CIPS L6M1 Exam Dumps

Overall explanation

Below you will find how you can plan and draft the essay. Remember this is an example of one way you could approach the question. At Level 6 the questions are much more open so your response may be completely different and that's okay.

Essay Plan

Intro -- what is change management?

P1 -- planned

P2 -- incremental

P3 -- revolutionary

Conclusion -- planned is best

Example Essay

Change management is a set of processes and strategies aimed at helping an organization smoothly transition from its current state to a desired future state. Mohammed, the CEO of ABC Ltd, aims to transition his consultancy organization from traditional paper-based record-keeping to electronic systems. To navigate this change effectively, Mohammed can consider various change management approaches, each with their own advantages and disadvantages:

Planned Change: Planned change is a methodical and structured approach to implementing change. It involves careful planning, preparation, and a well-defined roadmap for transitioning from the old paper-based system to the new electronic one. It typically minimizes disruption and resistance by providing employees with a clear understanding of the process. Mohammed could use a Ghantt chart and other tools so that everyone knows what is happening when: for example he could introduce the electronic systems department by department, for example having the HR department use it first, then after a month roll it out to other departments.

Advantages: Planned change offers predictability and allows for detailed planning and risk management. It also offers the lowest disruption; it gives employees an option to adapt gradually, reducing disruptions to daily operations and since the change is well-communicated and organized, it can effectively address employee resistance.

Disadvantages: Slower Implementation: It may take time to implement planned changes fully, potentially delaying the realization of benefits.

Incremental Change: Incremental change involves making small, manageable changes over time. This approach prioritizes gradual progress and can be less disruptive, as employees adapt step by step. For ABC Ltd this may be that each employee gets access to the system to do some aspects of their job first, then after a while they gain access to another part of the system and so fourth, until all actions are completed electronically rather than on paper.

Advantages: As this change method involves several steps, it reduces potential resistance to the change. It also provides Mohammed with a lower risk: Smaller changes are easier to monitor and adjust, lowering the risk of implementation issues. If the electronic system has a bug, this can be fixed quickly before doing away with the old paper system.

Disadvantages: The main disadvantage to this approach is similar to that of the planned approach- there is a prolonged transition: implementing changes incrementally may extend the transition period, delaying the full benefits.

Revolutionary Change: Revolutionary change entails a swift and complete shift from the old system to the new one. It aims for rapid transformation but can be highly disruptive and stressful for employees. This means Mohammed would introduce the system without warning, overnight.

Advantages: Revolutionary change can lead to quick results and immediate benefits. It is possible that employees may be more committed to using the new system due to the sense of urgency associated with this approach. They don't get a choice or time to moan about the change- they have to simply get on and use the new system.

Disadvantages: High Disruption: The speed of change may lead to stress, resistance, and potential issues. It also comes with a higher risk of Failure: inadequate planning and adjustment time can increase the risk of implementation failure. If the new system has bugs, but Mohammed has done away with the old paper-based system, this may result in staff not being able to do any work.

Conclusion:

In the context of ABC Ltd's transition to electronic record-keeping, aplanned change approachappears to be the most suitable. This approach offers a methodical, structured, and predictable transition process. It allows Mohammed to carefully plan and manage risks while minimizing disruptions to daily operations. Additionally, it is well-equipped to address any resistance that may arise during the change process. Considering these advantages, a planned change approach aligns well with the organization's need for a smooth and effective transition to electronic systems while ensuring the best chance for success.

Tutor Notes

- This question asks you to pick one of the options, so don't sit on the fence here. Of those listed, planned or incremental would probably be the obvious choice, as revolutionary change is really risky for this scenario. Revolutionary change is associated more with responding to emergencies or creative tasks, rather than introducing a new IT system. Introducing an IT system really should be done slowly, as it allows time to sort any issues and get people on board and trained using it.

- A question on different types of change could also ask about emergent change- so make sure you're familiar with this as well.

Management by Objectives (MBO) and Measuring Leadership Effectiveness

Part 1: How a Leader Can Use Management by Objectives (MBO) (10 Points)

Definition of Management by Objectives (MBO)

Management by Objectives (MBO) is a leadership approach where leaders and employees set specific, measurable goals that align with the organization's strategic objectives. Developed by Peter Drucker, MBO emphasizes clear goal setting, performance tracking, and employee involvement.

How a Leader Can Use MBO Effectively

Setting Clear Objectives

Leaders work with employees to establish SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound).

Example: A procurement leader may set an objective to reduce supplier costs by 10% within six months.

Aligning Individual and Organizational Goals

Ensures employees understand how their goals contribute to the company's success.

Example: A CPO (Chief Procurement Officer) aligns procurement cost-saving goals with the finance department's budget objectives.

Regular Performance Monitoring

Leaders conduct periodic reviews to track progress and provide feedback.

Example: Monthly progress check-ins ensure employees stay on track toward procurement efficiency goals.

Providing Support and Resources

Leaders remove obstacles and provide training or tools to help employees achieve their objectives.

Example: Implementing new procurement software to improve efficiency.

Performance Evaluation and Rewards

Employees are evaluated based on objective achievements, and success is rewarded (e.g., bonuses, promotions).

Example: Procurement staff meeting targets could receive performance-based incentives.

Evaluation of MBO's Effectiveness

Pros: Improves goal clarity, accountability, and motivation.

Cons: Can be rigid if objectives are too fixed, ignoring external changes.

Part 2: Three Ways to Measure Leadership Effectiveness (15 Points)

A leader's effectiveness is crucial for team performance, motivation, and achieving strategic objectives. Below are three key ways to measure leadership effectiveness.

1. Employee Engagement and Satisfaction

Definition: The level of motivation, commitment, and job satisfaction employees have under a leader.

How to Measure:

Conduct employee engagement surveys (e.g., using Likert scale questions).

Measure retention rates---low turnover indicates effective leadership.

Track employee feedback in performance reviews.

Why It's Important:

A highly engaged workforce is more productive and innovative.

Employees who trust leadership stay longer and contribute more.

2. Achievement of Organizational and Team Goals

Definition: The ability of a leader to drive the team toward achieving company objectives.

How to Measure:

Compare actual vs. target performance metrics (e.g., cost savings in procurement).

Analyze key performance indicators (KPIs) like project completion rates.

Track efficiency improvements in processes under the leader's direction.

Why It's Important:

Demonstrates how well a leader can set, communicate, and execute strategic goals.

Ensures leadership is focused on tangible results, not just employee relationships.

3. Adaptability and Problem-Solving Ability

Definition: A leader's ability to navigate challenges, handle change, and innovate under pressure.

How to Measure:

Assess how a leader handles crises or disruptions (e.g., supply chain breakdowns).

Review decision-making effectiveness during uncertain situations.

Gather 360-degree feedback from peers, subordinates, and senior leaders.

Why It's Important:

Business environments change---leaders must adapt quickly to remain effective.

Ensures that leadership is proactive rather than reactive in problem-solving.

Conclusion

A leader can use Management by Objectives (MBO) to drive performance through goal-setting, alignment, monitoring, and evaluation. Leadership effectiveness can be measured through employee engagement, goal achievement, and adaptability, ensuring that leaders not only set objectives but also inspire teams, navigate challenges, and deliver measurable success.

Overall explanation

Below you will find how you can plan and draft the essay. Remember this is an example of one way you could approach the question. At Level 6 the questions are much more open so your response may be completely different and that's okay.

Essay Plan

Introduction -- definition of power and Max Weber

P1 -- charismatic power

P2 -- rational/ legal

P3 -- using power responsibly: training others, accountability/ setting procedures, ethical sourcing

Conclusion -- procurement has a lot of power in an organisation. The key to using power is 'balance' and using it responsibly

Example Essay

Power, in the context of organizations, refers to the ability of individuals or departments to influence decisions, actions, and outcomes. Max Weber, a German Sociologist, identified three types of power: charismatic, traditional, and rational/legal. In this essay, we will focus on two types of power relevant to the Procurement department -- charismatic power and rational/legal power. Additionally, we will explore how Procurement can responsibly use these powers to help the organization achieve its strategic objectives.

Charismatic power refers to a type of influence or authority that is based on the personal qualities, charisma, and appeal of an individual leader. This form of power arises from the compelling and magnetic personality of a leader, which inspires and motivates followers to willingly and enthusiastically support their vision and goals. One well-known example of a charismatic leader is Steve Jobs, the co-founder of Apple. Charismatic leaders have the ability to inspire and motivate their followers to achieve goals that might seem challenging or even impossible. They often articulate a compelling vision for the future and communicate it in a way that resonates with others. Moreover, they exude confidence and enthusiasm, which can be contagious. Their passion and belief in their vision can energize and mobilize their followers. For this reason, this type of power is often linked with Transformational Leadership styles.

Rational/legal power is derived from established policies, procedures, and regulations that govern business processes. It relies on adherence to legal and ethical standards, ensuring fairness, transparency, and accountability. Rational/legal power is typically exercised in an impersonal and formal manner. Rather than being contingent on the personal qualities of an individual as with charismatic power, rational/ legal power is derived from a person's position within a formal organizational hierarchy. Weber associated rational/legal power with bureaucratic structures, where authority is distributed hierarchically, and individuals hold positions based on their qualifications, expertise, and adherence to established rules. For example, in the Procurement department of an organisation, the Head of Procurement would hold Rational/ Legal power through their ability to sign-off on the activities of others. This form of power emphasizes predictability and consistency in decision-making. Weber points out the downside to this type of power: that leaders with this type of power can be inflexible and rigid.

In an organisation, the Procurement department would use a mixture of charismatic and rational/ legal power in order to help the organisation achieve their strategic objectives. Some ways this could materialise include:

Training: Procurement can use a mixture of charismatic and rational power responsibly by providing training to other departments on aspects of procurement, especially compliance with legislation (which is critical in the public sector) and achieving value for money. This ensures that the organization's practices align with legal requirements and maximize cost-efficiency. Delivering training requires rational power (the training leader needs to know what they're talking about and have experience in this), but also charismatic power in order to engage learners. By training other departments, this will help the organisation achieve its strategic objectives.

Accountability and Reporting: Procurement can responsibly exercise rational/legal power by establishing clear accountability and reporting mechanisms. This includes ensuring that procurement decisions are documented, transparent, and in compliance with relevant laws and regulations. An example of this is creating Standard Operating Procedures, or ensuring Junior members of the team get approval from a Line Manager to conduct certain activities. This helps the organisation achieve strategic goals by eliminating (or significantly reducing) its exposure to risk.

Ethical Sourcing: Procurement can use power to address critical issues such as human trafficking within the supply chain. By setting and enforcing ethical sourcing standards, they contribute to responsible procurement practices. Procurement can use charismatic power to convince senior leadership and supply partners of the importance of ethical sourcing, and legitimate power to ensure that all stakeholders are complying with CSR policies. This could involve the use of gain-share mechanisms in contracts with supply partners.

In conclusion, Procurement departments wield considerable power within organizations, and the key to using this power is balance and responsibility. Charismatic and rational/legal powers can be harnessed to drive and achieve strategic objectives by ensuring ethical, compliant, and efficient procurement practices. By training, identifying vulnerabilities, and promoting responsible sourcing, Procurement contributes to the organization's overall success.

Tutor Notes

- You could bring in many different theories when describing two types of power. I've chosen two by Max Weber (he talks about 3 -- charismatic, traditional and rational/ legal). But you could have used some from French and Raven (expert, legitimate, coercive, reward, referent) or Yukl (2010) -- connection power and negative power. There are others too, these are just the main ones explored in the study guide

- A similar question was asked in March 22 but power is a big topic so may come up again, either with or without a case study. Another way they could use this topic is discussing ways of using the different power types to overcome issues.

- Weber's Types of Power -- p. 171. How procurement can use power responsibly -- p.177

Strategic Ethical Leadership in E-Procurement Implementation: Evaluating Influencing Styles

In modern procurement management, leadership style significantly impacts the success of strategic initiatives such as the introduction of an E-Procurement system. Pat, as the newly appointed Chief Procurement Officer (CPO) of Circle Ltd, must carefully select an influencing style to ensure smooth adoption of the system by his 12 procurement assistants. Different influencing styles---assertive, consulting, collaborating, and inspiring---offer distinct advantages and challenges in this scenario. This essay discusses how each of these leadership styles can be applied in Pat's situation and evaluates their effectiveness.

1. Assertive Leadership Style

Assertive leadership involves directing employees with confidence and clarity, ensuring compliance through authority. If Pat adopts an assertive approach, he would:

Clearly communicate the decision to implement the E-Procurement system.

Set firm expectations for team members regarding system adoption.

Enforce a strict timeline for training and compliance.

Effectiveness in This Situation

Advantages: Provides clarity, speeds up decision-making, and ensures quick implementation.

Challenges: Could lead to resistance from employees who feel excluded from the decision-making process.

Best Used When: There is an urgent deadline or when employees lack knowledge of alternatives.

Given that procurement assistants may have concerns or fears about technological change, a purely assertive approach may create resistance rather than engagement.

2. Consulting Leadership Style

A consulting leadership style involves seeking input from team members before making a final decision. If Pat takes a consultative approach, he would:

Engage procurement assistants in discussions on how the new system will impact their work.

Conduct surveys or meetings to gather feedback.

Allow employees to voice concerns and propose suggestions.

Effectiveness in This Situation

Advantages: Encourages buy-in from employees, reduces resistance, and improves decision-making.

Challenges: Can be time-consuming if employees have diverging opinions or lack expertise in E-Procurement.

Best Used When: Employees have valuable experience or insights, and the leader seeks team engagement.

Since the system is new to the organization, consultation can help address fears and improve morale, but it should be structured efficiently to avoid unnecessary delays.

3. Collaborating Leadership Style

A collaborative leadership style fosters teamwork and shared decision-making, ensuring that all stakeholders work together toward a common goal. If Pat adopts a collaborative approach, he would:

Form a cross-functional project team to oversee the E-Procurement implementation.

Encourage knowledge sharing and problem-solving among team members.

Ensure that procurement assistants have a role in decision-making, such as selecting the software features they find most useful.

Effectiveness in This Situation

Advantages: Enhances teamwork, improves acceptance of change, and utilizes the collective expertise of the team.

Challenges: Can lead to slow decision-making and conflicts if there are disagreements on implementation details.

Best Used When: The project requires innovation and teamwork, and when employees have technical expertise or experience with procurement systems.

Since successful adoption of an E-Procurement system depends on user engagement, collaboration would be highly effective, but it needs structured guidance from leadership.

4. Inspiring Leadership Style

An inspiring leadership style focuses on motivating employees by sharing a vision and fostering enthusiasm. If Pat uses an inspirational approach, he would:

Explain the strategic benefits of E-Procurement for Circle Ltd, such as cost savings, efficiency, and competitive advantage.

Use storytelling and case studies to illustrate successful transformations in similar companies.

Recognize and reward employees who embrace the new system.

Effectiveness in This Situation

Advantages: Boosts morale and motivation, increases commitment, and reduces change resistance.

Challenges: Employees may still need practical guidance and structured training alongside motivation.

Best Used When: Change is significant and requires a mindset shift, especially in environments where innovation is encouraged.

Since the introduction of E-Procurement is a transformative change, an inspiring leadership approach would be effective in motivating employees, but it should be paired with practical implementation strategies.

Conclusion: Choosing the Best Approach

Pat must consider both the technical challenges of E-Procurement implementation and the human factors involved in change management. A blended approach combining multiple leadership styles would be the most effective strategy:

Start with an inspiring approach to generate enthusiasm and ensure employees understand the long-term benefits of E-Procurement.

Use consultation and collaboration to gather feedback and ensure employees feel involved in the change process.

Apply an assertive approach strategically, ensuring that deadlines and key expectations are met.

By combining these leadership styles, Pat can successfully implement the E-Procurement system while ensuring his team is engaged, motivated, and aligned with the company's strategic goals.

(A) Difference Between Mentoring and Coaching (10 Points)

Both mentoring and coaching are essential for employee development, but they serve different purposes. Below is a structured comparison:

Key Takeaways:

Mentoring is long-term, relationship-driven, and focused on personal/career development.

Coaching is short-term, performance-driven, and focused on specific skill enhancement.

(B) Other Activities Completed by a Manager (10 Points)

Apart from mentoring and coaching, managers in procurement and supply chain roles perform several key functions, including:

Strategic Planning and Decision-Making (2 Points)

Managers align procurement strategies with business goals, ensuring cost savings, risk management, and supplier selection.

Example: Deciding whether to source locally or internationally based on cost, lead time, and risk factors.

Performance Management & Employee Development (2 Points)

Managers conduct performance reviews, set KPIs, and ensure employees meet procurement objectives.

Example: Monitoring contract compliance and assessing supplier delivery performance.

Supplier and Stakeholder Relationship Management (2 Points)

Managers negotiate contracts, build relationships with suppliers, and collaborate with internal stakeholders.

Example: Engaging in supplier development programs to improve quality and efficiency.

Problem-Solving and Conflict Resolution (2 Points)

Managers handle supplier disputes, contract issues, and logistical challenges in procurement operations.

Example: Managing disputes with suppliers over late deliveries or non-compliance.

Compliance and Ethical Procurement Practices (2 Points)

Managers ensure adherence to procurement regulations, ethical sourcing policies, and sustainability goals.

Example: Implementing an anti-bribery and corruption policy in procurement operations.

(C) Skills Required for These Activities (5 Points)

To successfully carry out these responsibilities, a manager needs the following key skills:

Leadership & People Management (1 Point)

Ability to motivate, mentor, and coach employees while fostering a productive work environment.

Negotiation & Communication (1 Point)

Strong skills to negotiate contracts, resolve supplier disputes, and manage stakeholder expectations.

Strategic Thinking & Decision-Making (1 Point)

Capability to analyze procurement data and make informed strategic decisions to reduce costs and risks.

Problem-Solving & Conflict Resolution (1 Point)

Skill in addressing supply chain disruptions, supplier conflicts, and operational inefficiencies.

Ethical and Compliance Knowledge (1 Point)

Understanding of procurement laws, ethical sourcing, and corporate governance.