上海财大ACCA F1讲义1ppt课件.ppt

PartA,Thebusinessorganisation,itsstakeholdersandtheexternalenvironment,1,Chapter1,Businessorganizationsandtheirstakeholders,2,1Typesoforganisation,1.1WhatallorganisationshaveincommonAnorganisationis:asocialarrangementwhichpursuescollectivegoals,whichcontrolsitsownperformanceandwhichhasaboundaryseparatingitfromitsenvironment.,3,1.2Whydoorganisationsexist?Organisationscanachieveresultswhichindividualscannotachievebythemselves.(a)Oraganisationsovercomepeoplesindividuallimitations,whetherphysicalorintellectural.(b)Organisationsenablepeopletospecialiseinwhattheydobest.(c)Organisationssavetime.(d)Organisationsaccumulateandshareknowledge.(e)Organisationsenablesynerge.Inbrief,organisationsenablepeopletobemoreproductive.,4,1.3HoworganisationsdifferOwnership(PublicvsPrivate)Ownedbythegovernment(publicsectororganisations)Ownedbyprivateownersorshareholders(privatesectororganisations)ControlControlledbytheownersthemselvesControlledbypeopleworkingontheirbehalfIndirectlycontrolledbygovernment-sponsoredregulators,5,ActivityProfitornon-profitorientationLegalstatusLimitedcompaniesPartnershipsSize,6,SourcesoffinanceBorrowingfrombanksGovernmentfundingIssuingsharesTechnologyVaryingdegreesoftechnologyuse,7,1.4WhattheorganisationdoesOrganisationsdomanydifferenttypesofwork,8,2Typesofbusinessorganisation,2.1Profitvsnon-profitorientationProfitorientationMaximiseprofit(toowners)NonprofitorientationProvisionofgoods/services(topublic/beneficiaries),9,2.2PrivatevspublicsectorPrivatesectorOrganisationsnotownedorrunbycentralorlocalgovernment,orgovernmentagencies.PublicsectorOrganisationownedorrunbycentralorlocalgovernmentagencies.,10,2.3PrivatesectorbusinessesAbusinessorganisationexiststomakeaprofit.Costsshouldbelessthantherevenues.Profitsarenotincidentaltoitsactivitiesbutthedrivingfactor.,11,2.3.1LegalstatusSomeonesettingupabusinesscanchoosetogointobusinessalone,takeononeormorepartnerswhoalsosharetheprofitsofthebusiness,orsetupalimitedcompany.,12,2.3.2LimitedcompaniesAlimitedcompanyhasaseparatelegalpersonalityfromitsowners(shareholders).Theshareholdersriskisgenerallyrestrictedtotheamountthattheyhaveinvestedinthecompanywhenbuyingtheshares.Limitedliability,13,Theownershipandcontrolofalimitedcompanyarelegallyseparate.Shareholdersaretheownersbuthavelimitedrights,asshareholders,overthedaytodayrunningofthecompany.,14,Directorsareappointedbyshareholderstorunthecompany.Boardofdirectorscontrolsmanagementandstaff,andisaccountabletotheshareholdersExecutivedirectorsparticipateinthedailyoperationoftheorganisation.Non-executivedirectorsareinvitedtojoininanadvisorycapacity,usuallytobringtheirparticularskillsorexperiencetothediscussionsoftheboardtoexercisesomeoverallguidance.,15,Operationalmanagementusuallyconsistsofcareermanagerswhoarerecruitedtooperatethebusiness,andareaccountabletotheboard.,16,2.3.3TypesoflimitedcompanyPrivatelimitedcompanies(egXLimited)Publiclimitedcompanies(egXplc)Theydifferasfollows:(a)Numberofshareholders(b)Transferabilityofshares(c)Directorsasshareholders(d)SourceofcapitalAprivatecompanyssharecapitalwillnormallybeprovidedfromthreesources:thefounderorpromoter;businessassociatesofthefounderoremployer;venturecapitalistsApubliccompanyssharecapitalcanberaisedfromthepublicdirectly,orthroughinstitutionalinvestors,usingrecognisedmarkets,17,2.3.4AdvantagesanddisadvantagesoflimitedcompaniesAdvantagesMoremoneyReducesriskforinvestorsSeparatelegalpersonalityOwnershipislegallyseparatefromcontrolNorestrictionsonsizeFlexibilityDisadvantagesLegalcompliancecostsShareholdershavelittlepracticalpower,18,2.4ThepublicsectorThepublicsectorcomprisesallorganisationsownedandrunbythegovernmentandlocalgovernment.,19,2.4.1Keycharacteristicsofthepublicsector(a)Accountability,ultimately,toParliament.(b)FundingRaisingtaxesMakingchargesBorrowing(c)Demandforservices:limitless(d)Limitedresources,20,2.4.2Advantages(a)Fairness(b)Fillingthegapsleftbytheprivatesector(c)Publicinterest(d)Economiesofscale(e)Cheaperfinance(f)Efficiency,21,2.4.3Disadvantages(a)AccountabilityInefficiencymaybeignored(b)InterferencePoliticiansmaynotbefamiliarwiththeoperationofabusinessandyetpoliticalpressuresandindecisionmayinfluenceadverselythedecisionmakingprocess.(c)CostThepublicwilldemandasperfectaserviceaspossiblebutwillnotwishtobearthecostinvolved.,22,2.5Non-governmentalorganisationsAnon-governmentalorganisation(NGO)isanindependentvoluntaryassociationofpeopleactingtogetherforsomecommonpurpose(otherthanachievinggovernmentofficeormakingmoney).Aimedatpromotingsocial,politicalorenvironmentalchange.,23,SomeorganisationalfeaturesofNGOsStaffingbyvolunteersaswellasfulltimeemployeesFinancefromgrantsorcontractsSkillsinadvertisingandmediarelationsSomekindofnationalheadquartersPlanningandbudgetingexpertise,24,2.6Co-operativesocietiesandmutualassociationsCo-operativesarebusinessesownedbytheirworkersorcustomers,whosharetheprofits.OpenmembershipDemocraticcontrol(onemember,onevote)DistributionofthesurplusinproportiontopurchasesPromotionofeducationMutualassociationsaresimilartoco-operativesocietiesinthattheyareownedbytheirmembersratherthanbyoutsideinvestors.,25,Questions,Alimitedcompanyhasaseparatelegalidentityfromitsowners.Trueorfalse.ATrueBFalseAnswer:A,26,Whichofthefollowingprovidesanexampleofaboundaryseparatinganorganisationfromitsenvironment?AAdivisionalstructureBSystemsandproceduresCFactorygatesDRecruitmentpolicyAnswer:C,27,Primaryandsecondarygoalsareequallyimportantinanorganisation.Isthisstatementtrueorfalse?ATrueBFalseAnswer:B,28,Whichofthefollowingbestdescribesthepublicsector?ACompanieswhereprofitsarethedrivingfactorBCompanieswhichareownedbyawideproportionoftheinvestingpublicCAllthoseorganisationsownedandrunbythegovernmentandlocalgovernmentDBusinessesownedbytheirworkersorcustomers,whosharetheprofitsAnswer:C,29,3Stakeholdergoalsandobjectives,Stakeholdersarethoseindividualsorgroupsthat,potentially,haveaninterestinwhattheorganisationdoes.Objectivesmustconsiderstakeholders.JohnsonandScholesidentifiedthreetypesofstakeholder:ICE,30,3.1Internalstakeholders:employeesandmanagementEmployeesManagers3.2ConnectedstakeholdersShareholders(corporatestrategy)Bankers(cashflows)Suppliers(purchasestrategy)Customers(productmarketstrategy)3.3ExternalstakeholdersGovernmentInterest/pressuregroupsProfessionalbodies,31,3.4AnotherapproachPrimarystakeholders:haveacontractualrelationshipwiththeorganisation.Includesinternalandconnectedstakeholders.Secondarystakeholders.Equatestoexternalstakeholders.3.5StakeholderconflictBetweenmanagersandshareholders,32,3.6Stakeholdermapping:powerandinterestMendelowsMatrix,33,ThematrixoutlineshowtoapproacheachstakeholderStakeholdermappingisusedtoassessthesignificanceofstakeholdergroups.SegmentD:strategymustbeacceptablekeyplayersSegmentC:keepsatisfiedSegmentB:keepinformedSegmentA:minimaleffortStakeholdersmaymovefromquadranttoquadrant.,34,3.7ThestrategicvalueofstakeholdersThefirmcanmakestrategicgainsfrommanagingstakeholderrelationships.3.8MeasuringstakeholdersatisfactionQualitativeQuantitative,35,Questions,Whichofthefollowingisnotaconnectedstakeholder?ACustomerBEmployeeCLan