Question 1

An organisation which exists in a fast-changing industry with managers who dislike formal planning would be best suited to using which of the following strategy models?

Options :

A : Rational model

B : Logical incrementalism

C : Freewheeling opportunism

D : Emergent approach

Answer: C

Question 2

BBB is a manufacturer that has been criticized in the financial press because it does not have a policy for sustainability.
Which THREE of the following elements would be crucial to BBB successfully embedding sustainability into its activities? (Choose three.)

Options :

A : BBB should include sustainability targets in performance appraisal.

B : BBB-s Board should make a commitment to sustainability.

C : BBB should give all its staff training in sustainability.

D : BBB should spend at least 0.1% of its Net Profit on sustainability projects.

E : BBB should employ a new public relations consultancy.

F : BBB should investigate the costs and benefits of establishing a sustainability department.

Answer: A,B,C

Question 3

Which of the following is adirectexternal change trigger?

Options :

A : A powerful competitor forcing an Organization to cut its prices.

B : A general increase in the use of the Internet by society.

C : The introduction of new environmental protection policies by the government.

D : An economic recession in an Organization-s home country.

Answer: A

Question 4

PPP uses the Boston Consulting Group Matrix (BCG Matrix) to prioritise products for investment and divestment. PPP invests or divests according to the quadrant of the BCG Matrix that the product occupies.
Which TWO of the following quadrants might receive only as much investment as required to maintain PPP's relative market share?

Options :

A : Stars

B : Question marks

C : Dogs

D : Cash cows

Answer: A,D

Question 5

QWE is a private company belonging to a famous former sports professional. It operates gyms and fitness clubs across its home country. Each gym or fitness club is treated as a profit center and the manager of each center is paid bonuses based on its financial performance.
QWE introduced multidimensional performance measures into its management control systems 3 years ago. These measure competitiveness, financial performance, capacity utilization, innovation and the flexibility of its centers to cope with changing demands.
The managers of QWE's centers have been leaving at a very high rate over the last 2 years. They have claimed that the measures are too open to interpretation and when they think they are improving their center's performance they are told they are doing the wrong things. They also complain that the managers in the centers near big cities find it much easier to reach their targets than the managers of other centers.
According to Fitzgerald and Moon's Building Block model, where does the problem lie?

Options :

A : Standards and Rewards

B : Standards, Dimensions and Rewards

C : Dimensions and Standards

D : Dimensions and Rewards

Answer: C

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