CIMAPRO15-E03-X1-ENGテストエンジンはどのシステムに適用しますか？

オンラインテストエンジンは、WEBブラウザをベースとしたソフトウェアなので、Windows / Mac / Android / iOSなどをサポートできます。どんな電設備でも使用でき、自己ペースで練習できます。オンラインテストエンジンはオフラインの練習をサポートしていますが、前提条件は初めてインターネットで実行することです。
ソフトテストエンジンは、Java環境で運行するWindowsシステムに適用して、複数のコンピュータにインストールすることができます。
PDF版は、Adobe ReaderやFoxit Reader、Google Docsなどの読書ツールに読むことができます。

割引はありますか？

我々社は顧客にいくつかの割引を提供します。 特恵には制限はありません。 弊社のサイトで定期的にチェックしてクーポンを入手することができます。

返金するポリシーはありますか？ 失敗した場合、どうすれば返金できますか？

はい。弊社はあなたが我々の練習問題を使用して試験に合格しないと全額返金を保証します。返金プロセスは非常に簡単です：購入日から60日以内に不合格成績書を弊社に送っていいです。弊社は成績書を確認した後で、返金を行います。お金は７日以内に支払い口座に戻ります。

あなたのテストエンジンはどのように実行しますか？

あなたのPCにダウンロードしてインストールすると、CIMA CIMAPRO15-E03-X1-ENGテスト問題を練習し、'練習試験'と '仮想試験'2つの異なるオプションを使用してあなたの質問と回答を確認することができます。
仮想試験 - 時間制限付きに試験問題で自分自身をテストします。
練習試験 - 試験問題を1つ1つレビューし、正解をビューします。

あなたはCIMAPRO15-E03-X1-ENG試験参考書の更新をどのぐらいでリリースしていますか？

すべての試験参考書は常に更新されますが、固定日付には更新されません。弊社の専門チームは、試験のアップデートに十分の注意を払い、彼らは常にそれに応じてCIMAPRO15-E03-X1-ENG試験内容をアップグレードします。

購入後、どれくらいCIMAPRO15-E03-X1-ENG試験参考書を入手できますか？

あなたは5-10分以内にCIMA CIMAPRO15-E03-X1-ENG試験参考書を付くメールを受信します。そして即時ダウンロードして勉強します。購入後にCIMAPRO15-E03-X1-ENG試験参考書を入手しないなら、すぐにメールでお問い合わせください。

Tech4Examはどんな試験参考書を提供していますか？

テストエンジン：CIMAPRO15-E03-X1-ENG試験試験エンジンは、あなた自身のデバイスにダウンロードして運行できます。インタラクティブでシミュレートされた環境でテストを行います。
PDF（テストエンジンのコピー）：内容はテストエンジンと同じで、印刷をサポートしています。

更新されたCIMAPRO15-E03-X1-ENG試験参考書を得ることができ、取得方法？

はい、購入後に1年間の無料アップデートを享受できます。更新があれば、私たちのシステムは更新されたCIMAPRO15-E03-X1-ENG試験参考書をあなたのメールボックスに自動的に送ります。

CIMA E3 - Strategic Management Question Tutorial 認定 CIMAPRO15-E03-X1-ENG 試験問題:

1. PQR is a charity which has an excellent reputation within its home country. PQR employs over 300 highly experienced staff and has 200 skilled volunteers. PQR's funding mainly comes from donations from the public but its public profile is low compared to larger, more publicized charities.
Due to a recent recession, public donations to PQR have fallen in the last five years, but demand for its services continues to grow.
The government of the country in which PQR operates is encouraging greater collaboration between charities and there have been several recent successful mergers within the charity sector. PQR has recently been approached by a high profile and well funded charity, DDD, with a merger proposal. DDD offers complementary services to those offered by PQR.
Which TWO of the following factors would most likely be considered as an "opportunity" for PQR? (Choose two.)

A) The excellent reputation of DDD
B) Highly experienced staff
C) Growing demand for its services
D) Merging with DDD
E) Donations from the public

2. LLL is an international oil and gas exploration company. It is considering investing S300 million in developing new oil fields in Country D.
For this it will need to obtain a license from the government of Country D.
These new oil fields will bring much wealth to Country D because a large proportion of the revenue from the production of oil will be paid to the government as part of the licensing agreement.
However, oil production in Country D will have some undesirable social effects, such as the threat of pollution, congestion to the roads and pressure on local amenities such as housing, electricity and clean water.
Which of the following approaches to stakeholder management should LLL NOT undertake in order to enter Country D?

A) Commit to improving the local amenities and roads as a part of the application for a license in Country D.
B) Undertake stakeholder mapping to identify the interests of the most powerful players in the decision to grant a license to LLL.
C) Issue free shares in a Joint Venture to develop oil fields to government ministers from Country D.
D) Develop and circulate a promotional video showing the benefits enjoyed by other countries in which LLL operates.

3. CCC is a software design company. The Board of CCC has always openly encouraged partnerships with a wide range of designers and other organizations in its industry in order to continually develop and enhance the services it offers and to utilize the expertise and knowledge of a range of individuals and organizations. CCC's staff have also been highly creative and innovative in the design services they provide. CCC regularly analyses and keeps up to date with changes in the environment in which it operates. CCC operates a sophisticated website to promote its services and keep in touch with its service users.
Which TWO of the following attributes of a change adept organization, as defined by Kanter, has CCC demonstrated? (Choose two.)

A) Sophisticated systems
B) Openness to collaborate
C) Imagination to innovate
D) Environmental awareness
E) Continual service development

4. Z is a medium-sized UK based accounting practice. Z operates a graduate training scheme. The trainees are given an induction and then placed on a three-year training programme designed to help develop professional skills and experience.
The training programme has been in existence for many years. However, there is no clear consensus amongst the partners of Z about what the trainees should be able to do on completion of the programme and therefore what the training programme should emphasize. This lack of clarity is affecting the morale and commitment of the trainees and significant numbers are failing the programme or leaving to join a rival firm.
Z's HR Department recognizes the need for committed and well motivated accountants to meet the increased expectations of clients and the competition from rival firms. The HR Department has identified changes to the training programme that can be implemented gradually through a series of initiatives.
Which TWO of the following statements regarding the change required in Z are correct? (Choose two.)

A) The plans to combat competition would be considered as a 'structure' factor according to the McKinsey 7 S model.
B) The need to manage the competitive position is an example of an 'external direct trigger' for change.
C) The skills, abilities and competences of the organization's employee's are a 'hard' factor according to the McKinsey 7 S model.
D) The change would be classified as a 'revolutionary change' according to Balogum and Hope Hailey.
E) Understanding which day-to-day behaviors to reinforce within the training programme, is about 'routines and rituals' according to the Cultural Web.

5. You have been given responsibility, as a newly qualified management accountant, for delivering an ambitious project to centralize and computerize the accounts function within a medium-sized, geographically dispersed business. The timetable also requires the project to be delivered within a very short timescale with limited resources. You have built a team to deal with these proposed changes.
With regard to effective teams and change, which THREE of the following statements are correct? (Choose three.)

A) Teams that cross departmental boundaries can destroy shared values.
B) Individuals must become more than they were when working alone and must develop new commitments and behaviors.
C) Teams enhance learning and address change directly through creating recommendations and new ideas.
D) Teams play minor roles in institutional change.
E) Teams that cross departmental boundaries can develop new performance criteria.
F) Teams should continue after their purpose has been served.

質問と回答：