CMA JUNE-2021 EXAMINATION

MANAGEMENT LEVEL
SUBJECT: E2. ENTERPRISE MANAGEMENT

Time Allocated: Three hours Total Marks: 100

Instructions to Candidates

There are 3 Sections (A, B & C) in this paper. You are required to answer ALL questions.
Answers should be properly structured, relevant and computations need to be shown.
You are strongly advised to carefully read ALL the question requirements before
attempting the question concerned (that is all parts and/or sub-questions).
ALL answers must be written in the answer book. Answers written on the question paper
will not be submitted for marking.
Start answering each question from a fresh sheet. Your answers should be clearly
numbered with the sub-question number then ruled off, so that the markers know which
sub-question you are answering.
Section No of questions in the No of sub-questions Marks allocation
Section in the Section
A 01 08 20%
B 01 05 30%
C 02 50%

TURN OVER

Page 1 of 4
SECTION A – 20 MARKS
This section consists of 1 question and 8 sub-questions.
You are advised to spend no longer than 36 minutes on this section. Section will carry 20
marks and one sub-question will carry 2.5 marks each.

QUESTION 1

(a) Briefly explain “Perfect Competition Versus Pure Monopoly”

(21/2 Marks)
(b) Briefly explain about Drucker's Management by Objectives.
(21/2 Marks)
(c) List down the McKinsey 7-S framework.
(21/2 Marks)
(d) What is meant by 'TARA'- as a basic control model?
(21/2 Marks)
(e) Explain the terms “Economic Value Added”?
(21/2 Marks)
(f) How can you manage the 'Stakeholder Conflict'?
(21/2 Marks)
(g) Explain the terms “Licensing and Franchising”
(21/2 Marks)
(h) What is the basic features of 'Group' and 'Team' in an organization
(21/2 Marks)
(2 ½ Marks × 8 Questions = 20 Marks)

END OF SECTION A

SECTION B Starts on page 3

Page 2 of 4
SECTION B – 30 MARKS
This section consists of 1 question and 5 sub-questions.
You are advised to spend no longer than 9 minutes on each sub-question in this section.
Section will carry 30 marks and one sub-question will carry 6 marks each.

QUESTION 2

(a) Tourism and hospitality is a diverse sector comprised of workers from varied cultures,
backgrounds, ages, and languages. This is one of the reasons our industry is so
unique. But with this diversity, comes its challenges.

In the case of a large hotel, where a housekeeping department is comprised of workers

from all over the world, training can sometimes be a challenge to due language
barriers. And although many corporate properties have developed strong training
programs, it’s not always fully understood by each person in the room.

Knowing this, what types of tools, methods, and practices can an employer use to
ensure proper training?
[6 Marks]
(b) K-Mart Ltd is currently being developed a new on-line order entry system. As part of
the implementation procedures, users of the new system will require a number of
training activities.

The following table lists the activities, their duration and the most appropriate
sequence.
Activity Preceding Activity Duration (Weeks)
A - 4
B - 3
C A 6
D B 8
E C, D 3

Required:
Produce a network chart from this information, identify the critical path through the
network and the estimated project duration.
[6 Marks]

(c) "Critical success factors(CSF) are those things that must go right for the organisation
to achieve its mission"- discuss the advantages of identifying CSF, and its basic types.
[6 Marks]

(d) What is vertical integration? Briefly explain the reasons that firm may decide to
integrate backwards?
[6 Marks]

(e) Describe the importance of work breakdown structure(WBS) and how it contributes to a
project planning.
[6 Marks]

(6 Marks × 5 Questions = 30 Marks)

END OF SECTION B
SECTION C Starts on page 4

Page 3 of 4
SECTION C – 50 MARKS

This section consists of 2 questions.

You are advised to spend no longer than 45 minutes on each question in this section.
Section will carry 25 marks and allocation of marks for each sub-question is indicated next to
the sub-question.

QUESTION 3
Up until three years ago, Quick Power Company(QPC) enjoyed a monopoly position in the
energy industry. However, a change in the Government policy has made that new
competition has been encouraged to move into the industry with QPC losing its monopoly.
The company now finds itself facing severe difficulties.
QPC has developed a strong culture over the years which can be typified as a role culture.
This is now acting as a barrier to the organisation's ability to change, to become more
flexible and to be able to respond more quickly to changes in the environment and initiatives
by its competitors.
QPC is falling behind its competitors when it comes to innovations in energy services.
Developments in new services require staff to work together across functional boundaries.
However, this is unheard of in QPC where people fiercely protect their functional specialism
and will only work on the tasks specified in their job descriptions.
Required:
(a) Discuss why the characteristics of a role culture may no longer be appropriate for QPC.
(b) Recommend, with reasons, the type of culture to which the QPC company needs to
move to.
(c) Comment on the possible drawbacks of a strong organisational culture.
[Marks: (8+7+10) = 25]
QUESTION 4
CM is the project manager responsible for the implementation of a new customer information
database in V-Tech Company. This is the first time he has taken on the role of project
manager and was selected for the position on the basis of his strong technical skills. His
project team is made up of representatives from different parts of the company, including the
Customer Services department, Finance department and IT department.
The project represents an important development and financial investment for V-Tech
Company. A number of different business areas in the company have strong interests in the
success of the project and are dependent on the new customer information database going
live. It is business critical that the project is delivered on time, which is in six months time.
Unfortunately, the project is not going well. CM feels that he lacks the support of his project team,
who keep complaining that they do not know what they are supposed to be doing. It would
appeared that some members of the project team are not completing tasks on time and are not
providing the information needed to progress with the database development. However, members
of the project team feel that CM is the cause of the problems. They have criticised CM for getting
too involved in the detailed technical aspects of the design of the customer information database
and as a result, is ignoring his wider responsibilities as project manager.
Required:
(a) Distinguish the attributes of the project work in V-Tech Company from 'business as
usual' work.
(b) Explain to CM what his role and responsibilities should be as a project manager for the
customer information database project.
[Marks: (8+17) = 25]
* End of Question Paper *

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