RST is a company specializing in the production of wood-based products. RST has decided to introduce a fully integrated Information System across all divisions in order to improve knowledge sharing throughout the business and enhance customer relationship management.
RST is expecting resistance to the integrated Information System from it's staff who are key to the business and would be difficult to replace. Staff have a good understanding of why the new system and knowledge sharing is needed and how the system will work but many staff are not happy about the potential changes to their working conditions.
Which of the following change leadership styles, as outlined by Kotter and Schlesinger, would be most appropriate for RST to adopt?

• A. Education
• B. Coercion
• C. Manipulation
• D. Negotiation

PQR is a charity which has an excellent reputation within its home country. PQR employs over 300 highly experienced staff and has 200 skilled volunteers. PQR's funding mainly comes from donations from the public but its public profile is low compared to larger, more publicized charities.
Due to a recent recession, public donations to PQR have fallen in the last five years, but demand for its services continues to grow.
The government of the country in which PQR operates is encouraging greater collaboration between charities and there have been several recent successful mergers within the charity sector. PQR has recently been approached by a high profile and well funded charity, DDD, with a merger proposal. DDD offers complementary services to those offered by PQR.
Which TWO of the following factors would most likely be considered as an "opportunity" for PQR? (Choose two.)

• A. Donations from the public
• B. Merging with DDD
• C. Growing demand for its services
• D. The excellent reputation of DDD
• E. Highly experienced staff

JJJ is a publically quoted advertising agency. JJJ's competitive advantage is based on the expertise of its staff and its reputation in digital media advertising. JJJ has robust systems to protect its intellectual property. These include patents and copyrights. JJJ has also restricted access for most of its staff to its most sensitive data, such as studies of its customers' profitability.
JJJ's new Managing Director, Z, is concerned that when staff leave JJJ, the company loses whatever tacit knowledge they possess. These losses also impact on JJJ's reported profits. In order to remedy the losses of knowledge and the reduced profits Z wants to introduce a knowledge management strategy.
Which of the following steps support the introduction of a knowledge management strategy? (Choose all that apply.)

• A. JJJ should unfreeze current habits and standard operating procedures.
• B. Z should set a target for reported profit.
• C. JJJ needs to acquire and install appropriate hardware and software.
• D. JJJ should integrate knowledge management and management accounting.
• E. JJJ should convince staff of the benefits of sharing their tacit knowledge.
• F. Z should gain the support of the Board of Directors.

HHH is an international distribution company which operates a number of large distribution warehouses. HHH employs over 10,000 staff who operate the warehouses 24 hours per day and process over 500,000 packages and parcels each day. HHH operates in a highly competitive market and the senior management team recognize the importance of focusing upon its Critical Success Factors (CSF's). However, some senior managers are confused as to the difference between CSF's and Key Performance Indicators (KPI's).
Which of the following are Critical Success Factors for HHH? (Choose all that apply.)

• A. Market share percentage.
• B. Percentage of stock damaged.
• C. Continual maintenance of warehouse facilities.
• D. Time taken to load and unload deliveries.
• E. Customer satisfaction.
• F. Efficient staff planning systems.

Directors have a duty to shareholders and other stakeholders and are required to promote the success of the company.
Which THREE of the following are valid roles and responsibilities of directors? (Choose three.)

• A. To be responsible for keeping all external stakeholders satisfied.
• B. To avoid conflicts of interest and of duties.
• C. To consider the likely consequences of any decision in the long term.
• D. To have regard for the interests of the company's employees.
• E. To focus only on maximizing company profits.