L3M4 Questions and Answers

Explanation

Completer / finisher.

'seeing a task through to the end' gives the game away.

Explanation

A more extreme view than skepticism, not even allowing for honourable motives.

Such a person is a 'cynic'.

In the context of this course, such a person would be likely to resist change, perhaps believing that there are ulterior motives around the need for change.

Explanation

It's a 'silo effect'. Essentially this is about 'walls' being unintentionally created between functions of the organisation. Silos in the original sense are used for storing grain (tall thin buildings, common in the American mid-West); more recently for storing military missiles.

In the organisation this lack of ease in communicating can dent the performance of the organisation.

The other answers offered are irrelevant with Oreo being a type of 'much loved' American biscuit.

So anyway, 'silo'.

Explanation

Shared values and style.

The other two shown being 'hard' ie more tangible factors.

Nobody said these tests were meant to be easy...

Explanation

The answer is political and economic.

The words used in the possible answers spell out STEEPLED which a later version of PEST, etc

Explanation

Chase up late or potentially late deliveries - a task which in an ideal procurement world, would be unnecessary. I am hoping that 'in the real world' the volume of this type of activity is in decline.

Explanation

Lenders such as banks, and shareholders are connected stakeholders, thus they are not external.

The media and trade unions are external.

Explanation

All of these options apply.

Explanation

This is regarded as the most effective place to be on the matrix, and it is labelled 'trust'.

In other words, the team trusts the leader a great deal because the leader is both competent and cares.

Explanation

'Collaborate, communicate, direct and coerce.'

Methods of communicating change. These terms are taken directly from your syllabus for this sub-ject, and reflect a decreasingly co-operative approach to communicating / implementing change.

Managers can decide where they wish to be on this spectrum of behaviours, rather like McGregor suggests with Theory X and Y.

Explanation

Technological turbulence creating in its turn, both competitive and market turbulence.

Explanation

Economic.

Although there may be some political input which may have an effect on exchange rates and infla-tion, the primary heading is obviously 'economic'.

Explanation

Honesty and social skills; the other options might be described as skills or experience.

Explanation

The matrix helps assess how different stakeholders should be managed, dependent on the extent of their power and interest.

The reference to products and markets is about Ansoff's work; market share and market growth is a reference to work by the Boston Consulting Group.

Explanation

The odd one out is 'combative' which does not fit.

Any of the others would make sense.

Explanation

X - this view is one end of the extreme spectrum created by McGregor to aid discussion and under-standing of management types / styles.

The other extreme being 'Y'.

Explanation

It was in 1983.

The original paper is available for purchase for a very modest fee from the Harvard Business Review website. The original paper is lucid, thought-provoking and in my opinion desirable reading for any-one who wishes to seriously learn about procurement. Especially tutors of procurement - ask your CIPS tutor if they've read the original work!

If you're having trouble understanding what some of all this 'Kraljic talk' is about, treat yourself for $5 to the original work - the matrix has since been much discussed and developed, but is widely misunderstood, even by many who should know better. Professor Kraljic will appreciate the royal-ties. :)

Explanation

This is a reference to the idea that by thinking positively, one can achieve more - by having a 'can do' attitude.

The other answers are puns on the word 'positivity'. More or less.

Explanation

A kanban system pulls product through the production process from the previous stage.

Kaizen means continuous improvement; heijunka is related to production scheduling and levelling; Lankan is a place in Sri Lanka, and elsewhere - it is unrelated to this course.

Kaizen, kanban and heijunka can be related to the notion of the implementation of change and im-provement.

Explanation

Quality circle.

Although it might be part of a quality initiative, the description describes a quality circle - a concept which has been credited with making significant improvements in some organisations, including, in some instances, creating cost savings. It is an important part of the idea of quality circles, that it is the actual workers, those at 'the coal face' (to use a somewhat outdated expression, perhaps) who lead and have the discussions. The belief, quite correct in my opinion, is the workers actually know what is going on, what is being done sensibly or otherwise, and therefore in operational terms, they need to be listened to.

A team at the working level, solving problems.

Explanation

Theory Y

Workers are happY to be at work.

Explanation

Efficiency.

This is a clear explanation of what is meant by 'efficiency'.

Economy and effectiveness are addressed by other QUESTION NO:s in this L3 series of tests including in this subject.