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Test-Taking Questions L3M4 Pre-assessment Test
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Details |
| Topic 1 |
- Understand the challenges associated with, and methods to achieve organizational change: In this section, the CIPS L3M4 exam will test your grasp of organizational change. You will need to describe different types of organizational change, identify triggers for such changes, and explain how organizations typically respond. Additionally, you should be able to outline effective methods for implementing change.
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| Topic 2 |
- Know how the individual can support overall organizational success in procurement and supply: In the CIPS L3M4 exam, aspiring procurement and supply professionals will need to demonstrate their understanding of how personal attributes contribute to organizational success in procurement and supply. This involves recognizing the roles of staff with devolved responsibilities, and highlighting the importance of effective liaison with internal customers and stakeholders.
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| Topic 3 |
- Understand team dynamics and their influence on procurement and supply: For this CIPS Team Dynamics and Change exam topic, procurement and supply professionals will be assessed on their knowledge of how team dynamics affect procurement and supply processes. Candidates must describe the purpose and challenges of cross-functional teams, as well as the overall contribution and obstacles of team collaboration.
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CIPS Team Dynamics and Change Sample Questions (Q114-Q119):
NEW QUESTION # 114
Goals should be either / or (choose two):
- A. SMARTIES
- B. SMARTLY
- C. SMART
- D. SMARTA
Answer: C,D
Explanation:
Specific, measurable, achievable, realistic, time-bound, and possibly actionable or accountable.
'Smartly' is an adverb which is not relevant, and for those who don't know, 'Smarties' are a branded chocolate sweet.
NEW QUESTION # 115
Which of the following are examples of implied terms in a contract? Select TWO that apply.
- A. Contract definitions
- B. Reasonable care and skill
- C. Fit for purpose
- D. Force Majeure
- E. The delivery schedule
Answer: B,C
NEW QUESTION # 116
Peter Kraljic first published his Portfolio Purchasing Model in a paper entitled 'Purchasing Must Become Supply Management' in the Harvard Business Review in September of which year?
Answer: C
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. :)
NEW QUESTION # 117
Which one of the Tuckman stages of team development is being described here?
'..the team struggles to come together ... conflict ... competing for status and position'
- A. Norming
- B. Performing
- C. Forming
- D. Dorming
- E. Storming
Answer: E
Explanation:
'Conflict' gives us the clue.
Storming.
The other answers shown come from the same model - check them out in your textbook if you need to.
NEW QUESTION # 118
A small group of workers, under the leadership of a supervisor, seeking to make constructive practi-cal small changes to bring about operational improvement in the workplace.
- A. Quality control group
- B. Quality circle
- C. Trade union
- D. Quality initiative
Answer: B
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.
NEW QUESTION # 119
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