ACCA Paper F1 - Accountant in Business, Course Notes, BPP 2010
Подождите немного. Документ загружается.
19: ANSWERS TO LECTURE EXAMPLES
19.5
Chapter 3
Answer to Lecture Example 1
• Dress codes
• Language
• Rules
• Logos
• Communication methods
• Workings methods
Chapter 4
Answer to Lecture Example 1
Examples of obligations Consequences of non-compliance
Law Health & Safety, Anti-discrimination rules,
Competition law
Fines ( and in extreme cases
imprisonment), reputational damage
Regulations
Financial service companies must adhere
to multiple regulations re advertising,
internal procedures etc.
Some industries are subject to regulation
of price and service standards, e.g.
telecoms, water, electricity
Fines, reputational damage
Ethics Treatment of staff, customers etc. Variable – potentially reputational damage
Answer to Lecture Example 2
Ethical issues Ways of addressing
Multinational manufacturing
company
Use of child labour in certain
locations
Rules for sub-contractors,
provision of education
Mining company Environmental damage Funding of environmental projects
Cosmetics manufacturer Testing products on animals Not using animal testing, funding
of alternatives
Arms manufacturer Sale of arms to repressive regimes
or into civil war areas, bribery of
officials where this is common
practice
Restriction of sales to certain
governments
19: ANSWERS TO LECTURE EXAMPLES
19.6
Answer to Lecture Example 3
Advantages of rules-based approach Advantages of framework-based approach
Results in clear and specific rules Rules cannot cover all possible situations
Consistent application is easier Members are able to exercise professional
judgement
It is easier to spot conduct outside the rules Easier to adapt in complex or fast changing
environments
Can be harder to circumvent
Chapter 5
Answer to Lecture Example 1
Shareholders are primarily interested in the financial performance of the company. Managers may have
multiple interests including their own personal success and remuneration, which may or may not be
dependent on the company’s performance. For example, managers of large companies are generally
paid more than managers of small companies, so managers may have an incentive to make an
acquisition even if it does not make financial sense.
Answer to Lecture Example 2
• Dominance of the Board and company by one individual or a small group
• Excessive remuneration and perks
• Lack of transparency
• In extreme cases, corruption or illegality
Answer to Lecture Example 3
• Are they genuinely independent? They are ultimately appointed by the executive directors
• Can be hard to recruit, especially if there are strict requirements on experience, e.g. must have
been a director of a FTSE100 company
• They usually have significant other responsibilities so may have limited time available
• Executives may ignore their views
Chapter 6
No Lecture Examples
19: ANSWERS TO LECTURE EXAMPLES
19.7
Chapter 7
Answer to Lecture Example 1
• To understand their competitors
• To predict trends
• To spot unusual disturbances
• To prevent an internal focus
Answer to Lecture Example 2
• Redundancy
• Retirement
• Working of notice period
• Headhunted by competitors
Answer to Lecture Example 3
• Health and Safety assessments/risk assessment
• Regular checks
• H & S training
Answer to Lecture Example 4
You perhaps associate danger in the workplace with building sites, or factories with heavy machinery or
coal mines but assuming you work in an office of some sort you need only look about you to find
numerous potential sources of injury. Common causes include the following.
• Slippery or uneven floors
• Frayed carpets
• Trailing electric leads, telephone cables and other wires
• Obstacles (boxes, files, books, open drawers) in gangways
• Standing on chairs (particularly swivel chairs) to reach high shelving
• Blocked staircases, for example where they are used for extra storage space
• Lifting heavy items without bending properly
• Removing the safety guard on a machine to free a blockage or to make it run faster
Answer to Lecture Example 5
• Speed
• Volume of info
• Flexible/remote working
• Fewer support staff
• Less face to face work
19: ANSWERS TO LECTURE EXAMPLES
19.8
Answer to Lecture Example 6
Advantages Risks
Focus Reliance
Cost management Lock-in
Access to skills Service provision
Chapter 8
No Lecture Examples
Chapter 9
Answer to Lecture Example 1
• Reduce risks
• Guide behaviour
• Highlight inconsistencies
• Alert management
• Apply rules/regulations
Answer to Lecture Example 2
• Fire
• Flood
• Unauthorised access
• Power failure
• Loss
• Damage
Chapter 10
Answer to Lecture Example 1
• Extravagant lifestyle
• Reluctance to take holidays
• Refusal to share information
• Excessive working hours
19: ANSWERS TO LECTURE EXAMPLES
19.9
Chapter 11
Answer to Lecture Example 1
• Free up management time
• Empowerment
• Motivation
• Development
• Co-operation
Answer to Lecture Example 2
• Loss of power
• Fear of being undermined
• Frustration – quicker to do it
• Lack of confidence
Chapter 12
Answer to Lecture Example 1
• Adopt a more formal approach / response
• Defer to colleagues at a higher level
• Conform to regulations and conventions
• Complain a lot
• Get more and more frustrated about the inadequate systems
• Stab people in the back – play power games
Answer to Lecture Example 2
Belbin and Adair identified factors that foster greater team spirit and teamwork:
(a) Allowing time to develop
(b) Team typing – based on roles, a mix is required
(c) Team-building – team-building events and activities to develop trust, loyalty and understanding
(d) Team leadership – to integrate task, individual and group needs
(e) Team culture – instil an appropriate work ethic or way of working
Peters and Waterman defined five key aspects to be found in successful teams
(a) The numbers should be small
(b) The team should be of limited duration
(c) Membership should be voluntary
(d) Communication should be informal and unstructured
(e) It should be action-oriented
19: ANSWERS TO LECTURE EXAMPLES
19.10
Answer to Lecture Example 3
• Team building
• Team name
• Self rule
• Rewards/incentives
Chapter 13
Answer to Lecture Example 1
Reasons cited were
• Interest or accomplishment (particularly amongst managerial class)
• To keep occupied ( particularly amongst working class and farmers)
They said they would miss most
• Friends and contacts (31%)
• Feeling of doing something (25%)
• The kind of work they do (12%)
Answer to Lecture Example 2
• Poor time keeping
• Absenteeism
• Staff turnover
• Missed targets
• Indifference
Answer to Lecture Example 3
Physiological Need for pay
Need for basic job
Safely Health and Safety
Job security
Social Team membership
Social interaction
Esteem Responsibility
Recognition
Self-actualisation Job satisfaction
Success
19: ANSWERS TO LECTURE EXAMPLES
19.11
Answer to Lecture Example 4
• Benchmark internally
• Benchmark externally
• Create payscales linked to job descriptions
Answer to Lecture Example 5
benefits drawbacks
Increase output Conflict
Short-term motivator High cost
Support targets Excessive earnings
Healthy competition
Chapter 14
Answer to Lecture Example 1
• Motivation
• Basis for planning
• Retention
• Career structure
• Equality
Answer to Lecture Example 2
• Prioritisation/lists
• Closed office/surgery hours
• Delegation
• Scheduling
• Automation
Answer to Lecture Example 3
• Language
• Physical distance
• Jargon
• Lack of goal-congruence
• Lack of time
19: ANSWERS TO LECTURE EXAMPLES
19.12
Answer to Lecture Example 4
• Meetings
• Briefings
• Mentoring
• Intranet
• Job rotation
• Projects/learns
• Open door management
• Office layout
Chapter 15
Answer to Lecture Example 1
Advantages Disadvantages
Time Cost
Quality Risk
Screening Access to company information
Answer to Lecture Example 2
Advantages Disadvantages
More time to assess candidates Time
Range of skills can be tested Cost
Avoid biased decisions Modified behaviour
Chapter 16
Answer to Lecture Example 1
• Retention of staff
• Company image/PR
• Motivation
• Reduced risk of litigation
19: ANSWERS TO LECTURE EXAMPLES
19.13
Chapter 17
Answer to Lecture Example 1
• Access to a range of training
• Knowledge management systems
• Training budgets
• Encouragement of innovation
• Mentoring
Answer to Lecture Example 2
Pros Cons
Quality Quality/focus
Motivation Time delay
No distractions Retention
Answer to Lecture Example 3
Pros Cons
Quick Not standardised
Cost effective May not happen
Flexible Not always recognised
Answer to Lecture Example 4
• Motivation
• Lack of awareness
• Lack of confidence
• Lack of encouragement
Chapter 18
Answer to Lecture Example 1
• Written assessment by appraiser
• Written assessment by appraisee
• Meeting
• Target setting
• Performance evaluation
• Set date of future meetings
19: ANSWERS TO LECTURE EXAMPLES
19.14
Answer to Lecture Example 2
Pros Cons
Involvement Subjective
Better allowances Inaccurate
END OF ANSWERS TO LECTURE EXAMPLES