cima cimapra19 e02 1 practice test

E2 Managing Performance

Last exam update: Dec 14 ,2025
Page 1 out of 14. Viewing questions 1-15 out of 210

Question 1

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.

  • A. Norming
  • B. Storming
  • C. Forming
  • D. Performing
Mark Question:
Answer:

A

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Question 2

Which of the following is the concept whereby a manager has a right to exercise power on behalf the
organisation?

  • A. Accountability
  • B. Empowerment
  • C. Authority
  • D. Delegation
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Answer:

C

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Question 3

Which THREE of the following are determinants of national competitive advantage outlined in
Porter's Diamond?

  • A. Demand Conditions
  • B. Factor Conditions
  • C. Related and Competitive Industries
  • D. Firm, Strategy, Structure and Rivalry
  • E. Firm Infrastructure
  • F. Technology Development
Mark Question:
Answer:

A,B,D

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Question 4

Which type of culture, according to Charles Handy, is identified by an individual's tasks being clearly
defined and their power coming from their position in the hierarchy?

  • A. Power Culture
  • B. Task Culture
  • C. Role Culture
  • D. Person Culture
Mark Question:
Answer:

C

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Question 5

A small project has been planned based on the following set of activities:
Apply critical path analysis and identify the correct statement:
The critical path runs through A,B,D,E and C has 2 days of float (free slack)

  • A. The critical path runs through A,B,D,E and C has 6 days of float (free slack)
  • B. The critical path runs through A,C,E and B has 5 days of float (free slack)
  • C. The critical path runs through A,C,E and D has 4 days of float (free slack)
Mark Question:
Answer:

A


Explanation:
<table version="1.0" width="245" border="1" bgcolor="#FFFFFF" >
<colgroup
width="70" />
<colgroup
width="70" />
<colgroup
width="105" />
<thead >
<tr>
<th ><p align="left"><font face="Arial" size="11">Activity</font></p> </th>
<th ><p align="left"><font face="Arial" size="11">Duration</font></p> </th>
<th ><p align="left"><font face="Arial" size="11">Predecessor/s</font></p> </th>
</tr>
</thead>
<tbody >
<tr >
<td ><p align="left"><font face="Arial" size="11">A</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> 2 days</font></p></td>
<td ><p align="left"><font face="Arial" size="11">- </font></p></td>
</tr>
<tr >
<td ><p align="left"><font face="Arial" size="11">B</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> 5 days</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> A</font></p></td>
</tr>
<tr >
<td ><p align="left"><font face="Arial" size="11">C</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> 6 days</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> A</font></p></td>
</tr>
<tr >
<td ><p align="left"><font face="Arial" size="11">D</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> 3 days</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> B</font></p></td>
</tr>
<tr >
<td ><p align="left"><font face="Arial" size="11">E</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> 1 day</font></p></td>
<td ><p align="left"><font face="Arial" size="11"> C,D</font></p></td>
</tr>
</tbody>
</table>

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Question 6

With reference to Herzberg's motivation-hygiene concept (two-factor theory) relating to employee
motivation, which of the following is a correct interpretation of his findings?

  • A. The presence of hygiene factors are necessary in the workplace to prevent dissatisfaction.
  • B. The absence of hygiene factors will inspire employees and improve motivation.
  • C. The absence of hygiene factors will provide a better work environment and motivate employees.
  • D. The presence of hygiene factors will increase employee morale and motivation.
Mark Question:
Answer:

A

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Question 7

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

  • A. All of the above
  • B. (i), (iii), (iv) and (v)
  • C. (i), (ii), (iii) and (iv)
  • D. (ii), (iii), (iv) and (v)
Mark Question:
Answer:

B

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Question 8

According to Kurt Lewin which of the following leadership styles was thought to result in the highest
level of productivity and satisfaction?

  • A. Laissez-faire
  • B. Authoritarian
  • C. Democratic
  • D. Benevolent Authoritative
Mark Question:
Answer:

C

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Question 9

According to the Thomas-Kilmann Conflict Mode Instrument framework, conflict can be managed
using which conflict-management dimensions?

  • A. Compromising and Accommodating
  • B. Collaborating and Avoiding
  • C. Assertiveness and Cooperativeness
  • D. Assertiveness and Competing
Mark Question:
Answer:

C

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Question 10

Identify THREE advantages of a matrix organisation structure for the execution of significant business
projects:

  • A. Combines functional knowledge with project accountability
  • B. Provides flexibility in terms of meeting concurrent priorities
  • C. Enables staff to focus on a single professional commitment
  • D. Involves staff answering to more than one supervisor or line manager
  • E. Fosters interdisciplinary co-operation in pursuit of project goals
Mark Question:
Answer:

A,B,E

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Question 11

A project team is engaged in a risk assessment process prior to the execution of a major project. One
risk is assessed to be of low impact but medium likelihood (probability). In these circumstances the
appropriate response is:

  • A. Accept the risk, but monitor closely
  • B. Negotiate the transfer of the risk to a third party
  • C. Accept (tolerate) the risk without further action
  • D. Take immediate steps to terminate the risk
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Answer:

A

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Question 12

With respect to the management of quality on projects, which of the following statements is true?

  • A. The only actions required are to inspect the final deliverables and reject items that do not meet specifications.
  • B. A key responsibility of a project manager is to ensure that design specifications are met.
  • C. The central theme of project quality is to exceed the expectations of the client by building to the highest standards.
  • D. Most project processes produce outputs with no variation in quality characteristics.
Mark Question:
Answer:

B

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Question 13

The initial Balanced Scorecard design, defined by Kaplan and Norton, used four perspectives (or legs)
for management control and the implementation of strategy. What are the FOUR original
perspectives?

  • A. Learning and growth
  • B. Internal business
  • C. External issues
  • D. Competitors
  • E. Financial
  • F. Customer
Mark Question:
Answer:

A,B,E,F

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Question 14

Hersey and Blanchard developed a theory of situational leadership which suggested that successful
leaders should change their leadership style according to the maturity of the subordinates they are
leading. This includes an assessment of their professional ability and their readiness to undertake set
tasks.
Based on this theory, which leadership style would be best suited to a subordinate showing the
highest levels of maturity, readiness, ability and willingness to tackle the work available?

  • A. Delegating
  • B. Telling
  • C. Selling
  • D. Participating
Mark Question:
Answer:

A

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Question 15

Which of the following best describes generic competitors?

  • A. Competitors which compete for the same income as the company.
  • B. Competitors which compete with products which, although technically quite different, satisfy the same needs.
  • C. Competitors which have similar goods but not necessarily the same size or structure organisation.
  • D. Competitors which have similar size and structure and offer similar products to the same customers.
Mark Question:
Answer:

A

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