CIMAPRA19-E02-1 試験問題を無料オンラインアクセス

Conflict has heightened between the departments of a textile manufacturer, following a recent decision by the manager of the cloth inspection department to a tightening up of the inspection standards. She insists that the quality of output has to improve if the organisation is to remain competitive.
This has resulted in some staff being idle more frequently and the sight of this idle time has frustrated the management and other employees in the weaving department, due to the direct link between time and bonus payments.
Using the Thomas-Kilman Conflict Mode Instrument, which of the following would be the most appropriate method of resolving the conflict in this situation?

• A.Competing
• B.Collaborating
• C.Accommodating
• D.Avoiding

According to Belbin, winning teams display which THREE of the following characteristics?

• A.A match between team roles and personal attributes
• B.Individuals with no clearly defined role profile
• C.Individual members who are each able to fulfill all of Belbin's roles
• D.A good range of mental ability spread across the team
• E.Abiltiy to compensate for role imbalances

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.

• A.Anxiety about job security
• B.Improved financial rewards
• C.New system appears less rewarding
• D.Increased promotion opportunities
• E.Fear of loss of power or status
• F.Fresh challenges from new responsibilities

A fundamental concept of the successful use of a Balanced Scorecard is:

• A.to ensure that the scorecard consists of leading indicators of performance only.
• B.to sometimes use a traffic light system to help prioritise activities in the scorecard.
• C.to see the scorecard as a technique for formulating strategy.
• D.to continually increase the number of performance indicators used to manage the business.

The balanced scorecard involves creating a set of measures for which THREE of the following perspectives?

• A.Learning and Growth: To achieve our vision, how will we sustain our ability to change and improve?
• B.Quality: How do we improve our product and service quality to outpace the competition?
• C.Financial: How should we appear to our shareholders?
• D.Productivity: How do we improve our rate of output to satisfy all our stakeholders?
• E.Customers: To achieve our vision, how should we appear to our customers?