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ISM LEAD Exam Syllabus Topics:

Topic	Details
Topic 1	Risk and Compliance: This domain covers identifying, assessing, and mitigating potential threats while ensuring adherence to regulations in supply management.
Topic 2	Corporate Social Responsibility and Ethics: This domain covers incorporating ethical and sustainable practices into decision-making and supply chain processes.
Topic 3	Strategy Development: This section covers creating and carrying out long-term supply management plans to meet organisational objectives.
Topic 4	People Development and Coaching: In this section, focus is on nurturing talent and fostering skills growth within the supply management team.

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ISM Leadership and Transformation in Supply Management Sample Questions (Q104-Q109):

NEW QUESTION # 104
To promote contracts it has established for discounted office supplies, VWX's supply management department spends significant time and resources creating a consolidated online catalog for use by all divisions. A large portion of these resources are put toward a catalog aggregator tool, which consolidates supplier catalogs into a single format. After several years of use, VWX's internal customers find the combined catalog hard to search, and say it does not provide enough information on the items they need to purchase. Currently, all of the office supply contractors produce their own online catalogs, which can be tailored to client requirements.
To encourage a greater volume of purchases through discounted contracts, which of the following is the BEST course of action for VWX's supply manager to take?

A. Work with the internal customers to discuss alternatives and develop a plan
B. Urge top management to mandate usage of the combined catalog by all personnel
C. Increase awareness and training for the combined catalog
D. Negotiate for a lower software license cost for the catalog aggregator tool

Answer: A

Explanation:
To address the issues with the combined catalog and encourage greater use of discounted contracts, the best course of action for VWX's supply manager is to engage with internal customers to discuss alternatives and develop a plan. This approach aligns with leadership and transformation management principles that stress the importance of stakeholder engagement and collaborative problem-solving. By understanding the specific needs and challenges faced by internal customers, the supply manager can develop a more user-friendly and informative solution. Reference from transformation management documents emphasize the value of involving end-users in the decision-making process to ensure that solutions are practical and effective. This collaborative approach not only addresses the current dissatisfaction but also builds a stronger relationship between the supply management department and its internal customers.

NEW QUESTION # 105
Jones is a highly motivated leader who exceeds all standards for excellence. However, Jones has also been criticized for micro-managing employees, taking over tasks, giving employees little feedback or direction, and cutting comers during busy periods in order to meet production goals. Jones is MOST likely which of the following types of leaders?

A. Personalized power-oriented
B. Affiliation-oriented
C. Achievement-oriented
D. Socialized power-oriented

Answer: C

Explanation:
Jones exhibits characteristics of an achievement-oriented leader, focusing on high standards and task completion but also showing tendencies that can hinder team performance.
High Standards and Excellence: Jones's motivation and drive to exceed standards align with achievement-oriented leadership, which emphasizes setting and achieving high-performance goals.
Micro-Management: While aiming for excellence, Jones's tendency to micro-manage and take over tasks suggests an overemphasis on control and task completion, often seen in achievement-oriented leaders.
Lack of Feedback: This behavior can result from focusing too much on outcomes rather than the process, a common trait among achievement-oriented leaders who might prioritize goals over employee development.
Cutting Corners: The willingness to cut corners to meet production goals indicates a focus on results, often at the expense of thoroughness and quality, another characteristic of an overly achievement-focused leadership style.
Reference:
House, R.J., & Mitchell, T.R. (1974). Path-Goal Theory of Leadership. Journal of Contemporary Business.
McClelland, D.C. (1961). The Achieving Society. Princeton, NJ: Van Nostrand.

NEW QUESTION # 106
In a closed-loop recycling process, waste material is

A. disposed of in accordance with environmental regulations
B. reduced to a by-product and sold
C. disposed of by the generator, who is ultimately responsible
D. utilized to make new products

Answer: D

Explanation:
In a closed-loop recycling process, waste material is utilized to make new products. This method of recycling aims to create a sustainable system where materials are continuously repurposed, reducing the need for new raw materials and minimizing waste.
Closed-Loop Recycling: This refers to the process where waste materials are collected, recycled, and used again to produce the same or similar products. The loop is "closed" because the materials are continuously cycled through the system.
Environmental Impact: Utilizing waste materials to create new products reduces the environmental impact by lowering the demand for virgin materials and decreasing the amount of waste sent to landfills.
Sustainability: This process supports sustainability goals by promoting resource efficiency and reducing the carbon footprint associated with the production of new materials.
Reference:
Stahel, W.R. (2016). The Circular Economy: A User's Guide. Routledge.
Ghisellini, P., Cialani, C., & Ulgiati, S. (2016). A review on circular economy: the expected transition to a balanced interplay of environmental and economic systems. Journal of Cleaner Production, 114, 11-32.

NEW QUESTION # 107
Over the past year, RST, Inc. has doubled its number of employees and global locations. RST places a strong focus on employee development and continued successful operation of the business. In light of this, the firm wants to review all positions to ensure that talented staff are matched to key roles. Given this situation, which of the following courses of action should the firm pursue FIRST?

A. Extend management development training
B. Establish mentoring and reverse mentoring programs
C. Validate human resources policies and procedures
D. Conduct an organizational needs and gap analysis

Answer: D

Explanation:
* Rapid Growth Context: RST, Inc. has doubled its number of employees and global locations, necessitating a review of positions to ensure the right talent is matched to key roles.
* Organizational Needs and Gap Analysis: This analysis identifies the current capabilities, skills, and competencies within the organization, compares them to the desired future state, and highlights gaps that need to be addressed.
* First Step in Talent Management: Conducting this analysis is a critical first step to understand where the organization stands and what is needed to support its growth and strategic goals effectively.
* Informing HR Policies and Training: The results of the gap analysis will inform the development of HR policies, management training, and other talent development initiatives.
* Reference: Organizational needs and gap analysis is a foundational tool in human resource management and strategic planning, as discussed in resources like "Human Resource Management" by Gary Dessler and guidelines from the Society for Human Resource Management (SHRM).

NEW QUESTION # 108
A firm's human resources (HR) department would like to expand a successful training program but does not have funding to do so. The firm's supply manager believes that strategic sourcing of other HR spend categories can reduce costs to provide funding for the training program. Which of the following influencing tactics should the supply manager use FIRST in order to convince HR to employ strategic sourcing?

A. Emotion
B. Cooperation
C. Liking
D. Logic

Answer: D

Explanation:
The supply manager should use logic first to convince HR to employ strategic sourcing. Here's a detailed explanation:
Using Logic:
Data-Driven Argument: Presenting logical, data-supported arguments can effectively demonstrate how strategic sourcing can reduce costs. Logical reasoning appeals to the analytical nature of business decisions.
Cost-Benefit Analysis: Providing a clear cost-benefit analysis showing the potential savings and reallocation of funds to the training program can persuade HR of the practical benefits.
Why Not Other Options?
Liking (A): While building rapport is important, it is less impactful than a logical, data-driven argument in this context.
Cooperation (B): Cooperation is essential but should follow a logical presentation of the benefits.
Emotion (D): Emotional appeals may be less persuasive in a business context focused on financial and operational efficiency.
Reference:
Effective influencing tactics in leadership and management (Cialdini, R.B., Influence: The Psychology of Persuasion, 2006).
Strategic sourcing and its impact on cost management (Monczka, R., Handfield, R., Giunipero, L., Patterson, J., Purchasing and Supply Chain Management, 2015).

NEW QUESTION # 109
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