上海財大ACCA F1講義2（課堂PPT）

1、.1Chapter 2The business environment.21 Analysing the environment The environment is everything that surrounds an organisation, physically and socially. Management cannot control the environment, however it influences all aspects of organisational activity and so must be viewed strategically.3 Organi

2、sation must consider its environment.4 Global / local General / task General (or macro) environment influence all organisations indirectly. PEST factors Task (or micro) environment has a direct impact on the organisation. Five competitive forces.5 The environment is a source of uncertainty. Simplici

3、ty / complexity The variety of influences faced by an organisation The amount of knowledge necessary The interconnectedness of environmental influences Stability / dynamism.6 1.1 The changing environment Globalisation of business Science and technology developments Mergers, acquisitions and strategi

4、c alliances Changing customer values and behaviour Increased scrutiny of business decisions by government and the public Increased liberalisation of trade, and deregulation and co-operation between business and government have eased access to foreign markets Changes in business practices: downsizing

5、,outsourcing and reengineering Changes in the social and business relationships between companies and their employees, customers and other stakeholders.7Questions Which of the following headings is not part of a normal PEST analysis? A Political B Ecological C Social D Technological Answer: B.82 The

6、 political and legal environment 2.1 The political and legal environmentCommon legal factors in environment General commercial law (contract, tort) Criminal law (theft, insider dealing) Company law (directors duties, reporting) Employment law (trade union, minimum wage).9More common legal factors He

7、alth and Safety (fire, personal safety) Data protection (use of information) Marketing / sales (consumers, advertising) Environment (emissions, waste disposal) Tax law (VAT, PAYE).10 2.2 The impact of government Porter notes several ways whereby the government can directly affect the economic struct

8、ure of an industry Capacity expansion Demand Divestment and rationalisation Emerging industries Entry barriers Competition Regulate the adoption of new products in some industries National and EU institutions also affect the operating activities of some organisations.11 2.3 Influencing government Em

9、ploy lobbyists to put their case to individual ministers or civil servants. Give MPs (Member of Parliament) non-executive directorships Try to influence public opinion, and hence the legislative agenda, by advertising EU regulations, for practical purposes, take priority over national law It is ther

10、efore much better to influence the drafting process of new regulations than to try and get them changed once they have been implemented.12 2.4 Political risk and political change In UK, government will publish a green paper discussing a proposed change in the law, before issuing a white paper and pa

11、ssing a bill through parliament. The political risk in a decision is the risk that political factors will invalidate the strategy and perhaps severely damage the firm.13 2.5 International trade Potentially subject to a higher level of political risk 2.6 The European Union The European Union operates

12、 a single European market, allowing for the free movement of labour, goods and services, and free competitions. Harmonising technical standards, opening up areas such as telecommunications to competition, consumer protection, mutual recognition of professional qualifications and so on.14 2.7 Interna

13、tional trade liberalisation: the World Trade Organisation (WTO) The World Trade Organisation was set up to promote free trade and resolve disputes between trading partners. The theory of comparative advantage suggests that free trade is the best way to promote global economic growth and, by implicat

14、ion, domestic prosperity.153 Employment protection 3.1 Retirement Ban ageism Retirement ages for men and women are being equalised. 3.2 Resignation Exit interview Period of notice.16 3.3 Dismissal Statutory minimum period of notice A written statement of the reasons for dismissal 3.4 Wrongful dismis

15、sal The employer has dismissed an employee however they have breached the terms of the contract. It relates to the method of dismissal. 3.5 Unfair dismissal The employee has been dismissed for an arbitrary reason the onus is on the employer to prove that it was a fair dismissal. 3.6 Disciplinary pro

16、cedures.17 3.7 Redundancy Certain legal minima for compensation offered, based on age and length of service 3.7.1 Procedure for handling redundancies The impact of a redundancy programme can be reduced in several ways Retirement of staff over the normal retirement age Early retirement to staff appro

17、aching normal retirement age Restrictions on recruitment to reduce the workforce overtime by natural wastage Dismissal of part-time or short-term contract staff Offering retraining and / or redeployment within the organisation Seeking voluntary redundancies LIFO principle Provide benefits in excess

18、of the statutory minimum Provide advice and outplacement counseling 3.8 Equal opportunities.184 Data protection and security 4.1 Why is privacy an important issue? 4.2 The Data Protection Act 1998 Protects individuals about whom data is held. Both manual and computerised information must comply with

19、 the Act.19 4.3 Definition of terms used in the Act Personal data is information about a living individual. Data users are organisations or individuals who control personal data and the use of personal data. A data subject is an individual who is the subject of personal data.20 4.4 The data protecti

20、on principles To protect individual privacy To harmonise data protection legislation.21Data Protection Act 1998 principles data processed fairly and lawfully obtained for specified, lawful purposes adequate, relevant and not excessive accurate and up-to-date not kept for longer than necessary proces

21、sed in line with rights of data subjects appropriate measures taken against unauthorised use no transfer to countries where data protection rights not upheld.22 4.4.1 The rights of data subjects Seek compensation Put inaccurate data right or wiped off Obtain access to data Sue a data user.23Question

22、s The Data Protection Act enables organisations to indiscriminately（不加選擇地，任意地） utilise information held on all databases. True or false? A True B False Answer: B.245 Health and safety 5.1 Importance of maintaining health and safety at work An employer has legal obligations under UK and EU law Accide

23、nts and illness cost the employer money The companys image in the marketplace and society may suffer.25 5.2 Employers duties Safe work practices / environment Plant / machinery maintained Training: encourage safe working practices Communication of policies Risk assessments and controls Share informa

24、tion regarding hazards and risks Identify those most at risk Employ competent advisers.26 5.3 Employees duties Take reasonable care Allow employer to carry out duties Not interfere with machinery Inform employer of dangers Use all equipment properly.27 5.4 Accident and safety policies Accident are e

25、xpensive An employee can sue Reducing the frequency and severity of accidents Accident reporting systems Accident report form Statistical trends Follow-up Risk audit or sampling Reporting near-misses.28 5.5 Health and safety policy Statement of principles Detail of safety procedures Compliance with

26、the law Detailed instructions on how to use equipment Training requirements Senior managers must set a good example.29Questions Which of the following could be found as a feature of an organisational health and safety policy? A Employees medical assessments B Detailed instructions on how to use equi

27、pment C The company mission statement D An analysis of employee benefits in kind, including private health care Answer: B.30.31 Examples Slippery or uneven floors Frayed carpets Trailing electric leads, telephone cables and other wires Obstacles (boxes, files, books, open drawers) in gangways Standi

28、ng 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 Employer has a responsibility t

29、o conform with relevant Health and Safety legislation in providing a safe environment and training staff to be able to operate in the work environment safely Employee has a duty to take reasonable care, report any breaches of healthy and safety.326 Consumer protection 6.1 What is a contract? A contr

30、act is a legally binding agreement. This requires an offer made by one party, acceptance by the other party and, in England and Wales (but not Scotland), some consideration passing between them. They do not have to be written or spoken. Sell of Goods Act 1979.33 6.2 Sale of goods and services 6.2.1

31、Implied terms The effect of delay in performance Title, or the sellers right to sell the goods Description of the goods Quality of the goods Fitness of the goods for the purpose for which they are supplied Sale by sample.34 6.2.2 Time of performance Time is of the essence 6.2.3 Sellers title The sel

32、ler has a right to sell the goods, or will have, at the time of sale. 6.2.4 Example: Sellers title.35 6.2.5 Goods to correspond with contract description The description may be of ingredients, components, age, date of shipment, packing, quality etc. 6.2.6 Example: Sale by description Trade Descripti

33、on Act 1968.36 6.2.7 Satisfactory quality In the course of business, they should meet the standard that a reasonable person would regard as satisfactory, taking account of any description of the goods, the price and other relevant circumstances. Fitness for all the purposes for which goods of the ki

34、nd in question are commonly supplied. Appearance and finish Freedom from minor defects Safety Durability .37 6.2.8 Fitness of goods for a disclosed purpose The goods supplied to be reasonably fit for that purpose, in the course of business.387 Social and demographic trends 7.1 Population and the lab

35、our market Population affects an organisations supply of labour and hence its policies towards recruiting and managing human resources. Growing populations offer a larger labour market The changing age structure of the labour force Women are increasing their participation in the labour force.39 7.2

36、Implications for employers Establish the labour market the organisation is in (Who do we want to recruit?) Discover the organisations catchment areas (location of potential recruits) Discern the supply side trends in the catchment area labour force (how many school leavers are expected? What is the

37、rate of growth / decline of local population?) Examine education trends in the area Assess the demand from other employers for the skills you need Assess whether some of your demand can be satisfied by a supply from other sources.40 7.3 Family life cycle For marketing people 7.4 Social structures an

38、d class Members share common features, such as type of occupation, income level, education background and other variables. Some research has been able to relate consumption behaviour to class standing.41 7.5 Socio-economic position, income and wealth Social class for marketing or planning purposes s

39、hould be used with caution. Sometimes peoples lifestyle are a reflection of their economic condition in society, not the reason for their position. 7.6 Socio-economic status Comparing peoples income is a simple matter. But it is not enough.42 7.7 Buying patterns Demography and the class structure ar

40、e relevant in that they can be both behavioural determinants and inhibitors. Behavioural determinants encourage people to buy a product or service. Inhibitors are factors that make the person less likely to purchase something.43Questions Which of the following is NOT a factor when considering social

41、 class? A Educational attainment B Inherited wealth C Number of children D Status Answer: C.44 Buying behaviour is an important aspect of marketing. What is an inhibitor? A An individuals personality B A factor that makes a person less likely to purchase something C An individuals social class D An

42、individuals culture Answer: B.45 The family life cycle identifies the various stages through which houshoulds progress. Is this statement true or false? A True B False Answer: A.468 Cultural trends 8.1 Health and diet issues 8.2 Impact of health and diet on businesses Growing market for sports-relat

43、ed goods Employee health New foods A market for new sorts of convenience food Organic foods.47 8.3 Women in work Overt discrimination is where one group is treated less favourably than another. Indirect discrimination makes it harder for somebody of a particular group to fulfill requirement. Equal p

44、ay for equal work and for equal value.48 8.4 Environmentalism 8.5 The business response Green products Changed practices Limits Education and confusion Environmental impact assessments.49Questions Which of the following provides an example of indirect discrimination? A When one group is treated less

45、 favourably than another B When conditions are imposed, with which a substantial proportion cannot comply C When a person is penalised for giving information or taking action D The use of threatening, intimidarory, offensive or abusive language or behaviour Answer: B.509 The impact of technology on

46、organisations 9.1 Organisation structureNew structures throughDownsizingDelayeringOutsourcing.51 9.1.1 Span of control Ability of the manager Ability of the subordinates Nature of the task The geographical dispersal The availability of good quality information.52 9.1.2 Tall and flat organisations.53

47、 9.1.3 Organisation structure and information systems Related.54 9.2 Other effects of IT on organisations 9.2.1 Routine processing (quicker routine processing) 9.2.2 Digital information and record keeping (digital information easily sorted) 9.2.3 Employment issues (employee skills base changing) 9.2

48、.4 Technological change (continued change to keep up) 9.2.5 Customer service (customer service enhanced) 9.2.6 Information markets (information as a commodity) Information is a commodity which can be bought, sold or exchanged. 9.2.7 Developments in communications (Email, voicemail, video-conferencin

49、g).55 9.3 IT and the employee / employer relationship Reduced need to follow the chain-of-command Information overload Nature of work Close business relationships regardless of geographical location More flexible working arrangements Greater monitoring and control Delayering Downsizing.56 9.4 Homewo

50、rking and supervision Telecommuting 9.5 Outsourcing The contracting out of specified operation or services to an external vendor 9.5.1 Types of outsourcing Ad-hoc Project management Partial Total.57 9.5.2 The advantages and disadvantages of outsourcing Advantages Remove uncertainty about cost Long-t

51、erm contracts encourage planning for the future Economies of scale A specialist organisation is able to retain skills and knowledge New skills and knowledge become available Flexibility (contract permitting) .58 Disadvantages Information and its provision is an inherent part of the business, too imp

52、ortant to be contracted out Confidential information, risky No onus upon internal management to keep up with new developments or to suggest new ideas Locked in to an unsatisfactory contract Unawareness of the potential costs and benefits of IS/IT within the organisation.59Questions Which of the foll

53、owing is not likely to effect an organisations span of control? A Nature of the task B Age of the organisation C Ability of the managers D Availability of good quality information Answer: B.60 Business automation often results in the loss of jobs for members of middle management. This is known as: A

54、 Downsizing B Delayering C Outsourcing D Degrading Answer: B.61 What does the term information market refer to? A The transfer of information between networks and systems can be carried out B Systems are likely to be superseded by newer ones C Any user can share or exchange information D Information

55、 is a commodity which can be bought, sold or exchanged Answer: D.62 Which of the following is NOT a potential disadvantage of outsourcing? A An organisation may find itself locked in to an unsatisfactory contract B There is no onus upon internal management to keep up with new developments C Certain

56、functions may be too important to be contracted out D There is often a long-term contract where services are specified for a fixed price Answer: D.63 Which of the following provides an example of ad-hoc outsourcing? A Employing programmers on a short-term contract B Ongoing website management C A th

57、ird party owns or is responsible for equipment and staff D Contractual hardware maintenance Answer: A.6410 Environmental factors 10.1 Significance of environmental effects 10.2 Impact on environment of economic activities Environmental footprint is the impact that a businesss activities have upon th

58、e environment including its resource environment and pollution emissions. Depletion of natural resources Noise and aesthetic impacts Residual air and water emissions Long-term waste disposal Uncompensated health effects Change in the local quality of life.65 10.3 Impact on organisation of environmen

59、tal costs Direct or indirect environmental costs Waste management Remediation costs or expenses Compliance costs Permit fees Environmental training Environmentally driven research and development Environmentally related maintenance Legal costs and fines Environmental assurance bonds Environmental ce

60、rtification and labelling Natural resource inputs Record keeping and reporting.66 Contingent or intangible environmental costs Uncertain future remediation or compensation costs Risk posed by future regulatory changes Product quality Employee health and safety Environmental knowledge assets Sustaina