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CIPS L5M1 認定試験の出題範囲：

トピック出題範囲
トピック 1
  • 作業グループまたはチームの計画と管理へのアプローチの理解と適用：このセクションでは、チームリーダーのスキルを評価し、作業グループまたはチームのダイナミクスと有効性について考察します。受験者は、グループのビジョン、価値観、規範、連携、そして公式および非公式のグループ構造に関する理解度を測られます。シラバスには、効果的なチームの構築戦略、チームの役割、自己管理型チーム、バーチャルチーム管理、多様性のメリット、そして対立管理が含まれています。また、チーム開発、学習の統合、役割の整合性、そしてチームの合併、解散、変更に関するアプローチに関する知識も評価されます。
トピック 2
  • 調達・供給機能におけるマネジメント概念と原則の適用評価：この試験セクションでは、調達マネージャーのスキルを評価し、調達・供給業務におけるマネジメント原則の適用に焦点を当てます。受験者は、チームの知識、スキル、行動を組織戦略と整合させること、業務範囲を定義すること、そしてチームを育成することについて試されます。カリキュラムには、ステークホルダーとの関係管理、信頼構築、コラボレーションの促進、学習文化の醸成、調達知識の共有、専門能力開発、そして調達・供給の有効性を高めるための、偏見のない意思決定、コミュニケーション、創造性、そして内省的な実践といった個人行動の重要性も含まれています。
トピック 3
  • 個人管理へのアプローチの理解と適用：このセクションでは、人事マネージャーのスキルを測定し、個人の行動を効果的に管理することに焦点を当てます。行動特性の違いがマネジメントスタイルとアプローチに及ぼす影響を検証し、多様性、感情知性、そして人材育成のための評価手法に焦点を当てます。また、知識の創造と管理、公式・非公式学習プロセス、認知学習理論と行動学習理論、内発的要因と外発的要因を含む動機づけ理論、そして職務設計、コラボレーション、柔軟な勤務形態など、職務満足度に影響を与える要因についても取り上げます。
トピック 4
  • マネジメントと組織アプローチの理解、分析、適用：このセクションでは、オペレーションマネージャーのスキルを測定し、組織行動とマネジメントアプローチの理解と評価を網羅します。個人およびチームの行動、組織構造、心理的契約、そしてSTEEPLEDの影響などの要因に関する知識が評価されます。受験者は、管理手法、科学的手法、人間関係構築手法、ポストモダニズム、社会技術システム、分散型リーダーシップなど、伝統的および現代的なマネジメントアプローチについて試されます。また、行動形成における個人、チーム、組織文化の役割も評価されます。

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認定するCIPS L5M1試験資料 & 合格スムーズL5M1日本語版対策ガイド | 有効的なL5M1資格準備

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CIPS Managing Teams and Individuals 認定 L5M1 試験問題 (Q11-Q16):

質問 # 11
What is the 'human relations' approach to management? (20 points)

正解：

解説：
See the Explanation for Detailed Answer
Explanation:
The human relations approach to management developed in the 1930s and 1940s as a reaction against earlier mechanistic approaches such as Taylorism and bureaucracy. It emphasises that employees are not just motivated by money and rules, but also by social needs, relationships, and recognition. The approach highlights the importance of communication, teamwork, leadership style, and employee well-being in achieving organisational success.
The foundation of this school came from the Hawthorne Studies (Elton Mayo), which showed that productivity improved not just because of physical conditions, but because workers felt valued and observed. This demonstrated the importance of social factors such as morale, group belonging, and management attention.
Key principles of the human relations approach include:
Focus on people rather than just processes - recognising employees as individuals with social and emotional needs.
Motivation through recognition and belonging - linking to theories such as Maslow's hierarchy of needs and Herzberg's motivators.
Leadership style matters - supportive, participative leadership fosters engagement, unlike autocratic control.
Team dynamics are critical - informal groups, communication patterns, and cooperation influence productivity.
Job satisfaction drives performance - happy, respected employees are more productive and loyal.
Advantages of the human relations approach include higher employee engagement, improved morale, stronger teamwork, and reduced turnover. It recognises employees as assets rather than costs.
Disadvantages include the risk of overemphasising relationships at the expense of efficiency or results, and the possibility of managers manipulating employees through "false concern." It can also be less effective in highly standardised, rule-bound environments where compliance is critical.
In procurement, the human relations approach may be applied by creating strong team cohesion, involving staff in decision-making, recognising contributions, and offering development opportunities. For example, involving buyers in supplier strategy discussions and giving recognition for successful negotiations can boost morale and performance.
In conclusion, the human relations approach recognises that people are motivated by social and psychological needs, not just financial incentives. It highlights the importance of communication, leadership, and teamwork in driving performance. While it should be balanced with attention to efficiency, it remains highly relevant for modern managers in creating motivated and productive teams.


質問 # 12
Caleb is the newly appointed CEO of Star Fish Limited, a company that manufactures and installs gym equipment. The company employs 100 people and has dedicated teams for Finance, Product Development and Procurement. Some staff work from the office and some staff work remotely from home. Contrast and provide an example of a formal and informal group that may form at this organisation. What factors should Caleb be aware of that can contribute to group formations? (25 points)

正解：

解説：
See the Explanation for Detailed Answer
Explanation:
Formal vs Informal Groups (10-12 marks):
Formal groups are those deliberately created by management to achieve organisational objectives. They have defined structures, roles, and reporting lines. In Star Fish Ltd, examples include the Procurement Team, responsible for sourcing suppliers and managing contracts. This group has clear goals, formal leadership, and measurable outputs.
By contrast, informal groups arise naturally among employees based on social interactions, common interests, or personal relationships. They are not officially sanctioned but strongly influence behaviour. At Star Fish Ltd, an example could be a fitness club of employees who exercise together during breaks or a WhatsApp group among remote workers who support each other socially. These groups provide belonging and morale but may also resist management decisions if excluded.
Factors Influencing Group Formation (12-15 marks):
Common goals and tasks - People working on shared objectives, such as the Product Development Team working on new gym equipment, naturally form groups.
Geography and work arrangements - Staff working remotely may form virtual support groups, while office-based staff bond more through daily interactions.
Shared interests and values - Employees passionate about fitness or sustainability may form informal networks within the company.
Friendship and social needs - Based on Maslow's hierarchy, people seek belonging. Friendships often develop into informal groups.
Leadership and influence - Charismatic or respected individuals may attract followers, leading to informal group formation around their personality.
Organisational culture - A collaborative culture encourages group formation for teamwork, while a competitive culture may create cliques or rival groups.
Technology and communication platforms - With remote work, online groups (Teams, Slack, WhatsApp) facilitate informal interaction and knowledge sharing.
Conclusion:
At Star Fish Ltd, formal groups like the Procurement Department are designed to deliver organisational objectives, while informal groups such as fitness clubs or virtual chat groups form naturally. Caleb must recognise that both types of groups are powerful. Formal groups deliver results, but informal groups influence morale, motivation, and resistance to change. By understanding the factors driving group formation, Caleb can harness both to build cohesion, encourage collaboration, and support the organisation's success.


質問 # 13
Compare and contrast how procurement would collaborate with any TWO of the following stakeholders: suppliers, customers, other departments within the organisation, local community. (25 points).

正解：

解説：
See the Explanation for Detailed Answer
Explanation:
Procurement plays a central role in engaging with different stakeholders. Effective collaboration ensures efficiency, compliance, and value creation. The way procurement collaborates can vary depending on the stakeholder group. Two examples are suppliers and other departments within the organisation.
Collaboration with Suppliers:
Procurement must develop strong relationships with suppliers to ensure continuity of supply, cost efficiency, and quality. This involves activities such as contract negotiation, performance monitoring, and supplier relationship management (SRM). Collaboration often focuses on building trust, sharing forecasts, and working on joint initiatives like innovation or sustainability. For example, in a manufacturing firm, procurement may collaborate with a fabric supplier to develop new eco-friendly materials. The relationship can be transactional for routine items or strategic for high-value, critical suppliers.
Collaboration with Other Departments:
Internally, procurement must work closely with functions such as Finance, Operations, and Marketing. Collaboration ensures that procurement strategies align with organisational needs. For example, Finance may require procurement to manage budgets and compliance, while Operations depends on procurement for timely materials. Collaboration may involve cross-functional teams, joint decision-making, and regular communication. For instance, procurement and product development may work together to source innovative materials that match design requirements.
Comparison:
Both collaborations require trust, open communication, and alignment of goals.
With suppliers, collaboration often focuses externally on securing value and innovation. With internal departments, it focuses on aligning procurement activity with business objectives.
Supplier collaboration may involve formal tools like contracts, KPIs, and SRM frameworks, whereas internal collaboration relies more on teamwork, communication, and shared processes.
Contrast:
Suppliers are external stakeholders, so procurement must manage risks, legal compliance, and negotiation dynamics. Internal departments are internal stakeholders, requiring influence, persuasion, and partnership.
Supplier collaboration aims at building long-term external relationships; internal collaboration ensures smooth workflows and organisational efficiency.
Conclusion:
Procurement collaborates with both suppliers and internal departments, but the focus differs. Supplier collaboration is about external value creation and innovation, while internal collaboration is about aligning processes and achieving organisational goals. Successful procurement professionals adapt their approach to meet the needs of each group while ensuring overall business success.


質問 # 14
Describe FIVE types of power that a stakeholder may have and compare how they may interact with the procurement department (25 points).

正解：

解説：
See the Explanation for Detailed Answer
Explanation:
Stakeholders can exert influence over procurement decisions in different ways. French and Raven identified five types of power that stakeholders may hold. Each has different implications for how procurement interacts with them.
1. Legitimate Power:
This comes from a stakeholder's formal position or authority. For example, a Finance Director may require procurement to comply with budgetary controls. Procurement must respect legitimate authority but can also influence decisions by providing evidence and business cases.
2. Reward Power:
This is based on the ability to provide benefits or incentives. For example, senior management may reward the procurement team with recognition or bonuses for achieving savings. Procurement can use this positively by demonstrating performance and aligning with organisational goals.
3. Coercive Power:
This is the power to punish or impose sanctions. For instance, a project manager may pressure procurement to prioritise their project by threatening escalation if deadlines are missed. Procurement must manage this carefully, balancing demands with fairness and compliance.
4. Expert Power:
This arises from specialist knowledge or skills. For example, a procurement professional with strong knowledge of supplier markets holds expert power, which can influence strategic decisions. Conversely, technical departments may hold expert power in specifying product requirements, requiring procurement to collaborate closely.
5. Referent Power:
This is based on personal relationships, respect, or charism
a. For example, a well-liked senior stakeholder may influence procurement decisions even without formal authority. Procurement must manage these situations by maintaining objectivity while leveraging strong relationships to gain support.
Comparison of Interaction with Procurement:
Legitimate power often requires compliance, while procurement may respond with process adherence and evidence-based justification.
Reward power creates motivation for procurement, but risks short-term focus if overused.
Coercive power can create conflict and stress; procurement must use negotiation and diplomacy to manage.
Expert power can be collaborative, as procurement and stakeholders share knowledge to improve outcomes.
Referent power relies on trust and relationships, which procurement can use to build coalitions and support for initiatives.
Conclusion:
The five types of power - legitimate, reward, coercive, expert, and referent - shape how stakeholders interact with procurement. Understanding these power bases enables procurement professionals to adapt their approach, whether through compliance, persuasion, collaboration, or relationship-building. This ensures stakeholder management supports both procurement objectives and organisational goals.


質問 # 15
Describe four types of culture that can exist within an organisation (20 points)

正解：

解説：
See the Explanation for Detailed Answer
Explanation:
Organisational culture refers to the shared values, beliefs, norms and behaviours that shape "the way things are done" in a workplace. One of the most widely used models is Charles Handy's four types of organisational culture, which describe different ways in which organisations can operate.
The first is the Power Culture. In this type, authority is concentrated at the centre, usually with a strong leader or small group of individuals. Decisions are made quickly, and personal influence is key. This culture can be dynamic and decisive but may create dependency on the leader and limit employee autonomy. In procurement, a power culture might mean senior management unilaterally deciding supplier strategies without consulting the wider team.
The second is the Role Culture. Here, the organisation is highly structured with clear roles, rules, and procedures. Power comes from position rather than personality. Stability and order are prioritised, making it efficient in predictable environments. However, it can be rigid and resistant to change. In procurement, this culture might be seen in public sector bodies where strict compliance, policies, and audit controls dominate purchasing activities.
The third is the Task Culture. This type is project-oriented, with teams formed to solve problems or deliver objectives. Power is based on expertise, and collaboration is valued. It is flexible, innovative, and well-suited to dynamic environments, but can cause conflict if resources are limited. In procurement, task culture is often evident in cross-functional category teams formed to deliver strategic sourcing projects.
The fourth is the Person Culture. Here, the focus is on individuals rather than the organisation. Employees see themselves as more important than the structure, and autonomy is prioritised. This is rare in large organisations but can be found in professional partnerships such as law or consultancy firms. In procurement, a person culture may appear where highly specialised experts operate independently, sometimes resisting organisational control.
In conclusion, Handy's four types of culture - power, role, task, and person - each offer strengths and weaknesses. Effective managers must understand the prevailing culture in their organisation and adapt their leadership approach. In procurement and supply, recognising cultural influences is vital to building cohesive teams, aligning strategies, and driving ethical and sustainable practices.


質問 # 16
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