P is a chartered management accountant working for a large project engineering company. P's functional superior is the Chief Management Accountant.
However for about two thirds of the time available, P is seconded to work with various project teams on a concurrent basis under a matrix organisation structure. This has turned out to be a demanding job role for P, with a number of disadvantages.
Select ALL the disadvantages that apply.
Which of the following does NOT describe the theory of the transformational super-leader?
Project team X is not performing as well as the project manager hoped it would given that the members have been working together for the best part of 6 months. Project procedures are being refined and the project manager is on the point of passing control and decision-making authority to team members. The members are also beginning to operate together as a cohesive team.
Which stage in Tuckman's model of team development has team X now reached?
An organisation undertakes a planned strategy and it is currently at the stage of completing a strategic analysis.
It has defined what it is seeking to achieve, identified the strengths and weaknesses of the company and has undertaken a corporate appraisal.
What stage of its strategic analysis has the organisation failed to carry out?
Which of the following are examples of problems associated with group working?
(i) The Abilene paradox
(ii) Synergy
(iii) Risky Shift
(iv) Groupthink
(v) Conformity
Which THREE of the following are advantages of empowerment?
Based on the Tuckman model of team development, identify the stage when team relationships should start to harmonise and the team agrees on normal work patterns and the best way to tackle the work ahead of them. Job roles and relationships within the team are also agreed.
X is a major energy company and has discovered substantial onshore shale gas reserves in a rural part of the country. With new "fracking" technology, underground gas production could be profitable, provide jobs for local people and boost the local economy. This would require the purchase of large areas of land, without which the projects could not proceed.
Although local landowners were generally pleased to sell land to X at high prices, the reactions of local residents were less favourable as they were very concerned about the environmental impact.
Although their powers were limited, their influence on local councils was more significant. Every new fracking site was subject to strict planning controls and local councils controlled this process.
Using Mendelow's stakeholder management theory, which stakeholder group should be categorised as high interest/low power - with a strategy of "keep informed" (unless their power and influence start to increase)?
Mintzberg describes various forms of strategy and labels each form. Which of the following options contains the correct matching of label with description?
X is a manufacturing company that has achieved long term success by understanding the structure of its industry, and where necessary changing its strategy in order to achieve improved performance by outperforming its competitors.
Success has depended on the company exploiting the underlying economic factors (such as economies of scale) better than its competitors and maintaining this over time, so achieving sustainable competitive advantage.
Researchers would call this an "outside-in" approach to strategy, with the company choosing a strategy that responds to the challenges and changes posed by the external environment.
Which type of strategy is X adopting?
