Free E2 Managing Performance Exam CIMAPRA19-E02-1 Exam Practice Test

A company displaying creativity in its workforce, and an ability to react to the dynamic environment in which it operates, is most likely to avoid which of the approaches to strategy formulation listed below?

• Emergent
• Freewheeling opportunism
• Rational
• Incremental

Which of the following best describes the purpose of Michael Porter's Five Forces model?

• To examine the macro environment to identify any triggers for change.
• To examine the internal environment to identify the strengths and weaknessness of the business which can be used to gain competitive advantage.
• To indentify the profit potential from the industry to determine whether to enter or remain in the industry.
• To analyse the stakeholders of the business and their power and interest in order to manage them effectively.

Kotter and Schlesinger devised a theoretical framework which set out six inter-related approaches to deal with resistance to organisational change.One approach involves management taking a simplistic and authoritarian approach by instructing staff to comply with changes. This compulsory method is derived from the formal authority that senior management possesses. Senior managers often have the right to do this based on employment laws and regulations.Select this type of approach as identified by Kotter and Schlesinger.

• Power/coercion
• Participation
• Education and communication
• Manipulation and co-optation

Objectives generally possess characteristics which set them apart from mission statements. Which THREE of the following apply?

• Objectives are targets to be achieved.
• Objectives are descriptions of what the company provides.
• Objectives involve the time-frames within which targets are to be achieved.
• Objectives are concerned with the basic purposes of organisations.
• Objectives provide precise formulations of the attributes sought.

Which of the following statements are not true based on Stalk, Evans and Schulman's principles of capability-based competition?Select ALL that apply.

• Generating new ideas are core to business success.
• It is the process that is important and not the product or market.
• The business processes create value.
• It is important to invest in skills and processes, not business functions.
• The CEO leads the development of capabilities.
• Capability is developed from internal and external factors.

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?

• Michael Porter's Value Chain.
• PESTEL analysis.
• Michael Porter's Five Forces model.
• Resource Audit.

Which of the following is the concept whereby a manager has a right to exercise power on behalf the organisation?

• Accountability
• Empowerment
• Authority
• Delegation

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.

• Kurt Lewin
• John Kotter
• Rosabeth Kanter
• Peter Drucker

Which of the following statements relate to Handy's role culture? Select ALL that apply.

• People act in accordance with rules and requires of their position.
• There is a formal structure with clear responsibilities for each individual.
• Individuals operate independently.
• Organisations exist to satisfy the requirements of the individual.
• There are few procedures or rules.

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?

• Technical
• Social
• Environmental
• Economic