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E2 Project and Relationship Management Questions and Answers

Questions 4

According to Belbin the success of a group can depend significantly upon the balance of individual skills and personality types within the group. A well balanced group should contain eight main character types.

 

Which THREE of the following are character types as identified by Belbin?

Options:

A.

Doer

B.

Shaper

C.

Finisher

D.

Manager

E.

Flower

F.

Plant

G.

Developer

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Questions 5

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

Options:

A.

All of the above

B.

(i), (iii), (iv) and (v)

C.

(i), (ii), (iii) and (iv)

D.

(ii), (iii), (iv) and (v)

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Questions 6

Which of the following are classed as part of the move stage of Lewin's model of change?

Select ALL that apply.

Options:

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

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Questions 7

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?

Options:

A.

Dog

B.

Star

C.

Cash Cow

D.

Question Mark

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Questions 8

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?

Options:

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.

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Questions 9

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?

Options:

A.

An external analysis of the business's environment

B.

Identification of strategic options

C.

Identification of functional policies

D.

Making strategic choices

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Questions 10

According to Kurt Lewin, which of the following leadership styles was thought to result in the highest level of productivity and satisfaction?

Options:

A.

Authoritarian

B.

Laissez - faire

C.

Democratic

D.

Benevolent Authoritative

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Questions 11

In preparation for listing on the UK stock market a company has started to set up the various committees needed to comply with the UK Corporate Governance Code.

 

It has identified the need for an Audit Committee and has listed the characteristics below but are not sure if they are all correct.

 

Which of the options below is NOT a characteristic of the Audit Committee?

Options:

A.

Sets the external audit fee

B.

Comprises of non-executive directors

C.

Comprises of a majority of non-exective directors

D.

Recommends appointment and removal of external auditors

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Questions 12

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?

Options:

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.

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Questions 13

A, the Project Manager of Team Y, is frustrated at the lack of progress in the implementation of the new IT system. The team has the required skills and working conditions are good.

 

Which THREE of the following factors can A usefully manipulate to motivate the team to greater effort?

Options:

A.

The level and quality of supervision.

B.

The level of responsibility for key team members.

C.

The amount of challenge and extent to which targets are achievable.

D.

Annual salary and status levels of team members.

E.

The amount of praise to team members for extra effort.

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Questions 14

According to Kotter's process of change, what is the purpose of building a guiding coalition?

Options:

A.

To give the change direction and focus.

B.

To ensure all key stakeholders are brought into the process.

C.

To communicate the long-term vision and strategy.

D.

To enable actions by removing barriers.

E.

To cement the change in the culture of the organisation.

F.

To generate short-term wins.

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Questions 15

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.

Options:

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

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Questions 16

 Which of the following does NOT describe the theory of the transformational super-leader?

Options:

A.

Someone with the right personality, appearance and attributes.

B.

Someone who is caring, inspirational, visionary, ethical and a risk-taker.

C.

Someone with a style consistent with a hostile and rapidly changing environment, with the need to develop flexible organisational forms, to motivate knowledge workers and develop a learning organisation.

D.

Someone who has followed a leadership course at Harvard Business School.

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Questions 17

The means by which competitive advantage might be gained differs, depending on whether a resource based approach or a positioning approach is adopted.

 

Which of the following options characterises the resource based approach?

 

Select ALL that apply:

Options:

A.

Superior profitability depends on the firm's possession of unique resources.

B.

Super normal profits result from either cost leadership, differentiation or focus.

C.

Competitive advantage derives from a firm's position in relation to its competitors, customers and stakeholders.

D.

Competitive advantage stems from some valuable asset or competence possessed by the firm.

E.

Organisations need to ensure they are continually monitoring the market place to make sure that their core competences are still valid.

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Questions 18

An insurance group is contemplating a proposal to outsource its customer call centre. The centre is currently managed as an internal function. Before taking a strategic decision, the group directors are assessing not only the long term operating costs but all the transaction costs associated with a change to an external provider.

 

In the context of this proposal, what are the transaction costs that would need to be considered by the directors?

 

Select ALL that apply.

Options:

A.

Contract drafting and negotiations

B.

Incentive payments for call centre staff

C.

Enforcing the terms of the contract

D.

Setting and monitoring service standards

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Questions 19

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.

Options:

A.

Kurt Lewin

B.

John Kotter

C.

Rosabeth Kanter

D.

Peter Drucker

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Questions 20

Which of the following are influential drivers of outsourcing?

 

Select ALL that apply.

Options:

A.

Cost savings

B.

Synchronised deliverables

C.

New skill sets

D.

Rapid growth

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Questions 21

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?

Options:

A.

Evolution

B.

Adaptation

C.

Reconstruction

D.

Revolution

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Questions 22

Identify the benefit of using PRINCE2:

Options:

A.

Behavioural change processes are considered

B.

Well controlled project

C.

All projects completed on time and to budget

D.

Clearly defined interpersonal skills

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Questions 23

What event occurs between the second and third stages of Gido and Clement's Project Life Cycle?

Options:

A.

An agreement to proceed with the project is made

B.

A request for a proposal is made

C.

Several solutions are proposed

D.

The identification that there is a need a project

E.

A feasibility study is undertaken

F.

Project objectives are identified

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Questions 24

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?

Options:

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.

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Questions 25

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?

Options:

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

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Questions 26

A company has used the Boston Consulting Group (BCG) matrix to plot the position of its products according to their relative market share and the growth of the market.

 

It has identified that it has several products under the heading of star.

 

Which of the following best describes its likely cash position? 

Options:

A.

Cash rich

B.

Cash neutral

C.

Cash negative

D.

This model doesn't consider the cash position

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Questions 27

University Z is about to take on a major project of changing from traditional written examinations to computer-based objective test questons.

 

Y is the systems manager at the university and has been appointed as the Project Manager. The university is very traditional in its management structure, whereby functional specialists manage each department.  However, for this project, Y considers that a matrix structure would be required. The Vice Chancellor is not convinced that a matrix structure would be appropriate.

 

There are a number of advantages of a matrix structure. Which of the following should Y use in his argument to convince the Vice Chancellor that a matrix structure is appropriate?

 

Select ALL that apply. 

Options:

A.

Responsibilities are clearly identified

B.

Decision making is improved

C.

Lateral communications are improved

D.

Reporting lines are clearly established

E.

Managers are exposed to organisation-wide problems

F.

Specialist are able to appraise other disciplines

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Questions 28

The ability to negotiate is an important management skill. Which approach to negotiation is less likely to result in future further conflict?

Options:

A.

Lose - Win

B.

Win - Lose

C.

Lose - Lose

D.

Win - Win

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Questions 29

Which of the following options contains the four criteria of a unique resource identified by Barney (1991) ?

Options:

A.

Valuable, Extendable, Rare, Substitutable

B.

Unsubstitutable, Valuable, Imperfectly Imitable, Rare

C.

Extendable, Substitutable, Imperfectly Imitable, Valuable

D.

Rare, Substitutable, Imperfectly Imitable, Valuable

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Questions 30

An employee of a company has been asked to explain the difference between a Grievance and Disciplinary Action. The employee knows the definitions of both and, whilst they have two examples of actions which would result in Disciplinary Action, they can only think of one circumstance which may result in a Grievance, and this is Discrimination.

 

Which of the following could the employee use as an additional example of a Grievance? 

Options:

A.

The employee is regularly absent.

B.

The employee feels that they have not been considered for promotion because of their age.

C.

The employee entered a restricted area.

D.

The employee feels that they have been given an unfair appraisal.

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Questions 31

A mission statement describes the organisation's basic function in society. Which of the following is NOT an element of a mission statement?

Options:

A.

Purpose: describes why the organisation exists.

B.

Strategy: specifies the business the organisation is in.

C.

Values and culture: states the beliefs, ethical stance and principles of the organisation.

D.

Future: such as to be the most innovative organisation in the industry.

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Exam Code: E2
Exam Name: Project and Relationship Management
Last Update: Dec 4, 2024
Questions: 210

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