CIMA E1 Official Learning System - Enterprise Operations Aug 2009
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6
Revision technique
Planning
The fi rst thing to say about revision is that it is an addition to your initial studies, not a
substitute for them. In other words, do not coast along early in your course in the hope of
catching up during the revision phase. On the contrary, you should be studying and revis-
ing concurrently from the outset. At the end of each week, and at the end of each month,
get into the habit of summarising the material you have covered to refresh your memory
of it.
As with your initial studies, planning is important to maximise the value of your revi-
sion work. You need to balance the demands for study, professional work, family life and
other commitments. To make this work, you will need to think carefully about how to
make best use of your time.
Begin as before by comparing the estimated hours you will need to devote to revision
with the hours available to you in the weeks leading up to the examination. Prepare a writ-
ten schedule setting out the areas you intend to cover during particular weeks, and break
that down further into topics for each day’s revision. To help focus on the key areas try to
establish:
●
which areas you are weakest on, so that you can concentrate on the topics where effort is
particularly needed;
●
which areas are especially signifi cant for the examination.
Preparing for the
Examination
This section is intended for use when you are ready to start revising for your examination.
It contains:
䉴 a summary of useful revision techniques;
䉴 details of the format of the examination;
䉴 a bank of examination-standard revision questions and solutions;
䉴 past examination papers only to be attempted when you consider yourself to be
ready for the examination. (Try to emulate examination conditions when attempting
this work.)
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PREPARING FOR THE EXAMINATION
Do not forget the need for relaxation, and for family commitments. Sustained intel-
lectual effort is only possible for limited periods, and must be broken up at intervals by
lighter activities. Do not continue your revision timetable right up to the moment when
you enter the exam hall: you should aim to stop work a day or even 2 days before the
exam. Beyond this point the most you should attempt is an occasional brief look at your
notes to refresh your memory.
Getting down to work
By the time you begin your revision you should already have settled into a fi xed work pat-
tern: a regular time of day for doing the work, a particular location where you sit, particu-
lar equipment that you assemble before you begin and so on. If this is not already a matter
of routine for you, think carefully about it now in the last vital weeks before the exam.
You should have notes summarising the main points of each topic you have covered.
Begin each session by reading through the relevant notes and trying to commit the impor-
tant points to memory.
Usually this will be just your starting point. Unless the area is one where you already feel
very confi dent, you will need to track back from your notes to the relevant chapter(s) in
the Study System. This will refresh your memory on points not covered by your notes and
fi ll in the detail that inevitably gets lost in the process of summarisation.
When you think you have understood and memorised the main principles and tech-
niques, attempt an exam-standard question. At this stage of your studies you should
normally be expecting to complete such questions in something close to the actual time
allocation allowed in the exam. After completing your effort, check the solution provided
and add to your notes any extra points it reveals.
Tips for the final revision phase
As the exam approaches closer, consider the following list of techniques and make use of
those that work for you:
●
Summarise your notes into a more concise form, perhaps on index cards that you can
carry with you for revision on the way into work (alternatively consider buying revision
cards).
●
Go through your notes with a highlighter pen, marking key concepts and defi nitions.
●
Summarise the main points in a key area by producing a wordlist, mind map or other
mnemonic device.
●
On areas that you fi nd diffi cult, rework questions that you have already attempted, and
compare your answers in detail with those provided in the Study System.
●
Rework questions you attempted earlier in your studies with a view to producing more
‘polished’ answers (better layout and presentation earn marks in the exam) and to com-
pleting them within the time limits.
●
Stay alert for practical examples, incidents, situations and events that illustrate the mate-
rial you are studying. If you can refer in the exam to real-life topical illustrations, you
will impress the examiner and earn extra marks.
●
Now revisit the chapter end questions that you have not yet attempted. Time your-self
and attempt each question in turn. Commit your answers to paper and then compare
them with the Examiners Answers (also at the chapter ends). Note the main differences.
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ENTERPRISE OPERATIONS
PREPARING FOR THE EXAMINATION
Format of the examination
This is a 3-hour paper with three compulsory sections. The format of this exam paper
will be:
●
Section A – 20% Mainly objective test questions
●
Section B – 30% Short answer questions (6 sub-questions at 5 marks each) based on a
brief scenario
●
Section C – 50% One of two scenario based questions.
Section A: compulsory objective test questions
Section A will comprise a variety of objective test sub-questions, valued at 2 marks and 4
marks each.
For the sub-questions worth 2 marks a conventional ‘multiple choice’ format is likely.
The basis upon which these sub-questions are set is that only ONE option represents a
correct answer. An example ‘multiple choice’ sub-question would be:
Responses for each sub-question are expected to conform to the word
limit indicated (in this case 50 words).
For sub-questions worth 4 marks answers should be in note form. The nature of the
question will vary but may be along the lines of:
Explain the relationship between a (Just-in-Time) JIT system and cash fl ow management.
1.1 Activities aimed at attracting a number of suitable candidates interested in join-
ing an organisation are called
(A) human relationship marketing.
(B) recruitment.
(C) selection.
(D) human capital harvesting. (2 marks)
An example of an alternative style of 4 marks question is as follows:
When identifying the requirements of a new system both ‘functional’ (or logical) and ‘physical’ aspects
should be taken into account. From the listing below indicate those that are functional and those that are
physical requirements.
●
Work and data fl ow
●
Peripherals
●
Volumes, frequencies, etc.
●
File size
●
Output formats
●
Control and backup features
●
Screen layouts
●
Volumes, frequencies, etc.
●
Data storage facilities (e.g. database)
STUDY MATERIAL E1
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PREPARING FOR THE EXAMINATION
Section B: compulsory short answer questions
Section B comprises six compulsory short answer sub-questions, each worth 5 marks (in
total 30 marks). A short scenario may be given, to which some or all questions relate. As
with the 4 mark questions referred to earlier you will be encouraged to answer in a concise
fashion. These answers will not take the form of either a fl owing narrative or a business
report, and should be no more than one page in length for each sub-question. This limit
was imposed for two reasons:
1 to simulate a real-life scenario in which accuracy, brevity and clarity is called for;
2 to prevent candidates from spending a disproportionate amount of time on 5% of the
marks available.
Responses for each sub-question are expected to conform to the word
limit indicated (in this case one page).
Section C: a choice of question
You will be required to answer all questions, worth in total 50 marks. Short scenarios are
highly likely to feature and there may be one or two questions.
Examination-standard revision questions
and solutions
The bank of examination-standard revision questions and solutions is structured, as
follows:
Section A style questions
Section A style solutions
Section B style questions
Section B style solutions
Section C style questions
Section C style solutions.
To strengthen your understanding of the subject matter it is strongly recommended that
you refer to the appropriate chapter when reviewing your written answers of these.
Table 6.1 indicates syllabus coverage of the questions that follow:
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ENTERPRISE OPERATIONS
PREPARING FOR THE EXAMINATION
Table 6.1
2 Marks
Information
systems Marketing Human capital
Operations
management
Global
environment
Al 3
A2 ✓
A3 ✓
A4 ✓
A5 ✓
A6 ✓
A7 3
A8 ✓
A9 ✓
A10 ✓
A11 ✓
A12 ✓
A13 ✓
A14 ✓
A15 ✓
A16 ✓
A17 ✓
A18 ✓
A19 ✓
A20 ✓
A21 ✓
A22 ✓
A23 ✓
A24 ✓
A25 ✓
A26 ✓
A27 ✓
A28 ✓
A29 ✓
A30 ✓
4 Marks
Information
systems Marketing Human capital
Operations
management
Global
environment
A100 ✓
A101 ✓
A102 ✓
A103 ✓
A104 ✓
A105 ✓
A106 ✓
A107 ✓
A108 ✓
A109 ✓
A110 ✓
A111 ✓
A112 ✓
A113 ✓
A114 ✓
A115 ✓
STUDY MATERIAL E1
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PREPARING FOR THE EXAMINATION
5 Marks
Information
systems Marketing Human capital
Operations
management
Global
environment
B1(a) ✓
B1(b) ✓
B1(c) ✓
B1(d) ✓✓
B1(e) ✓
B1(f) ✓✓
B2(a) ✓
B2(b) ✓✓
B2(c) ✓
B2(d) ✓
B2(e) ✓
B2(f) ✓✓
B3(a) ✓
B3(b) ✓
B3(c) ✓
B3(d) ✓
B3(e) ✓
B3(f) ✓
B4(a) ✓
B4(b) ✓
B4(c) ✓
B4(d) ✓
Marks vary
in weighting
Information
systems Marketing Human capital
Operations
management
Global
environment
C1(a) ✓
C1(b) ✓
C1(c) ✓
C2(a) ✓
C2(b) ✓
C2(c) ✓
C3(a) ✓
C3(b) ✓
C3(c) ✓✓
C4(a) 3
C4(b) 3
C4(c) 3
C5(a) 3
C6(a) ✓
C6(b) ✓
C6(c) ✓
C7(a) ✓
C7(b) ✓
C7(c) ✓
C8(a) ✓
C8(b) ✓
259
A Style Revision
Questions
A1 ‘Corrective’ refers to a type of systems maintenance performed to:
(A) remedy software defects
(B) allow executive level unstructured decision-making
(C) adjust applications to user preferences
(D) prevent future operation delays.
A2 Core features of world-class manufacturing involve:
(A) competitor benchmarking and an investment in training and development
(B) an investment in IT and technical skills
(C) global sourcing networks and an awareness of competitor strategies
(D) a strong customer focus and fl exibility to meet customer requirements.
A3 An ABC system refers to:
(A) a Japanese style problem-solving device that is particularly helpful in inventory
management
(B) an inventory management method that concentrates effort on the most impor-
tant items
(C) accuracy, brevity and clarity in the quality of system reporting
(D) a mainframe solution to managing inventory.
A4 Corrective work, the cost of scrap and materials lost are:
(A) examples of internal failure costs
(B) examples of external failure costs
(C) examples of appraisal costs
(D) examples of preventative costs.
A5 An assessment centre:
(A) helps selection by assessing job candidates by using a comprehensive and inter-
related series of techniques
(B) is the training headquarters where job interviews take place
(C) is a desk-based process of reviewing job application forms for suitability
(D) is a place where job applicants are subjected to psychological testing.
A6 Training workers in methods of statistical process control and work analysis:
(A) overcomes a crisis of control in an organisation’s life cycle
(B) is part of a succession planning approach to Human Resources
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PREPARING FOR THE EXAMINATION
(C) is part of a quality management approach
(D) is part of a scientifi c management approach.
A7 When an organisation securely shares part of its private network with customers or
other outside parties it is said to operate
(A) an Internet
(B) an Intranet
(C) an Extranet
(D) a joint venture.
A8 The so-called ‘psychological contract’ is a notion that is based on:
(A) segmenting then accessing a market
(B) the buyer–supplier relationship
(C) a distinctive style of testing used in selection procedures
(D) the expectations the organisation and employee have of one another.
A9 Economies of scope refers to:
(A) the economic viability of making alterations to systems
(B) an organisation becoming economically viable through a process of ‘rightsizing’
(C) mass production assembly lines achieving economies through volume of output
(D) economically producing small batches of a variety of products with the same
machines.
A10 According to Douglas McGregor:
(A) ‘Theory X’ people dislike work, need direction and avoid responsibility
(B) ‘Theory Y’ people dislike work, need direction and avoid responsibility
(C) self-actualising people dislike work, need direction and avoid responsibility
(D) hygiene factors determine whether people like work, need direction or take
responsibility.
A11 The purpose of a person specifi cation is to provide details of:
(A) organisational size and diversity of activity
(B) the types of responsibilities and duties to be undertaken by the post holder
(C) personal characteristics, experience and qualifi cations expected of a candidate
(D) individual terms of engagement and period of contract.
A12 Reck and Long’s strategic positioning tool identifi es an organisation’s:
(A) purchasing approach
(B) sales approach
(C) manufacturing approach
(D) warehousing approach.
A13 Inbound logistics is:
(A) a secondary activity that refers to price negotiation of incoming raw materials
(B) a secondary activity that refers to receipt, storage and inward distribution of
raw materials
(C) a primary activity that refers to inbound enquiries and customer complaints
(D) a primary activity that refers to receipt, storage and inward distribution of raw
materials.
A STYLE REVISION QUESTIONS E1
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ENTERPRISE OPERATIONS
PREPARING FOR THE EXAMINATION
A14 The relocation of a business process by a company from one country to another is
known as:
(A) joint ventures
(B) outsourcing
(C) outshoring
(D) offshoring.
A15 Supply chain partnerships grow out of:
(A) quality accreditation
(B) recognising the supply chain and linkages in a value system
(C) an expansion of trade
(D) adopting a marketing philosophy.
A16 M-marketing refers to marketing practices using:
(A) mobile telephone technology
(B) manipulation and image projection
(C) market forecasting of current and future product demand
(D) marketing decision support systems.
A17 Undifferentiated market positioning involves the targeting of:
(A) a single market segment with a single marketing mix
(B) a single market segment ignoring the concept of the marketing mix
(C) an entire market with a different marketing mix for each segment
(D) an entire market with a single marketing mix.
A18 The processes of job analysis and individual performance appraisal are related in the
sense that:
(A) they are different terms for the same process
(B) performance appraisal is based on job analysis
(C) both form part of the selection process
(D) job analysis is based on performance appraisal.
A19 Content theories of motivation tend to focus mainly on:
(A) the needs of the group
(B) feelings of complacency or dissatisfaction
(C) the needs of individuals
(D) the use of ‘carrots’ and ‘sticks’ as devices.
A20 The Internet is an example of:
(A) electronic data interchange
(B) distributed processing
(C) a local area network
(D) a wide area network.
A21 ‘Market shakeout’ involves the weakest producers exiting a particular market and
occurs in a period between:
(A) market growth and eventual decline
(B) introduction and market growth