考前沖刺串講提分專場一

TheAPMsyllabushasfiveTheAPMsyllabushasfivecapabilitieswhichcanbesummarisedasUsestrategicplanningandcontrolAssesstheimpactofriskandIdentifyandevaluatedesignfeaturesofperformancemanagementApplyappropriatestrategicperformancemeasurementAdviseclientsonstrategicbusinessperformanceevaluationEmployabilityandtechnologyskillsMostofthesewillfeaturetosomeextentineveryexam3HOWTOAPPROACHTHEAPMEXAMA：戰(zhàn)略規(guī)劃與控A：戰(zhàn)略規(guī)劃與控thechangingroleofmanagementaccountants被移除，也就是說同學已經(jīng)不用再復習BurnsandScapens關于會計角新大綱要求在考慮環(huán)境、社會、政府治理等因素對于組織戰(zhàn)略計劃和控制影響時，可能會涉及到對sustainability可持續(xù)發(fā)展的討論。同學還需要注意到input-outflowanalysis在環(huán)境新考綱明確指出考生需要了解管理風格例如Hopwood’smanagementstyles與績效考核系統(tǒng)的關系。E：新增大綱F部分主要為CBE機考操作所需基本技能，不涉及學術(shù)知識內(nèi)容，考生可參考高頓或者ACCAAPM機考操作2021年9考綱修改歸納455Three-hour15minutesexaminationThree-hour15minutesexaminationSectionA:50-markcasestudyüFocusonarangeofissuesfromacrosssyllabussectionsA,CandDü4professionalmarksSectionB:two25-marküOnewillcomemainlyfromsyllabussectionüTheothercancomefromanyothersyllabus???6考試方式7(A)STRATEGIC7(A)STRATEGICPLANNINGANDCONTROLStrategicStrategicmanagementaccountingPerformancemanagementandcontroloftheChangesinbusinessstructureandmanagementaccountingOtherenvironmentalandethicalissues8STRATEGICPLANNINGANDCONTROL91.STRATEGIC91.STRATEGICMANAGEMENTACCOUNTINGPerformancemanagementconcernsthePerformancemanagementconcernsthemanagementofanorganisationtoensurethatitmeetsitsobjectives.Itincludes:?????SettingPlanninghowtoachievetheSettingtargets,andmeasuringperformanceagainstthetargets.Managingandmotivatingstaff.Changingbusinessprocessestoeliminatenon-valueaddedactivitiesandtofocusonprovidingcustomerswithwhattheywant.Managingtheriskthatorganisations?PERFORMANCEMANAGEMENT?Strategic–involvedinsettinggoalsandobjectivesforthe?Strategic–involvedinsettinggoalsandobjectivesfortheThismeansensuringresourcesareobtainedandusedeffectivelyandefficientlyinaccomplishingtheobjectivesoftheorganisation.Operationalmanagement–ensuringthatday-to-daytasksarecarriedout.??PLANNINGANDCONTROLATDIFFERENTLEVELS?Theprovisionofinformation?Theprovisionofinformationtosupportstrategicplanninganddecisionmakinginorganisations;TheprovisionofinformationthatisexternalaswellasTheuseofnon-financialaswellasfinancialTheprovisionofinformationtosupportthecompetitiveadvantagesofanorganisation.???STRATEGICPERFORMANCEMANAGEMENTMotivatingmanagersandemployeestoworktoachievethePOTENTIALDIFFICULTIES:KPIS&OBJECTIVESSWOTANALYSISBOSTONCONSULTINGGROUPMATRIXTakingAccountofTakingAccountoftheWhencomparingtheperformanceoftwoormoreorganisationsthatoperateindifferentmarketsorcountries,asimplecomparisonmaynotbevalid.Instead,accountneedstobetakenofthefactorsthataredifferentinthetwoenvironments,asthesewillclearlyinfluencetherelativeperformanceofthetwoorganisations.PEST?Political?Social?PESTPORTER’S5FORCESKeyPerformanceWhenconductingKeyPerformanceWhenconductinga5forcesassessmentanorganisationwillneedtoHowtomeasurethestrengthoftheforcesandhowreliablethosemeasurementsare;Howtomanagetheforcesidentifiedtomitigatetheirinfluenceonorganisation’sfutureperformance;Whatperformancemeasuresarerequiredtomonitortheforces.Clearlythere???PORTER’S5FORCESUseinPerformanceUseinPerformanceThe5forcesmodelwasprimarilydesignedasastrategytooltohelpbusinessesidentifystrategicoptions.Itcanalsobeusedasaperformancemanagementtooltoassistinmanagingfactorsrelatingtotheenvironment.Theadvantagesanddisadvantagesofusingthe5forcesmodelforperformancemanagementareasfollows:üItfocusestheattentionofmanagersontheexternalenvironmentsotheyareawareofchangesandcanplanhowtheorganisationwillreacttothem.üThemodelhasaverylogicalstructurefocusingonfiveareasofperformancevTheforceschangeovertime.Forexample,barrierstoentryshouldbeseenastemporaryratherthanpermanentbecausepotentialcompetitorsmayfindwaysaroundthebarriers.vThemodelmaygiveafalsesenseofsecuritytomanagers,whichleadsthemtobelievethattheyhaveperfectknowledgeoftheexternalenvironment.Thisisunlikelytobethecase.PORTER’S5FORCES?Costleadership?Costleadership–beingthelowestcost?Differentiationorbranding–makingaproductdifferentfrom?Marketfocus(niche)–specialisinginaparticularareaofthePORTER'SGENERICSTRATEGIESStakeholder–aStakeholder–aperson,orgroupofpeoplewhohaveaninterestinoraresomehowaffectedbyanorganisation.STAKEHOLDERSIndustryCompetitiveNon-competitiveIndustryCompetitiveNon-competitivebenchmarking:inthesameindustrybutnotconsideredtobeaInternalBest-in-ClassBenchmarking(Process???BENCHMARKINGPlanningandorganisation(e.g.Planningandorganisation(e.g.settingupasteeringgroupandsettingoutaimsandobjectives)IdentifyingkeyinternalprocessesforüPractices–stepsinaüMetrics–measuresoftimesandoutcomes(e.g.cost,quality,speed,Researchingpotentialpartners(thoseperceivedtobethebest).Collectinginformationandinvestigatingmetricsforcomparison.Makingagreementsanddevelopingplansforexchangevisits.FormulatingacommonprogramforinternaldatacollectionanditspresentationandSEVENSTAGESINABENCHMARKINGPOJECBenchmarkingteamsvisitingBenchmarkingteamsvisitingsitestocollectdataandensureAnalysingdataanddevelopingplansforSEVENSTAGESINABENCHMARKINGPOJECBenchmarkingshouldleadtoimprovementsinperformancebecause:üItBenchmarkingshouldleadtoimprovementsinperformancebecause:üItprovidestheopportunitytolearnfromotherorganisations'practices.Potentialproblemswithvfixation"wheretakeactiontoimprovemetricswithoutimprovingthereportedtheüWhereagapisthisprovideanv"unnelvision"whereorganisationsfocusonlyonthemetricsattheexpenseofotherimportanttargetsthatarenotBENCHMARKING:EFFECTONPERFORMANCE2.PERFORMANCE2.PERFORMANCEHIERARCHYPERFORMANCEHIERARCHYOperationsaretheOperationsaretheday-to-dayactivitiesoftheOneofthebiggestchallengesofperformancemanagementistoensurethatoperationsareworkingtowardsthestrategyoftheorganisation–inotherwords,theperformanceofoperationsmustsupportthecorporateobjectives.??OPERATIONALPERFORMANCETherearefivemainTherearefivemainoperationalperformanceobjectiveswhichsupportcorporate?????QualityofproductVariationincostsFlexibilityinoperationsDependabilityofoperationalOPERATIONALPERFORMANCE?Settingthemissionisa?Settingthemissionisaplanning?Asfarascorporateobjectivesareconcerned,planningcontrolarelikelytobeequally?Attheoperationallevel,unitobjectivesareRELATIVEIMPORTANCEOFPLANNINGANDCONTROLLINGACTIVITIESAnalternativeapproachtoidentifyingAnalternativeapproachtoidentifyingtheobjectivesoftheorganisationistousecriticalsuccessfactors.CSFsarethoseareasonwhichanorganisationmustgetrightifitistoachieveitsExamplesofCSFsidentifiedascommontoorganisationsinparticular?Carmanufacturing–styling,anefficientdealernetworkorganisation,tightcontrolofmanagementcosts.Foodprocessing–newproducts,gooddistributionchannels,effectiveLifeinsurance–innovativenewpoliciesandproducts.Supermarkets–productmixandavailability.???CRITICALSUCCESSFACTOR(CSF)ForeachCSF,ForeachCSF,managementshouldidentifyakeyperformanceindicator(KPI)whichmeasureshowwelltheorganisationisperforminginrelationtothatfactor.CRITICALSUCCESSFACTOR(CSF)3.PERFORMANCEMANAGEMENT3.PERFORMANCEMANAGEMENTANDCONTROLOFTHEORGANISATIONTop-down(authoritative)Top-down(authoritative)haslessofachanceofacceptancebythoseonwhomthebudgetisimposed.Thisapproachhastheadvantageofensuringconsistencyacrossfunctionalareas.ItisalsoBottom-up(participative)vBottom-up(participative)budgetingischaracterizedbygeneralguidancefromthehighestlevelsofmanagement,followedbyextensiveinputfrommiddleandloweragreaterchanceofacceptance.PARTICIPATIONINBUDGETPROCESSEnsuresconsistencyacrossallfunctionalareasIsfarlessEnsuresconsistencyacrossallfunctionalareasIsfarlesscomplexandtime-consumingthancoordinatinginputAnimposedbudgetismuchlesslikelytoEncouragesemployeestohaveaoftheprocess,resultinginacceptanceof,andcommitmentto,objectivesexpressedinthebudget.EnablesemployeestorelateperformancetorewardsorProvidesabroaderinformationbase(middle-andlower-levelinformedaboutoperationalrealitiesthanseniorHighercostsintimeandQualityofparticipationisvalues,beliefs,andexpectationsofthosePARTICIPATIONINBUDGETPROCESSIncrementalbudgeting.Startswiththeprioryear’sbudgetandproducesincrementsintothefuturebasedontheprioryear’sresultsandcomingyear’sexpectations.Zero-basedbudgeting.StartingeachnewbudgetingcyclefromscratchasthoughthebudgetsarepreparedforIncrementalbudgeting.Startswiththeprioryear’sbudgetandproducesincrementsintothefuturebasedontheprioryear’sresultsandcomingyear’sexpectations.Zero-basedbudgeting.Startingeachnewbudgetingcyclefromscratchasthoughthebudgetsarepreparedforthefirsttime.Activity-basedbudgeting.FocusesonclassifyingcostsbasedonactivitiesratherthanbasedondepartmentsorproductsRollingbudgeting.Allowsthebudgettobecontinuallyupdatedbyremovinginformationfortheperiodjustended(e.g.,Marchofthisyear)andaddingestimateddataforthesameperiodnextyear(e.g.Marchofnextyear)Flexiblebudgeting.Servingasacontrolmechanismthatevaluatestheperformanceofmanagersbycomparingactualrevenueandexpensestothebudgetedamountfortheactualactivities(andnotthebudgetedactivities)?????Thesebudgetingsystemsarenotmutuallyexclusive;acompanycanchoosetoadoptseveralofthemBUDGETMETHODOLOGIESIncrementalbudgetingisthetraditionalbudgetingIncrementalbudgetingisthetraditionalbudgetingmethodwherebythebudgetispreparedbytakingthecurrentperiod'sbudgetoractualperformanceasabase,withincrementalamountsthenbeingaddedforthenewbudgetperiod.Theseincrementalamountswillincludeadjustmentsforthingssuchasinflation,orplannedincreasesinsalespricesandcosts.Itisacommonmisapprehensionofstudentsthatoneofthebiggestdisadvantagesofincrementalbudgetingisthatitdoesn'tallowforinflation.Ofcourse,itdoes;bydefinition,an'increment'isanincreaseofsomekind.Thecurrentyear'sbudgetoractualperformanceisastartingpointonly.Itisamethodofbudgetinginwhichnextyear'sbudgetispreparedbyusingthecurrentyear'sactualresultsasastartingpoint,andmakingadjustmentsforexpectedinflation,salesgrowthordeclineandotherknownchanges.??INCREMENTALBUDGETINGBenefitsofincrementalBenefitsofincrementalItiseasytoprepareandisthereforequick.Sinceitiseasytoprepare,itisalsoeasilyallocatedtomorejuniormembersofAswellasbeingeasytoprepare,itiseasytoPreventsconflictbetweendepartmentalmanagerssinceaconsistentapproachisadoptedthroughouttheTheimpactofchangecanbeseenThereisnoincentivefordepartmentalmanagerstotryandreducecostsandinfact,theymayendupspendingmoneyjustforthesakeofit,knowingthatiftheydon'tspenditthisyear;theywon'tbeallocatedthecashnextyear,sincetheywillbedeemednottoneedit.Performancetargetsareoftenunchallenging,sincetheyarelargelybasedonpastperformancewithsomekindoftokenincrease.Therefore,managersarenotencouragedtochallengethemselvesandinefficienciesfrompreviousperiodsarecarriedforwardintofutureperiods.INCREMENTALBUDGETINGZerobasedbudgetingprocessstartsZerobasedbudgetingprocessstartsfromabaseofzero,withnoreferencebeingmadetothepriorperiod'sbudgetoractualperformance.Allofthebudgetheadings,therefore,literallystartwithabalanceofzero,ratherthanunderincrementalbudgeting,whentheyallstartwithabalanceatleastequaltolastyear'sbudgetorspend.Everydepartmentfunctionisthenreviewedcomprehensively,withallexpenditurerequiringapproval,ratherthanjusttheincrementalexpenditurerequiringapproval.Zero-basedbudgetingtriestoachieveanoptimalallocationofresourcestothepartsoftheintheirdepartmentastheyknowthat,untiltheydothis,thebudgetfortheirdepartmentisstops(asdoestheiremploymentwithintheorganisation,atthispoint,presumably).Inthisway,allunjustifiableexpendituretheoreticallyceases.??ZEROBASEDBUDGETING?Activitiesareidentifiedbymanagers.Managersarethenforcedtoconsiderdifferentwaysofperformingtheactivities.Theseactivitiesarethendescribedinwhatiscalleda'decisionpackage',?Activitiesareidentifiedbymanagers.Managersarethenforcedtoconsiderdifferentwaysofperformingtheactivities.Theseactivitiesarethendescribedinwhatiscalleda'decisionpackage',which:üstatesitspurposeüidentifiesalternativemethodsofachievingthesameüestablishesperformancemeasuresfortheüassessestheconsequenceofnotperformingtheactivityatallorofperformingitatdifferentAsregardsthislastpoint,thedecisionpackagemaybepreparedatthebaselevel,representingtheminimumlevelofserviceorsupportneededtoachievetheorganisation'sobjectives.Furtherincrementalpackagesmaythenbepreparedtoreflectahigherlevelofserviceorsupport.?STAGESINIMPLEMENTINGZEROBASEDBUDGETINGManagementwillthenrankallthepackagesintheorderofdecreasingbenefitstotheorganisation.ThiswillhelpmanagementManagementwillthenrankallthepackagesintheorderofdecreasingbenefitstotheorganisation.Thiswillhelpmanagementdecidewhattospendandwheretospendit.Thisrankingofthedecisionpackageshappensatnumerouslevelsoftheorganisation.?TheresourcesarethenallocatedbasedonorderofpriorityuptothespendingSTAGESINIMPLEMENTINGZEROBASEDBUDGETINGThebenefitsofZBBaresubstantial.ThebenefitsofZBBaresubstantial.Theywouldhavetobeotherwisenoorganisationwouldevergotothelengthsdetailedaboveinordertoimplementit.Thesebenefitsaresetoutbelow:?SinceZBBdoesnotassumethatlastyear'sallocationofresourcesisnecessarilyappropriateforthecurrentyear,alloftheactivitiesoftheorganisationarere-evaluatedannuallyfromazerobase.Mostimportantlytherefore,developedinthefirstplace.?Byitsnature,itencouragesabottom-upapproachtobudgetinginorderforZBBtobeshouldencouragemotivationofemployees.Itchallengesthestatusquoandencouragesaquestioningattitudeamongmanagers.Overall,itshouldresultinamoreefficientallocationofusedinpractice.???BENEFITSOFZBB?Departmentalmanagersmaynothave?Departmentalmanagersmaynothavethenecessaryskillstoconstructdecisionpackages.Theywillneedtrainingforthis,andtrainingtakestimeandmoney.Inalargeorganisation,thenumberofactivitieswillbesolargethattheamountofpaperworkgeneratedfromZBBwillbeunmanageable.Rankingthepackagescanbedifficult,sincemanyactivitiescannotbecomparedonthebasisofpurelyquantitativemeasures.Qualitativefactorsneedtobeincorporatedbutthisisdifficult.Toplevelmanagementmaynothavethetimeorknowledgetorankwhatcouldbethousandsofpackages.Theprocessofidentifyingdecisionpackagesanddeterminingtheirpurpose,costsandbenefitsismassivelytimeconsumingandcostly.Sincedecisionsaremadeatbudgettime,managersmayfeelunabletoreacttochangesthatoccurduringtheTheorganisation'smanagementinformationsystemsmightbeunabletoprovidethenecessarySinceZBBrequiresallcoststobejustified,itwouldseeminappropriatetouseitfortheentirebudgetingprocessinacommercialorganisation.??????DRAWBACKSOFZBB?Activitybasedbudgeting?Activitybasedbudgeting(ABB)ismerelytheuseofactivity-basedcostingmethodsasabasisforpreparingbudgets.Activitybasedbudgetingdiffersfromtraditionalbudgetinginthewaythatbudgetsarepreparedforoverheadcosts.Overheadcostsarebudgetedonthebasisofactivities,ratherthanonadepartmental?ACTIVITYBASEDBUDGETINGWithABB,budgetingfordirectcostsWithABB,budgetingfordirectcosts(directmaterials,directlabour)isnodifferentfrom‘traditional’budgeting.Theonlydifferenceistheapproachtobudgetingforoverheadcosts.ABBisthereforebasedonthefollowingItisactivitieswhichdrivecostsandtheaimistoplanandcontrolthecauses(drivers)ofthanthecoststhemselves,withtheresultthatinthelong-termcostswillbebettermanagedandbetterNotallactivitiesaddvalue,soactivitiesmustbeexaminedandsplitupaccordingtotheirabilitytoaddMostdepartmentalactivitiesaredrivenbydemandsanddecisionsbeyondtheimmediatecontrolofthemanagerresponsibleforthedepartment'sbudget.TraditionalfinancialmeasuresofperformanceareunabletofulfiltheobjectiveofcontinuousAdditionalmeasureswhichfocusondriversofcosts,thequalityofactivitiesundertaken,theresponsivenesstochange,andsoonareneeded.PRINCIPLESOFABBDifferentactivitylevelswillDifferentactivitylevelswillprovideafoundationforthe'base'packageandincrementalpackagesofABBItwillensurethattheorganisation'soverallstrategyandanyactualorlikelychangesinthatstrategywillbetakenintoaccount,becauseitattemptstomanagethebusinessasthesumofitsinterrelatedparts.Criticalsuccessfactorswillbeidentified,andperformancemeasuresdevisedwhichabusinessmustperformwellifitistosucceed.)Becauseconcentrationisfocusedonthewholeofanactivity,notjustitsseparateparts,thereismorelikelihoodofgettingitrightfirsttime.BENEFITSOFABBRollingbudgets(alsocalledcontinuousbudgets)arebudgetswhicharecontinuouslyupdatedthroughoutaRollingbudgets(alsocalledcontinuousbudgets)arebudgetswhicharecontinuouslyupdatedthroughoutafinancialyear,byaddingafurtherperiod(sayamonthjustended.aremovingthecorrespondingperiodthatROLLINGBUDGETSTheadvantagesofrollingTheadvantagesofrolling???ReducetheelementofuncertaintyProducebudgetswhichareuptodatePlanningandcontrolwillbebasedonarecentplanwhichislikelytobefarrealisticthanafixedannualbudgetmademanymonthsRealisticbudgetsarelikelytohaveabettermotivationalinfluenceon?ThedisadvantagesofrollingTheamountoftimemanagersmustconstantlyspendonbudgetROLLINGBUDGETSFIXEDVSFIXEDVSFLEXIBLEVSFLEXEDBUDGETSMATERIALCOSTMATERIALCOSTVARIANCELABOURCOSTLABOURCOSTVARIANCEMARKETSIZE&MARKETSIZE&MARKETSHAREVARIANCE4.CHANGES4.CHANGESINBUSINESSSTRUCTUREANDMANAGEMENTACCOUNTINGThisistheThisisthetraditionalstructureofabusiness.Departmentsaredefinedbytheirfunction(sales,finance,production,etc).FUNCTIONALFORMImplicationsforPerformanceThereisaneedforcoordinationofallthedepartments.ThiscoordinatingroleImplicationsforPerformanceThereisaneedforcoordinationofallthedepartments.Thiscoordinatingrolewouldbeperformedbythedirectors.Thedirectorsarelikelytohaveadetailedoperationalroleratherthanahigh-levelstrategicrole.Theywillthereforerequiredetailedinformationfromthelevelsbelow.Budgetsandmanagementaccountsarelikelytobebasedaroundthestructure,andsoreinforcethestructure.Eachdepartmentwillhaveitsownbudget.ItmaybedifficulttoseewhereprofitsorlossesareItisunlikelythatapproachessuchasactivity–basedcosting,wherebyoverheadcostsareincludedinproductcosts,wouldbeused.?????FUNCTIONALFORMDivisionsarecreatedwherebythedivisionalmanagershaveautonomytoruntheirDivisionsarecreatedwherebythedivisionalmanagershaveautonomytoruntheirbusinessareaastheywish.Divisionsmaybebasedongeographicalareasoralongbusiness/productTypicallyeachdivisionisorganisedalongfunctionalEach"division"maybeaseparatelegalentity,ownedbytheDIVISIONALISEDFORMImplicationsforPerformanceImplicationsforPerformanceDivisionalmanagersarelikelytobegivenalargeamountofautonomy.Theheadofficewouldnotbeinvolvedinoperationalmattersandsowouldonlyrequirehigh-levelinformation,suchasreturnoninvestmentofthedivision.Thechallengefortheheadofficeistoensurethatthedivisionaldirectorsaremanagingtheirdivisionsinsuchawaythattheycontributetoachievingthegoalsoftheorganisationasawhole.Divisionalmanagersdorequiredetailedinformationtoenablethemtomanagetheirdivision.Thesemanagersarelikelytodefineforthemselveswhatmanagementinformationtheywant.A"beyondbudgeting"approachcouldbetakenbysuchdivisionalmanagers.DIVISIONALISEDFORMAnetworkorganisationisacollectionofautonomousbusinessunitswhicharecoordinatedcentrallytobehaveasasinglelargerorganisation:?InternalnetworksareorganisationsthatseetheirunitsasseparatecostAnetworkorganisationisacollectionofautonomousbusinessunitswhicharecoordinatedcentrallytobehaveasasinglelargerorganisation:?Internalnetworksareorganisationsthatseetheirunitsasseparatecostcentresandencouragethecostcentrestoselloutsidetheorganisationaswellasinside.Corporateheadquartersactsasabroker.Therationaleisthatifunitshavetoworkwithpricessetbythemarket,theywillbemoreefficient.?Astablenetworkisanorganisationthatoutsourcesmuchofits?DynamicnetworksoutsourceevenmoreAmajorityoffunctionsofthebusinesswillbeoutsourcedincludingcorebusinessactivities,withtheheadofficeactingasacoordinator.NETWORKORGANISATIONImplicationsforPerformanceImplicationsforPerformanceTheuseofoutsourcingmeansthatmanagementofthenetworkorganisationdoesnotneedtobecomeinvolvedindetailedmanagementoftheactivitiesthathavebeenoutsourced.Performancemanagementislikelytofocusonwhetherornotthepartnersareprovidingtheappropriatelevelofqualityattheappropriateprice.Theorganisationmayalsobeinterestedinensuringthatitssupplierscomplywiththeorganisation'sethicalstandards.NETWORKORGANISATION?Moreemphasisonqualityofservice.However,qualityofserviceishardertomeasure,duetosimultaneity?Moreemphasisonqualityofservice.However,qualityofserviceishardertomeasure,duetosimultaneityandheterogeneity.Becauseofintangibility,itwillbenecessarytoidentifyseveralmeasuresofAhigherportionofthecostofaservicemaybeoverheads,whichmeansactivity-basedapproachestocostingmaybemoreappropriate.MorecontactwithBecauseofperishability,theorganisationneedstostrikethecorrectbalancebetweenhavingsufficientresourcestomeetpeakdemandandbeingoverresourced.Thereisthereforelikelytobeemphasisonresourceutilisation????MANAGEMENTACCOUNTINGNEEDSINSERVICESINDUSTRIESBusinessprocessre-engineering–"ThefundamentalrethinkingandredesignofbusinessBusinessprocessre-engineering–"Thefundamentalrethinkingandredesignofbusinessprocessestoachievedramaticimprovementincriticalmeasuresofperformancesuchascost,quality,serviceandspeed.”LinkedwithBPRaretheconceptsof"businessautomation"and"businessrationalisation".BPRisnotautomationorrationalisation.Itgoesfarbeyond.Thekeywordsare:fundamental,radical,dramaticandprocess.BUSINESSPROCESSRE-ENGINEERING(BPR)ImplementationofImplementationofDevelopthebusinessvisionandprocessobjectivesIdentifytheprocessestoberedesignedUnderstandandmeasuretheexistingprocessesIdentifyITleversDesignandbuildaprototypeofthenewBUSINESSPROCESSRE-ENGINEERING(BPR)of have effectsof have effects?Theorganisationstructuremaychangetoreflectprocessteamsratherthanfunctionaldepartments.Staffrolesmaychangefromalimitednumberoftaskstomulti-dimensionalStaffwillbeempowered(e.g.front-linestaffwillbeabletomakedecisionswithoutrequiringauthorisationfrommoreseniorstaff).Performancemeasurementwillchange.TraditionalmeasuresthatfocusonparticulardepartmentswouldnolongerbeconsistentwiththeprocessviewofBPR.Instead,performancemeasuresarelikelytofocusonthewholeprocessandtomeasuretheoutputoftheprocessagainstatarget.???BUSINESSPROCESSRE-ENGINEERING(BPR)TheimplicationsofBPRforTheimplicationsofBPRforaccountingsystemsincludethe?Informationsystemsmustbebasedaroundprocesses,notdepartments,tofacilitateperformancemeasurement.Thisislikelytoaffectthedesignofresponsibilitycentres.Systemsmaybesharedacrosstheorganisation,ratherthanhavingonesystemforeachfunctionaldepartment.Reportswillneedtobebasedonthevalue-added??BUSINESSPROCESSRE-ENGINEERING(BPR)EvaluationofEvaluationofüEliminatingbureaucraticprocedureswhichallowedservicebusinessestodealwithcustomersmorequickly.üReducingheadcountandtherebysavingüCreatingvalueandeliminatingnon-value-addedvToomuchfocusonefficiencyandtheuseofBPRasapretextforlarge-scalevTheassumptionimplicitinBPRthatexistingprocessesarenoteffective.Thisisnotalwaysthecase.vThatBPRissimplyaBUSINESSPROCESSRE-ENGINEERING(BPR)Porter'svaluechainPorter'svaluechainfocusesonthevalue-addedactivitiesthatanorganisationperformsratherthanitsorganisationalstructure.?ACCA.AllrightsPORTER'SVALUECHAINUseoftheUseoftheValueThevaluechainisastrategicplanningmodelthatcanbeusedbymanagementtoanalysethecriticalsuccessfactors(CSFs)oftheorganisationandtocoordinatetheactivitiesofthevariousactivities.Thelinkagesbetweenprimaryandsupportactivitiescanbeclearlyunderstood.üThevaluechainidentifiesüItprovidesastructureforidentifyingcostdriversforüItcanbeusedtoanalyserivals,forcomparisonPORTER'SVALUECHAINMcKinsey's7Sframeworkisdesignedtoassistorganisationstomanagechangemoreeffectively.Themodelfocusesonseveninternalfactors.TheideaofthemodelisMcKinsey's7Sframeworkisdesignedtoassistorganisationstomanagechangemoreeffectively.Themodelfocusesonseveninternalfactors.Theideaofthemodelisthattheobjectivesofthesefactorsneedtobealignedinorderfortheorganisationtobeeffective.MCKINSEY’S7SFRAMEWORKHardSoftStrategy–theplanHardSoftStrategy–theplantoachievecompetitiveadvantage.Structure–theorganisationalstructure.Systems–theorganisation’sdailyactivitiesand?Sharedvalues–thecorevaluesoftheorganisation,includingthecultureandgeneralworkethic.Skills–thespecificskillsandcompetenciesofthepeopleworkingfortheorganisation.Style–thestyleofleadershipStaff–thestaffwhoworkforthe??????MCKINSEY’S7SFRAMEWORKThemodelcanbeusedüIdentifyThemodelcanbeusedüIdentifywhatareasneedtobealigned;üalignedduringarestructuringorother?ACCA.AllrightsMCKINSEY’S7SFRAMEWORK5.OTHERENVIRONMENTAL5.OTHERENVIRONMENTALANDETHICALISSUESStakeholder–aperson,orgroupofpeoplewhohaveaninterestinoraresomehowaffectedbyanorganisation.Stakeholder–aperson,orgroupofpeoplewhohaveaninterestinoraresomehowaffectedbyanorganisation.Stakeholdertheoryimpliesthatitisonlybytakingaccountoftheinterestsofstakeholders,aswellasshareholders,thatcompaniescanachievelong-termprofitSTAKEHOLDERMENDELOW'SMATRIXMENDELOW'SMATRIXPrioritise–possiblybasedonPrioritise–possiblybasedonstakeholderNegotiateand"satisfice"–findingtheminimumoutcomeacceptabletoallSequentialattention–focusing