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CIPS L3M4 PDF Dumps file

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CIPS L3M4 Exam Syllabus Topics:

Topic
Details

Topic 1

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.

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.

Topic 3

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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CIPS Team Dynamics and Change Sample Questions (Q66-Q71):

NEW QUESTION # 66
'The power of an individual to persuade others may come from perceived attractiveness and right to be given respect' Which of French and Raven's categorisations applies here?

A. Legitimate
B. Coercive
C. Reward
D. Referent

Answer: D

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.

NEW QUESTION # 67
Which of these describes 'consideration' within a contract?

A. The desire of both parties to enter into a contract
B. The ability of both parties to be able to enter into a contract
C. Both parties exchange something of value
D. The communication of an unconditional agreement

Answer: C

NEW QUESTION # 68
Daryl was expecting some spare parts to arrive from abroad by air freight. He hears on the news that flights have been delayed due to an ash cloud from a volcano that has erupted. Which contract provision is likely to deal with this scenario?

A. Confidentiality
B. Caveat emptor
C. Warranties
D. Force majeure

Answer: D

NEW QUESTION # 69
Which one of the following is unlikely to appear in an organisational procurement manual?

A. Policies
B. Staff names
C. Procedures
D. Instructions

Answer: B

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.

NEW QUESTION # 70
The potential benefits of a cross-functional team are just that - potential. None is guaranteed. How-ever, some benefits seem more likely than others. Which one of the following suggested benefits is least likely to automatically follow from the creation of an effective cross-functional team?

A. Reduced stock levels
B. Motivation
C. Sharing knowledge
D. Improved communication

Answer: A

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.

NEW QUESTION # 71
......

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