Question 1

A vice president (VP) of HR has responsibility for multiple manufacturing sites and is responsible for teams of HR managers and generalists that support each location. All locations operate seven days a week, 24 hours a day. These teams cover all shifts, providing support. Each location is in the process of rolling out updated policies, including enhancements to the company's progressive disciplinary process and an ethics policy that focuses on commitment to mutual respect, ethical decision making, and integrity.

One day, after the VP of HR has left her office, she receives a call from a site HR generalist. The generalist tells the VP that when he returned from his dinner break, the HR office appeared to have been ransacked. Books were thrown on the floor, and name tags were torn off doors and thrown into the trash. The generalist also reports that when security checked the cameras, they reached the conclusion that the site HR manager had done the damage and then had left the facility.

The VP knows that the site HR manager has a volatile personality and has been counseled about it previously. The VP also has recently discovered that the manager has been drinking routinely after work and wonders if the ransacking of the office occurred when the manager returned to the office after a drinking session.

The following day, members of the HR team separately contact the HR VP with concerns about the incident. Which action should the VP take address the concerns of the HR team?

Options :

A : Ask the HR team to document their concerns to share with the site general manager

B : Bring the HR team together and ask the site HR manager to apologize to the team

C : Request that they schedule time to discuss their concerns directly, one-on-one, with the HR manager

D : Meet with the HR team as a group, discussing what happened and listening to concerns they have

Answer: D

Question 2

An organization has moved to larger facilities and doubled its workforce. However, it still experiences problems with back orders, which results in customer dissatisfaction. What phase of the organization/product life cycle is the organization probably in?

Options :

A : Introduction

B : Decline

C : Growth

D :

Maturity

Answer: C

Question 3

What is the ultimate function of executive management?

Options :

A : To implement strategy through planning and directing initiatives at all levels in each function

B : To serve as the primary interface with the organization-s stakeholders, from investors and regulators to customers and communities

C : To be responsible for all core business functions and their effect on the organization-s performance

D :

To lead the organization through a shared vision and the values they model in all interactions

Answer: C

Question 4

How does replacement planning differ from succession planning?

Options :

A : Replacement planning ensures the continuity of business operations; succession planning provides deep bench strength throughout the organization.

B : Replacement planning is based on an ever-evolving organization; succession planning is focused on short-term organizational needs.

C :

Replacement planning focuses primarily on lower-level positions; succession planning focuses on mission-critical positions and senior-level leaders only.

D : Replacement planning is a systematic approach carried out across all lines of business; succession planning is more important to organizational continuity.

Answer: A

Question 5

In terms of risk management, what is a risk control?

Options :

A : System to prevent the occurrence of a risk

B : Contingency plan to be implemented in the event of a crisis

C : Mechanism to collect data for reporting to management

D : Measure taken to reduce the probability or severity of a threat

Answer: D

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