ACCAF1重点

F1重点

1. Organisation:an organization is a social arrangement which pursues collective goals,which controls its own performance and which has a boundary separating it from its environment.

1.Why do organization exist?

(1)organization overcome people's individual limitations.

(2)organization enable people to specialist in what they do best.

(3)organization save time.

(4)organization accumulate and share knowledge

(5)organization enable synergy.

2.Limited company: Limited company is a corporation with shareholders whose liability is limited by share, personal assets are distinct from company finance.

3.Types of limited company

4.NGO:NGO is an independent voluntary association of people acting together for some common purpose(other than achieving government officer or making money)

5.Organisational structure:

● Components of the organisation

Strategic apex

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Technologystructure —— Middle line —— support staff

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Operating core

● functional departmentation

● Geographic departmentation

● Product/brand departmentation

● Matrix and project organization

● Customer departmentation

7.The shamrock organisation(Charles Handy)

● Professional

consist of professional, technicians ,managers

partnership with firm

● Self employed

hired on contract

paid in fees for results

● Contingent

temporary and part-time workers

paid by the hour or day or week

● Consumers

do the work of the organisation

e.g. IKEA

8. Span of control：the span of control refers to the number of subordinates immediately reporting to a superior official.

9.The Anthonyhierarchy:Strategic(senior management),Tactical(middle management), Operational (supervisor/operative)

10.Marketing:The marketing function manages an organisation’s relationship with its customers.

11.What is the relationship between marketing and strategic management?

● Corporate strategic plans aim to guide the overall development of an organisation.

● Marketing planning is subordinate to corporate planning but makes a significant contribution to it and is concerned with many of the same issues.

● The marketing department is the most important source of information for the development of corporate strategy.

● Specific marketing strategies will be determined within the overall corporate strategy.

12. Finance function: One of the most important expert roles in the organisation

Role:

● Raising money from different channels

● Recording and controlling what happens to money

● Providing information to managers to help them make decisions

● Reporting to shareholders

13.Sources of finance:

● The capital markets

● Money markets

● Retained earnings

● Government sources

● Bank borrowings

● Venture capital

● The international money and capital markets

14.Types of committee

● Executive committees

with the power to govern or administer

● Standing committees

or a particular purpose on a permanent basis to deal with routine business

● Ad hoc committees

to complete a particular task

● Sub-committees

appointed by committees to relieve the parent committee of routine work

● Joint committees

be formed to co-ordinate the activities of two or more committees

● Management committees

15. The qualities of good information

● Accurate

● Complete

● Cost-beneficial

● User-targeted

● Relevant

● Authoritative

● Timely

● Easy to use

16.Culture and structure

● Power culture (Zeus):is shaped by one individual(leader focused)

● characteristics:

 The organisation is capable of adapting quickly to meet change

 Personal influence decrease as the size of an organisation gets bigger.

 Personal have to get on well with each other for this culture to work.

● Role culture(Apollo):is a bureaucratic culture shaped by rationality, rules and procedures

● Characteristics:

 These organisation have a formal structure, and operate by well-established rules and procedures.

 Individuals are required to perform their job to the full and tend to learn an expertise without experiencing risk.

 The bureaucratic style can be very efficient in a stable environment, when the organisation is large.

● Task culture(Athena):is shaped by a focus on outputs and results(project-focused )

● Characteristics:

 The task culture is reflected in project teams and task forces

 Performance is judged by results

 Task cultures are expensive, as experts demand a market price

 Task cultures also depend on variety.

● Person culture(Dionysus):is shaped by the interests of individuals

● Characteristics:

 In the three other cultures, the individual is subordinate to the organisation or task.

 But in this culture, the purpose is to serve the interests of the individuals within it.

17.The impact of informal organisation on the business

● Employee commitment

● Knowledge sharing

● Speed

● Responsiveness

● Co-operation

18.Stakeholders of business organisation

● Internal stakeholders(Managers /employees)

● Connected stakeholders(Shareholders/ Bankers/ Suppliers/ Customers

● External stakeholders

(Government/ Interest/ pressure groups/ Professional bodies)

19.Business cycle

● Recession to depression(经济衰退期到经济萧条期）

When the economy is entering a recession:

 Consumer demand falls

 Production and employment falls

 Price level falls

 Confidence diminishes

 Investment remains low

● Recovery to boom（经济恢复期到经济增长）

When the economy has reached the recovery phase of the cycle:

 Confidence returns

 Output/employment/income will begin to rise

 Production and sales rise

 Profit levels will lead to optimistic business expectations

 Price level will rise slowly

 Investment rises

20.Inflation：Inflation is the name given to an increase in price levels generally. It is also manifest in the decline in the purchasing power of money.

21.Causes of unemployment

Seasonal employment and fictional unemployment will be short-term. Structural unemployment technological unemployment ,and cyclical unemployment are all longer term ,and more serious.

22.Government policies for managing the economy

THE AIM:

 To achieve economic growth

 To control price inflation

 To achieve full employment （失业率低，而不是零失业率）

 To achieve a balance between exports and imports

23.Fiscal policy：Fiscal policy relates to government policy on taxation, public borrowing and public spending.It provides a method of managing aggregate demand in the economy.

24.Monetary policy：Monetary policy relates to government policy on the money supply, the monetary system, interest rates, exchange rates and the availability of credit.

25.

26.Functions of taxation

 To raise revenues for the government.

 To cause certain products to be priced to take into account their social costs.

 To redistribute income and wealth.

 To protect industries from foreign competition.

27.Direct tax and Indirect tax

Direct taxis paid direct by a person to Revenue authority.it can be levied on income and profit or on wealth.it must be paid by everyone.

e.g. income tax/corporation tax

Indirect tax is collected from an intermediary (supplier) who then attempt to pass on the tax to consumers in the price of goods they sell. Specific tax is charged as a fixed sum per unit sold.ad valorem tax is charged as a fixed percentage of the price of the good.

28.Objectives of monetary policy

Monetary policy can be used as a means towards achieving ultimate economic objectives for :

 Inflation

 The balance of trade

 Full employment

 Real economic growth

29. BOP:A balance of payments (BOP) sheet is an accounting record of all monetary transactions between a country and the rest of the world. These transactions include payments for the country's exports and imports of goods, services, and financial capital, as well as financial transfers.

30. 宏观分析:PEST: political-legal , economic, social-cultural, technological .微观分析: include those areas which have a direct impact on the orgnisation.Five competitive forces:

 the threat of new entrants,

 the threat of substitute products or service,

 the bargaining power of customers,

 the bargaining power of suppliers,

 the current competitors

 in the industry.

31. Employment protection

32. Competitive forces

33.

34.Accounting:Accounting is a way of recording, analysing and summarising transactions of business.

35.Users of financial statements and accounting information

 Managers of the company.

 Shareholders of the company

 Employees of the company.

 Trade contacts

 Providers of finance to the company

 Her majesty's revenue and customs

 Financial analysts and advisers

 Government and their agencies

 The public

36.Financial accounting VS management accounting

Financial accounting is mainly a method of reporting the results and financial position of a business.Financial accounting should be presented to the certain outsiders who need information about a company: shareholders/suppliers/customers/employees/tax authorities/the general public.

Management accounting is a management information system which analyses data to provide information as a basis for managerial action.

The concern of a management accountant is to present accounting information in the form most helpful to management.

37.IASB：International Accounting Standards Board

IASs：International Accounting Standards

GAAP：Generally accepted accounting practice

38.F1 p195 business transactions

39. Manual vs computerised accounting systems

Manual accounting systems

The disadvantages of Manual accounting systems:

 productivity

 slower

 Risk of errors

 Less accessible

 Alterations

 Quality of output

 bulk

computerised accounting systems

The advantages of computerised accounting systems:

 It become possible to make just one entry in one of the ledgers which automatically updates the others.

 Users can specify reports, and the software will automatically extract the required data from all the relevant files.

 Both of the above simplify the workload of the user.

The disadvantages of computerised accounting systems:

 Usually,it requires more computer memory than separate systems-which means there is less space in which to store actual data.

 Because one program is expected to do everything,the user may find that an integrated package has fewer facilities than a set of specialised modules.

40.Internal audit vs external audit

41.Fraud:fraud may be generally defined as ' deprivation by deceit ' .in a court case ,fraud was defined as ' a false representation of fact made with the knowledge of its falsity, or without belief in its falsity,or without belief in its truth,or recklessly careless ,whether it be true or false.

42.teeming and lading

This is one of the best known methods of fraud in the sales ledger area.basically teeming and lading is the theft of cash or cheque receipts.setting subsequent receipts,not necessarily from the same customer against the outstanding debt conceals the theft.

43.Power and influence

44.Henri Fayol: five functions of management

45.Taylor : scientific management

The key elements of scientific management techniques:

 Work study techniques were used to analyse tasks and establish the most efficient ways to use.

 Planning and doing were separated.

 Jobs were micro-designed: divided into single, simple task components.

 Workers were paid incentives.

46. Elton Mayo: human relations

According to Hawthorne studies from 1924 to 1932, he concluded:

Workers have social or belonging needs .

Productivity depends mainly on working attitude and relationships with those around you.

Neo-human relations school:

It relates to workers have more needs in the job, such as challenge, responsibility, personal development and so on.

47.Mintzbery: the manager’s role

48.leadership: ‘The activity of influencing people to strive willingly for group objectives.’----Terry

● The key leadership skills:

 Entrepreneurship: have the ability to spot business opportunities.

 Interpersonal skills

 Decision-making and problem-solving skills

 Time-management and personal organisation

 Self-development skills.

49.theories of leadership

50.the Ashridge Management College Model

51.Blake and Mouton’s managerial Grid

52.groups:A group is any collection of people who perceive themselves to be a group.

 A sense of identity.

 Loyalty to the group.

 Purpose and leadership.

53.Teams

A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves basically accountable.

---- Katzenbach and Smith

54strengths of team workin

55.Belbin: Nine team roles——nine team role

56.team development

Step 1: Forming 行程阶段

The team is just coming together. The individuals will be trying to find out about each other, and about the aims and norms of the team. The objectives being pursued may as yet be unclear and a leader may not yet have emerged.

Step 2: Storming调整阶段

The conflicts between team members may happen. The original objectives, procedures and norms may be changed .

Step 3: Norming规范化阶段

A period of settling down: there will be agreements about work sharing, individual requirements and expectations of output. Norms and procedures may evolve.

Step 4: Performing表现阶段

The team sets to work to execute its task. The difficulties of growth and development no longer hinder the group’s objectives.

Later writers added two stages Tuckman’s model:（属于休整期）

● Dorming.

Once a group has been performing well for some time, it may get complacent/full, and fall back into self-maintenance functions, at the expense of the task.

● Mourning/adjourning.

The group sees itself as having fulfilled its purpose is due to physically disband.

57.theories of motivation

Content theories and Process theories

58.content theories of motivation——Maslow’s hierarchy of needs

59.Job enrichment工作丰富化

Job enrichment is planned,deliberate action to build greater responsibility,breadth and challenge of work into a job.Job enrichment is similar to empowerment.

60.Job enlargement扩大就业

Job enlargement is the attempt to wide jobs by increasing the number of operation in which a job holder is involved.

61.pay as a motivator

pay as a motivator：Pay is the most important of the hygiene factors, but it is ambiguous in its effect on motivation.

62.principles of time management

Principles of time management include

 Goals: specific,measureable,attainable,realistic and time-bounded

 Action plans

 Priorities(优先权）

 Focus：one thing at a time

 Urgency:urgency should always be considered together in prioritising tasks.

 Organsation:an ABCD method of in-tray management.(Act on the item immediately.Bin it .Create a define plan for coming back to the item.Delegate it to someone else to handle.)

63.improving time management

 Plan each day. The daily list should include the most important tasks as well as urgent but less important task.

 Produce a longer-term plan. This can highlight the important tasks so that sufficient time is spent on them on a daily basis.

 Do not be available to everyone at all times.

 Stay in control of the telephone.

64.work planning

Work planning consists if a number of basic steps.

 Allocating work to people and machines.(sometime called loading)

 Determining the order in which activities are performed(prioritising:sometimes called activity scheduling or task sequencing)

 Determining exactly when each activity will be performed

 Establishing checks and controls to ensure that deadlines are being met and that routine tasks still achieving their objectives.

65.coaching , mentoring , counselling

 Coaching is an approach whereby a trainee is put under the guidance of an experienced employee who shows the trainee how to perform tasks.(coaching focuses on specific objectives)

 Mentoring is a long-term relationship in which a more experienced person as a teacher, counsellor, role model, supporter and encourager, to foster the individual’s personal and career development.

● The differences between coaching and mentoring:

 The mentor is not usually the protégés immediate superior

 Mentoring covers a wide range of functions, not always related to current job performance.

 Counselling(意见）can be defined as ' a purpose relationship in which one person helps another to help himself. It is a way of relating and responding to another person so that that person is helped to explore his thoughts,feelings and behaviour with the aim of reaching a clearer understanding. The clearer understanding may be of himself or of a problem,or of the one in relation to the other.(counselling is non-directive.)

66.communication patterns or networks(p341)

 The circle. Each member of the group could communicate with only two other in the group, as shown.

 The chain.

 The "y"

 The wheel

67. The communication process(p342)

68. Job advertising

Qualities if a good job advertisement

Contents of a job advertisement ( the organisation,the job,conditions,qualifications and experience,reward , application process)

Advertising media

Choosing(the type of organisation ,the type of job,the cost of advertising ,the readership and circulation,the frequency）

69.The limitations of interviews:

70. Equal opportunities is an approach to the management of people at work based on equal access and fair treatment, irrespective of gender, race, ethnicity, age, disability, sexual orientation or religious belief.

71. There are three types of discrimination:

 Direct discrimination：occurs when one interested group is treated less favourably than another. (相同工作待遇不同）

 Indirect discrimination：occurs when a policy or practice is fair in form, but discriminatory in operation.（工作上歧视）

 Victimisation（欺骗）：occurs when a person is penalised for giving information or taking action in pursuit of a claim of discrimination.（申诉时受到不平等的对待）

The legislation does not permit positive discrimination:actions which give preference to a protected person , regardless of genuine suitability and qualification for the job.

72. Diversity（差异） policy

1　Analyse your business environment

2　Define diversity and its business benefit

3　Introduce diversity policy into corporate strategy

4　Embed（嵌入） diversity into core HR processes and system

5　Ensure leaders implement policy

6　Involve staff at all levels

7　Communicate, communicate ,communicate

8　Understand your company's needs

9　Evaluate

73.learning styles: Honey and Mumford

● Theorists(理论型学习者）

 Programmed and structured

 Designed to allow time for analysis

 Provided by teachers who share their preference for concepts and analysis

● Reflectors（思考型学习者）

 Observe phenomena, think about them and then choose how to act

 Need to work at their own pace

 Find learning difficult if forced into a hurried programme

 Produce carefully thought-out conclusions after research and reflection

 Tend to be fairly slow, non-participative and cautious

● Activists（行动型学习者）

 Deal with practical, active problems and do not have patience with theory

 Require training based on hands-on experience

 Are excited by participation and pressure

 Are flexible and optimistic

● Pragmatists（实用型学习者）

 Only like to study if they can see a direct link to real, practical problems

 Are good at learning new techniques through on-the- job training

 Aim to implement action plans

 May discard good ideas which only require some development

74. The learning cycle: Kolb

Concrete experience(act)→observation and reflection(analyse)→formation of abstract concepts and generalisations(suggest)→applying/testing the implications of concept in new situations(apply)

75. Maier’s three types of approach to appraisal interviews

1.The tell and sell style(告诉和销售法）

The manager tells the subordinate how she has been assessed, and then ties to ‘sell’(gain acceptance of ) the evaluation and the improvement plan.

Weakness is that communication is one-sided and easy to cause subordinate defensive reaction.To improve the future work is not very ideal.

2.The tell and listen style（告诉与聆听法）

The manager tells the subordinate how she has been assessed, and then invites the appraisee to respond. The employee is encouraged to participate in the assessment and the working out of improvement targets and methods. But the performance improvement is still limited.

3. The problem-solving style（问题解决法，best one)

Encourage manager and subordinate established initiative and open communication. The discussion is centred not on the assessment, but on the employee’s work problems. They share each other's opinions, discussed it together, and find the solutions.

This method is suitable for future development of subordinate.

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