Free CIMA E2 Practice Exam with Questions & Answers | Set: 4

Produce an agenda at the meeting

Determine the purpose of the meeting

Publish lengthy and detailed minutes

Manage the plan of action

Establish who should attend

Allow attendees to talk through issues with each other independent of the chairperson

 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.

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.

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.

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.

Team plans are mandatory within PRINCE2.

A PRINCE2 organisation is a technical project team, assembled to achieve an unspecified objective.

A project issue is any factor which could have an effect on the project (either detrimental or beneficial).

One of the objectives of the process "Initiating a Project" is to define how the required product quality will be achieved.

Cash rich

Cash neutral

Cash negative

This model doesn't consider the cash position

By taking control of all meetings and inform the team only when a major issue needs dealing with.

By recruiting a new team from outside the organisation that may be more motivated from the start.

By adopting an autocratic management style that does not allow participation of the team.

By adopting a participative style of management, recruiting a team with the correct skills, holding regular meetings and managing any conflict.

Communication pattern

Feelings

Style

Structure

To ensure that the project is broken down into work packages and a Work Breakdown Structure be produced.

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.

To ensure that the project has a complete sound basis before any major commitment to the project.

To act as a base document against which the project can be managed for progress, change management issues, and ongoing viability issues.

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

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

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

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

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

It replaces the verbal message

It reinforces the verbal message

It substitutes for verbal communication

It confuses the verbal message being transmitted

Causes of horizontal conflict

Methods of managing intergroup conflict

Methods of managing conflict according to the Thomas-Kilmann Conflict Mode Instrument (TKI)

Causes of vertical conflict