Q is a manager planning to introduce new workflow technology into a busy office environment. Q knows this will impact the work pattern of everyone in the office and is very concerned about the potential reaction from staff and how best to manage the change process.
Q decides to document all possible factors and concerns. A list of all the positive factors in favour of change is made in one column, and all the factors against the change in another column. This analysis will enable Q to decide how best to reduce the strength of the factors opposing the change, and/or increase the strength of the factors in favour.
Select the approach that Q is adopting.
P is an experienced engineer and project manager that has just been appointed to manage a complex multi-million pound engineering project. It is the start-up stage of the project and nothing at all has been done so far except for the design work. No other team members have been appointed.
P decides to start by firstly decomposing the full scope of the project into a hierarchy of work packages.
Secondly P intends to create a structure showing the reporting relationships and communications channels for the entire project team.
Thirdly, P plans to embark on a systematic process of identifying all the individual elements that comprise the total cost of the project in order to calculate a bottom-up budget.
Select the structures that P will adopt in the correct order.
A publishing business prints thousands of books every week. The Managing Director employed Taylor's Principles of Scientific Management in order to run the business efficiently. Which of the following would not have
been initiatives he would have introduced into the business?
Select ALL that apply.
Which TWO of the following are soft elements of culture highlighted in the McKinsey 7-S Model?
TESTED 17 May 2024
