CIPS L3M4 Dumps

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part of the idea of quality circles, that it is the actual workers, those at 'the coal face' (to use a somewhat outdated expression, perhaps) who lead and have the discussions.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

Segregation or separation of duties - making different people / line managers responsible for differ-ent stages of the process, making it less likely that fraud can occur.

Explanation

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

Explanation

Business Process Re-engineering is the correct answer.

As far as I am aware, the other terms do not exist. They are 'red herrings'.

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.

Explanation

Cost reduction is often seen as being not only the primary role, but sometimes the only role, of the procurement function.

The other answer options give an indication of what activities can sometimes be more significant.

Explanation

The answer is 'referent power'.

An example might be a long-standing employee who 'knows the ropes' and helps others. Or it may be a famous person whose fame gives them power.

In some sources this may be known as 'charisma power'.

For me a great example of this form of power is Bill Clinton, who combined his allegedly substan-tial charisma, along with legitimate power and informational power. Presumably as US President, he also had access to coercive power as well as reward power. A powerful guy in a powerful position. People who have dealt with him long after he ceased to be the President say that his referent / cha-risma power lives on, hugely.

Explanation

Calculating sales demand is likely to be a sales / marketing activity; planning the recruitment / train-ing of staff is likely to be a human resources activity.

The other two activities shown are likely to be right up accounting and finance's street.

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

Purpose and goals - the description is part of the definition of a team.

Language and culture might immediately appeal, but is not the correct answer. Teams might com-monly have the same employer. Captain and uniform is a mild attempt at humour - teams don't need a uniform, although some do eg airline crews and footballers.

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

Staff names.

One of the 'benefits' of the creation of organisations large enough to have procurement manuals is that individuals can be replaced in their posts by others. This is part of the basis of Weber's theory of bureaucracy. Charles Handy, a great UK management writer tells a story of how he took up a new post for a large oil company, and on his office door the job title was affixed permanently, but his own name was presented in a readily-replaceable label. He realised when he saw this how easily his employer thought he could be replaced.

Thus, procurement manuals are unlikely to name individual staff members - policies and procedures, posts and activities, yes.

Explanation

Motion.

The science of ergonomics can help with this.

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.

Explanation

The supplier manual will advise suppliers how they should interact with the buying organisation.

A procurement manual will tell people inside the organisation what they need to do to be buying effectively - a buyer's rulebook, effectively. Similarly for a purchasing manual, and fairly obviously, a warehouse manual will provide guidance on how things should be done inside a warehouse.

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

Deliver and submit invoice.

Expediting and inspecting the goods, once delivered, would be tasks for the buyer - not always necessary, depending on circumstances, and depending on the quality of the supplier's operations.

Explanation

The bringing together of various technologies, such as artificial intelligence, efficient energy storage, 3D printing, quantum computing, etc.

The correct answer shown defines nicely the characteristics of the radical changes being brought about during the fourth industrial revolution.

The other answers may, to a greater or lesser extent, be changes in modern society, but they do not represent Industry 4.0

Explanation

Rituals.

Might be a regular team meeting; or a pub / sports evening with colleagues. Might be a monthly 'em-ployee of the month' award. Something which binds the employee to the organisation - in a nice way, one hopes.

I spent some time in France and marvelled how a colleague or senior person would go round and shake hands with every colleague in the morning - almost a kind of respectful 'thank goodness we survived the night' daily event. I thought how poor the British are not to have that ritual - I still do think that.

Explanation

Knowledge-sharing, improved communication and even increased motivation are likely (especially in the early days), of a cross-functional team.

Reduced stock levels may be one of the outcomes of the use of cross-functional teams, but it need-n't necessarily follow, nor may it be necessary / desirable.

The other factors shown here are usually highly desirable.

Explanation

The Chief Executive has power because they are in the post of the Chief Executive.

The Head of Procurement has power because they carry that job title.

They may also have other sources of power such as expert power, or charisma, but the correct re-sponse to the QUESTION NO: is 'legitimate'.

'Coercive' and 'informational' can also be sources of power not shown in the question.

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

The answer is 'performing'. The team has gone through the earlier stages successfully - not always the case - and is now performing well.

Explanation

Logistics essentially being about the storage and transportation of goods.

The QUESTION NO: requires an answer at managerial level.

Explanation

The correct answer is adaptation.

Explanation

Shared values and style.

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

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