apm考前冲刺21 12串讲提分专场

TheAPMsyllabushasfiveTheAPMsyllabushasfivecapabilitieswhichcanbesummarisedasUsestrategicplanningandcontrolAssesstheimpactofriskandIdentifyandevaluatedesignfeaturesofperformancemanagementApplyappropriatestrategicperformancemeasurementAdviseclientsonstrategicbusinessperformanceevaluationEmployabilityandtechnologyskillsMostofthesewillfeaturetosomeextentineveryexam©ACCA.Allrights4HOWTOAPPROACHTHEAPMEXAMthechangingroleofmanagementaccountants被移除，也就是说同学已经不用再复习Burnsthechangingroleofmanagementaccountants被移除，也就是说同学已经不用再复习BurnsandScapens关于会计角色改新大纲要求在考虑环境、社会、政府治理等因素对于组织战略计划和控制影响时，可能会涉及到对sustainability可持续发展的讨论。同学还需要注意到input-outputanalysis在环境管新考纲明确指出考生需要了解管理风格例如Hopwood’smanagementstyles与绩效考核系统的关系。新增大纲F部分主要为CBE机考操作所需基本技能，不涉及学术知识内容，考生可参考高顿或者ACCA官方APM机考操2021年9考纲修改归纳56©ACCA.6©ACCA.AllrightsThree-hour15minutesThree-hour15minutesSectionA:50-markcaseüFocusonarangeofissuesfromacrosssyllabussectionsA,CandDü4professionalmarksSectionB:two25-marküOnewillcomemainlyfromsyllabussectionüTheothercancomefromanyothersyllabus7考试方式8(A)STRATEGIC8(A)STRATEGICPLANNINGANDCONTROLStrategicStrategicmanagementaccountingPerformancehierarchyPerformancemanagementandcontroloftheorganisationChangesinbusinessstructureandmanagementaccountingOtherenvironmentalandethical9PerformancemanagementconcernsthePerformancemanagementconcernsthemanagementofanorganisationtoensurethatitmeetsitsobjectives.Itincludes:SettingPlanninghowtoachievetheSettingtargets,andmeasuringperformanceagainstthetargets.Managingandmotivatingstaff.Changingbusinessprocessestoeliminatenon-valueaddedactivitiesandtofocusonprovidingcustomerswithwhattheywant.Managingtheriskthatorganisations••••••organisationoverthelongterm.Tacticalmanagement–involvedinmanagementcontrol.effectivelyandefficientlyinaccomplishingtheobjectivesoftheorganisation.Operationalmanagement–ensuringthatday-to-daytasksarecarriedout.Theprovisionofinformationtosupportstrategicplanninganddecisionmakinginorganisations;Theprovisionofinformationtosupportstrategicplanninganddecisionmakinginorganisations;TheprovisionofinformationthatisexternalaswellasTheuseofnon-financialaswellasfinancialTheprovisionofinformationtosupportthecompetitiveadvantagesofanorganisation.ReflectingobjectivesandperformancemeasuresthroughouttheMotivatingmanagersandemployeestoworktoachievethe©ACCA.©ACCA.Allrights©ACCA.©ACCA.AllrightsWhencomparingtheperformanceoftwoormoreorganisationsthatoperateindifferentmarketsorcountries,asimplecomparisonmaynotbevalid.Instead,accountneedstobetakenofthefactorsthataredifferentinthetwoenvironments,asthesewillclearlyinfluencetherelativeperformanceofthetwoorganisations.PESTØPoliticalØSocialØ©ACCA.©ACCA.AllrightsKeyPerformanceWhenconductingKeyPerformanceWhenconductinga5forcesassessmentanorganisationwillneedtoHowtomeasurethestrengthoftheforcesandhowreliablethosemeasurementsare;Howtomanagetheforcesidentifiedtomitigatetheirinfluenceontheorganisation’sfutureperformance;andWhatperformancemeasuresarerequiredtomonitortheforces.ClearlythereisnoonesetofKPIsthatcanbeusedinallcases.•••canalsobeusedasaperformancemanagementtooltoassistinmanagingfactorsrelatingtotheenvironment.Theadvantagesanddisadvantagesofusingthe5forcesmodelforperformancemanagementareasfollows:üItfocusestheattentionofmanagersontheexternalenvironmentsotheyareawareofchangesandcanplanhowtheorganisationwillreacttothem.üThemodelhasaverylogicalstructurefocusingonfiveareasofperformancepermanentbecausepotentialcompetitorsmayfindwaysaroundthebarriers.perfectknowledgeoftheexternalenvironment.Thisisunlikelytobethecase.ØCostleadershipØCostleadership–beingthelowestcostØDifferentiationorbranding–makingaproductdifferentfromØMarketfocus(niche)–specialisinginaparticularareaoftheStakeholder–aStakeholder–aperson,orgroupofpeoplewhohaveaninterestinoraresomehowaffectedbyanorganisation.©ACCA.AllrightsIndustryCompetitiveIndustryCompetitiveNon-competitivebenchmarking:inthesameindustrybutnotconsideredtobeacompetitor;differentgeographicallocationsordifferentmarketsegments.InternalBest-in-ClassBenchmarking(ProcessPlanningandorganisation(e.g.settingupasteeringgroupandsettingoutaimsandobjectives)IdentifyingkeyinternalPlanningandorganisation(e.g.settingupasteeringgroupandsettingoutaimsandobjectives)IdentifyingkeyinternalprocessesforüPractices–stepsinaResearchingpotentialpartners(thoseperceivedtobethebest).Collectinginformationandinvestigatingmetricsforcomparison.Makingagreementsanddevelopingplansforexchangevisits.FormulatingacommonprogramforinternaldatacollectionanditspresentationandBenchmarkingteamsBenchmarkingteamsvisitingsitestocollectdataandensurecomparability.Analysingdataanddevelopingplansforimprovements.ImplementationandBenchmarkingshouldleadtoimprovementsinperformancebecause:üItBenchmarkingshouldleadtoimprovementsinperformancebecause:üItprovidestheopportunitytolearnfromotherorganisations'practices.PotentialproblemswithtakeactiontoimprovemetricswithoutimprovingthereportedtheüWhereagapisthisprovideanincentivevunnevision"whereorganisationsfocusonlyonthemetricsattheexpenseofotherimportanttargetsthatarenot©ACCA.©ACCA.AllrightsOperationsaretheOperationsaretheday-to-dayactivitiesoftheOneofthebiggestchallengesofperformancemanagementistoensurethatoperationsareworkingtowardsthestrategyoftheorganisation–inotherwords,theperformanceofoperationsmustsupportthecorporateobjectives.TherearefivemainTherearefivemainoperationalperformanceobjectiveswhichsupportcorporateQualityofproductVariationincostsFlexibilityinoperationsDependabilityofoperational•••••SettingthemissionSettingthemissionisaplanningAsfarascorporateobjectivesareconcerned,planningandcontrolarelikelytobeequallyimportant.Attheoperationallevel,unitobjectivesareset.Thesewillinvolvesomeplanning,intermsofidentifyingobjectivesthatarealignedwiththecorporateobjectives.ControlactivitiesarelikelytobemoreimportantthanplanningtoensurethattheunitobjectivesareAnalternativeapproachAnalternativeapproachtoidentifyingtheobjectivesoftheorganisationistousecriticalsuccessfactors.CSFsarethoseareasonwhichanorganisationmustgetrightifitistoachieveitsExamplesofCSFsidentifiedascommontoorganisationsinparticularCarmanufacturing–styling,anefficientdealernetworkorganisation,tightcontrolofmanagementcosts.Foodprocessing–newproducts,gooddistributionchannels,effectiveLifeinsurance–innovativenewpoliciesandSupermarkets–productmixandForeachCSF,managementshouldidentifyakeyperformanceindicator(KPI)ForeachCSF,managementshouldidentifyakeyperformanceindicator(KPI)whichmeasureshowwelltheorganisationisperforminginrelationtothatfactor.Top-down(authoritative)vTop-down(authoritative)vTop-down(authoritative)budgetingisimposedbyuppermanagementandthereforehaslessofachanceofacceptancebythoseonwhomthebudgetisimposed.Thisapproachhastheadvantageofensuringconsistencyacrossfunctionalareas.ItisalsoBottom-up(participative)vBottom-up(participative)budgetingischaracterizedbygeneralguidancefromthehighestlevelsofmanagement,followedbyextensiveinputfrommiddleandlowermanagement.Becauseofthislevelofparticipationwithinthecompany,thereisusuallyagreaterchanceofacceptance.EnsuresconsistencyacrossallfunctionalareasIsfarlesscomplexandtime-EnsuresconsistencyacrossallfunctionalareasIsfarlesscomplexandtime-consumingthancoordinatinginputAnimposedbudgetismuchlesslikelytopromoteasenseofEncouragesemployeestohaveasenseofownershipoftheoutputoftheprocess,resultinginacceptanceof,andcommitmentto,objectivesexpressedinthebudget.performancetorewardsorProvidesabroaderinformationbase(middle-andlower-levelmanagersoftenarefarbetterinformedaboutoperationalrealitiesthanseniormanagers)HighercostsintimeandQualityofparticipationisaffectedbytheobjectives,values,beliefs,andexpectationsofthoseCreationofbudgetary•Incrementalbudgeting.Startswiththeprioryear’sbudgetandproducesincrementsintothefuturebasedontheprioryear’sresultsandcomingyear’sexpectations.Zero-basedbudgeting.Starting•Incrementalbudgeting.Startswiththeprioryear’sbudgetandproducesincrementsintothefuturebasedontheprioryear’sresultsandcomingyear’sexpectations.Zero-basedbudgeting.Startingeachnewbudgetingcyclefromscratchasthoughthebudgetsarepreparedforthefirsttime.Activity-basedbudgeting.FocusesonclassifyingcostsbasedonactivitiesratherthanbasedondepartmentsorproductsRollingbudgeting.Allowsthebudgettobecontinuallyupdatedbyremovinginformationfortheperiodjustended(e.g.,Marchofthisyear)andaddingestimateddataforthesameperiodnextyear(e.g.Marchofnextyear)Flexiblebudgeting.Servingasacontrolmechanismthatevaluatestheperformanceofmanagersbycomparingactualrevenueandexpensestothebudgetedamountfortheactualactivities(andnotthebudgeted••••Thesebudgetingsystemsarenotmutuallyexclusive;acompanycanchoosetoadoptseveralofthemIncrementalbudgetingistheIncrementalbudgetingisthetraditionalbudgetingmethodwherebythebudgetispreparedbytakingthecurrentperiod'sbudgetoractualperformanceasabase,withincrementalamountsthenbeingaddedforthenewbudgetperiod.Theseincrementalamountswillincludeadjustmentsforthingssuchasinflation,orplannedincreasesinsalespricesandcosts.Itisacommonmisapprehensionofstudentsthatoneofthebiggestdisadvantagesofincrementalbudgetingisthatitdoesn'tallowforinflation.Ofcourse,itdoes;bydefinition,an'increment'isanincreaseofsomekind.Thecurrentyear'sbudgetoractualperformanceisastartingpointonly.Itisamethodofbudgetinginwhichnextyear'sbudgetispreparedbyusingthecurrentyear'sactualresultsasastartingpoint,andmakingadjustmentsforexpectedinflation,salesgrowthordeclineandotherknownchanges.••Benefitsofincremental•ItiseasyBenefitsofincremental•Itiseasytoprepareandisthereforequick.Sinceitiseasytoprepare,itisalsoeasilyallocatedtomorejuniormembersofLesspreparationtimeleadstolowerpreparationcosts.PreventsconflictbetweendepartmentalmanagerssinceaconsistentapproachisadoptedthroughouttheTheimpactofchangecanbeseen••••Drawbacksofincremental•Thereisnoincentivefordepartmentalmanagerstotryandreducecostsandinfact,theymayendupspendingmoneyjustforthesakeofit,knowingthatiftheydon'tspenditthisyear;theywon'tbeallocatedthecashnextyear,sincetheywillbedeemednottoneedit.carriedforwardintofutureperiods.Errorsfromoneyeararecarriedtothenext,sincethepreviousyear’sfiguresarenot••ZerobasedbudgetingprocessZerobasedbudgetingprocessstartsfromabaseofzero,withnoreferencebeingmadetothepriorperiod'sbudgetoractualperformance.Allofthebudgetheadings,therefore,literallystartwithabalanceofzero,ratherthanunderincrementalbudgeting,whentheyallstartwithabalanceatleastequaltolastyear'sbudgetorspend.Everydepartmentfunctionisthenreviewedcomprehensively,withallexpenditurerequiringapproval,ratherthanjusttheincrementalexpenditurerequiringapproval.Zero-basedbudgetingtriestoachieveanoptimalallocationofresourcestothepartsofthebusinesswheretheyaremostneeded.Itdoesthisbyforcingmanagerstojustifyeveryactivityzero.Iftheyareunabletodothis,theyaren'tallocatedanyresourcesandtheirworkthereforeallunjustifiableexpendituretheoreticallyceases.••Activitiesareidentifiedbymanagers.Managersarethenforcedtoconsiderdifferentwaysofperformingtheactivities.Theseactivitiesarethendescribedinwhatiscalleda'decisionpackage',which:Activitiesareidentifiedbymanagers.Managersarethenforcedtoconsiderdifferentwaysofperformingtheactivities.Theseactivitiesarethendescribedinwhatiscalleda'decisionpackage',which:üstatesitspurposeüidentifiesalternativemethodsofachievingthesamepurposeüestablishesperformancemeasuresfortheactivityüassessestheconsequenceofnotperformingtheactivityatallorofperformingitatdifferentAsregardsthislastpoint,thedecisionpackagemaybepreparedatthebaselevel,representingtheminimumlevelofserviceorsupportneededtoachievetheorganisation'sobjectives.Furtherincrementalpackagesmaythenbepreparedtoreflectahigherlevelofserviceorsupport.••Managementwillthenrankallthepackagesintheorderofdecreasingbenefitstotheorganisation.ThiswillManagementwillthenrankallthepackagesintheorderofdecreasingbenefitstotheorganisation.Thiswillhelpmanagementdecidewhattospendandwheretospendit.Thisrankingofthedecisionpackageshappensatnumerouslevelsoftheorganisation.TheresourcesarethenallocatedbasedonorderofpriorityuptothespendingThebenefitsofZBBaresubstantial.TheyThebenefitsofZBBaresubstantial.Theywouldhavetobeotherwisenoorganisationwouldevergotothelengthsdetailedaboveinordertoimplementit.Thesebenefitsaresetoutbelow:•SinceZBBdoesnotassumethatlastyear'sallocationofresourcesisnecessarilyappropriateforthecurrentyear,alloftheactivitiesoftheorganisationarere-evaluatedannuallyfromazerobase.Mostimportantlytherefore,inefficientandobsoleteactivitiesareremoved,andwastefulspendingiscurbed.Thishasgottobethebiggestbenefitofzero-basedbudgetingcomparedtoincrementalbudgetingandwasthemainreasonwhyitwasdevelopedinthefirstplace.•Byitsnature,itencouragesabottom-upapproachtobudgetinginorderforZBBtoshouldencouragemotivationofemployees.Itrespondstochangesinthebusinessenvironmentfromoneyeartothenext.Overall,itshouldresultinamoreefficientallocationofusedpractice.•••••trainingforthis,andtrainingtakestimeandmoney.Inalargeorganisation,thenumberofactivitieswillbesolargethattheamountofpaperworkgeneratedfromRankingthepackagescanbedifficult,sincemanyactivitiescannotbecomparedonthebasisofpurelymaynothavethetimeorknowledgetorankwhatcouldbethousandsofpackages.Theprocessofidentifyingdecisionpackagesanddeterminingtheirpurpose,costsandbenefitsismassivelySincedecisionsaremadeatbudgettime,managersmayfeelunabletoreacttochangesthatoccurduringtheTheorganisation'smanagementinformationsystemsmightbeunabletoprovidethenecessaryprocessinacommercialorganisation.••••••Activitybasedbudgeting(ABB)ismerelytheuseofactivity-basedcostingmethodsasabasisforpreparingbudgets.ActivitybasedbudgetingdiffersfromtraditionalbudgetinginthewaythatbudgetsarepreparedforoverheadActivitybasedbudgeting(ABB)ismerelytheuseofactivity-basedcostingmethodsasabasisforpreparingbudgets.Activitybasedbudgetingdiffersfromtraditionalbudgetinginthewaythatbudgetsarepreparedforoverheadcosts.Overheadcostsarebudgetedonthebasisofactivities,ratherthanonadepartmentalbasis.WithABB,budgetingfordirectcosts(directmaterials,directlabour)isnodifferentfrom‘traditional’budgeting.Theonlydifferenceistheapproachtobudgetingforoverheadcosts.ABBisWithABB,budgetingfordirectcosts(directmaterials,directlabour)isnodifferentfrom‘traditional’budgeting.Theonlydifferenceistheapproachtobudgetingforoverheadcosts.ABBisthereforebasedonthefollowingItisactivitieswhichdrivecostsandtheaimistoplanandcontrolthecauses(drivers)ofthanthecoststhemselves,withtheresultthatinthelong-termcostswillbebettermanagedandbetterNotallactivitiesaddvalue,soactivitiesmustbeexaminedandsplitupaccordingtotheirabilitytoaddmanagerresponsibleforthedepartment'sbudget.Traditionalfinancialmeasuresofperformanceareunabletofulfiltheobjectiveofcontinuousimprovement.tochange,andsoonareneeded.DifferentactivitylevelswillDifferentactivitylevelswillprovideafoundationforthe'base'packageandincrementalpackagesofZBBItwillensurethattheorganisation'soverallstrategyandanyactualorlikelychangesinthatstrategywillbetakenintoaccount,becauseitattemptstomanagethebusinessasthesumofitsinterrelatedparts.Criticalsuccessfactorswillbeidentified,andperformancemeasuresdevisedtomonitorprogresstowardsthem.(Acriticalsuccessfactorisanactivityinwhichabusinessmustperformwellifitistosucceed.)separateparts,thereismorelikelihoodofgettingitrightfirsttime.Rollingbudgets(alsocalledcontinuousbudgets)Rollingbudgets(alsocalledcontinuousbudgets)arebudgetswhichcontinuouslyupdatedafinancialyear,byaddingafurtherperiodremovingthecorrespondingperiodthathas(sayamonthjustended.aTheadvantagesofrollingTheadvantagesofrolling•••ProducebudgetswhichareuptodatePlanningandcontrolwillbebasedonarecentplanwhichislikelytobefarrealisticthanafixedannualbudgetmademanymonthsRealisticbudgetsarelikelytohaveabettermotivationalinfluenceon•ThedisadvantagesofrollingTheamountoftimemanagersmustconstantlyspendonbudgetThisistheThisisthetraditionalstructureofabusiness.Departmentsaredefinedbytheirfunction(sales,finance,production,etc).ImplicationsforPerformanceThereisaneedforcoordinationofallthedepartments.ThiscoordinatingroleImplicationsforPerformanceThereisaneedforcoordinationofallthedepartments.Thiscoordinatingrolewouldbeperformedbythedirectors.Thedirectorsarelikelytohaveadetailedoperationalroleratherthanahigh-levelstrategicrole.Theywillthereforerequiredetailedinformationfromthelevelsbelow.Budgetsandmanagementaccountsarelikelytobebasedaroundthestructure,andsoreinforcethestructure.Eachdepartmentwillhaveitsownbudget.ItmaybedifficulttoseewhereprofitsorlossesareItisunlikelythatapproachessuchasactivity–basedcosting,wherebyoverheadcostsareincludedinproductcosts,wouldbeused.•••••DivisionsarecreatedwherebythedivisionalmanagershaveautonomytoruntheirDivisionsarecreatedwherebythedivisionalmanagershaveautonomytoruntheirbusinessareaastheywish.Divisionsmaybebasedongeographicalareasoralongbusiness/productTypicallyeachdivisionisorganisedalongfunctionalEach"division"maybeaseparatelegalentity,ownedbytheImplicationsforPerformanceImplicationsforPerformanceDivisionalmanagersarelikelytobegivenalargeamountofautonomy.Theheadofficewouldnotbeinvolvedinoperationalmattersandsowouldonlyrequirehigh-levelinformation,suchasreturnoninvestmentofthedivision.Thechallengefortheheadofficeistoensurethatthedivisionaldirectorsaremanagingtheirdivisionsinsuchawaythattheycontributetoachievingthegoalsoftheorganisationasawhole.Divisionalmanagersdorequiredetailedinformationtoenablethemtomanagetheirdivision.Thesemanagersarelikelytodefineforthemselveswhatmanagementinformationtheywant.A"beyondbudgeting"approachcouldbetakenbysuchdivisionalmanagers.Anetworkorganisationisacollectionofautonomousbusinessunitswhicharecoordinatedcentrallytobehaveasasinglelargerorganisation:ØInternalnetworksareorganisationsthatseetheirunitsasseparatecostcentresAnetworkorganisationisacollectionofautonomousbusinessunitswhicharecoordinatedcentrallytobehaveasasinglelargerorganisation:ØInternalnetworksareorganisationsthatseetheirunitsasseparatecostcentresandencouragethecostcentrestoselloutsidetheorganisationaswellasinside.Corporateheadquartersactsasabroker.Therationaleisthatifunitshavetoworkwithpricessetbythemarket,theywillbemoreefficient.ØAstablenetworkisanorganisationthatoutsourcesmuchofitsØDynamicnetworksoutsourceevenmoreAmajorityoffunctionsofthebusinesswillbeoutsourcedincludingcorebusinessactivities,withtheheadofficeactingasacoordinator.ImplicationsforPerformanceImplicationsforPerformanceTheuseofoutsourcingmeansthatmanagementofthenetworkorganisationdoesnotneedtobecomeinvolvedindetailedmanagementoftheactivitiesthathavebeenoutsourced.Performancemanagementislikelytofocusonwhetherornotthepartnersareprovidingtheappropriatelevelofqualityattheappropriateprice.Theorganisationmayalsobeinterestedinensuringthatitssupplierscomplywiththeorganisation'sethicalstandards.Moreemphasisonqualityofservice.However,qualityofserviceisMoreemphasisonqualityofservice.However,qualityofserviceishardertomeasure,duetosimultaneityandheterogeneity.Becauseofintangibility,itwillbenecessarytoidentifyseveralmeasuresofAhigherportionofthecostofaservicemaybeoverheads,whichmeansactivity-basedapproachestocostingmaybemoreappropriate.MorecontactwithBecauseofperishability,theorganisationneedstostrikethecorrectbalancebetweenhavingsufficientresourcestomeetpeakdemandandbeingoverresourced.Thereisthereforelikelytobeemphasisonresourceutilisation•••••Businessprocessre-engineering–"ThefundamentalrethinkingandredesignofbusinessBusinessprocessre-engineering–"Thefundamentalrethinkingandredesignofbusinessprocessestoachievedramaticimprovementincriticalmeasuresofperformancesuchascost,quality,serviceandspeed.”LinkedwithBPRaretheconceptsof"businessautomation"and"businessrationalisation".BPRisnotautomationorrationalisation.Itgoesfarbeyond.Thekeywordsare:fundamental,radical,dramaticandprocess.ImplementationofImplementationofDevelopthebusinessvisionandprocessobjectivesIdentifytheprocessestoberedesignedUnderstandandmeasuretheexistingprocessesIdentifyITleversDesignandbuildaprototypeofthenew have effectsTheorganisationstructuremaychangetoreflect have effectsTheorganisationstructuremaychangetoreflectprocessteamsratherthanfunctionaldepartments.Staffrolesmaychangefromalimitednumberoftaskstomulti-dimensionalStaffwillbeempowered(e.g.front-linestaffwillbeabletomakedecisionswithoutrequiringauthorisationfrommoreseniorstaff).Performancemeasurementwillchange.TraditionalmeasuresthatfocusonparticulardepartmentswouldnolongerbeconsistentwiththeprocessviewofBPR.Instead,performancemeasuresarelikelytofocusonthewholeprocessandtomeasuretheoutputoftheprocessagainstatarget.••••TheimplicationsofTheimplicationsofBPRforaccountingsystemsincludetheInformationsystemsmustbebasedaroundprocesses,notdepartments,tofacilitateperformancemeasurement.Thisislikelytoaffectthedesignofresponsibilitycentres.Systemsmaybesharedacrosstheorganisation,ratherthanhavingonesystemforeachfunctionaldepartment.Reportswillneedtobebasedonthevalue-addedEvaluationofEvaluationofüEliminatingbureaucraticprocedureswhichallowedservicebusinessestodealwithcustomersmorequickly.üReducingheadcountandtherebysavingüCreatingvalueandeliminatingnon-value-addedvToomuchfocusonefficiencyandtheuseofBPRasapretextforlarge-scalevTheassumptionimplicitinBPRthatexistingprocessesarenoteffective.Thisisnotalwaysthecase.vThatBPRissimplyaPorter'svaluechainPorter'svaluechainfocusesonthevalue-addedactivitiesthatanorganisationperformsratherthanitsorganisationalstructure.©ACCA.AllrightsUseoftheUseoftheValueThevaluechainisastrategicplanningmodelthatcanbeusedbymanagementtoanalysethecriticalsuccessfactors(CSFs)oftheorganisationandtocoordinatetheactivitiesofthevariousactivities.Thelinkagesbetweenprimaryandsupportactivitiescanbeclearlyunderstood.üThevaluechainidentifiesüItprovidesastructureforidentifyingcostdriversforüItcanbeusedtoanalyserivals,forcomparisonMcKinsey's7Sframeworkisdesignedtoassistorganisationstomanagechangemoreeffectively.Themodelfocusesonseveninternalfactors.McKinsey's7Sframeworkisdesignedtoassistorganisationstomanagechangemoreeffectively.Themodelfocusesonseveninternalfactors.Theideaofthemodelisthattheobjectivesofthesefactorsneedtobealignedinorderfortheorganisationtobeeffective.HardStrategy–theplanHardStrategy–theplantoachievecompetitiveadvantage.Structure–theorganisationalSystems–theorganisation’sdailyactivitiesandprocedures.SoftSharedvalues–thecorevaluesoftheorganisation,includingthecultureandgeneralworkethic.Skills–thespecificskillsandcompetenciesofthepeopleworkingfortheorganisation.Style–thestyleofleadershipStaff–thestaffwhoworkforthe••••ThemodelcanbeusedüIdentifyThemodelcanbeusedüIdentifywhatareasneedtobealigned;üalignedduringarestructuringorother©ACCA.AllrightsStakeholder–aperson,orgroupofpeoplewhohaveaninterestinoraresomehowaffectedbyanorganisation.Stakeholdertheoryimpliesthatitisonlybytakingaccountoftheinterestsofstakeholders,Stakeholder–aperson,orgroupofpeoplewhohaveaninterestinoraresomehowaffectedbyanorganisation.Stakeholdertheoryimpliesthatitisonlybytakingaccountoftheinterestsofstakeholders,aswellasshareholders,thatcompaniescanachievelong-termprofitPrioritise–possiblybasedonPrioritise–possiblybasedonstakeholderNegotiateand"satisfice"–findingtheminimumoutcomeacceptabletoallSequentialattention–focusingonadifferentgroupofstakeholdersduringeachperiod.Sidepayments–givingagroupsomebenefittotaketheirattentionawayfromwhattheyactuallywant.Exerciseofpower–whenapowerfulstakeholdergroupisinapositiontoforcethroughadecision•••••EthicalbehaviourbyorganisationsEthicalbehaviourbyorganisationsmaybeconsiderednecessaryforthefollowing•••LegalLong-termshareholderEthicalbehaviourisright–someorganisationsgobeyondlegalrequirementsforethicalbehavioursimplybecausetheybelieveitismorallyrighttodoso.Companiesmayusetheirethicalbehaviourasameansofpromotingtheirbusinessestoattractnewcustomers.thereforefindthatthecostoftheircapitalincreases.Employeesofethicalcompaniesmaybemoremotivated,andthismaythereforeimprovetheefficiencyofthecompanies.Environmentallyfriendlybehaviourmayalsoleadtoareductionofcosts(e.g.fuelcostsduetomoreefficientuseofenergy).againstcompaniesintheirowncountries.•••••EMAisthegenerationandEMAisthegenerationandanalysisofbothfinancialandnon-financialinformationthatisneededtosupportinternalenvironmentalmanagementprocesses.•EnvironmentalüConventionalüContingentcostsüImageandrelationshipcostsEnvironmentalActivity-BasedLife-CycleCostingInput-output•••RiskseekersareRiskseekersarepreparedtoacceptahighamountofriskprovidedthatthepotentialrewardsarehigh(e.g.agambler).Risk-neutraldecisionmakersignoreriskentirelyandselecttheoptionwiththehighestexpectedreturn.Risk-aversedecisionmakerstrytoavoidrisk.Theywillacceptalowerlevelofreturninordertoreducerisk.Pay-Supply Pay-Supply SupplyThemaximaxruleistomaximisethemaximumoutcome.Plea