ACCA F1 ACCOUNTANT IN IN BUSINESS

Authors Buchanan & huczynski Handy shamrock Handys Schein Chapter The business organization Organizational structure Organizational culture Organizational culture Reference Definition of organization Workforce flexibility Definition of culture Defining culture Main points

Interface, core & suppliers Artifact, Espoused value, Basic assumption & values Power, role, task & person culture Individualism vs collectivism, uncertainity avoidance, power distance index, masculinity vs feminity, long term orientation The classical of school (one best way) Forecasting & planning, organization, command, co-ordination & control Social group

Handy Hofsede

Organizational culture Organizational culture

Types of culture Cultural dimension

Taylor Fayol

Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision

Theories of management 5 broad areas of management The human relations school Contribution on management

Mayo Modern writers

Drucker

Mintzberg

Leadership,Management & supervision

Fayol John French & Bertram raven Adair

Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision

Contingency approach, behaviourism, systems theory 5 basic operation in Set objectives, organize, the work of the motivate & Manager communicate, establish yardstick, Develop people 10 skills (interpersonal, (Interpersonalinformational, figurehead,leader, decisional) liaison)(informational Monitor, disseminator, spokesperson)(decisional Entrepreneur, Disturbance handler, resource allocator, negotiator) Managerial authority Line, staff & functional authority 5 source of power Reward, Coercive, Expert, Referent & legitimate The action-centred Group need, task need, approach individual needs

Fiedler

Leadership,Management & supervision

The contingency approach

Bennis

Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision

Distinguish b/w leadership & managers Managing change Leadership to mobilize

Kotter Heifetz Blake & mouton

Psychologically distant managers (PDMS) & psychologically close managers (PCMS) Transactional leadership & transformational leadersship Changes approach pg 68

Ashtrige

Leadership,Management & supervision

Belbin

Team formation, development & management

Tuckman

Maslow

Team formation, development & management Motivating individuals & groups

Herzberg

McGregors theory X/Y

Vroom

Michael porter

Team formation, development & management Team formation, development & management Team formation, development & management Competitive Factor

Technical change & adaptive change Leadership style (GRID) 1.1 management improvised, 1.9 Country club, 5.5 middle of the road, 9.1 Task management, 9.9 Team management Management Style Tells (autocratic), Sells (persuasive), Consults (participative), Joins(democratic) Manager building a Leader, shaper, plant, team monitor evaluator, resource investigator, the company worker, the team worker, the finisher, the expert Stage of group Forming, storming, development norming, performing & dorming Maslows hierarchy Basic or physiological needs needs, safety or security, social needs, ego needs, self - fulfillment 2 factors theory of Hygiene factor & motivation motivator 2 opposite sets of assumptions Expectancy model Theory x assumption & theory Y assumptions Force = valence X Expectancy Choice one( cost leadership Vs differentiation) OR Chice two (Degree of Focus) Level of interest (upward), level of power (left side)

Competitive Advantage

Mendelows

Stakeholder

Power interest matrix

Alec Rodger

Recruitment & selection, managing diversity & equal opportunity

Person Specification

Fraser

Recruitment & selection, managing diversity & equal opportunity

Person specification

Beer et al

Review & appraisal of individual performance

4 criteria for assessing performance

J Lockett

Review & appraisal of individual performance

Appraisal barrier

David Kolb

Training, Developing & learning

Kolbs experiential learning theory

Honey & Mumford

Training, Developing & learning

Learning Style

7 POINTS S-special aptitudes C-circumstances I-interest P-physical makeup D-disposition A-attainments G-general intelligence 5 point F-flexibility & adjustment I-impact on other people R-required qualifications M-motivation I-innate abilities High commitment, high competence, cost effectiveness, higher congruence Appraisal as confrontation, judgement, chat, bureaucracy, annual event, unfinished business Accommodative (doing, feeling) Convergent ( doing, thinking) Assimilative ( thinking, watching) Divergent ( watching, feeling) Activist (dynamic learner) Reflector (imaginative learner) Theorist (analystic learner) Pragmatist (commonsense learner)