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  • Exam Name: Managing Performance
  • Last Update: Apr 22, 2024
  • Questions and Answers: 185
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E2 Practice Exam Questions with Answers Managing Performance Certification

Question # 6

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

A.

Project evaluation and review

B.

Resource histogram

C.

Buffering

D.

Scenario Planning

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Question # 7

Two management actions that would be expected to occur at the START of most successful organisational change programmes are:

A.

'Build a sense of urgency' and 'Create a guiding coalition'.

B.

'Hire and develop employees who can embrace the vision' and 'Reinvigorate the change process with new projects'.

C.

'Embed the new routines' and 'Prepare for the next round of change'.

D.

'Empower broad-based action' and 'Consolidate the change'.

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Question # 8

An organisation facing difficult business conditions as a result of strong competition is aware of the need to improve its performance in bringing new products to market.

 

The director is aware of conflicting problems the organisation faces in its approach to new product development between the marketing department and the research and development department.

 

Which term best describes this type of conflict?

A.

Vertical

B.

Constructive

C.

Destructive

D.

Horizontal

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Question # 9

PRINCE2 clearly defines a set of roles for every active participant on a project. What is the role described below?

 

This is the person ultimately responsible for the business success of the entire project. They must ensure the project gives value for money and balance the demands of business user and supplier.

 

This person is also the ultimate decision-maker in the project. For this reason they are appointed before the project starts. As the person is directly responsible for the project business case, it is expected that in most instances they are appointed from the customer side of the organisation.

A.

Team Manager

B.

Executive

C.

Senior User

D.

Project Manager

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Question # 10

According to Hofstede (1990) a company that values tradition, education and training is said to have which of the following cultural dimensions?

A.

Collectivism

B.

Feminine orientation

C.

Long term orientation

D.

Low power distance

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Question # 11

AW is a newly appointed manager of the accounts department in organisation S.  Her appointment has been well received by members of the department who recognise AW as a skilled and well qualified accountant.

 

However, AW has been frustrated by progress in departmental team meetings which tend to be unruly, unproductive and disorganised.  AW recognises a need to improve the effectiveness of the meetings.

 

Which THREE actions should AW take in order to have more effective meetings?

A.

Produce an agenda at the meeting

B.

Determine the purpose of the meeting

C.

Publish lengthy and detailed minutes

D.

Manage the plan of action

E.

Establish who should attend

F.

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

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Question # 12

FR Company is undertaking analysis of its competitors. One part of its analysis will investigate its supplier whose products satisfy the same customer needs, but are technically quite different. Which of the following levels of competitors does this relate to?

A.

Generic competitors

B.

Industry competitors

C.

Form competitors

D.

Brand competitors

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Question # 13

DD organisation is a management consultancy company. Currently, although it has some clients in other countries, the activities of DD are mainly domestic. However the directors are keen to develop the business internationally.

 

The strengths of DD are recognised as it has a well-motivated team of professional consultants, and a very powerful analytical model for developing business solutions.

 

Which of the following best describes how this company can develop its business strategy to gain a competitive advantage?

A.

Competitive advantage can be gained by having a resource based view that stem from having unique assets and core competencies.

B.

Competitive advantage can be gained by carrying out a PEST analysis.

C.

Competitive advantage can be gained by using the BCG model.

D.

Competitive advantage can be gained from allowing strategies to emerge.

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Question # 14

Hersey and Blanchard developed a theory of situational leadership which suggested that successful leaders should change their leadership style according to the maturity of the subordinates they are leading. This includes an assessment of their professional ability and their readiness to undertake set tasks.

 

Based on this theory, which leadership style would be best suited to a subordinate showing the highest levels of maturity, readiness, ability and willingness to tackle the work available?

A.

Delegating

B.

Telling

C.

Selling

D.

Participating

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Question # 15

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

Select ALL that apply.

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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Question # 16

A large multinational organisation, with financial processing centres in several countries in which it operates, has chosen to consolidate these activities on one site or, in other words, into a Shared Service Centre (SSC).

 

Which THREE of the following are drawbacks of an SSC?

A.

Business relationships are weaker. The SSC may not be able to build strong relationships with the business area, which may result in a deterioration of performance in the business area.

B.

The accountants can feel isolated within the business and may develop their own ways of working which may not constitute best practice. Without a larger team around them, they may not be able to develop the acquired skills and knowledge.

C.

It distances the accountants from everyday decision-making in that he/she will be unlikely to have day to day contact with the business area which the SSC supports. The outcome may be that the accountant is unable to provide up-to-date information for decision-making.

D.

Loss of business knowledge as the finance function within the SSC may not have a detailed knowledge of each part of the business.

E.

Lack of knowledge may occur because there is less sharing of knowledge which can be achieved within a larger more diverse team. Best practice may not be employed and practices within some business areas may become outdated.

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Question # 17

A highly complex IT project is being tackled by a self-managing team of three technical specialists who had never met each other before.

 

At first they argued constantly for nearly two days over the best way to tackle the work and what technical software tools to use. Finally these issues were resolved, the team went out for dinner together and they agreed how best to share the workload between them.

 

After this point, the productivity improved dramatically and good work progress was made. All was going well until two days later when another IT specialist turned up unexpectedly. This person was far less experienced than the other three.

 

The new arrival explained that he would be taking over as project manager and immediately started to give explicit orders to the team.

 

In the context of Tuckman's team development theory, which interpretation fits the facts of the scenario.

A.

The team had reached the performing stage but the arrival of the new specialist may result in the team reverting to the storming stage.

B.

The team had reached the norming stage and instructions from the new arrival will quickly help the team reach the performing stage.

C.

The team had already formed and were moving into the storming stage when the new arrival turned up and reset development at the forming stage.

D.

The new arrival will mean that the team will move forward from norming through storming into the final performing stage.

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Question # 18

The role of competitor analysis, according to Wilson and Gilligan is threefold.

 

Which of the following does NOT apply?

A.

To generate insights into competitors' past, present and future strategies.

B.

To provide in-depth understanding about customer preferences which can aid product development and marketing strategies.

C.

To help management understand their competitive advantages and disadvantages relative to competitors.

D.

To give an informed basis for developing future strategies to sustain or establish advantages over competitors.

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Question # 19

Which THREE of the following are benefits of having strong discipline and grievance procedures in place?

A.

Cost savings due to legal costs being avoided.

B.

Staff have higher morale and are more motivated.

C.

Any staff who don't perform as required can be dismissed without risk of legal action.

D.

Company meets its legal requirements.

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Question # 20

A leader of a new project at a marketing agency believes that good leadership requires focus on both the task needs and individual needs.

Based on Adair's action-centered leadership theory, which of the following skills is the leader less likely to have due to this?

Select ALL that apply.

A.

Setting performance standards

B.

Checking performance against plan

C.

Controlling quality of work

D.

Training and mentoring

E.

Building team spirit

F.

Ensuring communication within group

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Question # 21

X Company's Board of Directors uses its expertise to develop future strategies. The Board defines objectives that need to be achieved and then, through formal proactive planning and careful analysis, it selects the most appropriate means to achieve them.

 

Which method of strategy formulation is the Board using?

A.

Emergent

B.

Rational

C.

Opportunism

D.

Resource-based

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Question # 22

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

A.

To examine the macro environment to identify any triggers for change.

B.

To examine the internal environment to identify the strengths and weaknessness of the business which can be used to gain competitive advantage.

C.

To indentify the profit potential from the industry to determine whether to enter or remain in the industry.

D.

To analyse the stakeholders of the business and their power and interest in order to manage them effectively.

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Question # 23

The organisational iceberg describes which TWO levels at which culture operates? 

A.

Values

B.

Formal aspects

C.

Basic assumptions

D.

Behavioral aspects

E.

Control systems

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Question # 24

The B Car Company is considering a joint venture with a company in Country X. It is undertaking a political risk analysis at both a micro and macro level. Which of the following is a micro level risk?

A.

Threat of civil war in Country X

B.

Government expropriation of private company assets wtthout compensation

C.

Government regulation of the Car Industry in Country X

D.

Political boycott of goods from Country X by several other countries

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Question # 25

Stimulating conflict can provide benefits for the organisation. Select ALL of the following that apply.

A.

Moderate levels of conflict will prevent an organisation from stagnating.

B.

It is a means by which to bring about innovation and change.

C.

It facilitates bringing problems to the surface so that they can be dealt with.

D.

It brings about a much higher level of tension that might be constructive.

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Question # 26

There are several techniques that can be used when planning a project. Which of the following best describes a Work Breakdown Structure?

A.

A technique which can be used with critical path analysis to deal with uncertainties and risk within the project.

B.

A set of documents identifying each stage and task to be performed during development, defining a hierarchy of work prior to the allocation of tasks.

C.

A method of scheduling tasks using a chart on which bars represents the relative length of the task.

D.

A technique to arrange activities required to achieve the project objective, agreeing the objectives and determining exactly  the project aims.

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Question # 27

An auto company A, has formed a joint venture with another auto company B to incorporate engines produced by company B into its own automobiles.

 

Which of Ansoff's strategic directions would best describe this strategic move?

A.

Market penetration

B.

Market development

C.

Product development

D.

Diversification

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Question # 28

X Company is a car manufacturer with significant competition in the market. One of its customers is a large multinational car hire company. Place the correct level of power against the Power of Buyers.

E2 question answer

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Question # 29

A number of managers in an organisation approach change using a variety of techniques. Manager A focuses on staff training. Manager B provides large bonuses for effective project management. Manager C

restructures his team to reduce headcount. Manager D lays out the financial problems in the business and why change is unavoidable. Manager E calls his team together to openly discuss the issues. Manager F calls

for ideas from his team to make the change happen.

Based on Beer and Nohria's change theory, which of these managers can be described as Theory 0 managers?

Select ALL that apply.

A.

Manager A

B.

Manager E

C.

Manager F

D.

Manager B

E.

Manager C

F.

Manager D

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Question # 30

The scientific management theory of management suffers from a number of problems. Which THREE of the following apply?

A.

Because under scientific management employees are trained to do just one part of a job they can become bored, motivation declines and labour turnover increases.

B.

Managers may find that as the organisation grows in size there are increasing demands on their time and that it is therefore necessary to employ others to undertake supervision of day to day tasks.

C.

The approach assumes that people are only motivated by money but the evidence is that people are motivated by other things such as job satisfaction and a sense of achievement.

D.

This appoach depends on employees strong identification with management goals but this can sometimes be difficult to achieve.

E.

The approach leads to quality problems because the use of monetary incentives can lead employees to rush their work and be less careful in the completion of their tasks.

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