9628-312 Principles of O&O Marketing - Outcome 2
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9628-12 Level 3 Certificate in the Principles of Online and Offline Marketing Outcome 2 (for the Level 3 Digital Marketer Apprenticeship)
Sample question paper answer sheet
Pass mark: 32/32 (100%)
Duration: 60 minutes
Sample question paper answer sheet
Pass mark: 32/32 (100%)
Duration: 60 minutes
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- Question 1 of 32
1. Question
“We value diversity and equality” is a statement that is an example of which of the following?
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- Question 2 of 32
2. Question
Which ONE of the following describes the reason an organisation was formed?
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- Question 3 of 32
3. Question
A declaration describing the reason an organisation exists and is used to guide priorities, activities and responsibilities is an example of
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2.2 Shared Objectives
- Question 4 of 32
4. Question
According to Belbin’s Team Roles model, which one of the following is associated with being overly critical whilst making slow decisions?
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Hint
2.3 Principal methods and behaviours in influencing others
- Question 5 of 32
5. Question
Which one of the following is not part of the nine team roles identified by Belbin?
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2.3 Principal methods and behaviours in influencing others
- Question 6 of 32
6. Question
Which one of the following is a key feature of organisational behaviour?
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2.3 Principal methods and behaviours in influencing others
- Question 7 of 32
7. Question
“A better transports system for all” is a statement that is an example of which of the following?
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- Question 8 of 32
8. Question
“To deliver quality training” is a statement that is an example of which of the following?
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- Question 9 of 32
9. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Outgoing, enthusiastic. Explores opportunities and develops contacts.
Allowable weaknesses: Might be over-optimistic, and can lose interest once the initial enthusiasm has passed
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- Question 10 of 32
10. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Co-operative, perceptive and diplomatic. Listens and averts friction.
Allowable weaknesses: Can be indecisive in crunch situations and tends to avoid confrontation.
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Hint
- Question 11 of 32
11. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Mature, confident, identifies talent. Clarifies goals.
Allowable weaknesses: Can be seen as manipulative and might offload their own share of the work.
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- Question 12 of 32
12. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Creative, imaginative, free-thinking, generates ideas and solves difficult problems.
Allowable weaknesses: Might ignore incidentals, and may be too preoccupied to communicate effectively.
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- Question 13 of 32
13. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Sober, strategic and discerning. Sees all options and judges accurately.
Allowable weaknesses: Sometimes lacks the drive and ability to inspire others and can be overly critical.
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Hint
- Question 14 of 32
14. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Single-minded, self-starting and dedicated. They provide specialist knowledge and skills.
Allowable weaknesses: Tends to contribute on a narrow front and can dwell on the technicalities.
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- Question 15 of 32
15. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles.
Allowable weaknesses: Can be prone to provocation, and may sometimes offend people’s feelings.
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- Question 16 of 32
16. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Practical, reliable, efficient. Turns ideas into actions and organises work that needs to be done.
Allowable weaknesses: Can be a bit inflexible and slow to respond to new possibilities.
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Hint
- Question 17 of 32
17. Question
Which ONE of the following Belbin’s character types is described as having….
Strengths: Painstaking, conscientious, anxious. Searches out errors. Polishes and perfects.
Allowable weaknesses: Can be inclined to worry unduly, and reluctant to delegate.
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- Question 18 of 32
18. Question
Which of the following focuses on long term organisational objectives?
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- Question 19 of 32
19. Question
Which SIX of the behaviours listed below should you possess to influence others?
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- Question 20 of 32
20. Question
The relationship between employees and the employer in an organization is called?
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- Question 21 of 32
21. Question
Which of the 5 Organisational Behaviour Approaches (also known as the supportive approach) is described as;
“This approach recognizes the fact that people are the central resource in any organization and that they should be developed towards higher levels of competency, creativity, and fulfilment.”
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Human resources approach.
This approach recognizes the fact that people are the central resource in any organization and that they should be developed towards higher levels of competency, creativity, and fulfilment. People thus contribute to the success of the organization.
The human resources approach is also called the supportive approach in the sense that the manager’s role changes from control of employee to active support of their growth and performance. The supportive approach contrasts with the traditional management approach, where managers decided what employees should do and closely monitored their performance to ensure task accomplishment.
In the human resources approach, the role of managers changes from structuring and controlling to supporting.
- Question 22 of 32
22. Question
Which of the 5 Organisational Behaviour Approaches (also known as the situational approach) is described as;
“This approach (also known as the situational approach) is based on the premise that methods or behaviours which work effectively in One situation fail in another.”
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Contingency approach.
The contingency approach (sometimes called the situational approach) is based on the premise that methods or behaviours which work effectively in One situation fail in another.
For example; A Organization Development (OD) programs, may way work brilliantly in one situation but fail miserably in another situation.
Results differ because situations differ, the manager’s task, therefore, is to identify which method will, in a particular situation, under particular circumstances, and at a particular time, best contribute to the attainment of organization’s goals. The strength of the contingency approach lies in the fact it encourages analysis of each situation prior to action while at the same time discourages the habitual practice of universal assumptions about methods and people.
The contingency approach is also more interdisciplinary, more system – oriented and more research-oriented titan any other approach.
- Question 23 of 32
23. Question
Which of the 5 Organisational Behaviours Approaches is described as;
“This approach is the ratio of output to input is a measure of an organization’s effectiveness. It also reveals the manager’s efficiency in optimizing resource utilization.”
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Productivity approach.
Productivity which is the ratio of output to input is a measure of an organization’s effectiveness. It also reveals the manager’s efficiency in optimizing resource utilization. The higher the numerical value of this ratio, the greater the efficiency.
Productivity is generally measured in terms of economic inputs and outputs, but human and social inputs and outputs also are important. For example, if better organizational behaviour can improve job satisfaction, a human output or benefit occurs. In the same manner, when employee development programs lead to better citizens in a community, a valuable social output occurs.
Organizational behaviour decisions typically involve human, social, and/or economic issues, and so productivity usually a significant part of these decisions is recognized and discusses extensively in the literature on OB.
- Question 24 of 32
24. Question
Which of the 5 Organisational Behaviour Approaches is described as;
“This approach views the organization as a united, purposeful entity composed of interrelated parts.”
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Systems approach
The Systems Approach views the organization as a united, purposeful system composed of interrelated parts.
This approach gives managers a way of looking at the organization as a whole, whole person, whole group, and the whole social system. In so doing, the systems approach tells us that the activity of any segment of an organization affects, in varying degrees the activity of every other segment. A systems view should be the concern of every person in an organization.
The clerk at a service counter, the machinist, and the manager all work with other people and thereby influence the behavioural quality of life in an organization and its inputs.
Managers, however, tend to have a larger responsibility, because they are the ones who make the majority of decisions and are people oriented.
The role of managers, then, is to use organizational behaviour to help build an organizational culture in which talents are utilized and further developed, people are motivated, teams become productive, organizations achieve their goals and society reaps the reward.
- Question 25 of 32
25. Question
Which of the 5 Organisational Behaviours is described as;
“This Approach involves the combining of two or more academic disciplines into one activity. It draws knowledge from several other fields like sociology, anthropology, psychology, economics etc. It is about creating something new by thinking across boundaries”
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Interdisciplinary approach
Organisational behaviour is an integration of all other social sciences and disciplines such as psychology, sociology, organizational theories etc.
They all are interdependent and influence each other. The man is studied as a whole and therefore, all disciplines concerning man are integrated.
- Question 26 of 32
26. Question
Select the approaches considered 4 ‘main’ parts of the 5 Organisational Behaviour studies
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There are 5 approaches to Organisational Studies are;
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Human resources approach.
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Contingency approach.
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Productivity approach.
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Systems approach
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Interdisciplinary Approach
However, items 1, 2, 3 & 4 are the ‘main’ ones.
- Question 27 of 32
27. Question
“Google Docs, Prezi, Dropbox are examples of?
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- Question 28 of 32
28. Question
“Which of the following correctly describes Collaborative Technology?”
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- Question 29 of 32
29. Question
Select the items that are examples of OFFLINE collaboration techniques?
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- Question 30 of 32
30. Question
A small company wants to share files with companies in London & Manchester. Which of these tools would you advise them to use?
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- Question 31 of 32
31. Question
A small company wants to collaborate on a presentation with two of its suppliers. Which of these tools would you recommend?
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- Question 32 of 32
32. Question
A small business in London wants to manage projects. Which of these tools would you advise them to use?
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