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P is an experienced engineer and project manager that has just been appointed to manage a complex multi-million pound engineering project. It is the start-up stage of the project and nothing at all has been done so far except for the design work. No other team members have been appointed.
P decides to start by firstly decomposing the full scope of the project into a hierarchy of work packages.
Secondly P intends to create a structure showing the reporting relationships and communications channels for the entire project team.
Thirdly, P plans to embark on a systematic process of identifying all the individual elements that comprise the total cost of the project in order to calculate a bottom-up budget.
Select the structures that P will adopt in the correct order.
Which THREE of the following are determinants of national competitive advantage outlined in Porter's Diamond?
Kotter and Schlesinger devised a theoretical framework which set out six inter-related approaches to deal with resistance to organisational change.
One approach involves management taking a simplistic and authoritarian approach by instructing staff to comply with changes. This compulsory method is derived from the formal authority that senior management possesses. Senior managers often have the right to do this based on employment laws and regulations.
Select this type of approach as identified by Kotter and Schlesinger.
Various methods of communication are available, including face to face, by telephone or online.
Which THREE of the following interactions are best conducted face to face?
Which ofthefollowingbest describes the purpose of Michael Porter's Five Forces model?
