| The CIMA Learning System |
|
xiii | |
| Acknowledgements |
|
xiii | |
| How to use your CIMA Learning System |
|
xiii | |
| Guide to the Icons used within this Text |
|
xiv | |
| Study technique |
|
xv | |
| Paper E2 --- Enterprise Management |
|
xvii | |
|
The Nature of Strategic Management |
|
|
1 | (66) |
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3 | (1) |
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Introduction to the nature of strategic management |
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|
3 | (1) |
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3 | (1) |
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Common themes in strategy |
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|
4 | (1) |
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|
4 | (2) |
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A model of the rational strategy process |
|
|
6 | (10) |
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Mission, objectives and goals |
|
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7 | (1) |
|
The link between mission, goals and objectives |
|
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8 | (1) |
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9 | (1) |
|
External environmental and competitive analysis |
|
|
10 | (2) |
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Internal analysis/position audit |
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12 | (1) |
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Corporate appraisal (SWOT) |
|
|
13 | (1) |
|
Strategic options and choice |
|
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14 | (2) |
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16 | (1) |
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16 | (1) |
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Criticisms of the rational model of strategy formulation |
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16 | (2) |
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A formal top-down strategy process |
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18 | (3) |
|
Benefits of the formal top-down approach to strategy |
|
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19 | (1) |
|
Drawbacks of the formal top-down approach to strategy |
|
|
20 | (1) |
|
Strategy and small businesses |
|
|
21 | (2) |
|
Achieving competitive advantage - alternative perspectives: resource-based view versus the positioning view |
|
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23 | (5) |
|
Competitive advantage and economic theory |
|
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23 | (1) |
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23 | (1) |
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24 | (1) |
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Principles of resource-based theory |
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|
24 | (3) |
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The implications of the resource-based view for strategy development |
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27 | (1) |
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Alternative approaches to formulating strategy |
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28 | (3) |
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28 | (1) |
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29 | (2) |
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31 | (4) |
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The influence of stakeholders |
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32 | (1) |
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32 | (1) |
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Assessing power of stakeholders |
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33 | (1) |
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Assessing interest of stakeholders |
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|
33 | (1) |
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Strategies to deal with stakeholders |
|
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34 | (1) |
|
Conflict between stakeholders |
|
|
35 | (1) |
|
Meeting the objectives of shareholders |
|
|
35 | (3) |
|
Maximisation of shareholder wealth as an objective |
|
|
36 | (1) |
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36 | (1) |
|
Resolving competing objectives |
|
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37 | (1) |
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38 | (29) |
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55 | (1) |
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56 | (3) |
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59 | (2) |
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61 | (6) |
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The Nature of the Competitive Environment |
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67 | (42) |
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69 | (1) |
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69 | (1) |
|
Environmental impact assessment |
|
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69 | (1) |
|
Different stages in environmental analysis |
|
|
70 | (11) |
|
Analysing the macro-environment |
|
|
71 | (2) |
|
Analysing the micro-environment/industry environment |
|
|
73 | (5) |
|
Industry life cycle analysis |
|
|
78 | (1) |
|
Illustration of external environmental analysis - Example of a car manufacturer |
|
|
78 | (2) |
|
Evaluation of environmental models |
|
|
80 | (1) |
|
Survival and success factors |
|
|
81 | (1) |
|
Causes of environmental uncertainty |
|
|
81 | (2) |
|
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|
82 | (1) |
|
Has uncertainty really increased? |
|
|
83 | (1) |
|
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|
83 | (6) |
|
The importance of competitor analysis |
|
|
83 | (1) |
|
Competitor analysis - key concepts |
|
|
84 | (1) |
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|
84 | (2) |
|
Gathering competitor intelligence |
|
|
86 | (2) |
|
Forecasting competitors' response profiles |
|
|
88 | (1) |
|
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89 | (1) |
|
Evaluation of barriers to entry |
|
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89 | (1) |
|
Estimate competitors' costs |
|
|
90 | (1) |
|
The global economic environment |
|
|
90 | (3) |
|
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|
91 | (2) |
|
National competitive advantages |
|
|
93 | (3) |
|
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93 | (1) |
|
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|
93 | (1) |
|
Related and supporting industries |
|
|
94 | (1) |
|
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|
94 | (1) |
|
Firm structure, strategy and rivalry |
|
|
94 | (1) |
|
|
|
94 | (1) |
|
National competitive advantage |
|
|
94 | (1) |
|
Losing competitive advantage |
|
|
95 | (1) |
|
Porter's strategic prescriptions |
|
|
95 | (1) |
|
Comment on Porter's Diamond |
|
|
95 | (1) |
|
Country analysis and political risk |
|
|
96 | (1) |
|
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|
96 | (1) |
|
Sources of information for environmental analysis |
|
|
97 | (2) |
|
|
|
97 | (1) |
|
Accessing environmental information |
|
|
98 | (1) |
|
Detailed environmental analysis |
|
|
98 | (1) |
|
Categorisation of information sources |
|
|
99 | (1) |
|
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|
99 | (10) |
|
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101 | (1) |
|
|
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101 | (2) |
|
|
|
103 | (1) |
|
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|
104 | (5) |
|
Contemporary Perspectives in Strategy Development |
|
|
109 | (40) |
|
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111 | (1) |
|
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111 | (1) |
|
Internationalisation and globalisation |
|
|
112 | (2) |
|
Complex organisation forms |
|
|
114 | (3) |
|
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|
115 | (1) |
|
Illustrations of network organisations |
|
|
115 | (2) |
|
Theoretical basis of network organisations - transactions cost theory |
|
|
117 | (5) |
|
Assest specificity - an illustration |
|
|
118 | (2) |
|
A critique of transactions cost theory |
|
|
120 | (2) |
|
Social responsibility and strategic decisions |
|
|
122 | (6) |
|
Must social responsibility conflict with benefiting shareholders? |
|
|
122 | (2) |
|
An ecological perspective and environmental responsibilities |
|
|
124 | (1) |
|
Shareholder wealth and ethics |
|
|
125 | (2) |
|
Implications of ethics for the chartered management accountant |
|
|
127 | (1) |
|
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|
128 | (21) |
|
|
|
135 | (1) |
|
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136 | (3) |
|
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|
139 | (3) |
|
|
|
142 | (7) |
|
Understanding Project Management |
|
|
149 | (60) |
|
|
|
151 | (1) |
|
|
|
151 | (1) |
|
Projects and project management - definitions |
|
|
152 | (1) |
|
Characteristics of a project |
|
|
152 | (1) |
|
|
|
153 | (5) |
|
The project life-cycle phases |
|
|
153 | (2) |
|
An alternative project life cycle - an iterative process |
|
|
155 | (1) |
|
|
|
155 | (1) |
|
Other project management frameworks: 4, 5, 7 or 9? |
|
|
156 | (2) |
|
The project as a conversion process |
|
|
158 | (1) |
|
|
|
158 | (1) |
|
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|
158 | (1) |
|
|
|
159 | (1) |
|
|
|
159 | (1) |
|
|
|
159 | (1) |
|
Projects and the project manager |
|
|
159 | (3) |
|
The roles of the project manager |
|
|
160 | (1) |
|
The responsibilities of the project manager |
|
|
160 | (1) |
|
|
|
160 | (1) |
|
The project manager and project planning |
|
|
161 | (1) |
|
The project manager and controlling |
|
|
161 | (1) |
|
The skills of the project manager |
|
|
162 | (4) |
|
|
|
162 | (1) |
|
|
|
163 | (1) |
|
|
|
163 | (2) |
|
|
|
165 | (1) |
|
|
|
165 | (1) |
|
|
|
165 | (1) |
|
Projects and people - project teams |
|
|
166 | (3) |
|
Problems of project team-working |
|
|
166 | (1) |
|
Unclear team goals and objectives |
|
|
166 | (1) |
|
|
|
167 | (1) |
|
Lack of definition of roles |
|
|
167 | (1) |
|
|
|
167 | (1) |
|
|
|
167 | (1) |
|
|
|
168 | (1) |
|
Project management and team-building |
|
|
168 | (1) |
|
|
|
168 | (1) |
|
|
|
169 | (2) |
|
Managing stakeholder expectations |
|
|
170 | (1) |
|
|
|
171 | (1) |
|
Projects and organisation structures and support |
|
|
171 | (2) |
|
|
|
171 | (2) |
|
|
|
173 | (1) |
|
|
|
173 | (1) |
|
|
|
174 | (5) |
|
One successful project - ongoing |
|
|
175 | (2) |
|
One not so successful project |
|
|
177 | (2) |
|
|
|
179 | (30) |
|
|
|
199 | (1) |
|
|
|
200 | (3) |
|
|
|
203 | (2) |
|
|
|
205 | (4) |
|
The Process of Project Management |
|
|
209 | (80) |
|
|
|
211 | (1) |
|
|
|
211 | (1) |
|
The project management process |
|
|
212 | (1) |
|
|
|
212 | (10) |
|
Setting project objectives |
|
|
212 | (1) |
|
Identifying project proposals |
|
|
212 | (1) |
|
Formation of project proposals |
|
|
213 | (1) |
|
Setting project requirements |
|
|
213 | (1) |
|
Assessing project feasibility |
|
|
214 | (4) |
|
|
|
218 | (1) |
|
|
|
219 | (1) |
|
|
|
219 | (2) |
|
The project Initiation Document |
|
|
221 | (1) |
|
|
|
222 | (5) |
|
Detailed project planning |
|
|
223 | (3) |
|
Project objective constraints |
|
|
226 | (1) |
|
Tools and techniques to aid project planning |
|
|
227 | (7) |
|
|
|
227 | (1) |
|
|
|
227 | (1) |
|
|
|
228 | (3) |
|
|
|
231 | (1) |
|
An alternative method for constructing network diagrams: activity on node |
|
|
231 | (1) |
|
Milestones and control gates |
|
|
232 | (1) |
|
Project evaluation and review technique (PERT) |
|
|
233 | (1) |
|
Coping with risk and uncertainty |
|
|
233 | (1) |
|
Project management (PM) software |
|
|
234 | (2) |
|
|
|
234 | (1) |
|
Advantages of using PM software |
|
|
235 | (1) |
|
|
|
235 | (1) |
|
Executing or performing the project |
|
|
236 | (1) |
|
Monitoring and controlling the project |
|
|
237 | (5) |
|
Making effective control decisions |
|
|
238 | (1) |
|
|
|
239 | (1) |
|
|
|
240 | (1) |
|
Other project management methodologies |
|
|
241 | (1) |
|
Project completion and closure |
|
|
242 | (1) |
|
Organising project documentation |
|
|
242 | (1) |
|
Collection of receipts and making final payments |
|
|
242 | (1) |
|
Post-completion review and audit |
|
|
243 | (2) |
|
Post-project review meetings |
|
|
243 | (1) |
|
|
|
243 | (1) |
|
Justifying the cost of post-completion audit |
|
|
243 | (1) |
|
|
|
244 | (1) |
|
|
|
245 | (44) |
|
|
|
265 | (3) |
|
|
|
268 | (5) |
|
|
|
273 | (7) |
|
|
|
280 | (9) |
|
|
|
289 | (54) |
|
|
|
291 | (1) |
|
|
|
291 | (1) |
|
Classical and contemporary theories of management |
|
|
291 | (11) |
|
|
|
292 | (4) |
|
The human relations school |
|
|
296 | (1) |
|
|
|
297 | (1) |
|
|
|
298 | (2) |
|
Peter Drucker: management by objectives (MBO) |
|
|
300 | (1) |
|
Contemporary perspectives on organisations |
|
|
301 | (1) |
|
Power, authority, responsibility and delegation |
|
|
302 | (4) |
|
|
|
302 | (1) |
|
Authority as legitimate power |
|
|
302 | (1) |
|
|
|
303 | (1) |
|
|
|
304 | (1) |
|
|
|
305 | (1) |
|
Management and the Role of Managers |
|
|
306 | (2) |
|
|
|
307 | (1) |
|
Different Perspectives of Leadership |
|
|
308 | (6) |
|
Personality, trait or qualities theories of leadership |
|
|
308 | (1) |
|
|
|
309 | (5) |
|
|
|
314 | (1) |
|
Contingency and Situational theories of leadership |
|
|
314 | (2) |
|
John Adair action-centred leadership |
|
|
315 | (1) |
|
|
|
315 | (1) |
|
|
|
316 | (1) |
|
|
|
316 | (1) |
|
|
|
317 | (1) |
|
|
|
318 | (9) |
|
Different levels of culture |
|
|
320 | (1) |
|
Models for categorising culture |
|
|
321 | (2) |
|
Culture and organisational effectiveness |
|
|
323 | (3) |
|
Culture - The International Dimension |
|
|
326 | (1) |
|
|
|
326 | (1) |
|
Managing in different cultures |
|
|
327 | (2) |
|
|
|
327 | (1) |
|
Other cultural characteristics |
|
|
328 | (1) |
|
|
|
328 | (1) |
|
|
|
329 | (1) |
|
|
|
330 | (13) |
|
|
|
331 | (1) |
|
|
|
332 | (3) |
|
|
|
335 | (2) |
|
|
|
337 | (6) |
|
Management of Relationships in the Working Environment |
|
|
343 | (38) |
|
|
|
345 | (1) |
|
|
|
345 | (1) |
|
The meaning of groups and teams |
|
|
345 | (1) |
|
|
|
346 | (1) |
|
|
|
346 | (1) |
|
|
|
346 | (1) |
|
|
|
347 | (1) |
|
Self directed and autonomous groups |
|
|
347 | (1) |
|
Effective group performance |
|
|
347 | (3) |
|
Formation and development |
|
|
348 | (1) |
|
|
|
348 | (1) |
|
|
|
349 | (1) |
|
Group dynamics and team performance |
|
|
350 | (1) |
|
|
|
351 | (1) |
|
|
|
351 | (2) |
|
|
|
353 | (3) |
|
Oral and written communication |
|
|
353 | (1) |
|
The communication process |
|
|
354 | (2) |
|
|
|
356 | (3) |
|
The roles of team members in meetings |
|
|
357 | (1) |
|
|
|
358 | (1) |
|
|
|
359 | (1) |
|
|
|
359 | (1) |
|
Phases involved in negotiation |
|
|
359 | (1) |
|
|
|
360 | (1) |
|
Management of the finance function |
|
|
360 | (3) |
|
Business Process Outsourcing (BPO) |
|
|
360 | (1) |
|
Outsourcing non-core activities |
|
|
361 | (1) |
|
|
|
361 | (1) |
|
|
|
361 | (1) |
|
Shared service centres (SSC) |
|
|
362 | (1) |
|
Benefits of shared services |
|
|
362 | (1) |
|
Embedding finance personnel in business and strategic decision processes |
|
|
363 | (1) |
|
Contribution of finance to other functions |
|
|
363 | (1) |
|
The finance function and external stakeholders |
|
|
363 | (2) |
|
|
|
364 | (1) |
|
|
|
365 | (16) |
|
|
|
367 | (1) |
|
|
|
368 | (3) |
|
|
|
371 | (3) |
|
|
|
374 | (7) |
|
Control Systems in Organisations |
|
|
381 | (40) |
|
|
|
383 | (1) |
|
|
|
383 | (1) |
|
|
|
383 | (1) |
|
A review of management theorists and control |
|
|
384 | (1) |
|
|
|
385 | (1) |
|
Types of organisational control |
|
|
386 | (1) |
|
Personal centralised control |
|
|
386 | (1) |
|
|
|
386 | (1) |
|
|
|
386 | (1) |
|
|
|
387 | (1) |
|
Objectives of internal control systems |
|
|
387 | (1) |
|
|
|
387 | (1) |
|
|
|
388 | (2) |
|
|
|
389 | (1) |
|
|
|
389 | (1) |
|
|
|
390 | (1) |
|
Effective control systems |
|
|
390 | (1) |
|
Practical difficulties with control systems |
|
|
390 | (1) |
|
An example of a control system in practice: HR and staff performance appraisal |
|
|
391 | (2) |
|
|
|
391 | (1) |
|
Tactical level - performance appraisal and the employment contract |
|
|
391 | (2) |
|
|
|
393 | (3) |
|
Safety committee and representatives |
|
|
394 | (1) |
|
|
|
394 | (1) |
|
|
|
394 | (1) |
|
Health and safety training |
|
|
395 | (1) |
|
The nature of business ethics |
|
|
396 | (4) |
|
Factors affecting ethical obligations |
|
|
397 | (1) |
|
Developing an ethical organisation |
|
|
398 | (1) |
|
Example of an ethical issue |
|
|
399 | (1) |
|
|
|
400 | (1) |
|
|
|
400 | (1) |
|
|
|
401 | (1) |
|
|
|
401 | (5) |
|
What is corporate governance |
|
|
401 | (1) |
|
The earliest considerations of corporate governance |
|
|
402 | (2) |
|
The combined code principles of corporate governance |
|
|
404 | (1) |
|
The benefits of corporate governance |
|
|
405 | (1) |
|
|
|
406 | (15) |
|
|
|
407 | (1) |
|
|
|
408 | (3) |
|
|
|
411 | (3) |
|
|
|
414 | (7) |
|
|
|
421 | (44) |
|
|
|
423 | (1) |
|
|
|
423 | (1) |
|
The nature of conflict in organizations |
|
|
423 | (11) |
|
|
|
424 | (1) |
|
|
|
424 | (3) |
|
|
|
427 | (1) |
|
|
|
427 | (2) |
|
Managing intergroup conflict |
|
|
429 | (2) |
|
Industrial relations and conflict |
|
|
431 | (1) |
|
Resolutions of industrial relations conflict |
|
|
432 | (2) |
|
|
|
434 | (5) |
|
The meaning of discipline |
|
|
434 | (1) |
|
|
|
435 | (1) |
|
|
|
435 | (1) |
|
Taking disciplinary action |
|
|
435 | (2) |
|
Immediacy: Douglas McGregor's `hot stove rule' |
|
|
437 | (1) |
|
|
|
437 | (2) |
|
|
|
439 | (1) |
|
|
|
439 | (1) |
|
|
|
440 | (1) |
|
Resolving disputes without a tribunal hearing |
|
|
441 | (1) |
|
Dismissal, redundancy and job insecurity |
|
|
441 | (1) |
|
Fairness and commitment in the work place |
|
|
442 | (7) |
|
Diversity and equal opportunities |
|
|
446 | (2) |
|
|
|
448 | (1) |
|
|
|
448 | (1) |
|
|
|
449 | (16) |
|
|
|
451 | (2) |
|
|
|
453 | (4) |
|
|
|
457 | (3) |
|
|
|
460 | (5) |
|
Preparing for the Examination |
|
|
465 | (48) |
|
|
|
467 | (2) |
|
|
|
468 | (1) |
|
Tips for the final revision phase |
|
|
468 | (1) |
|
Format of the examination |
|
|
469 | (44) |
|
|
|
469 | (3) |
|
|
|
472 | (3) |
|
|
|
475 | (1) |
|
The World Youth Indoor Games, November 2004 |
|
|
475 | (1) |
|
|
|
475 | (1) |
|
Farchester Games Co-ordination Committee (FGCC) |
|
|
475 | (1) |
|
Definition and objectives of the project |
|
|
476 | (1) |
|
Telecommunications and Information Technology |
|
|
476 | (1) |
|
|
|
476 | (1) |
|
|
|
476 | (1) |
|
Critical project dimensions |
|
|
477 | (1) |
|
|
|
478 | (3) |
|
|
|
481 | (9) |
|
|
|
490 | (23) |
| Exam Q & As |
|
513 | (2) |
| Index |
|
515 | |
