E2 Practice Questions
Project and Relationship Management
Last Update 1 day ago
Total Questions : 210
Dive into our fully updated and stable E2 practice test platform, featuring all the latest CIMA Management exam questions added this week. Our preparation tool is more than just a CIMA study aid; it's a strategic advantage.
Our free CIMA Management practice questions crafted to reflect the domains and difficulty of the actual exam. The detailed rationales explain the 'why' behind each answer, reinforcing key concepts about E2. Use this test to pinpoint which areas you need to focus your study on.
Kotter and Schlesinger devised a theoretical framework which set out six inter-related approaches to deal with resistance to organisational change.
One approach involves management taking a simplistic and authoritarian approach by instructing staff to comply with changes. This compulsory method is derived from the formal authority that senior management possesses. Senior managers often have the right to do this based on employment laws and regulations.
Select this type of approach as identified by Kotter and Schlesinger.
Which TWO of the following are soft elements of culture highlighted in the McKinsey 7-S Model?
As part of a project to refurbish a large hotel chain, the wiring of the computer network was subcontracted to a specialist IT organisation. In relation to managing risk in the project this approach can be referred to as:
GG, the new CEO in an organisation, was surprised to find out that the company does not undertake competitor analysis. He was told that, as the organisation operates in a very dynamic market, things change too quickly to make analysis worthwhile.
Choose from the following the option that presents why competitor analysis is important.
Drawbacks of the formal top-down approach to strategy include which THREE of the following?
A large firm of chartered accountants decide to outsource all its IT and network support services to a specialist IT service provider based in a neighbouring town. From the list below, which are potential outcomes to the firm as a result of this decision?
Select ALL that apply.
Several researchers have identified strong connections between corporate culture and resistance to organisational change.
Which TWO of the following are likely to be most resistant to organisational change:
H is the owner of a motorcycle dealership in Los Angeles which provides sales, repair and servicing of very large motorcycles, typically with engines larger than 1000cc. Over the years H has built up a renowned team of highly skilled technicians that are experts in this particular size of motorcycle. H believes that their skills are rare and difficult, if not impossible, to imitate by any competitor in the region.
Despite this advantage the company has been suffering from declining profits in the past three years and the marketing consultant has advised H to change the focus of the company towards small 50cc mopeds and scooters - because that "is clearly what the market is now wanting".
The change being proposed is:
The Finance Director in an organisation has suffered from some criticism in her management approach, in particular her poor communication methods. For example, using finance jargon in her emails and sending messages out of normal office working hours.
This has lead to some of the members of staff being demotivated.
Which of the following possible recommendations would improve the communication situation present in this organisaion?
Select ALL that apply.
The role of competitor analysis, according to Wilson and Gilligan is threefold.
Which of the following does NOT apply?
