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| Vendor: | CIPS |
|---|---|
| Exam Code: | L3M4 |
| Exam Name: | Team Dynamics and Change |
| Exam Questions: | 90 |
| Last Updated: | February 26, 2026 |
| Related Certifications: | Level 3 Advanced Certificate in Procurement and Supply Operations |
| Exam Tags: |
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Peter Scholtes identified ten behaviours (have you noticed ho it's always ten, never nine or eleven?) which commonly create problems in teams. Which are the three out of the four shown, which are genuine Scholte terms to describe these undesirable behaviours?
The three terms which Scholtes actually used are feuding, plops and wanderlust. Jousting is entirely made-up for this test.
Feuds are arguments based on personality or background.
Plops are ideas expressed by a team member, and ignored by everyone else. They just plop and are ignored.
Wanderlust is when the team or elements of it go off at a tangent, discussing irrelevant issues.
According to CIPS, which of the following are not included in the five 'rights' of procurement and supply?
All three of them.
CIPS appears to have excluded these three possible candidates for inclusion, concentrating instead on quantity, quality, price, place, time.
Or QQPPT.
'operating at its full potential ... working positively ... getting on with their jobs'
Which of the Tuckman stages of team development is being described here?
The answer is 'performing'. The team has gone through the earlier stages successfully - not always the case - and is now performing well.
'Using expensive equipment for a task when the same task could be done more simply and cheaper another way. Sometimes called ''using a sledgehammer to crack a nut'' '. Which one of the 'wastes' is being described here?
Excessive processing. One of 'the seven wastes'.
A process night have too long a duration, might be more complex than necessary, might use assets which are over-specified or components which are over-specified.
The other answers given are also examples drawn from the seven wastes.
A publication which sets out how the buying organisation wishes to trade with suppliers, including, for example, standard terms and conditions of business, packaging and transportation requirements, as well as, for example, delivery requirements. This is called a:
The supplier manual will advise suppliers how they should interact with the buying organisation.
A procurement manual will tell people inside the organisation what they need to do to be buying effectively - a buyer's rulebook, effectively. Similarly for a purchasing manual, and fairly obviously, a warehouse manual will provide guidance on how things should be done inside a warehouse.
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