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CIPS L6M1 Exam Syllabus Topics:

Topic
Details

Topic 1

• Contrast the sources of power: This section targets Diversity and Inclusion Officers and analyzes how equality and diversity issues relating to the supply chain can be used to improve strategic effectiveness.

Topic 2

• Understand and apply communication planning techniques: This section measures the skills of Communications Managers and focuses on evaluating influencing styles that can be used in the effective leadership of a supply chain. It covers implementing a vision of improved procurement, models for managing in different directions, and influencing styles for cross-functional leadership. A key skill measured is implementing a vision of improved communication.

Topic 3

• Evaluate influencing styles for effective supply chain leadership: This section targets HR Managers and compares leadership techniques that can be used to influence personnel involved in a supply chain. It includes assessing the readiness of followers, leaders' attitudes to people, management by objectives, and emotional intelligence. A critical skill assessed is assessing the readiness of HR for a particular task.

Topic 4

• Understand and apply methods to overcome leadership challenges: This section focuses on Conflict Resolution Specialists and contrasts the sources of power and how they can be used to overcome common challenges faced by procurement and supply chain leaders. It includes perspectives on individual power and organizational power.

Topic 5

• Understand and apply leadership skills and behaviors: This section measures the skills of Procurement Managers and focuses on critically evaluating the differences between leadership and management. It covers defining leadership roles, the importance of leadership, situational leadership, and transformational leadership. A key skill measured is differentiating leadership and management approaches effectively.

Topic 6

• Understand and apply ethical practices and standards: This section measures the skills of Regulatory Compliance Managers and assesses regulations that impact the ethical employment of people.

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CIPS Strategic Ethical Leadership Sample Questions (Q18-Q23):

NEW QUESTION # 18
SIMULATION
Discuss three of the following areas of employment law: minimum wage, overtime and holiday pay, working hours, Health and Safety at Work, equality (25 points).

Answer:

Explanation:
See the Answer is the explanation
Explanation:
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 - explain which three; minimum wage, working hours, H&S
P1 - minimum wage
P2 - working hours
P3 - H&S
Conclusion - law is always evolving
Example Essay
Employment law in the United Kingdom has evolved over the years to safeguard the rights and interests of employees while providing a framework for fair and equitable employment practices. This essay delves into three crucial areas of employment law: minimum wage, working hours, and health and safety.
Minimum Wage. The National Minimum Wage Act 1998 and subsequent amendments established the legal framework for minimum wage rates in the UK. The current legislation sets different minimum wage rates for various age groups. Currently (2023) for those aged 23 and over the minimum wage is £10.42 per hour. This is rising to £11 in 2024. Younger workers will earn less, with those on an apprenticeship, considerably less. Minimum wage legislation has significantly improved the earnings of low-paid workers and reduced income inequality. It ensures that employees receive a fair wage for their labour, promoting economic stability and social well-being.
Interestingly, not all countries have a minimum wage or set it hourly. For example in Spain, minimum wage is set out monthly (around 1000 euros/ month). Sweden doesn't have a minimum wage at all. Sweden relies on collective bargaining agreements negotiated between employers and labour unions to determine wage rates and employment conditions. These agreements are sector-specific and cover a wide range of industries, effectively setting minimum wage standards at the industry level rather than through legislation. This approach allows for flexibility and tailoring of wage rates to different sectors of the economy but also means that minimum wage levels can vary depending on the specific collective agreement in place within a given industry.
Working Hours: The Working Time Regulations 1998 (WTR) and the EU Working Time Directive establish legal limits on working hours, rest breaks, and paid leave for workers in the UK. The WTR also introduced the concept of the "opt-out," allowing workers to voluntarily exceed the 48-hour weekly working time limit. Working time regulations promote work-life balance, protect employees from excessive working hours, and enhance health and well-being. The "opt-out" provision provides flexibility but must be implemented with respect to workers' rights. It is common in the UK for Junior Doctors to opt out to ensure they have enough time to complete their training within a specific timeframe. Some training programs require a certain number of hours or procedures to be completed during a specific period. Another reason for opting out is the opportunity to earn more money, particularly if overtime is paid at a high rate.
Health and Safety: The Health and Safety at Work Act 1974 is the cornerstone of health and safety legislation in the UK. It places duties on employers to ensure the health, safety, and welfare of their employees, as well as others affected by their work activities. Specific regulations, such as the Management of Health and Safety at Work Regulations 1999, provide additional guidance. One of the main areas this legislation covers is the importance of completing risk assessments. The case of R v. Tangerine Confectionery Ltd (2018) emphasized the importance of risk assessments in preventing workplace accidents. The company was fined for failing to adequately assess the risk of an employee's arm getting trapped in a machine, resulting in serious injury. Health and Safety legislation has led to safer workplaces, reduced accident rates, and improved employee well-being. Employers are legally obligated to identify and mitigate workplace risks, ensuring the protection of their workforce.
In conclusion, UK employment law, encompassing minimum wage, working hours, and health and safety, plays a pivotal role in safeguarding employees' rights, promoting fair labour practices, and ensuring safe working environments. As employment dynamics continue to evolve, it is imperative that employment law remains adaptable, responsive, and protective of employees in an ever-changing work landscape.

NEW QUESTION # 19
SIMULATION
Describe four reasons a person may resist change and four ways a leader can overcome resistance to change (25 points).

Answer:

Explanation:
See the Answer is the explanation
Explanation:
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?
P1: fear
P2: poor communication and misunderstanding
P3: economic conditions change (e.g. impact on working conditions or pay) P4: perception (because they believe the change won't be beneficial) P5: leader can overcome resistance through: providing compelling rationale for the change P6: leader can overcome resistance through: Employee involvement (participative management style) P7: leader can overcome resistance through: providing training P8: leader can overcome resistance through: being honest and using timely communication Conclusion: change management is complex and requires overcoming many obstacles. Need to plan. Use tools such as Kotter's Change Management Principles, Lewin's Forcefield Analysis and RACI Example Essay Change, in the context of organizations, refers to a departure from the existing state or processes toward a new and often better state. Change can encompass various aspects, such as altering processes, introducing new technologies, or modifying company culture. However, individuals within the organization often resist change for a variety of reasons. This essay will explore four common reasons for resistance to change and four effective strategies leaders can employ to overcome this resistance.
Four Reasons for Resistance to Change:
Fear: People tend to resist change when they fear the unknown. Change often brings uncertainty about the future, job security, and one's ability to adapt. An example of this is an older employee resisting a change to using a new e-procurement system, because they are mistrustful of technology.
Poor Communication and Misunderstanding: Inadequate or unclear communication about the change can lead to misunderstandings and misinterpretations. Lack of information can result in resistance due to confusion or distrust. For example an employee may hear of a change accidently in the hallway and pass this on, without knowing the full story, they may make a decision to resist the change.
Economic Conditions Change: If people believe that the change will negatively impact them, for example increasing their workload, stress levels or financial take homes, they may resist change. An example of this is during a company restructure when people believe that merging of job roles will result in them having to do more work.
Perception: Individuals may resist change when they perceive it as unnecessary, or detrimental to their interests. This resistance often stems from a belief that the change won't be beneficial. For example a manager may wish to introduce a new way to categorise inventory, but warehouse staff believe that this change will make counting inventory take longer.
Four Ways a Leader Can Overcome Resistance to Change:
Providing Compelling Rationale for the Change: Leaders can overcome resistance by clearly and convincingly explaining the reasons behind the change. Demonstrating how the change aligns with the organization's goals and how it will benefit employees can help mitigate fear and uncertainty.
Employee Involvement (Participative Management Style): Inviting employees to participate in the change process can reduce resistance. When individuals feel they have a say in the change, they are more likely to embrace it. Leaders can solicit input, involve employees in decision-making, and create a sense of ownership in the change.
Providing Training: Resistance often stems from a lack of knowledge or skills required for the change. Leaders can provide training and resources to equip employees with the necessary tools to adapt successfully. This not only reduces resistance but also enhances employee confidence and competence. This would be particularly helpful for changes involving new systems and ways of working.
Being Honest and Using Timely Communication: Effective communication is critical in overcoming resistance. Leaders should be honest about the reasons for the change, acknowledge potential challenges, and provide regular updates. Timely and transparent communication builds trust and reduces uncertainty.
In conclusion, change management is a complex process that requires leaders to address and overcome various sources of resistance. Understanding the reasons behind resistance is essential for effective change leadership. As Atkinson (2005) notes: resistance to change should not be viewed negatively, it is a positive and healthy response. Employing strategies like providing a compelling rationale, involving employees, offering training, and maintaining open and honest communication can help leaders navigate the complexities of change successfully. Moreover, change management tools such as Kotter's Change Management Principles, Lewin's Forcefield Analysis, and RACI (Responsible, Accountable, Consulted, Informed) matrices can further aid leaders in planning and executing change initiatives efficiently and with the least possible resistance.
Tutor Notes
- With this type of question try to give as many examples as you can.
- Other things you could have mentioned in your essay include:
- Reasons to resist change: out of habit, because other people are resisting it (sheep mentality), loss of freedom, scepticism, impact the change may have on their personal life (e.g. effect on work life balance).
- Dealing with resistance to change; Top management sponsorship and HR involvement, Understanding of human behavour and why people may resist change, Corporate culture supports change, Adjustment to performance mechanisms, KPIs, Efficient organisational structure, Rewards (monetary and otherwise)

NEW QUESTION # 20
SIMULATION
Jeff is the CEO of Company X. Company X will soon be merging with Company Y. This is a strategic decision which will benefit both companies through sharing knowledge and resources. There will be no job losses in the process of the merger, but there will be significant changes to staffing structures and operating procedures. Jeff needs to communicate the information to stakeholders. Discuss how Jeff could create a Communication Plan to disseminate the information and what considerations he needs to make when passing on the information (25 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Developing a Communication Plan for a Company Merger
As CEO of Company X, Jeff is responsible for communicating the upcoming merger with Company Y. While the merger will bring strategic benefits, it will also introduce significant changes to staffing structures and operations. Clear, transparent, and effective communication is crucial to ensure stakeholder confidence, minimize resistance, and facilitate a smooth transition.
This essay outlines how Jeff can develop a Communication Plan and highlights key considerations for delivering the message effectively.
1. Creating a Communication Plan for the Merger
A structured communication plan helps ensure that stakeholders receive the right information, at the right time, through the right channels. Below are the key steps Jeff should take:
Step 1: Define Communication Objectives
Jeff must first establish clear objectives for the communication plan: ✔ Ensure stakeholders understand the benefits and impact of the merger.
✔ Prevent misinformation or panic among employees.
✔ Encourage buy-in and trust from all parties.
✔ Provide a transparent timeline for the changes.
Step 2: Identify Key Stakeholders
Different stakeholders will require different levels of detail and messaging:
Internal Stakeholders:
Employees (most affected by changes in structure and operations).
Management & Leadership Teams (responsible for implementing the merger).
Unions/Employee Representatives (may raise concerns about changes in working conditions).
External Stakeholders:
Customers & Clients (reassurance about continuity of service).
Suppliers & Partners (clarity on future contracts and relationships).
Investors & Shareholders (understanding of financial and strategic benefits).
Each stakeholder group will need tailored messaging to address their specific concerns.
Step 3: Develop Key Messages
Jeff needs to craft clear, consistent, and positive messages tailored to each audience.
Stakeholder
Key Message
Employees
"No job losses; new structure will create growth opportunities."
Managers
"Support will be provided for leadership transition and operational changes." Customers
"Service quality and reliability will remain unchanged."
Investors
"The merger will drive efficiency and profitability."
Suppliers
"Partnerships will continue, and payment terms remain stable."
Jeff should address potential concerns upfront and focus on the benefits of the merger.
Step 4: Select Communication Channels
The choice of communication channels depends on the audience and message urgency.
Stakeholder
Communication Method
Employees
Town hall meetings, emails, intranet updates, one-on-one discussions
Managers
Workshops, leadership meetings, direct emails
Customers
Official press releases, emails, website FAQs
Investors
Investor presentations, reports, media briefings
Suppliers
Supplier meetings, contracts review sessions
Jeff should prioritize face-to-face communication for employees and managers to build trust and allow for direct Q&A sessions.
Step 5: Create a Timeline for Communication
Jeff must ensure timely and consistent updates to avoid uncertainty.
Timeline
Action
Week 1
Announce merger to executives and key managers.
Week 2
Host town hall meetings for employees and issue internal memos.
Week 3
Public announcement via press release and website update.
Week 4
Hold customer and supplier briefings to address concerns.
Ongoing
Provide progress updates through internal and external reports.
Regular updates will help maintain transparency and engagement.
2. Key Considerations for Effective Communication
Jeff must consider several critical factors when passing on the information:
1. Clarity and Transparency
Messages should be clear, honest, and direct to prevent misunderstandings.
Employees should be fully informed about changes before rumors spread.
Example: Instead of vague statements like "There will be some adjustments," Jeff should say, "There will be structural changes, but no job losses."
2. Managing Emotional Reactions
Even without job losses, employees may fear uncertainty about roles and responsibilities.
Jeff should show empathy and reassurance while addressing concerns.
Strategy: Use small group meetings to provide space for open dialogue.
3. Two-Way Communication
Employees and stakeholders should have the opportunity to ask questions and share feedback.
Jeff can set up: ✔ Q&A sessions in town halls.
✔ Anonymous feedback mechanisms for employees hesitant to speak up.
✔ Dedicated email or helpline for merger-related concerns.
4. Aligning with Organizational Values
The messaging should reinforce Company X's culture and mission.
Example: If Company X values innovation, Jeff should highlight how the merger will enhance technological capabilities.
5. Handling Misinformation
Mergers can generate rumors and speculation.
Jeff should appoint a dedicated communication team to: ✔ Monitor and correct misinformation.
✔ Ensure consistent messaging across all departments.
Conclusion
A strategic communication plan is essential for Jeff to successfully manage the merger announcement. By defining objectives, identifying stakeholders, crafting key messages, selecting appropriate channels, and planning a timeline, he can ensure clarity, transparency, and engagement. Considerations such as employee emotions, two-way communication, and misinformation management will help maintain trust and confidence among all stakeholders. With effective communication, Jeff can drive a smooth transition and create a unified, forward-looking organization.

NEW QUESTION # 21
SIMULATION
Discuss the 5 approaches to management of the Blake Mouton Managerial Grid. How can this be applied to the role of a procurement manager? (25 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Introduction
Management effectiveness is critical for organizational success, particularly in functions like procurement, where balancing cost efficiency, supplier relationships, and operational effectiveness is key. The Blake Mouton Managerial Grid provides a framework for evaluating leadership styles based on a manager's concern for people (team members, stakeholders, suppliers) versus concern for production (task completion, efficiency, and profitability).
This essay will discuss the five approaches to management outlined in the Blake Mouton Managerial Grid and explore how procurement managers can apply them to enhance procurement performance.
Understanding the Blake Mouton Managerial Grid
The Blake Mouton Managerial Grid (1964) classifies management styles based on two axes:
Concern for People - The degree to which a leader considers employee motivation, satisfaction, and well-being.
Concern for Production (or Task) - The extent to which a leader focuses on achieving organizational goals, efficiency, and productivity.
This results in five distinct leadership styles, each with its strengths and weaknesses.
The Five Approaches to Management in the Blake Mouton Grid

1. Impoverished Management (Low Concern for People, Low Concern for Production) Description:
Leaders with an impoverished management style exert minimal effort to manage people or production.
They often avoid decision-making, fail to motivate employees, and show little interest in organizational goals.
This approach leads to low productivity, disengaged employees, and poor procurement outcomes.
Impact on Procurement Management:
❌ Weak supplier management - Poor relationships with suppliers may lead to delivery delays and contract failures.
❌ No cost control - Procurement teams may fail to negotiate favorable pricing due to lack of leadership.
❌ Lack of strategic alignment - Procurement fails to support organizational goals, resulting in inefficiencies.
Example:
A procurement manager who ignores supplier performance reviews, does not enforce contract terms, and fails to manage procurement risks would be practicing an impoverished management style.
2. Task Management (High Concern for Production, Low Concern for People) Description:
Task-oriented managers focus solely on efficiency, cost-cutting, and productivity, while neglecting employee well-being and engagement.
This style is highly authoritative and focuses on strict rules, efficiency, and results-driven processes.
Impact on Procurement Management:
✅ Strict cost control - The procurement team will focus on cutting costs and maximizing efficiency.
✅ Strong compliance enforcement - Ensures strict adherence to procurement policies and regulations.
❌ Supplier dissatisfaction - Overly aggressive cost-cutting and negotiation tactics may harm supplier relationships.
❌ Low employee morale - Procurement assistants may feel undervalued, leading to high staff turnover.
Example:
A procurement manager who focuses only on cost reduction and efficiency, without considering supplier relationships or team well-being, would fit this style.
3. Country Club Management (High Concern for People, Low Concern for Production) Description:
A country club manager prioritizes employee satisfaction and relationships but neglects productivity and performance.
This results in a friendly, low-pressure environment, but with low accountability and inefficiency.
Impact on Procurement Management:
✅ Strong supplier and stakeholder relationships - Procurement teams collaborate well with suppliers but may overpay due to a lack of tough negotiations.
✅ High team morale - Employees feel valued and motivated.
❌ Lack of cost efficiency - Over-prioritizing relationships may result in weak cost controls.
❌ Ineffective risk management - Procurement managers may fail to enforce strict supplier performance criteria.
Example:
A procurement manager who develops strong relationships with suppliers but fails to hold them accountable for poor performance is practicing country club management.
4. Middle-of-the-Road Management (Moderate Concern for People, Moderate Concern for Production) Description:
Balances both people and task concerns, but does not excel in either.
Ensures some level of efficiency and employee satisfaction, but lacks a strong strategic direction.
Impact on Procurement Management:
✅ Balanced supplier relationships - Ensures cost efficiency while maintaining supplier goodwill.
✅ Moderate employee engagement - The team feels reasonably motivated, but lacks innovation and strong leadership.
❌ Missed cost-saving opportunities - Procurement might fail to maximize value due to a lack of strategic focus.
❌ Lack of strong risk mitigation - The procurement manager may not aggressively manage risks, leading to supply chain disruptions.
Example:
A procurement manager who performs adequately but does not drive significant improvements or cost savings fits this style.
5. Team Management (High Concern for People, High Concern for Production) Description:
The most effective leadership style, where the manager prioritizes both team well-being and achieving high performance.
Encourages collaboration, innovation, and accountability.
Focuses on both supplier relationships and cost efficiency.
Impact on Procurement Management:
✅ Optimized supplier performance - Ensures strong contract management, strategic sourcing, and supplier collaboration.
✅ High employee morale and performance - Employees are engaged, trained, and motivated to drive procurement success.
✅ Balanced cost and quality approach - Focuses on achieving cost efficiency while maintaining quality standards.
✅ Encourages innovation in procurement - Uses data analytics, AI, and technology to improve procurement processes.
Example:
A procurement manager who mentors their team, fosters supplier partnerships, and ensures cost savings while maintaining ethical procurement practices follows a team management approach.
Application of the Blake Mouton Grid to Procurement Management
The Blake Mouton Grid helps procurement managers identify their leadership style and improve team performance and supplier management. Here's how:
Developing High-Performance Procurement Teams - Procurement managers should strive for a team management approach, ensuring both efficiency and employee engagement.
Enhancing Supplier Relationship Management - A balanced approach ensures fair negotiations, long-term partnerships, and cost efficiency.
Strategic Cost Management - Managers should avoid being overly task-focused (cost-cutting) or too lenient on supplier pricing.
Improving Risk Management - Ensuring strong governance and compliance while maintaining good supplier relationships.
Continuous Improvement - Encouraging innovation, sustainability, and procurement technology adoption.
Conclusion
The Blake Mouton Managerial Grid provides valuable insights into leadership effectiveness in procurement management. Among the five approaches:
Team Management is the most effective style for procurement managers, balancing supplier relationships, cost efficiency, and employee engagement.
Task Management may be useful in cost-control situations, but must be balanced with ethical supplier management.
Country Club, Middle-of-the-Road, and Impoverished Management styles are less effective, as they fail to balance procurement efficiency and supplier relationships.
By adopting a "Team Management" approach, procurement managers can drive strategic value, optimize supplier performance, and enhance procurement team capabilities, ultimately contributing to long-term business success

NEW QUESTION # 22
SIMULATION
Explain 5 qualities of an effective leader (10 points) Discuss the role of a leader in relation to the procurement and supply chain function of an organisation (15 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
(A) Five Qualities of an Effective Leader (10 Points)
Effective leadership is crucial for the success of any organization, particularly in strategic procurement and supply chain management. Below are five key qualities that define an effective leader:
Vision and Strategic Thinking (2 Points)
A successful leader has a clear vision for the future and can develop strategic plans to achieve organizational goals.
In procurement, this means aligning supply chain strategies with overall business objectives, such as cost reduction, sustainability, and supplier relationship management.
Integrity and Ethical Leadership (2 Points)
Ethical leaders act with honesty, transparency, and fairness, setting high ethical standards for their teams.
In procurement, integrity ensures fair supplier selection, compliance with procurement laws, and avoiding corruption or conflicts of interest.
Decision-Making and Problem-Solving Skills (2 Points)
Leaders must analyze complex situations, consider different perspectives, and make informed decisions.
In supply chain management, this involves risk assessment, supplier negotiation, and resolving disruptions (e.g., supply shortages, logistics issues, or geopolitical risks).
Communication and Influence (2 Points)
An effective leader clearly communicates the organization's goals and expectations to internal and external stakeholders.
In procurement, this involves negotiating contracts, managing supplier relationships, and ensuring cross-functional collaboration within the organization.
Emotional Intelligence and People Management (2 Points)
Emotional intelligence (EQ) includes self-awareness, empathy, motivation, and social skills, which are essential for managing teams.
In procurement, this helps leaders build trust, motivate employees, and handle conflicts with suppliers or internal teams effectively.
(B) Role of a Leader in Procurement and Supply Chain Functions (15 Points) Leaders in procurement and supply chain management play a crucial strategic role in ensuring the efficiency, sustainability, and ethical integrity of the organization's supply chain. Below are five key roles a leader plays:
Setting Strategic Direction in Procurement (3 Points)
A leader defines procurement objectives in line with corporate strategy, such as cost reduction, supplier diversity, risk management, and sustainability.
Example: A Chief Procurement Officer (CPO) may implement a strategy to reduce reliance on a single supplier and diversify sourcing to minimize risks.
Ensuring Ethical and Sustainable Procurement (3 Points)
Leaders must establish and enforce ethical procurement policies to avoid fraud, bribery, or unethical supplier practices.
Example: Ensuring compliance with Corporate Social Responsibility (CSR) initiatives, such as sourcing from ethical suppliers who follow fair labor practices.
Supplier Relationship and Risk Management (3 Points)
A leader is responsible for building strong supplier relationships that foster trust, reliability, and long-term partnerships.
They also identify and mitigate risks in the supply chain, such as supply disruptions, geopolitical risks, and financial instability of suppliers.
Driving Innovation and Continuous Improvement (3 Points)
Leaders encourage teams to adopt innovative technologies such as Artificial Intelligence (AI), blockchain, and data analytics in procurement.
Example: Implementing e-procurement systems to enhance efficiency and transparency in supplier transactions.
Developing and Empowering the Procurement Team (3 Points)
A leader must focus on talent development, upskilling procurement professionals, and fostering a culture of continuous learning.
Example: Providing training on contract management, negotiation skills, and supplier evaluation techniques to enhance team capabilities.

NEW QUESTION # 23
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