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CIMA E3 Prüfungsthemen:

CIMA E3 Strategic Management E3 Prüfungsfragen mit Lösungen

1. JJJ is a private company belonging to a famous former athlete. It operates gyms and fitness clubs across its home country. Each gym or fitness club is treated as a profit centre and the manager of each centre is paid bonuses based on its financial performance.
Three years ago it introduced multidimensional performance measures into its management control systems.
These measure capacity utilisation, financial performance, competitiveness, innovation, and the flexibility of its centres to cope with changing demands.
The managers of its centres have been leaving at a very high rate over the last two years. They have claimed that the measures are too open to interpretation and when they think they are improving the centre's performance they are told they are doing the wrong thing. They also complain that the managers in the centres near big cities find it much easier to reach their targets than the managers of other centres.
Using Fitzgerald and Moon's Building Block model, where does the problem lie?

A) Standards and Rewards
B) Dimensions and Rewards
C) Dimensions and Standards
D) Standards, Dimensions and Rewards

2. You work as a Management Accountant for GHJ, a company that includes commitments to 'sustainability' in its mission statement.
Which THREE of the following are contributions that you, as Management Accountant, could make towards the achievement of this part of the company's mission statement? (Choose three.)

A) Measures of organization's use of non-renewable resources and environmental emissions.
B) Ensuring the organization adopts the lowest cost technologies and suppliers.
C) Project evaluations that include the externalities as well as the cash costs.
D) Providing financial information with all non-recurring expenditures and incomes removed.
E) Integrated reporting of the triple bottom line of Profits, People and Planet.

3. When FarmCot Foods was founded five years ago, it was a small shop set up by a family of dairy farmers in a disused farm shed, selling their own produce to the local community. The family had decided, at that point in time, to diversify their dairy farming activities into also selling their own milk, cheese and ice cream products.
The aim was to increase their revenues, as dairy farming in their home country had been in decline for a number of years.
Since then, the shop has been very successful and has expanded rapidly over the last three years, due largely to a strong growth in tourism in its home country and a shift in consumer demand for locally sourced fresh farm products. FarmCot Foods is now located in a large purpose-built building on the site of the original farm shed and also operates a very popular cafe, a children's play area and sells a much wider range of products and gifts, which are all sourced from local suppliers.
Which of the following best describes FarmCot Foods approach to strategy development in the last five years?

A) Freewheeling opportunism
B) Rational
C) Emergent
D) Incremental

4. As a recently qualified accountant, you have been given responsibility for delivering an ambitious project to centralise and computerise the accounts function within a geographically dispersed, medium-sized business. In addition, the reporting timetable requires the project to be delivered within a very short timescale with limited resources. You have decided to put together a team to deal with these proposed changes.
Which THREE of the following statements regarding effective Teams and Change are correct?

A) Individuals must become more than they were when working alone and must develop new commitments and behaviours.
B) Teams play minor roles in institutional change.
C) Teams enhance learning and address change directly through creating recommendations and new ideas.
D) Teams should continue after their purpose has been served.
E) Teams that cross departmental boundaries can develop new performance criteria.
F) Teams that cross departmental boundaries can destroy shared values.

5. The Financial Director (FD) of your company has heard it said that 80% of profits come from 20% of customers. The FD has accused the sales team of wasting time on serving customers who are not valuable to the business.
The FD has instructed you to take a random sample of 100 customers and to calculate the total contribution the company earned from each customer in the past year. The FD intends to instruct the sales team to stop selling to the bottom 25% of these customers in order to improve profitability.
Which THREE of the following factors should the FD consider when he interprets your results?

A) This would not consider the future potential of the customer.
B) This would not consider the total contribution from the combination of products which the customer buys.
C) This doesn't take into account the value of the customer in referring new customers to us.
D) It will ignore many customer attributable costs that differ widely from customer to customer.
E) It is ethically wrong to stop supplying unprofitable customers.

Fragen und Antworten: