JPexamの専門家チームが彼ら自分の知識と経験を使って多くの人の夢が実現させるIT関連の認証試験の問題集を研究し続けています。JPexamが提供したIIAのIIA-CIA-Part4試験問題と解答が真実の試験の練習問題と解答は最高の相似性があります。JPexamがあなたの夢が実現させるサイトでございます。
IIA-CGAPはIIAの一つ認証試験として、もしIIA認証試験に合格してIT業界にとても人気があってので、ますます多くの人がIIA-CGAP試験に申し込んで、IIA-CGAP試験は簡単ではなくて、時間とエネルギーがかかって用意しなければなりません。
JPexamのIIAのIIA-CIA-Part4試験トレーニング資料は全てのオンラインのトレーニング資料で一番よいものです。我々の知名度はとても高いです。これは受験生の皆さんが資料を利用した後の結果です。JPexamのIIAのIIA-CIA-Part4試験トレーニング資料を選んだら、１００パーセントの成功率を保証します。もし失敗だったら、我々は全額で返金します。受験生の皆さんの重要な利益が保障できるようにJPexamは絶対信頼できるものです。
試験番号：IIA-CIA-Part4問題集試験科目：Certified Internal Auditor - Part 4, Business Management Skills
最近更新時間：2014-08-21
問題と解答：全535問 IIA-CIA-Part4 資格認定
100％の返金保証。1年間の無料アップデート。
試験番号：IIA-CGAP問題集試験科目：Certified Government Auditing Professional
最近更新時間：2014-08-21
問題と解答：全327問 IIA-CGAP 認定資格
100％の返金保証。1年間の無料アップデート。
JPexamは異なるトレーニングツールと資源を提供してあなたのIIAのIIA-CGAPの認証試験の準備にヘルプを差し上げます。編成チュートリアルは授業コース、実践検定、試験エンジンと一部の無料なPDFダウンロードを含めています。
我々は受験生の皆様により高いスピードを持っているかつ効率的なサービスを提供することにずっと力を尽くしていますから、あなたが貴重な時間を節約することに助けを差し上げます。JPexam IIAのIIA-CIA-Part4試験問題集はあなたに問題と解答に含まれている大量なテストガイドを提供しています。インターネットで時勢に遅れないIIA-CIA-Part4勉強資料を提供するというサイトがあるかもしれませんが、JPexamはあなたに高品質かつ最新のIIAのIIA-CIA-Part4トレーニング資料を提供するユニークなサイトです。JPexamの勉強資料とIIAのIIA-CIA-Part4に関する指導を従えば、初めてIIAのIIA-CIA-Part4認定試験を受けるあなたでも一回で試験に合格することができます。
購入前にお試し,私たちの試験の質問と回答のいずれかの無料サンプルをダウンロード：http://www.jpexam.com/IIA-CIA-Part4_exam.html
NO.1 A small engineering consulting firm accepts special projects from customers in a variety of
fields. Its choice of an organic organizational design was most likely based on its:
A. Lack of concern for self-fulfillment of employees.
B. Preference for formal communication.
C. Adoption of directive leadership style.
D. Participative decision making processes.
Answer: D
IIA勉強法 IIA-CIA-Part4赤本 IIA-CIA-Part4種類 IIA-CIA-Part4方法 IIA-CIA-Part4問題
Explanation:
The organic structure is best suited to a company that emphasizes operational efficiency less than
the flexibility needed to respond quickly to changes in its environment and the creativity to find
solutions to new problems. Decision making in this context tends to rely on input from many
sources and requires multidirectional communication. Hence, a horizontal or flat structure typified
by project or matrix management will be appropriate.
NO.2 Many factors cause firms to overbuild, resulting in industry overcapacity. The structural
factor that may lead to overbuilding is:
A. A reduction in supplier prices.
B. A shallow learning curve.
C. An absence of exit barriers.
D. The presence of a strong market leader.
Answer: A
IIA参考書 IIA-CIA-Part4過去 IIA-CIA-Part4参考書 IIA-CIA-Part4初心者
Explanation:
Suppliers of capital, equipment, materials, etc., face their own competitive pressures. Thus, lower
supplier prices, government subsidies, favorable interest rates, and similar incentives may promote
expansion by customer industries.
NO.3 Which of the following factors is least typical of an industry that faces intense competitive
rivalry?
A. Price-cutting.
B. Large advertising budgets.
C. Frequent introduction of new products.
D. A high threat of substitutes.
Answer: D
IIA番号 IIA-CIA-Part4割引 IIA-CIA-Part4短期 IIA-CIA-Part4認定証 IIA-CIA-Part4教育 IIA-CIA-Part4講座
Explanation:
A high threat of substitutes reduces the attractiveness of an industry. It tends to increase the price
elasticity of demand and therefore limits price increases and profit margins. If other factors are
constant, fewer entrants result in less intense competition.
NO.4 Paul Hersey and Ken Blanchard developed a situational leadership model with two
dimensions:task and relationship behaviors. In this model, the delegating leadership style is
appropriate when followers have:
A. Low maturity.
B. Low to moderate maturity.
C. Moderate to high maturity.
D. High maturity.
Answer: D
IIAクラムメディア IIA-CIA-Part4 IIA-CIA-Part4教育 IIA-CIA-Part4問題集 IIA-CIA-Part4独学 IIA-CIA-Part4合格点
Explanation:
The dimensions of the delegating leadership style are low task and low relationship. Consequently,
task- and relationship-related behaviors are low. The leader provides little direction or support
because the maturity of followers is high. They are willing and able to do what is necessary.
NO.5 Which of the following concepts is not consistent with a successful authoritarian organization?
A. Each subordinate should only have one superior.
B. Superiors may have as many subordinates as possible within the superior's span of control.
C. Responsibility may be delegated.
D. The hierarchy of authority should be precisely defined.
Answer: C
IIA模擬 IIA-CIA-Part4練習 IIA-CIA-Part4講座 IIA-CIA-Part4講座 IIA-CIA-Part4模擬 IIA-CIA-Part4科目
Explanation:
Taylor, Fayol, and other traditionalists advocated the creation of authoritarian organizations. One of
the criteria for success was the ability to delegate authority but not responsibility. Responsibility
should always remain with the person who made the decision.
NO.6 Which of the following is not one of the advantages of self-managed teams?
A. Motivation is improved because decision making is decentralized.
B. Improved processes of production if the teams are supported properly.
C. Managerial acceptance by tradition-oriented managers.
D. Improved communication because all members understand the team's activities better.
Answer: C
IIA科目 IIA-CIA-Part4種類 IIA-CIA-Part4日記 IIA-CIA-Part4 PDF IIA-CIA-Part4学校
Explanation:
Managerial resistance is often the primary obstacle of self-managed teams. Organizational change is
difficult and tradition-oriented managers tend to regard self-managed teams as a threat to their
status.
NO.7 Strategic management includes developing the organization's grand strategy. This strategy is
based on:
A. Existing strategic business units (SBUs).
B. A SWOT analysis.
C. Portfolio management of the organization's businesses.
D. Strategic planning.
Answer: B
IIA番号 IIA-CIA-Part4赤本 IIA-CIA-Part4講座
Explanation:
Strategic management is a process that includes development of a grand strategy that describes
how the organization's mission is to be achieved. This strategy is based on a situational analysis that
considers organizational strengths and weaknesses (a capability profile) and their interactions with
environmental opportunities and threats. Such an evaluation is also called a SWOT analysis.
Strengths and weaknesses (the internal environment) are usually identified by considering the firm's
capabilities and resources. What the firm does particularly well or has in greater abundance are
known as core competencies. Opportunities and threats (the external environment) are identified
by considering macroenvironment factors (economic, demographic, political, legal, social, cultural,
and technical) and microenvironment factors (suppliers, customers, distributors, competitors, and
other competitive factors in the industry).
NO.8 Which of the following is least likely to be an example of synergy?
A. A shopping mall with several businesses providing different products and performing different
services.
B. A car dealership providing warranties on automobile parts to maximize customer value.
C. A manufacturing company hiring a new manager with technological experience lacking in the
company.
D. Military Humvees being converted into sports utility vehicles for sale to civilians.
Answer: B
IIA IIA-CIA-Part4 IIA-CIA-Part4初心者
Explanation:
Synergy occurs when the combination of formerly separate elements has a greater effect than the
sum of their individual effects.
However, a car dealership's provision of warranties reflects anoperational strategy designed to
provide post-purchase services to gain a competitive advantage and maximize customer value. It
does not reflect the complementary sharing of resources, technology, or competencies. In contrast,
synergy arises from selling a line of carsthat share some components or abrand identification.
没有评论:
发表评论