ACCA会计师与企业_F1_考情分析与模拟试题解析_上_(1)

accaf1考试真题及答案解析ACCA F1考试真题及答案解析ACCA（Association of Chartered Certified Accountants）是全球最大的会计师协会之一，其资格认证考试被全球广泛认可。

F1是ACCA专业资格中的第一门课程，也是全球近百万学员的入门课程。

那么，让我们来看一下一道ACCA F1考试真题及其答案解析。

真题：（以下是一道ACCA F1真题）Question 1:XYZ公司是一个制造业企业，正在考虑引进新的制造设备来提高生产效率。

分析师通过研究发现，按照目前的市场需求，这项投资预计将为该公司每年带来额外利润100,000美元，而新设备的购买价格为300,000美元。

分析师还预计，这台新设备的使用寿命为5年，并且整体投资的资本回收期为3年。

XYZ公司的资本成本为10%。

请回答以下问题：1. 计算并解释投资回报率（ROI）。

2. XYZ公司应该做出什么决策？为什么？答案解析：1. 投资回报率（ROI）的计算公式为：ROI = （项目收益 - 项目成本）/ 项目成本× 100%在该问题中，项目收益为100,000美元，项目成本为300,000美元。

代入公式计算得到：ROI = （100,000 - 300,000）/ 300,000 × 100%= -66.67%解析：投资回报率（ROI）为负数，表示该投资预计无法实现回报。

这意味着该投资计划对XYZ公司来说可能是一项高风险的决策。

2. XYZ公司应该认真考虑这个投资计划并权衡风险和回报。

尽管该投资计划的投资回报率为负数，但考虑到每年额外利润100,000美元，XYZ公司可能仍然希望提高生产效率和市场竞争力。

此外，新设备的使用寿命为5年，并且整体投资的资本回收期为3年，这也是XYZ公司考虑投资的因素。

最终决策取决于公司的战略目标、可用的资金和风险承受能力。

以上是对这道ACCA F1考试真题的解答和分析。

中国审计报/2009年/2月/11日/第006版考试辅导ACCA会计师与企业(F1)考情分析与模拟试题解析(下)向隽 (ACCA资深讲师)(上接1月14日七版)23.Referring to the following diagram of an appraisal system，identify which of the following labels correctly fills each of the missing labels A，B and bels:1 Assessment interview 2 Follow up action 3 Criteria for assessment A.Matches label()B.Matches label()C.Matches label()Answer:A-3、B-1、C-2 相关章节:Chapter 18 Performance appraisal。

要点解析:本题主要考查的是绩效考核的过程分析。

绩效管理将在第三阶段中作为独立的一门课程介绍，F1只是对它的大致框架结构进行了简介，它的实施步骤如下:－Identification of criteria for assessment-basis of criteria:job analysis，performance standards，personal specification.－Preparation of appraisal report-both the appraiser and ap-praisee would be involved.－An appraisal interview-to exchange views about the ap-praisal report，improvement objectives and solutions to the problems.－Review of the assessment by assessor’s superior to ensure fair treatment and avoid prejudices，formal appeals may be allowed-Preparation and implementation of action plans to achieve im-provement and changes agreed.一Follow-up-monitoring the process of the action plan.本题是一个简单的填图题，根据绩效评估过程的逻辑顺序可以对选项进行判断。

2016年ACCA考试模拟试题：会计师与企业（1）Section A–BOTH questions are compulsory and MUST be attempted1 Doric Co,a listed company,has two manufacturing divisions:parts and fridges.It has been manufacturing parts for domestic refrigeration and air conditioning systems for a number of years,which it sells to producers of fridges and air conditioners worldwide.It also sells around 50% of the parts it manufactures to its fridge production division.It started producing and selling its own brand of fridges a few years ago.After limited initial success,competition in the fridge market became very tough and revenue and profits have been declining.Without further investment there are currently few growth prospects in either the parts or the fridge divisions.Doric Co borrowed heavily to finance the development and launch of its fridges,and has now reached its maximum overdraft limit.The markets have taken a pessimistic view of the company and its share price has declined to 50c per share from a high of $2.85 per share around three years ago.Extracts from the most recent financial statements:A survey from the refrigeration and air conditioning parts market has indicated that there is potential for Doric Co to manufacture parts for mobile refrigeration units used in cargo planesand containers.If this venture goes ahead then the parts division before-tax profits are expected to grow by 5% per year.The proposed venture would need an initial one-off investment of $50 million.Suggested proposalsThe Board of Directors has arranged for a meeting to discuss how to proceed and is considering each of the following proposals:1.To cease trading and close down the company entirely.2.To undertake corporate restructuring in order to reduce the level of debt and obtain the additional capital investment required to continue current operations.5.To close the fridge division and continue the parts division through a leveraged management buy-out,involving some executive directors and managers from the parts division.The new company will then pursue its original parts business as well as the development of the parts for mobile refrigeration business,described above.All the current and long-term liabilities will be initially repaid using the proceeds from the sale of the fridge division.The finance raised from the management buy-out will pay for any remaining liabilities,the additional capital investment required to continue operations and re-purchase the shares at a premium of 20%.The following information has been provided for each proposal:Cease tradingCorporate restructuringThe existing ordinary shares will be cancelled and ordinary shareholders will be issued with 40 million new $1 ordinary shares in exchange for a cash payment at par.The existing unsecured bonds will be cancelled and replaced with 270 million of $1 ordinary shares.The bond holders will contribute $90 million in cash.All the shares will be listed and traded.The bank overdraft will be converted into a secured ten-year loan with a fixed annual interest rate of 7%.The other unsecured loans will be repaid.In addition to this,the directors of the restructured company will get 4 million $1 share options for an exercise price of $1.10,which will expire in four years.An additional one-off capital investment of $80 million in machinery and equipment is necessary to increase sales revenue for both divisions by 7%,with no change to the costs.After the one-off 7% growth,sales will continue at the new level for the foreseeable future.It is expected that the Doric's cost of capital rate will reduce by 550 basis points following the restructuring from the current rate.Management buy-outThe parts division is half the size of the fridge division in terms of the assets and liabilities attributable to it.If the management buy-out proposal is chosen,a pro rata additional capital investment will be made to machinery and equipment on a one-off basis toincrease sales revenue of the parts division by 7%.Sales revenue will then continue at the new level for the foreseeable future.All liabilities categories have equal claim for repayment against the company's assets.It is expected that Doric's cost of capital rate will decrease by 100 basis points following the management buy-out from the current rate.The following additional information has been provided:Redundancy and other costs will be approximately $54 million if the whole company is closed,and pro rata for individual divisions that are closed.These costs have priority for payment before any other liabilities in case of closure.The taxation effects relating to this may be ignored.Corporation tax on profits is 20% and losses cannot be carried forward for tax purposes.Assume that tax is payable in the year incurred.All the non-current assets,including land and buildings,are eligible for tax allowable depreciation of 15% annually on the book values.The annual reinvestment needed to keep operations at their current levels is roughly equivalent to the tax allowable depreciation.The $50 million investment in the mobile refrigeration business is not eligible for any tax allowable depreciation.Doric's current cost of capital is 12%.Required:Prepare a report for the Board of Directors,evaluating the financial and non-financial impact of all the three proposals to Doric Co's main stakeholder groups,that includes:(i)An estimate of the return the debt holders and shareholders would receive in the event that Doric Co ceases trading and is closed down.(5 marks)(ii)An estimate of the income position and the value of Doric Co in the event that the restructuring proposal is selected.State any assumptions made.(8 marks)(iii)An estimate of the amount of additional finance needed and the value of Doric Co if the management buy-out proposal is selected.State any assumptions made.(8 marks)(iv)A discussion of the impact of each proposal on the existing shareholders,the unsecured bond holders,and the executive directors and managers involved in the management buy-out.Suggest which proposal is likely to be selected.(12 marks)Professional marks will be awarded in question 1 for the appropriateness and format of the report.(4 marks)(55 marks)2 Fubuki Co,an unlisted company based in Megaera,has been manufacturing electrical parts used in mobility vehicles for peoplewith disabilities and the elderly,for many years.These parts are exported to various manufacturers worldwide but at present there are no local manufacturers of mobility vehicles in Megaera.Retailers in Megaera normally import mobility vehicles and sell them at an average price of $4,000 each.Fubuki Co wants to manufacture mobility vehicles locally and believes that it can sell vehicles of equivalent quality locally at a discount of 57.5% to the current average retail price.Although this is a completely new venture for Fubuki Co,it will be in addition to the company's core business.Fubuki Co's directors expect to develop the project for a period of four years and then sell it for $16 million to a private equity firm.Megaera's government has been positive about the venture and has offered Fubuki Co a subsidised loan of up to 80% of the investment funds required,at a rate of 200 basis points below Fubuki Co's borrowing rate.Currently Fubuki Co can borrow at 500 basis points above the five-year government debt yield rate.A feasibility study commissioned by the directors,at a cost of $250,000,has produced the following information.1.Initial cost of acquiring suitable premises will be $11 million,and plant and machinery used in the manufacture will cost $5 million.Acquiring the premises and installing the machinery is a quick process and manufacturing can commence almost immediately.2.It is expected that in the first year 1,500 units will be manufactured and sold.Unit sales will grow by 40% in each of the next two years before falling to an annual growth rate of 5% for the final year.After the first year the selling price per unit is expected to increase by 5% per year.5.In the first year,it is estimated that the total direct material,labour and variable overheads costs will be $1,200 per unit produced.After the first year,the direct costs are expected to increase by an annual inflation rate of 8%.4.Annual fixed overhead costs would be $2.5 million of which 60% are centrally allocated overheads.The fixed overhead costs will increase by 5% per year after the first year.5.Fubuki Co will need to make working capital available of 15% of the anticipated sales revenue for the year,at the beginning of each year.The working capital is expected to be released at the end of the fourth year when the project is sold.Fubuki Co's tax rate is 25% per year on taxable profits.Tax is payable in the same year as when the profits are earned.Tax allowable depreciation is available on the plant and machinery on a straight-line basis.It is anticipated that the value attributable to the plant and machinery after four years is $400,000 of the price at which the project is sold.No tax allowable depreciation is available on the premises.Fubuki Co uses 8% as its discount rate for new projects butfeels that this rate may not be appropriate for this new type of investment.It intends to raise the full amount of funds through debt finance and take advantage of the government's offer of a subsidised loan.Issue costs are 4% of the gross finance required.It can be assumed that the debt capacity available to the company is equivalent to the actual amount of debt finance raised for the project.Although no other companies produce mobility vehicles in Megaera,Haizum Co,a listed company,produces electrical-powered vehicles using similar technology to that required for the mobility vehicles.Haizum Co's cost of equity is estimated to be 14% and it pays tax at 28%.Haizum Co has 15 million shares in issue trading at $2.55 each and $40 million bonds trading at $94.88 per $100.The five-year government debt yield is currently estimated at 4.5% and the market risk premium at 4%.Required:(a)Evaluate,on financial grounds,whether Fubuki Co should proceed with the project.(17 marks)(b)Discuss the appropriateness of the evaluation method used and explain any assumptions made in part(a)above.(8 marks)(25 marks)2016年ACCA考试模拟试题：会计师与企业（2）1 Bravado，a public limited company，has acquired two subsidiaries and an associate. The draft statements of financial position are as follows at 51 May 2009：Bravado Message Mixted$m $m $mAssets：Non-current assetsProperty，plant and equipment 265 250 161Investments in subsidiariesMessage 500Mixted 128Investment in associate - Clarity 20Available-for-sale financial assets 51 6 5- - -764 256 166- - -Current assets：Inventories 155 55 75Trade receivables 91 45 52Cash and cash equivalents 102 100 8 - - -528 200 115- - -Total assets 1，092 456 279- - -Equity and liabilities：Share capital 520 220 100 Retained earnings 240 150 80 Other components of equity 12 4 7 - - -Total equity 772 574 1872016年ACCA考试模拟试题：会计师与企业（3）On 1 June 2007，Bravado acquired 6% of the ordinary shares of Mixted. Bravado had treated this investment as available-for-sale in the financial statements to 51 May 2008 but had restated the investment at cost on Mixted becoming a subsidiary. On 1 June 2008，Bravado acquired a further 64% of the ordinary shares of Mixted and gained control of the company. The consideration for the acquisitions was as follows：Holding Consideration$m1 June 2007 6% 101 June 2008 64% 118- -70% 128- -Under the purchase agreement of 1 June 2008，Bravado is required to pay the former shareholders 50% of the profits of Mixted on 51 May 2010 for each of the financial years to 51 May 2009 and 51 May 2010. The fair value of this arrangement was estimated at $12 million at 1 June 2008 and at 51 May 2009 this value had notchanged. This amount has not been included in the financial statements.At 1 June 2008，the fair value of the equity interest in Mixted held by Bravado before the business combination was $15 million and the fair value of the non-controlling interest in Mixted was $55 million. The fair value of the identifiable net assets at 1 June 2008 of Mixted was $170 million (excluding deferred tax assets and liabilities)，and the retained earnings and other components of equity were $55 million and $7 million respectively. There had been no new issue of share capital by Mixted since the date of acquisition and the excess of the fair value of the net assets is due to an increase in the value of property，plant and equipment (PPE)。

2016年ACCA考试《F1会计师与企业》知识点预习(1) ABC Co has a system which records details of orders received and goods dispatched，invoices customers and allocates remittances to customers. What type of system is this?A Management information systemB Decision support systemC Knowledge management systemD Transaction processing systemEven a casual reading of the question will highlight that the word 'system' is a key word. It is used in the stem (the initial statement which describes the system)， the prompt (the actual question) and in each of the choices.This means that unless care is taken to read the question and think carefully about what is being asked， it would be easy to become confused. A further problem is that all four of the systems in the choices are examples of systems that might be utilised in an organisation. To select the correct answer， the best approach is to consider what each of the four systems is intended to achieve.A management information system is intended to provide information to managers. Information is processed data， which is useful for making decisions. In this case， the stem refers to data (as it is unprocessed - information would not be an individual order，but the total value of orders for a particular product or from a specific customer). Therefore， A is not correct.A decision support system is intended to do exactly what the name suggests - provide information to assist managers to make decisions. Once again the system relates to information. As we have already decided that the stem refers to data，B cannot be the correct answer.Choice C presents a potential problem. A knowledge management system is intended to create， capture， store and share information. The stem notes that the system 'records details of orders' (capture) and invoices customers (creates). This may create confusion for the ill-prepared candidate. However， a well-prepared candidate will note that， once again， the issue is that 'infor。

12月ACCA考试F1会计师与企业模拟试题（1）Section A–BOTH questions are compulsory and MUST be attempted1 Doric Co,a listed company,has two manufacturing divisions:parts and fridges.It has been manufacturing parts for domestic refrigeration and air conditioning systems for a number of years,which it sells to producers of fridges and air conditioners worldwide.It also sells around 50% of the parts it manufactures to its fridge production division.It started producing and selling its own brand of fridges a few years ago.After limited initial success,competition in the fridge market became very tough and revenue and profits have been declining.Without further investment there are currently few growth prospects in either the parts or the fridge divisions.Doric Co borrowed heavily to finance the development and launch of its fridges,and has now reached its maximum overdraft limit.The markets have taken a pessimistic view of the company and its share price has declined to 50c per share from a high of $2.85 per share around three years ago.Extracts from the most recent financial statements:A survey from the refrigeration and air conditioning parts market has indicated that there is potential for Doric Co to manufacture parts for mobile refrigeration units used in cargo planes and containers.If this venture goes ahead then the parts division before-tax profits are expected to grow by 5% per year.The proposed venture would need an initial one-off investment of $50 million.Suggested proposalsThe Board of Directors has arranged for a meeting to discuss how to proceed and is considering each of the following proposals:1.To cease trading and close down the company entirely.2.To undertake corporate restructuring in order to reduce the level of debt and obtain the additional capital investment required to continue current operations.5.To close the fridge division and continue the parts division through a leveraged management buy-out,involving some executive directors and managers from the parts division.The new company will then pursue its original parts business as well as the development of the parts for mobile refrigeration business,described above.All the current and long-term liabilities will be initially repaid using the proceeds from the sale of the fridge division.The finance raised from the management buy-out will pay for any remaining liabilities,the additional capital investment required to continue operations and re-purchase the shares at a premium of 20%.The following information has been provided for each proposal:Cease tradingCorporate restructuringThe existing ordinary shares will be cancelled and ordinary shareholders will be issued with 40 million new $1 ordinary shares in exchange for a cash payment at par.The existing unsecured bonds will be cancelled and replaced with 270 million of $1 ordinary shares.The bond holders will contribute $90 million in cash.All the shares will be listed and traded.The bank overdraft will be converted into a secured ten-year loan with a fixed annual interest rate of 7%.The other unsecured loans will be repaid.In addition to this,the directors of the restructured company will get 4 million $1 share options for an exercise price of $1.10,which will expire in four years.An additional one-off capital investment of $80 million in machinery and equipment is necessary to increase sales revenue for both divisions by 7%,with no change to the costs.After the one-off 7% growth,sales will continue at the new level for the foreseeable future.It is expected that the Doric's cost of capital rate will reduce by 550 basis points following the restructuring from the current rate.Management buy-outThe parts division is half the size of the fridge division in terms of the assets and liabilities attributable to it.If the management buy-out proposal is chosen,a pro rata additional capital investment will be made to machinery and equipment on a one-off basis to increase sales revenue of the parts division by 7%.Sales revenue will then continue at the new level for the foreseeable future.All liabilities categories have equal claim for repayment against the company's assets.It is expected that Doric's cost of capital rate will decrease by 100 basis points following the management buy-out from the current rate.The following additional information has been provided:Redundancy and other costs will be approximately $54 million if the whole company is closed,and pro rata for individual divisions that are closed.These costs have priority for payment before any other liabilities in case of closure.The taxation effects relating to this may be ignored.Corporation tax on profits is 20% and losses cannot be carried forward for tax purposes.Assume that tax is payable in the year incurred.All the non-current assets,including land and buildings,are eligible for tax allowable depreciation of 15% annually on the book values.The annual reinvestment needed to keep operations at their current levels is roughly equivalent to the tax allowable depreciation.The $50 million investment in the mobile refrigeration business is not eligible for any tax allowable depreciation.Doric's current cost of capital is 12%.Required:Prepare a report for the Board of Directors,evaluating the financial andnon-financial impact of all the three proposals to Doric Co's main stakeholder groups,that includes:(i)An estimate of the return the debt holders and shareholders would receive in the event that Doric Co ceases trading and is closed down.(5 marks)(ii)An estimate of the income position and the value of Doric Co in the event that the restructuring proposal is selected.State any assumptions made.(8 marks)(iii)An estimate of the amount of additional finance needed and the value of Doric Co if the management buy-out proposal is selected.State any assumptions made.(8 marks)(iv)A discussion of the impact of each proposal on the existing shareholders,the unsecured bond holders,and the executive directors and managers involved in the management buy-out.Suggest which proposal is likely to be selected.(12 marks)Professional marks will be awarded in question 1 for the appropriateness and format of the report.(4 marks)(55 marks)2 Fubuki Co,an unlisted company based in Megaera,has been manufacturing electrical parts used in mobility vehicles for people with disabilities and the elderly,for many years.These parts are exported to various manufacturers worldwide but at present there are no local manufacturers of mobility vehicles inMegaera.Retailers in Megaera normally import mobility vehicles and sell them at an average price of $4,000 each.Fubuki Co wants to manufacture mobility vehicles locally and believes that it can sell vehicles of equivalent quality locally at a discount of 57.5% to the current average retail price.Although this is a completely new venture for Fubuki Co,it will be in addition to the company's core business.Fubuki Co's directors expect to develop the project for a period of four years and then sell it for $16 million to a private equity firm.Megaera'sgovernment has been positive about the venture and has offered Fubuki Co a subsidised loan of up to 80% of the investment funds required,at a rate of 200 basis points below Fubuki Co's borrowing rate.Currently Fubuki Co can borrow at 500 basis points above the five-year government debt yield rate.A feasibility study commissioned by the directors,at a cost of $250,000,has produced the following information.1.Initial cost of acquiring suitable premises will be $11 million,and plant and machinery used in the manufacture will cost $5 million.Acquiring the premises and installing the machinery is a quick process and manufacturing can commence almost immediately.2.It is expected that in the first year 1,500 units will be manufactured and sold.Unit sales will grow by 40% in each of the next two years before falling to an annual growth rate of 5% for the final year.After the first year the selling price per unit is expected to increase by 5% per year.5.In the first year,it is estimated that the total direct material,labour and variable overheads costs will be $1,200 per unit produced.After the first year,the direct costs are expected to increase by an annual inflation rate of 8%.4.Annual fixed overhead costs would be $2.5 million of which 60% are centrally allocated overheads.The fixed overhead costs will increase by 5% per year after the first year.5.Fubuki Co will need to make working capital available of 15% of the anticipated sales revenue for the year,at the beginning of each year.The working capital is expected to be released at the end of the fourth year when the project is sold.Fubuki Co's tax rate is 25% per year on taxable profits.Tax is payable in the same year as when the profits are earned.Tax allowable depreciation is available on the plant and machinery on a straight-line basis.It is anticipated that the value attributable to the plant and machinery after four years is $400,000 of the price at which the project is sold.No tax allowable depreciation is available on the premises.Fubuki Co uses 8% as its discount rate for new projects but feels that this rate may not be appropriate for this new type of investment.It intends to raise the full amount of funds through debt finance and take advantage of the government's offer of a subsidised loan.Issue costs are 4% of the gross finance required.It can be assumed that the debt capacity available to the company is equivalent to the actual amount of debt finance raised for the project.Although no other companies produce mobility vehicles in Megaera,Haizum Co,a listed company,produces electrical-powered vehicles using similar technology tothat required for the mobility vehicles.Haizum Co's cost of equity is estimated to be 14% and it pays tax at 28%.Haizum Co has 15 million shares in issue trading at $2.55 each and $40 million bonds trading at $94.88 per $100.The five-year government debt yield is currently estimated at 4.5% and the market risk premium at 4%.Required:(a)Evaluate,on financial grounds,whether Fubuki Co should proceed with the project.(17 marks)(b)Discuss the appropriateness of the evaluation method used and explain any assumptions made in part(a)above.(8 marks)(25 marks)。

第1章 ACCA F1-F3模拟题及解析（1）1. Which of the followings belongs to UK Equal Opportunity legislation?i） Disable person 1944 ＆ 1958ii） Equal pay Actiii）Rehabilitation of offender Activ）Health and Safety at work 1974v） Employment Act 2002A. i) ii) iii) v)B. i) iii) iv)C. i) ii) iii) iv)D. All above2.A combination of unacceptably high unemployment and unacceptably high inflation is call________. Which one of followings can complete the sentence?A. InflationB. DeflationC. DepressionD. Stagflation3. Which one of the followings is NOT the suitable solution for clearing with balance of payment deficit?A.Depreciation of currencyB. Import quotas and tariffC.Reduce to domestic demandD. Increase to domestic demand4. Inflation can have negative effect on macro-economic.A. TrueB. False5. Fiscal economic policy refer to government use___; ___to influence the aggregate demand .Monetary policy refer to government use___; ___; ___to influence the aggregate demand.A. Taxation, Government spending, Exchange rate, Money supply. Interest rateB. Money supply, Interest rate, Taxation, Government spending, Exchange rate.C. Exchange rate, Interest rate, Government spending, Money supply, TaxationD. Government spending, Money supply, Interest rate, Exchange rate, Taxation6. Which one of followings is NOT a main accounting function in an organization?A.Financial accounting for external reporting purposes.B.Internal audit function for checking the control systemC.Management accounting and cost accounting.D.Financial management for fund rising and investment appraisal.7. Which one of followings is NOT the purpose of the internal control system?A.Safeguard assets prevent and detect frauds and errors.B.To provide the timely and accurate management information for effective operation of company.C.To make sure company will going concern forever.D.To make sure the quality of financial statement for external reporting purposes.8. Which one of following is NOT the computer input control?A.Pre-listB.Control totalC.Post-listD.Hush total9. Which one of the following is NOT the purpose of good corporate governance?A.Balance to power of the board of directorsB.Increase to transparent of management informationC.Make sure company emphasis on internal control system.D.Make sure the directors have a high quality career development.10.The member of nomination committee, remuneration committee and audit committee are mainly consisting the majority of non-executive directors.A. TrueB. False11.Which one of the followings is NOT the type of Handy’s four types of culture?A. Power cultureB. Power distanceC. Person cultureD. Role culture12.Which one of the following are components of Mintzberg’s organization configurations.i) Strategic apexii) Middle lineiii) Operating coreiv) Firm infrastructurev) Technology developmentvi) Techno-structureA. i) ii) iii) v)B. i) ii) iii) vi)C. i) iii) v)D. All above13. The informal organization fills the gap left by formal organization.A. TrueB. False14.Which one of the followings is NOT preventive control?A.Check the credit rating before issue the sale orderB.Two signatures required before issue a payment documentC.Preparation of bank reconciliation statementD.Input control such as password and reasonable check.15.Types of system Types of decisionsM I S Un-structuredE S S StructuredD S S Semi-structureO A S Word-process(Question 15 is not the ACCA paper F1 exam style question, only for knowledge testing purposes)16.Which one of the followings is NOT the procedure related to selection?A. Induction programB. Sorting and short-listing the CandidatesC. Selection interviewD. Job advertisement17. Which one of followings is NOT the characteristic related to informal organization?rmal communicate referred to “grapevine”rmal working style referred to “short-cut”rmal membership referred to “cliques and buddies”rmal leadership referred to “legitimate and position power”18. Which one of followings is NOT the fundamental principle of ACCA Code of Ethics and Conduct?A. Professional competence and due careB. ConfidentialityC. ObjectivityD. Independence19. Span of control refers to number of subordinates reporting to their superior.A. TrueB. False20. Scalar chain refers to chain of authority running from the top of the organization hierarchyto the bottom.A. TrueB. False21. Which one of the followings is NOT the factor which can influence the span of control?A. The nature of manager’s work loadB. Time consuming problemsC. The ability of manager’sD. Centralization or decentralization22. Which of the followings factors can shape the culture of an organization?ⅰ) organization founder and his beliefsⅱ) organization history, stories, rituals and norms legitimatizedⅲ) organization’s environmentⅳ) past and preceding management leadershipⅴ) HR policy and staff turnoverA.ⅰ) ⅱ) ⅲ)B.ⅰ) ⅱ) ⅲ) ⅳ)C.ⅰ) ⅱ) ⅴ)D. All above23. Which of the following areas should the UK equal opportunity legislation cover?A. When recruitment and selectionB. When training, promoting and appraisalC. When leaving the organizationD. All above24. The term of bribery is same as grease money.A. TrueB. False25. Which one of the following is NOT the component of primary activities according to Michael Porter’s value chain?A. ProcurementB. In bound logisticC. OperationD. Outbound logistics26.Type of unemploymentDefinitionsReal wage Time to match jobFictional Cycles of economyStructural Industry structure changeCyclical of demand Trade union or minimum wages(Question 26 is not the ACCA paper F1 exam style question, only for knowledge testing purposes)27. Which one of the followings is NOT the function of management according to Fayol’s theory?A. PlanningB. OrganizingC. Co-CoordinatingD. Decision making28. Which one of the following is NOT the feature of Talyor’s scientific management theory?A. Work study techniquesB. Planning and doing were separatedC. Job itself can be a motivating factorD. Job were micro-designed29. Which one of followings is NOT the element in Minizberg’s manager roles theory?A. CommunicationalB. InformationalC. InterpersonalD. Decisional30. Contingency management theory can be defined as "There is no one right way to lead that will fit all situation”.A.TrueB. False试题答案：1. 【答案】A2. 【答案】D3. 【答案】D4. 【答案】B5. 【答案】A6. 【答案】B7. 【答案】C8. 【答案】C9. 【答案】D10. 【答案】A11. 【答案】B12. 【答案】B13. 【答案】B14. 【答案】C15. 【答案】refers to notes16. 【答案】D17. 【答案】D18. 【答案】D19. 【答案】B20. 【答案】A21. 【答案】22. 【答案】D23. 【答案】D24. 【答案】B25. 【答案】A26. 【答案】refers to notes27. 【答案】D28. 【答案】C29. 【答案】A30. 【答案】A参与ACCA考试的考生可按照复习计划有效进行，另外高顿网校官网ACCA考试辅导高清课程已经开通，还可索取ACCA考试通关宝典，针对性地讲解、训练、答疑、模考，对学习过程进行全程跟踪、分析、指导，可以帮助考生全面提升复习备考效果。

第1章 ACCA F1-F3模拟题及解析（2）1.Which one of followings best described the (9.9) management type according to Blake and Mouton’s management Grid model?A.Country clubB.DirectorC.TeamD.Middle of the road or the dampened pendulum2.Which one of the followings is NOT the feature of a team?plementary skillB.Mutually accountableC.Concern with both task and peopleD.Decision making by team leader3.Which one of the followings is NOT the stage related to Tuckman's theory?A.DormingB.PerformingC.FormingD.Norming4.Linda is a team leader in charge of a research project. Now the team has fulfilled its objective and recently there is no other work which will be given to the team. Which stage is this teamin according to team development stage theory?A.DormingB.MourningC.AdjourningD.Norming5.Wendy is very sociable extrovert and communicative, she has very rich social network, and always use her personal influence power to help team to get necessary resource. According to Belbin’s team role theory .Which is the role of Wendy?A.ShaperB. PlantC. CoordinatorD. Resource investigator6.The ACCA qualification is useful and valuable to your professional career and if you do your best and practice more, you will pass it highly likely. Which motivation theory can best describe the above sentences?A.Content theoryB.Process theoryC.Position theoryD.Hygiene theory7.Which one of followings in NOT the limitation of Maslow's hierarchy of needs?A.Individual may have several needs at the same timeB.The theory ignores the ‘deferred’ need.C.Once satisfied the level of needs is no longer motivates the individualD.The actualization is highly subjective and quite abstract8.Which one of following is not the type of motivating needs according to McClelland's theory?A.The need for powerB. The need for achievementsC. The need for social relationshipD. The need for affiliation9. Annan is a sale assistant. Previously, she followed the instruction from her superior. Recently, her superior empower the right to her and allows her to prepare the sales plan by herself. According to Histzberg's motivation theory which one of following can describe the above job redesign?A. Job rotationB. Job enrichmentC. Job enlargementD. Job analysis10. The word selection can be interchangeable used as recruitment in the context of human r esource management.A.TrueB. False11. Lannon is a salesman. At the start of this month, she agreed with her manager to achieve 300 unit of company product to be sold .her manager also premised to her. If she can achieve this target, the manger will give her ₤100 bonus. Which one of the followings methods related to the target of 300 units to be sold?A.Overall assessmentB.GradingC.Results oriented schemesD.Guided assessment12.In the appraisal interview, which one of the followings is NOT the communication method according to Maier’s theory?A. The tell and sell methodB. The tell and listen methodC. The listen and talk methodD. Problem solving method13. Lulu is a marketing staff. She is excited by participation and enjoys the pressure from new projects. When she is in the day release course she is always sleep in the class. According to Honey and Mumford four learning styles theory, which one of the followings learning type Lulu belongs to?A.PragmatistsB. ActivistsC. ReflectorsD. Theorist14.Which one of the following is NOT the Non-verbal communications?A.GesturesB. SpeechC. Facial expressionD. Posture15.The term of training is same as development. The term of coaching is same as mentoring.A. TrueB. False16. Which one of followings is NOT the factor which can lead the inflation?A.Demand pull factorsB. Cost push factorsC. Unemployment factorsD. Excessive growth in the money supply.17."Pay was assumed to be only important motivating force" which one of followings management theory relate to the above sentences?A. Classical scientific theoriesB. Human relations schoolC. Contingency theoryD. Style theory18. "If the leader is liked and trusted by the group; the tasks of group are clearly defined and the position power of the leader is high” The leader should adopt the psychologically close manager according to Fiedler’s two types of leader theory.A.TrueB. False19. Which of the followings relates to the limitation of internal controls?i ) Cost-effectivenessii ) Potential for human error of fraudiii ) Collusion between employeesiv ) Control being by-passed by managementv ) Controls being designed to cope wish routine and not non-routine transitions.A. i) ii) iii) iv)B. i) iii) iv)C. ii) iii) iv)D. Above all20. IASB is the same as IAASB which issues the IAS and IFRSA. TrueB. False21. The following graph relates to a linear programming problem:The objective is to maximise contribution Array and the dotted line on the graph depictsthis function. There are three constraintswhich are all of the “less than or equalto” type which are depicted on the graphby the three solid lines labelled (1), (2)and (3).At which of the following intersectionsis contribution maximised?A. Constraints (1) and (2)B. Constraints (2) and (3)C. Constraints (1) and (3)D. Constraint (1) and the x-axis22.Four vertical lines have been labelled G, H, J and K at different levels of activity on the following profit-volume chart:Which line represents the total contribution at that level of activity?A.Line GB.Line HC.Line JD.Line K23. An organisation has the following total costs at three activity levels:Activity level (units) 7,000 12,000 15,000Total cost £204,000 £250,000 £274,000Variable cost per unit is constant within this activity range and there is a step up of 10% in the total fixed costs when the activity level exceeds 11,000 units.What is the total cost at an activity level of 9,000 units?A. £220,000B. £224,000C. £227,000D. £234,00024. An organisation manufactures and sells a single product which has a variable cost of £24 per unit and a contribution to sales ratio of 40%. Total monthly fixed costs are £720,000.What is the monthly breakeven point (in units)?A.18,000B.20,000C.30,000D.45,00025. The following statements refer to qualities of good information:(i) It should be communicated to the right person.(ii) It should be accurate before it is used.(iii) It should be understandable by the recipient.Which of the above statements are correct?A.(i) and (ii) onlyB.(i) and (iii) onlyC.(ii) and (iii) onlyD.(i), (ii) and (iii)26. A company has established a marginal costing profit of £72,300. Opening stock was 300 units and closing stock is 750 units. The fixed production overhead absorption rate has been calculated as £5/unit.What was the profit under absorption costing?A.£67,050B. £70,050C. £74,550D. £77,55027. Which of the following is correct?A.Quantitative data is numerical information.rmation can only be extracted from external sources.C.Operational information gives details of long-term plans only.D.Data is processed information.28. Regression analysis is being used to find the line of best fit (y = a + bx) from five pairs of data. The calculations have produced the following information:_x = 129 _y = 890 _xy = 23,091 _x2 = 3,433 _y2 = 29,929What is the value of ‘a’ in the equation for the line of best fit (to the nearest whole number)?A.146B.152C.210D.2459. Which of the following is a feasible value for a correlation coefficient?A.+1·2B.+0.9C.–1·2D.–2·010. A company manufactures one product which it sells for £40 per unit. The product has a contribution to sales ratio of 40%. Monthly total fixed costs are £60,000. At the planned level of activity for next month, the company has a margin of safety of £64,000 expressed in terms of sales value. What is the planned activity level (in units) for next month?A.3,100B.4,100C.5,350D.7,750试题答案：1. 【答案】C2. 【答案】D3. 【答案】A4. 【答案】B5. 【答案】D6. 【答案】B7. 【答案】C8. 【答案】C9. 【答案】B10. 【答案】B11. 【答案】C12. 【答案】C13. 【答案】B14. 【答案】B15. 【答案】B16. 【答案】C17. 【答案】A18. 【答案】B19. 【答案】D20. 【答案】B21.【答案】 D22.【答案】C23.【答案】A【解析】Variable cost per unit = [(274,000 – 250,000) ÷ (15,000 – 12,000)] = £8Total fixed cost at 7000 units = 204,000 – 56,000 = 148,000Total cost for 9,000 units = [(9,000 x 8) + 148,000] = £220,00024.【答案】D【解析】Contribution per unit = (24 ÷ 0·60 x 0·40) = £16Breakeven point = (720,000 ÷ 16) = 45,000 units25.【答案】D26.【答案】C27.【答案】A28.【答案】A【解析】b = [(5 x 23,091) – (129 x 890)] ÷ [(5 x 3,433) – (1292)] = 1·231a = (890 ÷ 5) – [(1·231 x 129) ÷ 5] = 146 (nearest whole number)29. 【答案】B30. 【答案】C参与ACCA考试的考生可按照复习计划有效进行，另外高顿网校官网ACCA考试辅导高清课程已经开通，还可索取ACCA考试通关宝典，针对性地讲解、训练、答疑、模考，对学习过程进行全程跟踪、分析、指导，可以帮助考生全面提升复习备考效果。

第1章 ACCA F1-F3模拟题及解析（4）1.Which of the following should be classified as indirect labour?A. Machine operators in a factory producing furnitureB. Lawyers in a legal firmC. Maintenance workers in a power generation organisationD. Lorry drivers in a road haulage company.2.Which of the following should NOT be classified as a service cost centre in a manufacturing organisation?A. Factory canteenB. StoresC. Materials handling departmentD. Final product inspection department3.A firm has to pay a ＆0.5 per unit royalty to the inventor of a device which it manufactures and sells.The royalty charge would be classified in the firm’s accounts as a:A. selling expenseB. direct expenseC. production overheadD. administration overhead4.Which one of the following would be classified as indirect labor?A. Assembly workers on a car production lineB. Bricklayers in a house building companyC. Machinists in a factory producing clothesD. Forklift truck drivers in the stores of an engineering company5.In a period, a company had opening inventory of 31,000 units of product G and closing inventory or 34,000 units. Profits based on marginal costing were ￡850,500 and profits based on absorption costing were ￡955,500.If the budgeted fixed costs for the company for the period were ￡1,837,500, what was the budgeted level of activity?A. 24,300 unitsB. 27,300 unitsC. 52,500 unitsD. 65,000 units6.The production budget is calculated by taking the sales budget adding the opening inventory of finished goods and subtracting the closing inventory of finished goods.The statement is:A. TrueB. False7. A company uses process costing to establish the cost per unit of its output. The following information was available for the last month:Input units 10,000Output units 9,850Opening stock 300 units, 100% complete for materials and 70%complete for conversion costsClosing stock 450 units, 100% complete for materials and 30%complete for conversion costsThe company uses the weighted average method of valuing stock. What were the equivalent units for conversion costs?A. 9,505 unitsB. 9,715 unitsC. 9,775 unitsD. 9,985 units8.A company has calculated its margin of safety as 20% on budgeted sales and budgeted sales are 5,000 units per month.What would be the budgeted fixed costs if the budgeted contribution was ＆25 per units? A. ＆100,000 B. ＆125,000 C. ＆150,000 D. ＆160,0009. A law firm recovers overheads on chargeable consulting hours. Budgeted overheads were ＆615,000 and actual consulting hours were 32,150. overheads were under-recovered by ＆35,000. If actual overheads were ＆694,075, the budgeted overhead absorption rate per hour is: A. ＆20.21 B. ＆20.50 C. ＆21.59 D. ＆22.6810.The following diagram represents a profit/volume chart for an organization: At the specific levels indicated what do the lines “G” and “H” represent? Line “G” Line”H” A. Loss Profit B. Loss Contribution C. Contribution Profit D. Contribution Contribution11.ABC prepares its accounts to a 30 June year end. Its accounts for the year ended 30th20x8 are approved on 12 September thJanuary 20x9 and issued on 20thFebruary 20x9 and opened the shareholders meeting on April 30thWhich of the following is an adjusting post balance event.20x9.A: A fire destroys inventory which cost $ 1,800 on 3rdB: A credit customer with an outstanding balance at the year end was declared bankrupt on 20 December 20x8.thC: Inventory value at a cost of $ 900 in the year end accounts was sold for $ 500 on 11 January 29x9.thD: An ordinary dividend of 4c per share was declared on 1 January 20x9.stDecember 29x8.12.Mr. C’s sales ledger control account shows a balance at the end of the year of $ 58,200 before making the following adjustments:(1) C wishes to write off debts amounting to $ 8,900 as he believes that are irrecoverable.(2) He also wishes to make specific allowance for D’s debts of $ 1,350 and E’s debt of $ 750.(3) He wishes to maintain a general allowance of 3% of the year end receivable balance.C’s allowance for receivables at the prior year end was $ 5,650.What is the charge to the income statement in respect of the above?A: $ 6,766 B: $ 11,034 C: $ 6,829 D: $ 10, 97113. In times of falling prices, the historical cost convention(1) understates asset values and profits(2) understates asset values and overstates profits(3) overstates asset values and profits(4) overstates asset values and understates profits14.Which of the following characteristics of financial information contribute to reliability according to the IASB’s Framework for the Preparation and presentation of Financial Statements?(1) Completeness(2) Prudence(3) Neutrality(4) Faithful representation(5) Comparability(6) TimelyA: 1, 2, 3, 4 B: 1, 2, 3 C: 1, 2, 4 D: 2, 3, 4 E: 1, 5, 615.A firm’s cash book at 30 June 20x7 shows a balance at the bank of $ 2,490. comparison with the bank statement at the same date reveals the following differences: Un-presented cheque 840 Bank charges not in cash book 50Receipts not yet credited by the bank 470Dishonored cheque not in cash book 140The correct bank balance at 30 June 20x7 is:A: $ 1,460 B: $ 2,300 C: $ 2,580 D: $ 3, 14016.The profit of a business may be calculated by using which one of the following formulae? A: opening capital – drawings + capital introduced – closing capitalB: closing capital + drawings – capital introduced – opening capitalC: opening capital + drawings – capital introduced – closing capitalD: closing capital – drawings + capital introduced – opening capital17.Mr. Anderson runs business selling furniture. On January 3rd 20x7, he employedhis son as anaccountant for his business and took a cabinet from the store roomfor him to use in the office.Which is the double entry for this transaction:A: Dr: Drawings Cr: cost of salesB: Dr: Non-current assets Cr: cost of salesC: Dr: Cost of sales Cr: drawingsD: Dr: Cost of sales Cr; Non-current assets18.The trial balance of A shows total debits of $ 125,819 and total credits of$ 118, 251. Which of the following explains the difference in full?A: Discount allowed of $ 3,784 have been shown on the wrong side of the trial balance.B: Discount received of $ 3,784 have been credited to the purchase ledger control account. C: The sales day book has been under cast by $ 7,568.D: An opening accrual of $ 7,568 ahs been omitted from the rental expense accounts.19.Mr. Write gives a cash discount of $40 to a customer. The discount is creditedto the discounts allowed account.The effect of recording the discount in this way is that profit will be:A. correctB. overstated by $80C. understated by $80D. understated by $40.20. Should dividend paid appeared on the face of the company’s income statement or on the statement of change in equity.A: Income Statement B: Statement of change in equity21.The purchase ledger control account below contains a number of errors:Purchase ledger control account$ $Balance b/f 318,600Cash paid to suppliers 1,364,300 Purchases 1,268,600Purchase returns 41,200 Contras against debit balances in 48,000Receivables ledgerRefunds received from suppliers 2,700 Balance c/f Discounts received 8,200402,000 1,726,800 All items relate to credit purchases.1,726,800 What should be the closing balance when all the errors are corrected? A. $128,200 B. $509,000 C. $224,200 D. $144,60022. The plant and equipment account in the records of a company for the year ended 31 December 20X7 is shown below:Plant and equipment - cost$ $ Balance b/f 960,0001 July Cash 48,000 30 Sept Disposals 84,000 Balance c/f 924,0001,008,000 The company's policy is to charge straight line depreciation at 20% per year on a pro rata basis. 1,008,000What should be the charge for depreciation in the company's income statement for the year ended 31 December 20X7?A. $184,800B. $192,600C. $191,400D. $184,20023.A and B are in partnership, sharing profits in the ratio 3:2 and preparing their accounts to 30 June each year. On 1 January 20X6, C joined the partnership and the profit sharing ratio became 4:3:3 (A:B:C).Profits for the year ended 30 June 20X6 were:$ Six months ended 31.12.X5 300,000 Six months ended 30.6.X6 450,000An irrecoverable debt of $50,000 was written off in the six months ended 30 June X6 in computingthe $450,000 profit. It was agreed that this should be borne by A and B only, in their original profitsharing ratios.What is Albus' total profit share for the year ended 30 June 20X6?A.$330,000B. $310,000C. $340,000D. $350,00024. ABC, a company, makes two changes to accounting practice at the end of 20X7:1 It changes the way in which it depreciates motor vehicles from 20% straight line to 30% reducing balance.2It starts to capitalize interest costs where allowed in accordance with the relevant standard. Previously it had adopted a policy of writing off all interest costs to the income statement. What is the correct way to account for these two changes?1 2A.Do not adjust opening reserves Do not adjust opening reservesB.Do not adjust opening reserves Adjust opening reservesC.Adjust opening reserves Adjust opening reservesD. Adjust opening reserves Do not adjust opening reserves25. Which of the following statements about the treatment of inventory and workin progress infinancial statements are correct?(i) Inventory should be valued at the lower of cost, net realisable value and replacement cost. (ii) In valuing work in progress, materials costs, labour costs and variable and fixed production overheads must be included.(iii) Inventory items can be valued using either first in, first out (FIFO) or weighted average cost.(iv) A company's financial statements must disclose the accounting policies used in measuring inventories.A. All four statements are correct.B. 1,2 and 3 onlyC. 2,3 and 4 onlyD. 1 and 4 only26. A draft cash flow statement contains the following:$mProfit before tax 22Depreciation 8Increase in inventories (4)Decrease in receivables (3)Increase in payables (2)Net cash inflow from operating activities 21Which of the following corrections needs to be made to the calculations?1 Depreciation should be deducted, not added2 Increase in inventories should be added, not deducted3 Decrease in receivables should be added, not deducted4 Increase in payables should be added, not deductedA. 1 and2B. 1 and3C. 2 and4D. 3 and427. Which of the following are books of prime entry?A. Sales day book and Trial balanceB. Petty cash book and accounts receivable ledgerC. Petty cash book and journalD. Cash book and asset register28. Which of the following statements is true?A. The directors of a company are liable for any losses of the company.B. A sole trader business is owned by shareholders and operated by the proprietor.C. Partners are liable for losses in a partnership in proportion to their profit share ratio.D. A company is run by directors on behalf of its members.29. Which of the following are documents issued by the customer in a transactionrather than the supplier?A. Quotation, goods delivery note and debit noteB. Goods delivery note, remittance advice and sales orderC. Purchase order and debit noteD. Sales order, purchase invoice and remittance advice30. Which of the following are true?1 When there is a change in the structure of a partnership, the assets of the business are normally revalued.2 Partnership goodwill can be calculated as a multiple of the previous year's profit.3 Partnership goodwill is only considered when a new partner joins or an old partner leaves the partnership.A. 1 and2B. 1 and3C. 2 and3D. All 3试题答案1. 【答案】C2. 【答案】D3. 【答案】B4. 【答案】D5. 【答案】C【解析】(955500 – 850500) / (34000 – 31000) = 35 1837500 / 35 = 525006. 【答案】B7. 【答案】D【解析】 Conversion EUOutput 9,850Closing stock 135 = 450 ⋅ 30%–––––9,9858. 【答案】A【解析】Margin: 1000 unitsBEP in units: 4,000 unitsFixed costs = 4000 / 25 = ＆100,0009.【答案】B【解析】32150*rate – 694075 = –35000Rate = 20.510.【答案】D11.【答案】C12. 【答案】A13. 【答案】D14. 【答案】A15. 【答案】B16. 【答案】B17. 【答案】B18. 【答案】D19. 【答案】B20. 【答案】B21. 【答案】A22. 【答案】B23. 【答案】D24. 【答案】B25. 【答案】C26. 【答案】D27. 【答案】C28. 【答案】D29. 【答案】C30. 【答案】A参与ACCA考试的考生可按照复习计划有效进行，另外高顿网校官网ACCA考试辅导高清课程已经开通，还可索取ACCA考试通关宝典，针对性地讲解、训练、答疑、模考，对学习过程进行全程跟踪、分析、指导，可以帮助考生全面提升复习备考效果。

2012年ACCA考试《F1会计师与企业》讲义10本文由高顿ACCA整理发布，转载请注明出处Chapter 2organisation structureChapter learning objectivesUpon completion of this chapter you will be able to:§ explain the different ways in which an organisation might bestructured§ list advantages and disadvantages of each type of organizational arrangement§ define the terms scalar chain and span of control§ what factors influence the span of control§　give reasons why ownership and management o f the organisation are often separated§ explain what is meant by centralised/decentralised structure§ what are the advantages and disadvantages of the informalorganisation§　identify what impact the informal organisation has on the business §　how can manage rs foster the benefits of the informal organization while at the same time reducing its potential disadvantages.1 Organisational structure1.1 Different types of structureA typical pattern of structure change can be represented by thefollowing sequence.Entrepreneurial§ This type of structure is built around the owner manager and istypical of small companies in the early stages of their development.§　The entrepreneur often has specialist knowledge of the product or service§ Example owner/managed businessAdvantagesDisadvantages§ Fast decision making.§ More responsive to market.§ Goal congruence§ Good control§ Close bond to workforce§ Lack of career structure.§ Dependant on the capabilities of the manager/owner§ Cannot cope with diversification/ growth.Expandable textAdvantages§ There is only one person taking decisions – this should lead to decisions being made quickly.§　As soon as an element of the market alters, th e entrepreneur should recognise it and act quickly.§　A lack of a chain of command and the small size of the organisation should mean t hat the entrepreneur has control over the workforce and all decisions within the organisation leading to a lack of goal congruence.Disadvantages§　This type of structure is usually suited to small companies where due to the size; there is no career path for the employees.§　If the organisation grows, one person will not be able to cope with the increased volume of decisions etc.Functional structure§ This type of structure is common in organisations that haveoutgrown the entrepreneurial structure and now organise the business ona functional basis.§　It is most appropriate to small companies which have few products and locations and which exist in a relatively stable environment.§　For example a business making one type of electrical component for use in a car manufacturing company.AdvantagesDisadvantages§ Economies of scale.§　Standardisation.§ Specialists more comfortable.§ Career opportunities.§ Empire building.§ Slow.§ Conflicts between functions.§ Cannot cope with diversification.Expandable textAdvantages§　This organisational structure relates to an organisation which has outgrown the entrepreneur stage. Rather than duplicating roles indifferent parts of the company, similar activities are grouped togetherso leading to:§ lower costs§ standardisation of output/systems, etc.§ people with similar skills being grouped together and so notfeeling isolated.§ Due to the larger size of the organisation and the grouping into functions, there is a career path for employees – they can work their way up through the function.Disadvantages§　Managers of the functions may b e try to make d ecisions to increase their own p ower/be in the best interest of their function rather that work in the best interest of the company overall.§ Due to the longer chain of command, decis ions will be made more slowly.§　This style of structure is not suited to an organisation which is rapidly growing and diversifying – the specialists in for example the production function would not be able to cope with making gas fires andradios.Product/Division/Department§ Organisation structured in accordance with product lines ordivisions or departments.§ They are headed by general managers who enjoy responsibility fortheir own resources.§ Divisions are likely to be seen as pr ofit centres and may be seenas strategic business units for planning and control purposes.§ Some departments, e.g. accounts will be centralised.AdvantagesDisadvantages§ Enables growth.§ Clear responsibility for products/divisions§ Training of general managers.§ Easily adapted for further diversification.§ Top management free to concentrate on strategic matters.§　Potential loss of control.§ Lack of goal congruence.§ Duplication.§ Specialists may feel isolate d.§ Allocation of central costs can be a problemExpandable textAdvantages§ If an organisation wants to grow and diversify, the functionalstructure can not cope, so instead the divisional structure should beadopted. Should the company w ant to diversify further, it is easy to ‘bolt on’ another division.§ It encourages growth and diversity of products, e.g. by addingadditional flavours etc to capture other segments of the market. This in turn promotes the use of specialised equipment and facilities.§ Due to the break down of the company’s activities into the divisions, it should mean that the divisional managers can clearly seewhere their area of responsibility lies and it should leave the topmanagement free to concentrate on strategic matters, rather than to getinvolved in the day to day operations of each division – although this can lead to a lack of goal congruence.§　The focus of attention is on product performance and profitability.By placing responsibility for product profitability at the division level, they are able to react and make decisions quickly on a day to day basis.§ The role of the general manager is encourages with lessconcentration upon specialisation. This promotes a wider view of thecompany’s o perations.Disadvantages§　In most divisionalised companies, some f unctions, e.g. accounting or human resources will be provided centrally. If this is the case, thecost of the centralised function could be recharged to those divisionsusing e.g. the human resource function. There are different ways ofcalculating the recharge and divisional managers may complain if theprofitability of their division is reduced by an amount that they perceive as being arbitrary.Geographically structured§　Grouping activities on the basis of location.§　Common in organisations that operate over a wide geographic area.§ Often, some departments e.g. accounts will be centralised.§ For example Kaplan.AdvantagesDisadvantages§ Enables geogr aphic growth.§ Clear responsibility for areas.§ Training of general managers.§ Top management free to concentrate on strategic matters§ As for divisional structure aboveExpandable textProduct divisionalisation is generally preferred over say geographic divisionalisation when the product is relatively complex and requires ahigh cost of capital equipment, skilled operators etc., e.g. the carindustry.Matrix§　A matrix structure aims to combine the benefits of decentralisatio n (e.g. speedy decision making) with those of co-ordination (achievingeconomies and synergies across all business units, territories andproducts).§ It usually requires employees from various departments to form agroup to achieve a specific target.§ They require dual reporting to managers and the diagram shows amix of product and functional structures.§　For example in a university, a lecturer may have to report to both subject and department heads.AdvantagesDisadvantages§ Advanta ges of both functional and divisional structures.§ Flexibility.§ Customer orientation.§ Encourage teamwork and the exchange of opinions and expertise.§　Dual command and conflict.§ Dilution of functional authority.§ Time-consuming meetings.§ Higher admin costs.Expandable textAdvantages§ In today’s rapidly changing environment, there is a need foreffective coordination in very complex situations. If a car manufacturer wants to design, produce and market a new model, the process involves most parts of the organisation and a flexible/adaptable system is needed toachieve the objectives. The more rigid structure experienced in adivisional company w ould not have the flexibility to be able to coordinatethe tasks and the people, whereas the matrix structure can cope.§　The production managers could be replaced with customer managers,in which case the whole team will be focused on meeting the needs of thecustomer.Disadvantages§ Where the matrix structure can cause difficulty is in the linesof control. These may become ambiguous and conflict with each other. Ateam member may answerable to the product manager and to his functionalsuperior, and this may c ause confusion and stress. Time consuming meetings may be required to resolve the conflict, so resulting in higheradministration costs.Expandable textFew organisations adopt a pure structural type; the skill is inblending the structure to the organisation’s circumstances. There is a whole range of ‘shades of grey’　between these pure types of structure, e.g. a company may move from a functional to a divisional structure bya series of small incremental changes.Test your understanding 1Outline the main features of a functional organisational structure.Test your understanding 2Food plc is company t hat manufactures dried packet and tinned soups, tinned vegetables and is about to start making specialist soups for sale in small delicatessens hot healthy ‘food on the go’. They have re cently recruited a specialist from ‘Gourmet Soups’　to help them with their new venture. The packet and tinned soups are sold to 2 major supermarkets,the tinned vegetables to many o utlets. Design an organisational structure for Food plc.更多ACCA资讯请关注高顿ACCA官网：。

2020年ACCA考试《F1会计师与企业》知识点预习(1)ABC Co has a system which records details of orders received and goods dispatched， invoices customers and allocates remittances to customers. What type of system is this?A Management information systemB Decision support systemC Knowledge management systemD Transaction processing systemEven a casual reading of the question will highlight that the word 'system' is a key word. It is used in the stem (the initial statement which describes the system)， the prompt (the actual question) and in each of the choices.This means that unless care is taken to read the question and think carefully about what is being asked， it would be easy to become confused. A further problem is that all four of the systems in the choices are examples of systems that might be utilised in an organisation. To select the correct answer， the best approach is to consider what each of the four systems is intended to achieve.A management information system is intended to provide information to managers. Information is processed data，which is useful for making decisions. In this case， the stem refers to data (as it is unprocessed - information would notbe an individual order， but the total value of orders for a particular product or from a specific customer). Therefore，A is not correct.A decision support system is intended to do exactly what the name suggests - provide information to assist managers to make decisions. Once again the system relates to information. As we have already decided that the stem refers to data，B cannot be the correct answer.Choice C presents a potential problem. A knowledge management system is intended to create， capture， store and share information. The stem notes that the system 'records details of orders' (capture) and invoices customers (creates). This may create confusion for the ill-prepared candidate. However， a well-prepared candidate will note that， once again， the issue is that 'information' is relevant to a knowledge management system. On that basis， choice C is incorrect.D is the correct choice because a transaction processing system deals with data - which is processed to create information.From， this we can see that a candidate who is clearabout the difference between 'data' and 'information' will be able to answer this question without undue difficulty， but very clear thinking， and application of knowledge， is needed.It is essential that， having read the question carefully，you think about your response， and that your answer is the result of a considered choice. This is because of the way inwhich the incorrect options have been constructed. In ACCA exams， MCQs have one correct option and three incorrect options. The incorrect options are referred to as'distractors'. This term is used because in writing the question， the examiner attempts to identify the most common mistakes made by candidates and uses these as a basis for the incorrect options.。

2011年ACCA《F1会计师与企业》辅导讲义The nature of organisationsChapter 1The business organisationChapter learning objectivesUpon completion of this chapter you will be able to:§ define the term organisation§ explain the need for a formal organisation§ distinguish between different types of organisation§ summarise the main areas of responsibility for different functions within an organisation§ explain how different departments co-ordinate their activities§ explain the nature and process of st rategic planning§ explain the purpose of each level of organizational management.1 The nature of organisations1.1 What is an organisation?‘Organisations are social arrangements for the controlled performance of collective goals.’ (Buchanan and Huczynski)The key aspects of this definition are as follows:§ collective goals§ social arrangements§ controlled performance.Expandable textAs yet there is no widely accepted definition of an organisation. This is because the term can be used broadly in two ways:§ It can refer to a group or institution arranged for efficient work. To organise implies that there is an arrangement of parts or elements that produces more than a random collection.§ Organisation can also refer to a process, i.e. structuring and arranging the activities of the enterprise or institution to achieve the stated objectives. The very work organisation implies that there is order or structure.There are many types of organisations, which are set up to serve a number of different purpose and to meet a variety of needs. They include:§ service companies§ factories§ retail companies§ political parties§ charities§ local councils§ the army, navy and air force§ schools.What they all have in common in summarised in the definition given by Buchanan and Huczynski:‘Organisations are social arrangements for the controlled performance of collective goals.’(a) ‘Collective goals’ –organisations are defined primarily by their goals.A school has the main goal of educating pupils and will be organised differently from a company where the main objective is to make profits.(b) ‘Social arrangements’ – someone working on his own does not constitute an organisation. Organisations have structure to enable people to work together towards the common goals. Larger organisations tend to have more formal structures in place but even small organisations will divide up responsibilities between the people concerned.(c) ‘Controlled performance’ –organisations have systems and procedures to ensure that goals are achieved. These could vary from ad-hoc informal reviews to complex weekly targets and performance review.For example, a football team can be described as an organisation because: § It has a number o f players who have come together to play a game.§ The team has an objective (to score more goals than its opponent).§ To do their job properly, the members have to maintain an internal system of control to get the team to work together. In training they work out tactics so that in play they can rely on the ball being passed to those who can score goals.§ Each member of the team is part of the organisational structure and is skilled in a different task; the goalkeeper has more experience in stopping goals being scored than those in the forward line of the team.§ In addition, there must be team spirit, so that everyone works together. Players are encouraged to do their best, both on and off the field.Test your understanding 1Which of the following would be considered to be an organisation?(i) A sole trader(ii) A tennis club(iii) A hospitalA) (i), (ii) and (iii)B) (i) and (ii) onlyC) (ii) and (iii) onlyD) (i) and (iii) only1.2 Why do we need organisations?Organisations can achieve results that cannot be produced by individuals on their own. This is because organisations enable people to:§ share skills and knowledge§ specialise and§ pool resources.As the organisation grows it will reach a size where goals, structures and control procedures need to be formalised to ensure that objectives are achieved.These issues are discussed in further detail below.Illustration 1 – The nature of organisationsWhen families set up and run restaurants, they usually do not have to consider formalising the organisation of their business until they have five restaurants.After this stage responsibilities have to be clarified and greater delegation is often required.Expandable textThere are many reasons why organisations exist:§ They satisfy social needs, e.g. the companionship of people with similar tastes leads to the formation of clubs, societies and unions. People join organisations because they consider that they will be more secure, more successful, have more needs and wants satisfied and be better off.§ Organisations exist primarily because they are more efficient at fulfilling needs than individuals who attempt to cater for all their requirements in isolation and without assistance from others. The main reason for this is the ability that organisations have of being able to employ the techniques of specialization and the division of labour. In particular:§ They save time – a group can accomplish a task more quickly than lone individuals.§ They pool know ledge – members of organisations can share knowledge and skills.§ They are power centres – an individual rarely has the power to influence events on a large scale whereas most organisations can influence demand, win orders and create wealth.Specialisation is perhaps the oldest organisational device. It occurs when organisations or individual workers concentrate on a limited type of activity. This allows them to build up a greater level of skill and knowledge than they would if they attempted to be good at everything.The advantage of arranging work in this way lies in the fact that, by concentrating on one type or aspect of work, it is possible to become much more efficient. By concentrating its expertise into a limited range of activities, the organisation plans and arranges its output to achieve the most efficient use of its resources. A key aspect of specialisation involves the division of labour.The specialisation of labour developed as industrialization advanced, and large organisations became more popular. It was first used in car production at Ford and is associated with the work of Taylor, which we will be discussing later. The carproduction process was broken down into many separate tasks and each worker was required to specialise in only one small aspect of the total process. This benefits the manufacturer in three ways:§ Simple tasks encourage the use of highly specific equipment, e.g. power wrenches that speed up the manufacturing operation.§ Semi-skilled labour can be employed rather than highly skilled operatives.§ Workers are only responsible for one process and so are able to develop a high level of expertise and increase their output per period.Modern industrialised economies make great use of specialisation and the division of labour, but for organisations to gain the full benefits of these techniques they also employ another organisational device known as hierarchy. We will be examining this further when we discuss the distribution of authority, responsibility and accountability within the organisation.Test your understanding 2Suppose you are organising a student ball. What advantages could be gained by forming a committee to manage the process and ultimate event?1.3 Classifying organisations by profit orientationOrganisations can be classified in many different ways, including the following: Profit seeking organisationsSome organisations, such as companies and partnerships, see their main objective as maximising the wealth of their owners. Such organisations are often referred to as ‘profit-seeking’.The objective of wealth maximisation is usually expanded into three primary objectives:§ to continue in existence (survival)§ to maintain growth and development§ to make a profitExpandable textPeter Drucker has suggested that profit-seeking organisations typically have objectives relating to the following:§ market standing§ innovation§ productivity§ physical and financial resources§ profitability§ manager performance and develop ment§ worker performance and attitude§ public responsibilityNot-for-profit organisationsOther organisations do not see profitability as their main objective. Such not-for-profit organisations (‘NFPs or NPOs’) are unlikely to have financial objectives as primary.Instead they are seeking to satisfy particular needs of their members or the sectors of society that they have been set up to benefit.Illustration 2 – The nature of organisationsNFPs include the following:§ government department s and agencies(e.g. HM Revenue and Customs)§ schools§ hospitals§ charities (e.g. Oxfam, Red Cross, Red Crescent, Caritas) and§ clubs.The objectives of NFPs can vary tremendously:§ hospital could be said to exist to treat patients.§ Councils often state their ‘mission’ as caring for their communities.§ A charity may have as its main objective ‘to provide relief to victims of disasters and help people prevent, prepare for, and respond to emergencies.’§ Government organisations usual ly exist to implement government policy.One specific category of NFPs is a mutual organisation. Mutual organisationsare voluntary not-for-profit associations formed for the purpose of raising funds by subscriptions of members, out of which common services can be provided to those members.Mutual organisations include§ Some building societies§ Trade unions and§ Some working-men’s clubs.Expandable textMany NPOs view financial matters as constraints under which they have to operate, rather than objectives.For example,§ Hospitals seek to offer the best possible care to as many patients as possible, subject to budgetary restrictions imposed upon them.§ Councils organise services such as refuse collection, while trying to achieve valu e for money with residents’ council tax.§ Charities may try to alleviate suffering subject to funds raised.1.4 Classifying organisation by ownership/controlPublic sector organisationsThe public sector is that part of the economy that is concerned with providing basic government services and is thus controlled by government organisations.Illustration 3 – The nature of organisationsThe composition of the public sector varies by country, but in most countries the public sector includes such services as:§ police§ military§ public roads§ public transit§ primary education and§ healthcare for the poor.Private sector organisationsThe private sector, comprising non-government organisations, is that part of a nation’s economy th at is not controlled by the government.Illustration 4 – The nature of organisationsThis sector thus includes:§ businesses§ charities and§ clubs.Within these will be profit-seeking and not-for-profit organisations.Co-operativesA co-operative is an autonomous association of persons united voluntary to meet their common economic, social and cultural needs and aspirations through a jointly owned and democratically controlled enterprise.(The International Co-operative Alliance Statement on the Co-operative Identity, Manchester 1995).Co-operatives are thus businesses with the following characteristics:§ They are owned and democratically controlled by their members –the people who buy their goods or use their services. They are not owned by investors.§ Co-operatives are organised solely to meet the needs of the member-owners, not to accumulate capital for investors.Illustration 5 – The nature of organisationsFor example, a retail co-operative could comprise a group of people who join together to increase their buying power to qualify for discounts from retailers when purchasing food.Expandable textCo-operatives are similar to mutual organisations in the sense that the organisations are also owned by the members/clients that they exist for. However, they tend to deal in primarily tangible goods and services such as agricultural commodities or utilities rather than intangible products such as financial services.Test your understanding 3A hospital is considering bringing its cleaning services back ‘in house’having previously out sourced. Comment on how this might impact the hospital’s stated objective of providing the best patient care.Test your understanding 4Some building societies have demutualised and become banks with shareholders. Comment on how this may have affected lenders and borrows.Test your understanding 5Which of the following are usually seen as the primary objectives of companies?(i) To maximize the wealth of shareholders(ii) To protect the environment(iii) To make a profitA) (i), (ii) and (iii)B) (i) and (ii) onlyC) (ii) and (iii) onlyD) (i) and (iii) onlyTest your understanding 6Many schools run fund-raising events such as fetes, where the intention is to make a pro fit. This makes them ‘profit-seeking’.True or False?The roles and functions of the main departments in a business organisation2.1 The main functions within an organisationThe main departments in a business organisation are as follows:DepartmentRoleKey concernsResearch and development§ Improving existing products§ Developing new products§ Anticipating customer needs§ Generating new ideas§ Testing§ Costpurchasing§ Acquiring the goods and services necessary for the business§ Price and payment terms§ Quality§ Stock levels/delivery schedulesProduction§ Converting raw materials into finished goods§ Quality (of materials and finished goods)§ Costs§ Wastage/efficiency§ Stock levels/production schedulesDirect service pr ovision§ Providing service to clients (e.g. accountancy firm)§ Quality§ Time sheets/schedulingmarketing§ Identifying customer needs§ Market research§ Product design§ Pricing§ Promotion§ Distribution§ Customer needs§ Quality§ Prom otional strategy§ Distribution channel strategy§ Pricing strategyadministration§ Administrative support§ Processing transactions§ Efficiency§ Information processingFinance§ Bookkeeping§ Financial reporting§ Financial controls§ Budg eting§ The raising of capital§ Accuracy and completeness of record keeping§ Monthly management reporting§ Annual financial reportingHuman resources§ Job analysis and job design§ Recruitment and selection§ Performance appraisal§ Rewards (e.g. setting pay)§ Training and develop§ Grievances and discipline§ Staff competence§ Staff commitment/motivation§ Cost§ Staff welfare (e.g. stress)§ Compliance (e.g. equal opportunities legislation)Test your understanding 7Which of the following is not part of the responsibility of a research and development department?A Improving existing products.B Developing new products.C Researching new technologies for application to future products.D Researching market demand for products.2.2 Co-ordinationIt is vital that effective co-ordination is achieved between different departments and functions.The main way this is achieved is through the budget-setting process, e.g. to ensure that production make enough products (subject to stock policies) to meet predicted sales figures from marketing. Both the production and marketing budgets will be based on the same set of assumptions.Other mechanisms for co-ordination include the following:§ regular planning meetings betwe en the managers§ effective and regular communication between departments to confirm deadlines, target activity levels etc.§ clear, well-documented reporting lines§ supervision.Expandable textCo-ordination is achieved in one of or more of the following ways; the relative complexity of the work affects the method chosen:§ Standardised work process – the work is specified, and everybody works in the same say.§ Standardised outputs –through such things as product or service specifications. Whilst the results are standardised, the means are not.§ Standardised skills and knowledge – even though each job is performed independently. This is an important co-ordinating mechanism in professional activities and specifies the kind of training needed to perform the work.§ Direct supervision –exists throughout the hierarchy where individuals issue instructions and monitor performance. One person has a specific co-ordinating role.§ Mutual adjustment – co-ordination results from internal communication and through informal contact between the people performing their organizational roles. This exists in simple structures where people work closely together. It also applies to some complex tasks, e.g. in a research project if the outcome is uncertain, colleagues will adjust their activities in the light of new findings.Test your understanding 8An over-keen sales person promises a new product to a major client before production anticipates manufacturing it.What problems could this cause and how could it have been avoided?3 Strategic, tactical and operational planning levels in the organisationStrategic, tactical and operational planning levels in the organisation3.1 Different levels of planning§ Strategic planning is long-term, looks at the whole organisation and defines resource requirements.§ Tactical planning is medium-term , looks at the department/divisional level and specifies how to use resources.§ Operational planning is very short-term, very detailed and is mainly concerned with control.Strategic plans will have to be translated into medium-term tactical plans, which in turn need to be converted into detailed performance targets and budgets.Illustration 6 – strategic, tactical and operational planningThe above planning levels could be applied to a farmer as follows:§ Strategic planning would look at deciding which crops should be grown and how much land should be allocated for crops, livestock, etc. These decisions would be based on consumer trends, the actions of competitors, changes in EU Common Agricultural Policy, etc.§ Tactical planning would then look at how best to use specified resources s uch as fields. This would include issues such as crop rotation.§ Operational planning would include organizing extra staff for harvesting etc.Test your understanding 9A hospital is considering whether to have specialist wards or multi-disciplinary wards.At which planning level is this decision being made?3.2 The nature of strategic planningStrategic planning is characterised by the following:§ Long-term perspective.§ Looks at the whole organisation as well as individual products and ma rkets.§ Sets the direction of the whole organisation and integrates its activities.§ Considers the views of all stakeholders, not just the shareholders’ perspective.§ Analyses the organisation’s resources and defines resource requirements.§ Rel ates the organisation to its environments.§ Looks at gaining a sustainable competitive advantage.3.3 The strategic planning processThe rational approach to strategic planning breaks down the process into three distinct steps.1 Strategic analysis – three key areas§ External analysis of markets, competitors, the business environment, etc. to identify opportunities and threats.§ Internal analysis of the firm’s resources, competences, etc. to identify strengths and weaknesses.§ Stakeholder an alysis –to understand stakeholder expectations/influence in order to clarify objectives.2 Strategic choice – again three key angles to consider§ What is the basis of our strategy? In particular how are we going to compete – high quality, low costs?§ Where do we want to compete? Which markets, countries, products?§ How do we want to get there? Organic growth, acquisition or some joint arrangement such as franchising?3 Strategic implementation§ Once determined, the long-term strategy needs to be translated into plans for marketing, human resources management, IT, production, organizational structure, etc.§ The strategy may involve major changes so these will also have to be managed.Test your understanding 10Give three strategic issues that should be considered by the headmaster of a school as part of strategic analysis.Chapter summaryTest your understanding answerTest your understanding 1CA sole trader would normally be someone working on their own, so there would be no collective goals.Test your understanding 2The committee would give the following benefits:§ It would help overcome your limitations by pooling knowledge, ideas and expertise.§ It would enable individuals to specialise in particular roles.§ It would save time through joint effort.§ It would enable synergy to be gained.§ It would satisfy social needs.Test your understanding 3The reasons for returning services in-house are likely to be:§ Improved quality of cleaning due to better control, thus reducing the risk of infection. This should improve patient care.§ It may be cheaper to perform cleaning in-house as the external supplier will be charging a fee to cover costs and a profit margin. This may improve customer care if, e.g. the funds are used to buy new equipment.The danger is that the decision is driven by cost considerations without a resulting improvement in quality.Test your understanding 4Mutual building societies exist for the benefit of their members. This is reflected in setting:§ interest rates for borrows as low as possible§ interest rates for savers as high as possible.The aim is not to make a profit so the borrowing and saving rates are moved as close as possible with a small sufficient to cover costs.Once it becomes a bank the building society must then seek to maximizeshareholder wealth and become profit seeking. This is done by increasing borrowing rates and reducing saving rates.Members will thus find that the terms offered by the building society become less attractive.However, when demutualising most building societies give their members windfalls of shares so members become shareholders, thus benefiting from dividends and share price increases.Test your understanding 5DWhile protecting the environment is to be encouraged and is reinforced within statute to some degree, it is not a primary objective of the company. Companies exist primarily to make their owners rich.Test your understanding 6FalseSchools run fund-raising activities to help pay for extra books, e.g. to improve the quality of education given to pupils. The primary objective is educational, not profit. The money made at the fete is thus a means not an end.Test your understanding 7DDemand would be assessed by a market research function within the marketing department.Test your understanding 8The problems this will cause are:§ ei ther the firm will let down its major customer, with resulting loss of goodwill and impact on future orders or§ the firm will incur extra costs to advance production to meet the deadline set.This could have been avoided by the following:§ better c ommunication between sales and production§ ensuring that sales staff are briefed by their supervisor regarding delivery and production schedules§ having an IT system where all sales staff can verify stock and anticipated production times before confirming orders.Test your understanding 9Tactical – the issue is how best to use existing resources (i.e. wards).Test your understanding 10Strategic issues could include the following:Internal analysis§ Review of Ofsted reports to identify a reas for improvement.§ Review of government league tables.§ An assessment of each member of staff to identify strengths and weaknesses.§ A review of assets, including buildings and equipment.External analysis§ Local birth rates to anticipate likely future student numbers.§ Numbers of graduate going into teaching to anticipate future supply of teachers.§ Proposed government legislation relating to schools, e.g. funding.Stakeholder analysis§ Feedback from PTA groups and other parent groups.§ Feedback from school governors.Chapter 2organisation structureChapter learning objectivesUpon completion of this chapter you will be able to:§ explain the different ways in which an organisation might be structured § list advant ages and disadvantages of each type of organizational arrangement § define the terms scalar chain and span of control§ what factors influence the span of control§ give reasons why ownership and management of the organisation are often separated§ explain what is meant by centralised/decentralised structure§ what are the advantages and disadvantages of the informal organisation § identify what impact the informal organisation has on the business§ how can managers foster the benefits of the informal organization while at the same time reducing its potential disadvantages.1 Organisational structure1.1 Different types of structureA typical pattern of structure change can be represented by the following sequence.Entrepreneurial§ T his type of structure is built around the owner manager and is typical of small companies in the early stages of their development.§ The entrepreneur often has specialist knowledge of the product or service § Example owner/managed businessAdvantagesDisadvantages§ Fast decision making.§ More responsive to market.§ Goal congruence§ Good control§ Close bond to workforce§ Lack of career structure.§ Dependant on the capabilities of the manager/owner§ Cannot cope with diversification/ growth.Expandable textAdvantages§ There is only one person taking decisions – this should lead to decisionsbeing made quickly.§ A s soon as an element of the market alters, the entrepreneur should recognise it and act quickly.§ A lack of a chain of command and the small size of the organisation should mean that the entrepreneur has control over the workforce and all decisions within the organisation leading to a lack of goal congruence.Disadvantages§ This type of structure is usually suited to small companies where due to the size; there is no career path for the employees.§ If the organisation grows, one person will not b e able to cope with the increased volume of decisions etc.Functional structure§ This type of structure is common in organisations that have outgrown the entrepreneurial structure and now organise the business on a functional basis.§ It is most app ropriate to small companies which have few products and locations and which exist in a relatively stable environment.§ For example a business making one type of electrical component for use in a car manufacturing company.AdvantagesDisadvantages§ E conomies of scale.§ Standardisation.§ Specialists more comfortable.§ Career opportunities.§ Empire building.§ Slow.§ Conflicts between functions.§ Cannot cope with diversification.Expandable textAdvantages§ This organisational st ructure relates to an organisation which has outgrown the entrepreneur stage. Rather than duplicating roles in different parts of the company, similar activities are grouped together so leading to:。