| Exam Code/Number: | L6M5Join the discussion |
| Exam Name: | Strategic Programme Leadership |
| Certification: | CIPS |
| Question Number: | 85 |
| Publish Date: | Jan 13, 2026 |
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Doug is a Manager at ABC Ltd. The company is struggling financially and needs to make several changes to its operating procedures to maintain its position in the marketplace. The changes involve letting 10% of staff go and moving 70% of staff to remote online working instead of being office-based. The staff at ABC have, in general, not taken well to the changes, and motivation has decreased. In order to push through with the changes, Doug has stated that staff who volunteer to work online will receive an additional day of annual leave, and if staff refuse to move to the online system, this will have repercussions on their ability to be promoted within the company. Because of this, all remaining staff have now embraced the changes.
Which two types of influence were used in managing this change process?
Spaceman Ltd's R&D team has a strong relationship with its supplier of spaceship parts.
The space exploration industry is becoming highly competitive.
The team is looking for ways to enhance profits and market share.
Q: What strategy should Spaceman Ltd use?
Answer Options:
"Persuasion should be a last resort in cultural change." Is this statement true?
Answer Options:
According to Hofstede's Cultural Dimensions, Individualism is when a person prioritises themselves over a group. Is this correct?
Below are descriptions of five companies in the UK. Each company has a unique organisational culture and a key Cultural Web Influence that shapes its structure and operations.
Your task is to match the correct type of organisational culture and cultural web influence to each company.
Company Descriptions
Company 1
Description: Authority is centred around the founder. There are strict financial systems and a reward/bonus scheme for meeting targets.
Company 2
Description: Employees operate independently and often bring in their own clients. There is a strong corporate identity and branding.
Company 3
Description: Strict hierarchy determines salary and job titles. The organisation is described as bureaucratic and follows stringent rules.
Company 4
Description: Employees work in small teams or individually on projects. There is a strong emphasis on weekly team meetings where tasks for the upcoming week are discussed.
Company 5
Description: Authority is held by senior leadership who make all decisions. There are few rules, and culture is reinforced by storytelling about past successes.
