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Prüfungsname: Certified Government Auditing Professional
Aktulisiert: 2014-09-29, IIA-CGAP Prüfungsfrage
Nummer: 327 Q&As
IIA-CGAP prüfung : Hier Klicken
Prüfungsname: Certified Internal Auditor - Part 4, Business Management Skills
Aktulisiert: 2014-09-29, IIA-CIA-Part4 Prüfungsfrage
Nummer: 535 Q&As
IIA-CIA-Part4 antworten : Hier Klicken
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NO.1 Which of the following factors is least typical of an industry that faces intense competitive
rivalry?
A. Price-cutting.
B. Large advertising budgets.
C. Frequent introduction of new products.
D. A high threat of substitutes.
Answer: D
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Explanation:
A high threat of substitutes reduces the attractiveness of an industry. It tends to increase the price
elasticity of demand and therefore limits price increases and profit margins. If other factors are
constant, fewer entrants result in less intense competition.
NO.2 Which of the following is not one of the advantages of self-managed teams?
A. Motivation is improved because decision making is decentralized.
B. Improved processes of production if the teams are supported properly.
C. Managerial acceptance by tradition-oriented managers.
D. Improved communication because all members understand the team's activities better.
Answer: C
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Explanation:
Managerial resistance is often the primary obstacle of self-managed teams. Organizational change is
difficult and tradition-oriented managers tend to regard self-managed teams as a threat to their
status.
NO.3 Dutch researcher Geert Hofstede has examined the cultural dimensions of organizational
behavior in 40 countries. The United States ranked the highest in which dimension?
A. Power distance.
B. Uncertainty avoidance.
C. Individualism.
D. Masculinity.
Answer: C
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Explanation:
The individualism-collectivism dimension addresses whether the organization or individual must
meet his/her own security needs.
NO.4 The organizational culture may encourage politics by creating unreasonable obstacles to
group and individual advancement. Which type of political tactic involves taking credit for another
person's work?
A. Loyalty cliques.
B. Destructive competition.
C. Empire building.
D. Posturing.
Answer: D
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Explanation:
Posturing is an attempt to make a good impression, for example, by taking credit for others' work or
seeking to stay one jump ahead of a rival.
NO.5 A small engineering consulting firm accepts special projects from customers in a variety of
fields. Its choice of an organic organizational design was most likely based on its:
A. Lack of concern for self-fulfillment of employees.
B. Preference for formal communication.
C. Adoption of directive leadership style.
D. Participative decision making processes.
Answer: D
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Explanation:
The organic structure is best suited to a company that emphasizes operational efficiency less than
the flexibility needed to respond quickly to changes in its environment and the creativity to find
solutions to new problems. Decision making in this context tends to rely on input from many
sources and requires multidirectional communication. Hence, a horizontal or flat structure typified
by project or matrix management will be appropriate.
NO.6 The General Electric (GE) portfolio model for competitive analysis of strategic business units
(SBUs) should be compared with the Boston Consulting Croup's growth-share matrix. The GE model:
A. Is a matrix with two variables:relative market share and market growth rate.
B. Calculates an index for each of its two variables.
C. Considers such factors for business strength as market size, growth rate, and price levels.
D. Considers such factors for market attractiveness as market share, growth rate, and marketing
skills.
Answer: B
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Explanation:
The GE model is a multifactor portfolio matrix with two variables. Business strength or competitive
position (BUS) is on one axis, and market attractiveness (MAT) is on the other. BUS is classified as
strong, medium, or weak, and MAT is classified as high, medium, or low. Thus, the matrix in this
model is 3 x 3 and has nine cells. SBUs are shown in the matrix as circles. Circle size is directly
proportional to the size of the related market, with a shaded portion in the circle that represents
the SBU's market share. To measure BUS and MAT, the firm must isolate the multiple factors
affecting each, quantify them, and create an index. Factors will vary with each business. The
measurements will provide the values on the axes of the matrix.
NO.7 Which of the following concepts is not consistent with a successful authoritarian organization?
A. Each subordinate should only have one superior.
B. Superiors may have as many subordinates as possible within the superior's span of control.
C. Responsibility may be delegated.
D. The hierarchy of authority should be precisely defined.
Answer: C
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Explanation:
Taylor, Fayol, and other traditionalists advocated the creation of authoritarian organizations. One of
the criteria for success was the ability to delegate authority but not responsibility. Responsibility
should always remain with the person who made the decision.
NO.8 Which of the following is least likely to be an example of synergy?
A. A shopping mall with several businesses providing different products and performing different
services.
B. A car dealership providing warranties on automobile parts to maximize customer value.
C. A manufacturing company hiring a new manager with technological experience lacking in the
company.
D. Military Humvees being converted into sports utility vehicles for sale to civilians.
Answer: B
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Explanation:
Synergy occurs when the combination of formerly separate elements has a greater effect than the
sum of their individual effects.
However, a car dealership's provision of warranties reflects anoperational strategy designed to
provide post-purchase services to gain a competitive advantage and maximize customer value. It
does not reflect the complementary sharing of resources, technology, or competencies. In contrast,
synergy arises from selling a line of carsthat share some components or abrand identification.