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ACCA F1 ACCOUNTANT IACCA F1 ACCOUNTANT IACCA F1 ACCOUNTANT IACCA F1 ACCOUNTANT IN BUSINESSN BUSINESSN BUSINESSN BUSINESS

Authors Chapter Reference Main points

Buchanan & huczynski The business organization Definition of

organizationHandy shamrock Organizational structure Workforce flexibility Interface, core &

suppliers

Handys Organizational culture Definition of culture

Schein Organizational culture Defining culture Artifact, Espoused value,

Basic assumption &

values

Handy Organizational culture Types of culture Power, role, task &

person culture

Hofsede Organizational culture Cultural dimension Individualism vs

collectivism, uncertainity

avoidance, powerdistance index,

masculinity vs feminity,

long term orientation

Taylor Leadership,Management &

supervision

Theories of

management

The classical of school

(one best way)

Fayol Leadership,Management &

supervision

5 broad areas of

management

Forecasting & planning,

organization, command,

co-ordination & control

Mayo Leadership,Management &

supervision

The human relations

school

Social group

Modern writers Leadership,Management &

supervision

Contribution on

management

Contingency approach,

behaviourism, systems

theory

Drucker Leadership,Management &

supervision

5 basic operation in

the work of the

Manager

Set objectives, organize,

motivate &

communicate, establish

yardstick, Develop

people

Mintzberg Leadership,Management &

supervision

10 skills (interpersonal,

informational,

decisional)

(Interpersonal-

figurehead,leader,

liaison)(informational

Monitor, disseminator,

spokesperson)(decisional

Entrepreneur,

Disturbance handler,

resource allocator,

negotiator)

Fayol Leadership,Management &

supervision

Managerial authority Line, staff & functional

authority

John French & Bertram

raven

Leadership,Management &

supervision

5 source of power Reward, Coercive,

Expert, Referent &

legitimate

Adair Leadership,Management &

supervision

The action-centred

approach

Group need, task need,

individual needs

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Fiedler Leadership,Management &

supervision

The contingency

approach

Psychologically distant

managers (PDMS) &

psychologically close

managers (PCMS)

Bennis Leadership,Management &supervision

Distinguish b/wleadership & managers

Transactional leadership& transformational

leadersship

Kotter Leadership,Management &

supervision

Managing change Changes approach pg 68

Heifetz Leadership,Management &

supervision

Leadership to mobilize Technical change &

adaptive change

Blake & mouton Leadership,Management &

supervision

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

Ashtrige Leadership,Management &

supervision

Management Style Tells (autocratic), Sells

(persuasive), Consults

(participative),

Joins(democratic)

Belbin Team formation,

development &

management

Manager building a

team

Leader, shaper, plant,

monitor evaluator,

resource investigator,

the company worker, the

team worker, the

finisher, the expertTuckman Team formation,

development &

management

Stage of group

development

Forming, storming,

norming, performing &

dorming

Maslow Motivating individuals &

groups

Maslows hierarchy

needs

Basic or physiological

needs, safety or security,

social needs, ego needs,

self - fulfillment

Herzberg Team formation,

development &

management

2 factors theory of

motivation

Hygiene factor &

motivator

McGregors theory X/Y Team formation,development &

management

2 opposite sets ofassumptions

Theory x assumption &theory Y assumptions

Vroom Team formation,

development &

management

Expectancy model Force = valence X

Expectancy

Michael porter Competitive Factor Competitive

Advantage

Choice one( cost

leadership Vs

differentiation) OR Chice

two (Degree of Focus)

Mendelows Stakeholder Power interest

matrix

Level of interest

(upward), level of power(left side)

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Alec Rodger Recruitment & selection,

managing diversity & equal

opportunity

Person Specification 7 POINTS

S-special aptitudes

C-circumstances

I-interest

P-physical makeup

D-dispositionA-attainments

G-general intelligence

Fraser Recruitment & selection,

managing diversity & equal

opportunity

Person specification 5 point

F-flexibility &

adjustment

I-impact on other people

R-required qualifications

M-motivation

I-innate abilities

Beer et al Review & appraisal of

individual performance

4 criteria for assessing

performance

High commitment, high

competence, costeffectiveness, higher

congruence

J Lockett Review & appraisal of

individual performance

Appraisal barrier Appraisal as

confrontation,

judgement, chat,

bureaucracy, annual

event, unfinished

business

David Kolb Training, Developing &

learning

Kolbs experiential

learning theory

Accommodative (doing,

feeling)

Convergent ( doing,thinking)

Assimilative ( thinking,

watching)

Divergent ( watching,

feeling)

Honey & Mumford Training, Developing &

learning

Learning Style Activist (dynamic

learner)

Reflector (imaginative

learner)

Theorist (analystic

learner)Pragmatist

(commonsense learner)