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CMA DECEMBER, 2018 EXAMINATION MANAGEMENT LEVEL
SUBJECT: E2.ENTERPRISE MANAGEMENT
Time Allocated: Three hours Total Marks: 100 Instructions to Candidates
There are three sections (that is A, B, & C) in this paper. You are required to answer ALL questions.
Answers should be properly structured, relevant and computations need to be shown wherever necessary.
You are strongly advised to carefully read ALL the question requirement before attempting the question concerned (that is all parts and /or sub-questions).
ALL answer must be written in the answer book. Answer written on the question paper will not be submitted for marking.
Start answering each question from a fresh sheet. Your answer should be clearly numbered with the sub-question number then ruled off, so that the markers know know which sub-question you are answering.
Section No of questions in the Section
No. of Sub-question in the Section
Marks Allocation
A 01 08 20%
B 01 05 30%
C 02 50%
TURNOVER
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SECTION A- 20 MARKSThis section consists of 1 question and 8 sub-questions.
You are advised to spend no longer than 36 minutes on this section. Section will carry 20 marks and one sub-question will carry 2.5 marks each.
Question 1
(a) List the activities that the project manager must do in order to perform the controlling function.
(2½ Marks) (b) Briefly state the concepts of accountability, authority and responsibility.
(2½ Marks)
(c) Describe any two techniques suggested by Cyert and March for resolving stakeholder conflict.
(2½ Marks) (d) Briefly describe what is meant by mentoring.
(2½ Marks) (e) State the managerial grid given by Blake and mouton.
(2½ Marks) (f) List down the hard elements and soft elements stated in Mckinsey 7-S Model and
which are most important and why.
(2½ Marks) (g) Plot the cultural web frame work with example.
(2½ Marks) (h) List down Porters Diamond model with example.
(2½ Marks)
END OF SECTION A
SECTION B Starts on page 03
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SECTION B- 30 MARKSThis section consists of 1 question and 5 sub-questions.
You are advised to spend no longer than 9 minutes on each sub-question in this section.
Section will carry 30 marks and one sub-question will carry 6 marks each.
Question 2
(a) “Teams are a kind of group, all groups are not teams.” Describe briefly the essential features of a team.
(6 Marks) (b) Explain the main arguments for and against the view that socially responsible business decisions can achieve sustainable competitive performance and improve shareholder value.
(6 Marks) (c) What is Freewheeling opportunism and how Emergent approach and incremental
approach is different from Freewheeling opportunism.
(6 Marks) (d) Define Benchmarking and explain different types benchmarking strategies with
example.
(6 Marks) (e) What is resource audit? Explain different type of resources. List two types of
competences with example.
(6 Marks)
END OF SECTION B
SECTION C Starts on page 04
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SECTION C- 50 MARKSThis section consists of 2 questions.
You are advised to spend no longer than 45 minutes on each question in this section.
Section will carry 25 marks and allocation of marks for each sub-question is indicated next to the sub-question.
Question 03
TOWN CELL is a large company in an unregulated sector of the telecommunications industry. It has ambitious plans for sales growth to increase profitability and returns to shareholders. In support of these goals, senior management has established a flat management structure. Budget targets place employees under considerable pressure but success in achieving and surpassing sales and profitability targets is rewarded by bonuses and share options. Employees who do not achieve their targets do not remain with the company for long. Performance targets exist for expanding TOWN CELL’s customer base, sales value and profitability per customer, and geographic and product-based expansion.
TOWN CELL zealously pursues cost reduction with continual efforts to drive down suppliers’ prices. The company aims to eliminate any wasteful practices in management and administration. TOWN CELL considers any expenditure that does not lead directly to sales growth to be wasteful and the company minimizes its corporate policies and procedures. As a result, TOWN CELL has tended to overlook fair practices in its employees’ dealings with customers, competitors and suppliers in the pursuit of its goals. The company is listed in the stock exchange and reports its profits to shareholders in quarterly and annually.
Required:
(a) How TOWN CELL can ensure good governance and mitigate the ethical issues in town cell?
(05 Marks) (b) Identify major types of risk facing by TOWN CELL that arise from its style of
management. Give reasons to support your answer.
(08 Marks) (c) Explain the significance of the control environment in TOWN CELL.
(05 Marks) (d) From the perspective of a newly appointed non-executive director, evaluate the financial, non-financial quantitative and qualitative controls in TOWN CELL in the context of TOWN CELL’s goals and the risks facing TOWN CELL.
(07 Marks)
SECTION C Continues on page 5
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Question 04BDS is a small software design company set up two years ago. In BDS’s short period of trading it has built up a strong local reputation working with small businesses to develop software applications. Two months ago, BDS accepted a large software development project from a local manufacturing company, although to date the company had no previous experience of managing a project of this scale. In addition, BDS already had a full order book from existing clients.
TAPU was appointed as project manager; he is technically competent but is not happy about being responsible for team management and co-ordination. The project team has been given a broad outline of the timescales for the project activities but it believes they are unrealistic.
When members of the team expressed their concerns to TAPU he stated that 'as project manager he had ultimate control over the project and they should just get on with the jo b'.
TAPU added that 'he was focused on the task and this was his most important role as project manager.' TAPU’s approach has led to the project team becoming de-motivated and less productive.
BDS has a limited number of software engineers available for its projects, so TAPU has planned to assign them to the project as and when they are required. Once phase one of the project was underway, TAPU allocated three software engineers to work full time on the project. One of the engineers became ill and one of the other engineers has been sent for by his line manager to carry out work on another project. This has reduced the number of software engineer-hours available and the project is already behind schedule. TAPU is aware that without the additional engineers the project will not be delivered within the required timescales.
TAPU knows the importance of a project sponsor for authorizing changes on the project. He is also aware that he needs to keep the project sponsor informed of any issues that might delay the progress of the project, but the project has started without the identification of a project sponsor. Although TAPU understands the problems that are caused when the project is not updated for changes, he has decided that he will not adjust the plan for the delay until a sponsor is allocated to the project.
The client has now contacted the Finance Director of BDS and wants to arrange a meeting because it is not satisfied with the amount of contact it has with TAPU as project manager. It is concerned that, as the customer for the project, its expectations are not being met.
Required:
(a) Produce a SWOT for BDS at the project proposal stage of the software project.
(10 Marks) (b) Explain the various challenges TAPU is facing in the software project due to his lack of
people and project management skills, and how he could overcome them.
(10 Marks) (c) Describe how Gantt chart assists to manage the project timeline.
(05 Marks)
(25 Marks × 2 Questions = 50 Marks)
*End of the Exam Paper*
