By David Harris
CIMA Revision Cards are the single fabrics written and recommended by means of CIMA. they supply succinct yet whole assurance of all of the significant issues of the hot CIMA 2005 syllabus. The pocket-sized, spiral-bound layout allows them to be carried round simply, making them worthy assets anyplace you're.
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Additional info for CIMA Revision Cards: Integrated Management
Think about the impact of these issues on the organisation 36 ————————————————————————————————————————— ––––––––––––––––––––––––––––––––––– Contemporary Thinking on Strategy Impact of flexibility on employment Shamrock organisation (Handy) KKKKKK KKK New patterns of employment Contract-based flexibility Time-based flexibility Job-based flexibility Skill-based flexibility Organisation-based flexibility Pay-based flexibility KKK Flexible time arrangements Flexible working hours Compressed hours Job sharing Core (indispensable people) Interface (flexible labour force) Suppliers (outsourced key services) Study tip Handy’s shamrock structure is just one example of how a flexible organisation might work; you should think of examples where this type of structure would be appropriate 37 ————————————————————————————————————————— Contemporary Thinking on Strategy KKKKK Competition – the five forces model Rivalry Bargaining power of suppliers Bargaining power of buyers/customers Threat of new entrants Threat of substitutes Study tip You need to be able to draw the diagram, explain the forces, and apply the framework to industries described in question scenarios KKKKKKK Barriers to entry Economies of scale Product differentiation Capital requirements Switching costs Access to distribution channels Cost advantages independent of scale Government policy 38 ————————————————————————————————————————— ––––––––––––––––––––––––––––––––––– Contemporary Thinking on Strategy Rivalry Bargaining power of suppliers KKKKKK KK The five forces Few suppliers Differentiated supply Threat of new entrants KK Number of rivals Industry growth rate Fixed costs Differentiation or switching costs Strategic stakes Exit barriers High impact of new entrants Forces maintenance of barriers to entry Bargaining power of buyers/customers A substitute fulfils the same purpose or satisfies the same needs, but originates in: A different industry A different state of technology KK K KKKKK Threat of substitutes Few buyers Undifferentiated products Low buyer profits Alternatives available Low switching costs 39 ————————————————————————————————————————— Contemporary Thinking on Strategy An ecological perspective KKKKKK Areas to be monitored Social responsibility Production Environmental auditing Ecological approach Quality Accounting Economic Definition Social responsibility – taking more than just the immediate interests of the shareholders into account when making a business decision KKKKKK Issues Pollution Safety Discrimination Renewable resources Social desirability Bio-degradable products and packaging 40 ————————————————————————————————————————— ––––––––––––––––––––––––––––––––––– Contemporary Thinking on Strategy An ecological perspective Additional costs Reduced revenues Diversion of shareholder funds Waste of management time Benefits of social responsibility KKKKK KKKK Conflicts between social responsibility and shareholder wealth Become a sustainable enterprise Attract socially-conscious investors Attract socially-conscious customers Improve relations with government and regulators Reduced stress and improved morale 41 ————————————————————————————————————————— Contemporary Thinking on Strategy Ethics Ethics – issues of moral rightness and wrongness of decisions and actions Ethical issues KKKKKK Definition Advertising Pay and working conditions Exploitation of countries or peoples Product effects Oppressive governments Closures and redundancies 42 ————————————————————————————————————————— Projects Topics Key study system questions 6 Iterative approach .