings'.
NEW QUESTION # 31
The view that workers are naturally lazy, avoid responsibility and are without ambition is in line with Theory (Douglas McGregor):
- A. X
- B. Y
- C. A
- D. Z
Answer: A
Explanation:
X - this view is one end of the extreme spectrum created by McGregor to aid discussion and under-standing of management types / styles.
The other extreme being 'Y'.
NEW QUESTION # 32
Continuous improvement - making small changes in operations and activities in a never-ending way - is called in Japanese:
- A. Paisan
- B. Kaizen
- C. Zazen
- D. Chozen
Answer: B
Explanation:
It's 'kaizen'.
This links to notions of JIT, lean, total quality management, etc.
The other answers shown are not relevant to this course.
NEW QUESTION # 33
Spot the one which is one of the seven wastes.
- A. Defects
- B. Defectives
- C. Rejects
- D. Refectories
Answer: A
Explanation:
Defects, from Taiichi Ohno's work.
NEW QUESTION # 34
Which two of the following are 'soft' factors, within the framework of the 'McKinsey 7S' model?
- A. Systems
- B. Strategy
- C. Shared values
- D. Style
Answer: C,D
Explanation:
Shared values and style.
The other two shown being 'hard' ie more tangible factors.
Nobody said these tests were meant to be easy...
NEW QUESTION # 35
A small group of workers, under the leadership of a supervisor, seeking to make constructive practi-cal small changes to bring about operational improvement in the workplace.
- A. Trade union
- B. Quality control group
- C. Quality circle
- D. Quality initiative
Answer: C
Explanation:
Quality circle.
Although it might be part of a quality initiative, the description describes a quality circle - a concept which has been credited with making significant improvements in some organisations, including, in some instances, creating cost savings. It is an important part of the idea of quality circles, that it is the actual workers, those at 'the coal face' (to use a somewhat outdated expression, perhaps) who lead and have the discussions. The belief, quite correct in my opinion, is the workers actually know what is going on, what is being done sensibly or otherwise, and therefore in operational terms, they need to be listened to.
A team at the working level, solving problems.
NEW QUESTION # 36
Which two of the following could not be classified as internal triggers for change? A change of:
- A. Leadership
- B. Major customer
- C. Profitability
- D. Legislation
Answer: B,D
Explanation:
Both a major customer changes and legislation changes cannot be seen as being internal - they are clearly external. Leadership is obviously internal, and profitability is in theory at least, largely de-termined by management.
NEW QUESTION # 37
Thinking about PEST, or PESTEL, or STEEPLE; under which two headings would taxation most comfortably sit?
- A. Ethical
- B. Environmental
- C. Political
- D. Demographic
- E. Economic
- F. Technical / tehnological
- G. Social / socio-cultural
- H. Legal
Answer: C,E
Explanation:
The answer is political and economic.
The words used in the possible answers spell out STEEPLED which a later version of PEST, etc
NEW QUESTION # 38
A xxxx team is a group of individuals brought together into a single team from different areas of the organisation.
Select one which best replaces xxxx.
- A. Cross-organisational
- B. Cross-stitch
- C. Cross-training
- D. Cross-functional
Answer: D
Explanation:
The answer is 'cross-functional'.
The term 'cross-functional' is used in your learning objectives and assessment criteria. You may wish to be clear as to what a cross-functional team is, and what its benefits are.
'Cross-organisational' would mean across separate organisations, which is not what the question is asking about.
NEW QUESTION # 39
Which one of the following is unlikely to appear in an organisational procurement manual?
- A. Policies
- B. Instructions
- C. Staff names
- D. Procedures
Answer: C
Explanation:
Staff names.
One of the 'benefits' of the creation of organisations large enough to have procurement manuals is that individuals can be replaced in their posts by others. This is part of the basis of Weber's theory of bureaucracy. Charles Handy, a great UK management writer tells a story of how he took up a new post for a large oil company, and on his office door the job title was affixed permanently, but his own name was presented in a readily-replaceable label. He realised when he saw this how easily his employer thought he could be replaced.
Thus, procurement manuals are unlikely to name individual staff members - policies and procedures, posts and activities, yes.
NEW QUESTION # 40
In the Kubler-Ross Change Cycle, two of the elements can be combined to form one, which is called 'acceptance'.
Which two elements combine into this notion of 'acceptance'?
- A. Experimentation
- B. Denial
- C. Depression
- D. Decision
Answer: A,D
Explanation:
'Experimentation' (experimenting with the change) and 'Decision' (essentially deciding to accept the change) together form 'acceptance'.
NEW QUESTION # 41
'A person who solves difficult problems with original and creative ideas'. From the Belbin 'problem solving / thinking' section:
- A. Specialist
- B. Monitor / evaluator
- C. Plant
Answer: C
Explanation:
The answer is the 'Plant'. The creativity and originality is what the Plant is renowned for.
The other answers offered may be covered in other question.
NEW QUESTION # 42
Peter Scholtes developed a matrix which looks at the relationship between how much a leader is perceived to care, and how competent the leader is perceived to be. This matrix is often called the 'trust matrix'.
Based on Scholte's Trust matrix, which of the following terms would apply to a leader that the team thinks cares a lot, and is also very capable?
- A. Trust
- B. Respect
- C. Distrust
- D. Affection
Answer: A
Explanation:
This is regarded as the most effective place to be on the matrix, and it is labelled 'trust'.
In other words, the team trusts the leader a great deal because the leader is both competent and cares.
NEW QUESTION # 43
'A person who sees the big picture. Thinks accurately and carefully. May lack energy and the ability to inspire others'.
Which one Belbin's team roles is being described here?
- A. Plant
- B. Resource-investigator
- C. Co-ordinator
- D. Monitor / evaluator
Answer: D
Explanation:
Monitor / evaluator.
Please see your textbook for descriptions of all nine roles.
NEW QUESTION # 44
Kotter and Schlesinger suggested six approaches to organisational change. One approach is based on the idea that people don't really understand, and by increasing their understanding, commitment could be won. This relatively soft approach to change is called:
- A. Education
- B. Facilitation
- C. Participation
- D. Coercion
Answer: A
Explanation:
It's unlikely to be coercion as the question tells us it's a soft approach.
Facilitation suggests helping the employees along quite a bit to accept the change.
Participation suggests employees will have some say in decision-making.
And the question speaks of 'increasing understanding' - it's 'Education'.
Kotter and Schlesinger's work here follows a relatively common approach to the thinking in man-agement literature about Change - a continuum from real soft gentle 'this is what we're thinking' through to 'do this or else' with a metaphorical baton in management's hand.
NEW QUESTION # 45
According to CIPS / Profex, which of the following are not external stakeholders? Select two.
- A. The media
- B. Shareholders
- C. Trade unions
- D. Lenders, such as banks
Answer: B,D
Explanation:
Lenders such as banks, and shareholders are connected stakeholders, thus they are not external.
The media and trade unions are external.
NEW QUESTION # 46
'Processes can be improved simply by organising the work in a way that means people have to move around less'. Which 'waste' is being described here?
- A. Transportation
- B. Motion
- C. Waiting
- D. Overproduction
Answer: B
Explanation:
Motion.
The science of ergonomics can help with this.
NEW QUESTION # 47
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