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Accountant in

Business

Time allowed: 2 hours

ALL FIFTY questions are compulsory and MUST be attempted.

Do NOT open this paper until instructed by the supervisor.

This question paper must not be removed from the examination hall.

Fundamentals Pilot Paper – Knowledge module

Paper F1

The Association of Chartered Certified Accountants

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ALL FIFTY questions are compulsory and MUST be attempted

Please use the Candidate Registration Sheet provided to indicate your chosen answer to each multiple choice question.

1 An organisation which restructures through a major de-layering exercise has as a result moved to a shorter scalar

chain and a narrower span of control.

Is the above statement true or false?

A True

B False

(1 mark)

2 Which of the following is the main function of marketing?

A To maximise sales volume

B To identify and anticipate customer needs

C To persuade potential consumers to convert latent demand into expenditure

D To identify suitable outlets for goods and services supplied

(2 marks)

3 Which one of the following has become an established best practice in corporate governance in recent years?

A An increasingly prominent role for non-executive directors

B An increase in the powers of external auditors

C Greater accountability for directors who are in breach of their fiduciary duties

D A requirement for all companies to establish an internal audit function

(2 marks)

4 In a higher education teaching organisation an academic faculty is organised into courses and departments, where

teaching staff report both to course programme managers and to subject specialists, depending on which course

they teach and upon their particular subject specialism.

According to Charles Handy’s four cultural stereotypes, which of the following describes the above type of

organisational structure?

A Role

B Task

C Power

D Person

(2 marks)

5 At what stage of the planning process should a company carry out a situation analysis?

A When converting strategic objectives into tactical plans

B When formulating a mission statement

C When validating the effectiveness of plans against outcomes

D When formulating strategic objectives

(2 marks)

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6 Which one of the following is potential advantage of decentralisation?

A Greater control by senior management

B Risk reduction in relation to operational decision-making

C More accountability at lower levels

D Consistency of decision-making across the organisation

(2 marks)

7 Which one of the following is an example of a internal stakeholder?

A A shareholder

B An non-executive director

C A manager

D A supplier

(2 marks)

8 According to Mendelow, companies must pay most attention to the needs of which group of stakeholders?

A Those with little power and little interest in the company

B Those with a high level of power but little interest in the company

C Those with little power but a high level of interest in the company

D Those with a high level of power and a high level of interest in the company

(2 marks)

9 What is the responsibility of a Public Oversight Board?

A The establishment of detailed rules on internal audit procedures

B The commissioning of financial reporting standards

C The creation of legislation relating to accounting standards

D The monitoring and enforcement of legal and compliance standards

(2 marks)

10 The ageing population trend in many European countries is caused by a increasing birth rate and an increasing

mortality rate.

Is this statement true or false?

A True

B False

(1 mark)

11 Which one of the following is consistent with a government’s policy objective to expand the level of economic

activity?

A An increase in taxation

B An increase in interest rates

C An increase in personal savings

D An increase in public expenditure

(2 marks)

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12 Martin is an experienced and fully trained shipbuilder, based in a western European city. Due to significant

economic change in supply and demand conditions for shipbuilding in Martin’s own country, the shipyard he

worked for has closed and he was made redundant. There was no other local demand for his skills within his own

region and he would have to move to another country to obtain a similar employment, and could only find similar

work locally through undertaking at least a year’s retraining in a related engineering field.

Which of the following describes the type of unemployment that Martin has been affected by?

A Structural unemployment

B Cyclical unemployment

C Frictional unemployment

D Marginal unemployment

(2 marks)

13 When an organisation carries out an environmental scan, it analyses which of the following?

A Strengths, weaknesses, opportunities and threats

B Political, economic, social and technological factors

C Strategic options and choice

D Inbound and outbound logistics

(2 marks)

14 Which of the following is data protection legislation primarily designed to protect?

A All private individuals and corporate entities on whom only regulated data is held

B All private individuals on whom only regulated data is held

C All private individuals on whom any data is held

D All private individuals and corporate entities on whom any data is held

(2 marks)

15 Which of the following types of new legislation would provide greater employment opportunities in large

companies?

A New laws on health and safety

B New laws to prevent discrimination in the workplace

C New laws making it more difficult to dismiss employees unfairly

D New laws on higher compensation for employer breaches of employment contracts

(2 marks)

16 The total level of demand in the economy is made up of consumption, ____________, government expenditure and

net gains from international trade.

Which of the following correctly completes the sentence above.

A Savings

B Taxation

C Investment

(1 mark)

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17 Which set of environmental factors does a lobby group intend to directly influence?

A Political

B Technological

C Demographic

D Economic

(2 marks)

18 Adrian is the manager of a call centre. Consultants have advised him that by reorganising his teams to complete

highly specific tasks the call centre will be able to increase the throughput of work significantly, as well as

increasing the number of sales calls made to the public. The reorganisation proposals are unpopular with many

workers, who feel that their jobs will become tedious and repetitive.

The proposal to reorganise the work of the call centre utilises principles put forward by which school of

management thought?

A The human relations school

B The empirical school

C The scientific school

D The administrative school

(2 marks)

19 The original role of the accounting function was which one of the following?

A Providing management information

B Recording financial information

C Maintaining financial control

D Managing funds efficiently

(2 marks)

20 Tax avoidance is a legal activity whilst tax evasion is an illegal activity.

Is this statement true or false?

A True

B False

(1 mark)

21 The system used by a company to record sales and purchases is an example of which of the following?

A A transaction processing system.

B A management information system

C An office automation system

D A decision support system

(2 marks)

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22 The implementation of a budgetary control system in a large organisation would be the responsibility of the internal

auditor.

Is this statement true or false?

A True

B False

(1 mark)

23 Which type of organisation would have the retail prices it charges to personal consumers subject to close

scrutiny by a regulator?

A A multinational corporation

B A multi-divisional conglomerate

C A national utilities company

D A financial services provider

(2 marks)

24 The central bank has announced a 2% increase in interest rates.

This decision has the most impact on which department in a large company?

A Auditing

B Treasury

C Financial accounting

D Production

(2 marks)

25 The major purpose of the International Accounting Standards Board (IASB) is to ensure consistency in ___________.

Which two words complete this sentence?

A Financial control

B Corporate reporting

C External auditing

(1 mark)

26 Farrah, Gordon, Helene and Ian work in the finance department of X Co, which has separate financial accounting

and management accounting functions. Farrah deals with payroll, the purchase ledger and sales invoicing. Gordon’s

duties involve inventory valuation, budgetary control and variance analysis. Helene deals with fraud prevention

and detection, and internal control. Ian carries out risk assessments, investment appraisals and assists in project

planning.

Which member of the department works in the financial accounts function?

A Farrah

B Gordon

C Helene

D Ian

(2 marks)

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27 In an economic environment of high price inflation, those who owe money will gain and those who are owed money

will lose.

Is this statement true or false?

A True

B False

(1 mark)

28 To whom is the internal auditor primarily accountable?

A The directors of the company

B The company as a separate entity

C The shareholders of the company

D The employees of the company

(2 marks)

29 Which one of the following is a DISADVANTAGE of a computerised accounting system over a manual accounting

system?

A A computerised system is more time consuming to operate

B The operating costs of a computerised system are higher

C The computerised system is more costly to implement

D A computerised system is more error prone

(2 marks)

30 Calum works in the internal audit department of Z Co. His duties involve the identification, evaluation and testing

of internal controls. He produces reports to senior management on these activities.

For which type of audit is Calum responsible?

A Operational audit

B Transactions audit

C Social responsibility audit

D Systems audit

(2 marks)

31 What is the primary responsibility of the external auditor?

A To verify all the financial transactions and supporting documentation of the client

B To ensure that the client’s financial statements are reasonably accurate and free from bias

C To report all financial irregularities to the shareholders of the client

D To ensure that all the client’s financial statements are prepared and submitted to the relevant authorities on time

(2 marks)

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32 Which of the following are substantive tests used for in the context of external audit of financial accounts?

A To establish whether a figure is correct

B To investigate why a figure is incorrect

C To investigate whether a figure should be included

D To establish why a figure is excluded

(2 marks)

33 In the context of fraud, ‘teeming and lading’ is most likely to occur in which area of operation?

A Sales

B Quality control

C Advertising and promotion

D Despatch

(2 marks)

34 In order to establish an effective internal control system that will minimise the prospect of fraud, which one of

the following should be considered first?

A Recruitment policy and checks on new personnel.

B Identification of areas of potential risk.

C Devising of appropriate sanctions for inappropriate behaviour.

D Segregation of duties in critical areas

(2 marks)

35 The leadership style that least acknowledges the contribution that subordinates have to make is ___________.

Which word correctly completes this sentence?

A Authoritarian

B Autocratic

C Assertive

(1 mark)

36 Renata has attended a leadership development course in which she experienced a self-analysis exercise using

the Blake and Mouton managerial grid. The course leader informed her that the results suggested that Renata

demonstrated a 9.1 leadership style, which suggested that she is highly focused on achieving the objectives of

the team.

What other conclusion may be drawn in relation to Renata’s leadership style?

A She maximises the involvement of her team

B She demonstrates little concern for people in the team

C She balances the needs of the team with the need to complete the task.

D She favours psychologically close managersubordinate relationships

(2 marks)

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37 Jackie leads an established team of six workers. In the last month, two have left to pursue alternative jobs and one

has commenced maternity leave. Three new staff members have joined Jackie’s team.

Which one of Tuckman’s group stages will now occur?

A Norming

B Forming

C Performing

D Storming

(2 marks)

38 Richard is a highly enthusiastic member of his team. An extrovert by nature, he is curious and communicative. He

responds to new challenges positively and has a capacity for contacting people exploring anything new. However,

his attention span is short and he tends to become less involved in a task once his initial interest has passed.

According to Belbin’s team roles theory, Richard displays the characteristics of which of the following?

A Monitor-evaluator

B Plant

C Resource-investigator

D Company worker

(2 marks)

39 Which one of the following statements is correct in relation to monetary rewards in accordance with Herzberg’s

Two-Factor theory?

A Pay increases are a powerful long-term motivator

B Inadequate monetary rewards are a powerful dissatisfier

C Monetary rewards are more important than non-monetary rewards

D Pay can never be used as a motivator

(2 marks)

40 Which one of the following is a characteristic of a team as opposed to a group?

A Members agree with other members

B Members all have equal status

C Members arrive at decisions by consensus

D Members’ work in cooperation

(2 marks)

41 According to Victor Vroom:

Force (or motivation) = _________ x expectancy

Which of the following words completes Vroom’s equation.

A Needs

B Valence

C Opportunity

(1 mark)

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42 According to Handy’s ‘shamrock’ organisation model, which one of the following is becoming progressively less

important in contemporary organisations?

A The permanent, full-time work force

B The part-time temporary work force

C The role of independent sub-contractors

D The role of technical support functions

(2 marks)

43 Which pattern of communication is the quickest way to send a message?

A The circle

B The chain

C The Y

D The wheel

(2 marks)

44 Poor quality lateral communication will result in which of the following?

A Lack of direction

B Lack of coordination

C Lack of delegation

D Lack of control

(2 marks)

45 Role playing exercises using video recording and playback would be most effective for which type of training?

A Development of selling skills

B Regulation and compliance

C Dissemination of technical knowledge

D Introduction of new processes or procedures

(2 marks)

46 In the context of marketing, the ‘four P’s’ are price, place, promotion and __________.

Which word correctly completes this sentence?

A Processes

B Production

C Product

(1 mark)

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47 In relation to employee selection, which type of testing is most appropriate for assessing the depth of knowledge

of a candidate and the candidate’s ability to apply that knowledge?

A Intelligence testing

B Personality testing

C Competence testing

D Psychometric testing

(2 marks)

48 A company has advertised for staff who must be at least 1.88 metres tall and have been in continuous full-time

employment for at least five years.

Which of the following is the legal term for this unlawful practice?

A Direct discrimination

B Indirect discrimination

C Victimisation

D Implied discrimination.

(2 marks)

49 Gloria has the responsibility to work with selected management trainees in her organisation. Her objective is to help

the trainees over the medium to long-term with their personal career development. Supporting and encouraging

them to fulfil their potential is an integral part of her role. Gloria has no involvement in the technical content of the

trainee managers’ work.

Which of the following roles does Gloria fulfil?

A Buddy

B Counsellor

C Mentor

D Instructor

(2 marks)

50 Gils is conducting an appraisal interview with his assistant Jill. He initially invites Jill to talk about the job, her

aspirations, expectations and problems. He adopts a non-judgmental approach and offers suggestions and guidance.

This is an example of which approach to performance appraisal?

A Tell and sell approach

B Tell and listen approach

C Problem solving approach

D 360 degree approach

(2 marks)

End of Question Paper

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1

Answers

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1

Pilot Paper F1

Answers

Accountant in Business

1 B

26 A

2 B

27 A

3 A

28 A

4 B

29 C

5 D

30 D

6 C

31 B

7 C

32 A

8 D

33 A

9 D

34 B

10 B

35 B

11 D

36 B

12 C

37 B

13 B

38 C

14 B

39 B

15 B

40 C

16 C

41 B

17 A

42 A

18 C

43 D

19 B

44 B

20 A

45 A

21 A

46 C

22 B

47 C

23 C

48 B

24 B

49 C

25 B

50 B

Rationale for answers

1 B

The span of control is concerned with the number of subordinates reporting directly to one person. The scalar chain concept relates to the number of levels in the management structure. Therefore delayering causes a reduction in levels of management, with each manager having more subordinates.

2 B The basic principle that underlies marketing is that it is a management process that identifies and anticipates customer needs. The other distractors in the question refer to specific activities undertaken by a marketing function.

3 A Successive reports on corporate governance (Cadbury, Higgs, etc.) have highlighted the increasingly prominent role that non-executive directors should take in large organisations. This has become an established best practice.

4 B The task culture is appropriate where organisations can accommodate the flexibility required to adjust management and team structures to address the tasks that must be fulfilled. This is very common in large consultancy firms.

5 D A situation analysis is carried out when deciding on strategic objectives. The organisation will have already decided on its mission statement and goals.

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6 C Greater accountability at lower levels will lead to greater empowerment of those taking decisions and hence greater motivation and commitment, but will lead to less control and potentially more inconsistency.

7 C A manager is employed by the organisation and is therefore a constituent part of it. All the others are known as ‘connected’ stakeholders.

8 D The organisation must constantly be aware of the needs of stakeholders with a high level of power and the ability to influence the organisation profoundly. Management decisions must therefore take most account of the needs of this group of stakeholders.

9 D The primary aim of a public oversight board is to eliminate or minimise any actual or potential breaches of legislative requirements and to ensure compliance with regulations applicable to organisations within their terms of reference.

10 B The ageing population trend is caused by decreasing birth rate and a decreasing mortality rate.

11 D An increase in public expenditure should increase the level of consumer demand and hence the level of economic activity. This would also be achieved by other measures, such as a reduction in taxation or a reduction in interest rates.

12 C Frictional unemployment arises even when there are unfilled vacancies in the economy. It is because there is never a perfect match between the types of job available and their location with the skills of those seeking work and where they live.

13 B Any environmental scan analyses the external factors that affect an organisation, often categorised as political, economic, social and technological factors.

14 B Data protection legislation is formulated to protect the interests of data subjects who are private individuals. Not all data is regulated.

15 B Diversity policies are intended to reduce recruitment and selection policies and processes that enable discrimination to arise on the basis of gender, race, lifestyle and age, therefore such policies widen access of employment.

16 C The components of effective demand in the economy are consumer spending, investment by enterprises, central and local government expenditure and the net gains from international trade.

17 A Lobby groups are primarily established to influence political decision takers, such as the government and individual lawmakers.

18 C Scientific management principles consider the ways in which the factors of production (land, labour, capital and the entrepreneurial function) can be combined to maximise efficiency in production. The founding principles are based on the work of Frederick Winslow Taylor. The reorganisation of the call centre follows these principles.

19 B The accounting function originated from the need to record transactions completely and accurately. Other requirements naturally evolved from this at a later stage.

20 A Tax avoidance enables the individual or entity to apply legitimate rules to reduce the amount of tax payable. Tax evasion is always based on a deliberate intent not to pay tax that is lawfully due.

21 A A transaction processing system enables all sales and purchase transactions to be recorded by volume and category.

22 B The implementation of a budgetary control system would be the responsibility of the financial controller in many organisations. The internal auditor is not responsible for implementing systems, but is involved in monitoring the effectiveness of these systems.

23 C Public ultilities companies often have national or local monopolies and it is therefore necessary for their pricing structures to be subject to the scrutiny of a regulatory body.

24 B An interest rate is the price of money. The output of the treasury function is directly affected by the price of funds to the organisation and the returns that can be made from surplus funds.

25 B The IASB aims to promote consistency in corporate reporting by creating financial reporting standards to which major businesses are expected to adhere.

26 A Payroll, purchase ledger and sales invoicing are core functions within the responsibility of the financial accountant.

27 A Where price inflation is high the value of money reduces consistently over time. Those who owe money (debtors) therefore pay back less capital in real terms, and interest rates seldom adjust adequately to compensate for this.

28 A The internal auditor must have the right to report and is most accountable to the highest level of management (Directors) in the organisation. They must be free of influence from any individual manager, irrespective of seniority.

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29 C A computerised system can be costly to set up, though this disadvantage is essentially a short-term issue, as the running costs should offset this over time. A computer system should also reduce transaction processing time and the incidence of errors.

30 D Systems audit is concerned with the effectiveness of the system itself and not the processes, activities or values of the organisation.

31 B The external auditor has to ensure that the financial statements of the organisation truly reflect the activities of the business in the relevant accounting period. This assessment should be independent and therefore free from subjectivity on the part of the management of the client organisation.

32 A Substantive tests verify the accuracy of the financial information.

33 A Teeming and lading involves the theft of cash and is a type of fraud that is carried out by manipulating transactions. There would be most potential for this fraud within the sales department where cash may be received and remitted.

34 B All control systems should be based on an assessment of areas of risk prior to the consideration of other factors.

35 B The Ashridge model identifies four styles: autocratic; authoritarian; consultative; laissez-faire (or participative). The first of these is the least participative.

36 B The Blake and Mouton managerial grid enables leadership styles to be categorised on a nine point scale with reference to concern for people and concern for production.

37 B With the recent departures and the new staff joining the group, it will revert to the forming stage.

38 C The words ‘curious’ and ‘explore’ confirm that the individual is a resource-investigator.

39 B According to Herzberg, money is a hygiene factor (or dissatisfier). Although it is a powerful short-term motivator, it is questionable whether each individual increase in monetary reward will have a major long-term effect. According to Herzberg, ‘A reward once given becomes a right’.

40 C Consensus implies coming to decisions that are acceptable, paying due regard to the input of all members of the team.

41 B Victor Vroom defines ‘valence’ as the individual’s preference for a given outcome.

42 A Handy’s theory suggests that full-time, permanent workers are both expensive and inflexible in comparison with other elements of the shamrock. These other elements are part-time workers and independent contractors. A fourth leaf can be getting the customer to do the work.

43 D The wheel facilitates transmission of the message directly to all receivers and therefore transmits most quickly.

44 B Lateral communication is horizontal. Therefore, poor quality communication will result in poor coordination between team members.

45 A Role playing exercises are most effectively used for skills development, including sales training. Other common business applications include effective selection interviewing and performance appraisal interviewing.

46 C Product is the fourth component of the marketing mix. This term can also relate to a service as well as tangible products.

47 C Competence testing evaluates and validates knowledge and the ability to apply these to given situations. It assesses whether the individual can actually do specified tasks.

48 B A height restriction is a form of indirect discrimination on the grounds of gender. On average, men are taller than women.

49 C A mentor has a longer-term role than buddies, counsellors or instructors.

50 B The ‘tell and listen’ approach encourages input from the individual, promoting participation the process by the appraisee.

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Managing People

PART 1

MONDAY 9 DECEMBER 2002

QUESTION PAPER

Time allowed 3 hours

This paper is divided into two sections

Section A

This question is compulsory and MUST be

answered

Section B

FOUR questions ONLY to be answered

P

aper 1.3

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Section A – This ONE question is compulsory and MUST be attempted

1

The supermarket chain ‘Food is Us’ has decided to tackle prejudice and discrimination in all its stores by establishing

a policy applicable to all its stores. As part of this, it is challenging all employees, especially managers, to examine

their attitudes towards people of a different race, sex and ability.

The reasons for introducing the policy are threefold. Plainly there is legislation on discrimination which must be

complied with if the company is to avoid the risk of legal action against it. Also, from a marketing point of view, ‘Food

is Us’ wish to be identified with its customer base by reflecting the racial diversity of the environments in which it

operates. Most positively, the company wants to develop a workforce which can reflect sufficient diversity not only to

avoid risk and to maintain its current market position, but also produce the initiatives which will develop the company

in a successful and sustained manner.

During the course of the coming year, all store employees will be expected to attend an awareness-raising training

programme. This programme is intended to help employees explore their own attitudes and highlight any prejudices

that these employees might have.

The personnel director, Anne Healey, told shop operatives ‘we want to make all our front line employees who deal

closely with the members of the public aware of any subconscious prejudices that they might have.’

‘It is very difficult to quantify the benefits of such specialist training, but it is one of our corporate principles that all

people are treated fairly by employees, whether they are customers or work colleagues,’ she added.

Initially small groups of employees will attend sessions to raise awareness. These sessions, to be held in-store, will

take place during time already set aside for staff training and development.

The new policy is to be an extension of ‘Food is Us’ current equal opportunities scheme for managers. So far more

than 1500 managers have attended one day awareness-raising courses over the past 18 months.

The same course is to be revised and updated following feedback from previous participants and will also be extended

to include senior executives for the first time.

Required:

With reference to the above scenario:

(a) Equal opportunities encompass many features. For ‘Food is Us’

(i)

What would be the main features of a sex discrimination policy?

(10 marks)

(ii) What would be the main characteristics of a race relations policy?

(6 marks)

(b) Why should an organisation like ‘Food is Us’ have an equal pay policy?

(6 marks)

(c) What are the key points of a disability discrimination policy?

(8 marks)

(d) What is the difference between an equal opportunities policy and a managing diversity initiative within an

organisation?

(10 marks)

(40 marks)

2

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Section B – FOUR questions ONLY to be attempted

2

In seeking organisational success, some managers are adopting a ‘Theory Z’ approach to managing.

Required:

(a) Describe the characteristics of an organisation which uses a ‘Theory Z’ approach.

(10 marks)

(b) Are the ideas of ‘Theory Z’ universally applicable?

(5 marks)

(15 marks)

3

An organisation is recruiting additional staff and has decided to compare the benefits of appointing existing internal

staff with that of appointing external candidates.

Required:

(a) Define and describe the advantages of internal promotion.

(5 marks)

(b) Define and describe the advantages of external recruitment.

(5 marks)

(c) Describe three factors that should be taken into account when deciding upon whether to use recruitment

consultants.

(5 marks)

(15 marks)

4

Modern business organisations require trained employees, but individuals approach learning in different ways.

Required:

(a) Briefly describe the four stages in the experiential learning cycle.

(4 marks)

(b) Describe the four learning styles identified by Honey and Mumford and their implications for training

programmes.

(11 marks)

(15 marks)

5

Motivation is fundamental to the task of management.

Required:

(a) What is meant by the term ‘process theory’ of motivation?

(5 marks)

(b) What is meant by the ‘equity theory’ of motivation?

(5 marks)

(c) Briefly describe the response an individual might have to feelings of negative inequity.

(5 marks)

(15 marks)

3

[P.T.O.

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6

A key part of an accountant’s job is communicating information to others.

Required:

(a) Explain the importance of good communication.

(5 marks)

(b) List five possible barriers to good communication.

(5 marks)

(c) Describe how these barriers to communication can be overcome.

(5 marks)

(15 marks)

End of Question Paper

4

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Answers

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Part 1 Examination – Paper 1.3

Managing People December 2002 Answers

1 Overview

Organisations and businesses are made up of many individuals all working together. These individuals have different attitudes, perceptions and learning experiences, which together with gender and personality differences can be either a good source for developing creativity within an organisation or the root of an organisation’s problems.

Managers need to be aware of the many factors that affect individual differences and their own attitudes and assumptions. They should recognise individual potential and harness talent to achieve the organisational goals.

(a) Equal Opportunities is a generic term which describes the belief that there should be an equal chance for all workers in an organisation to apply and be selected for jobs, to be trained and promoted in employment and to have that employment terminated fairly. Employers should only discriminate according to ability, experience and potential. All employment decisions should be based solely on a person’s ability to do the job in question; no consideration should be taken of a person’s sex, age, racial origin, disability or marital status.

(i) A Sex Discrimination Policy would look at equality in all areas of employment. Such areas would include the selection process, opportunities for training, promotion, the provision of benefits and facilities and dismissal.

This policy would deem it wrong to make any form of discrimination within employment matters because of marital status or sex.

The policy should cover the three main categories of sex discrimination: direct discrimination, indirect discrimination and victimisation.

Direct discrimination incorporates the treating of a person on sexual or marital grounds less favourably than others would be treated. One act of discrimination is sufficient and must be directed against an individual. Such as a clause in the employment contract which states that it would be terminated on marriage.

Indirect discrimination consists in applying a term or condition applicable to both sexes but which one sex has considerably smaller ability to comply with it than the other. Such as all applicants for a post must be six feet tall. Victimisation is the discrimination against an individual who has brought proceedings or given evidence in another case. Such persons should not be treated less favourably than any other individual in the same circumstances.

(ii) A race relations policy would adopt the same approach as the sex discrimination policy. However this policy would look at ‘racial grounds’ and ‘racial groups’. These phrases refer to colour, race, nationality or other ethnic or national origins. The same three categories of direct and indirect discrimination and victimisation can be used.

(b) An equal pay policy means that a woman is entitled to identical pay with men and vice versa in respect of ‘like work’ or ‘work that is rated as equivalent’ or ‘equal value’ to that of a man in the same employment.

‘Like work’ means work of a broadly similar nature where differences are not of a practical nature. Work rated as equivalent requires equal pay. This is when work has been evaluated and graded to be equivalent as other work in relation to effort, skill and decision-making. Work of equal value is that of a woman’s to that of a man’s in the same organisation.

This should apply equally to men and women.

In addition to any statutory equal pay policy and indeed social responsibility toward its workforce, ‘Food is Us’ would benefit from an equal pay policy in other ways. It would avoid the costs and poor publicity that might arise from legal action brought to enforce the law would be important for a business of this size and profile. In addtion it would project a caring image to it’s diverse customer base and in terms of good people management, attract the best employees from a wider range of sources and with more diverse characteristics, and help build it’s customer base to include a wider constituency.

(c) A disability discrimination policy should contain the following key points:

– a disabled person is defined as a person who has a physical or mental impairment that has a substantial and long-term, more than 12 months, adverse effect on his/her ability to carry out normal day to day activities. Severe disfigurement is included, as are progressive conditions such as HIV even though the current effect may not be substantial.

– the effect includes mobility, manual dexterity, physical co-ordination, and lack of ability to lift or speak, hear, see, remember, concentrate, learn or understand or to perceive the risk of physical danger.

– the policy should also make it clear that it is wrong to discriminate against disabled people in the interviewing and selection process, for promotion, transfer or training and by dismissal.

– the employer has the duty to make reasonable adjustments to the physical features of the workplace where they constitute a hazard to the disabled person.

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(d) Equal Opportunities and Managing Diversity

There is a new generation of managers within organisations who regard the quality of their people as the distinguishing feature of a successful organisation.

People are the single sustainable source of competitive advantage. Nurturing high performance through the development of people is essential if organisations are to remain viable and competitive.

The promotion of equal opportunities has made good business sense. Equal opportunities has been promoted as a key component of good management as well as being legally required, socially desirable and morally right.

Managing diversity expands the horizons beyond equality issues and builds on recognised approaches to equal opportunities. It adds new impetus to the development of equal opportunities and the creation of an environment in which enhanced contributions from all employees will work to the advantage of business, people themselves and society more generally. It offers an opportunity for organisations to develop a workforce to meet their business goals and to improve approaches to customer care.

Managing diversity is about having the right person for the job regardless of sex, colour or religion. Essentially the management of diversity is a quality assurance approach. It helps identify hidden organisational barriers which make it more difficult for people who are perceived as being different from the majority of their colleagues to succeed and develop careers.

It also helps to effect cultural change and to create an environment in which people from all backgrounds can work together harmoniously. The management of diversity combats prejudice, stereotyping, harassment and undignified behaviour.

2 Overview

In the search for organisational success, many business organisations have sought to adopt what appear to be successful Japanese management methods. The leading theorist in this field is William Ouchi, who, drawing on earlier work, has described the Japanese approach to management as ‘Theory Z.’

(a) William Ouchi, a Japanese American, has concerned himself with comparing Japanese management techniques with American. Ouchi uses the term ‘Theory Z’ for firms which use Japanese methods adapted to the Western system. Such organisations display certain characteristics:

– workers and managers trust their superiors

– a much longer time horizon is the norm; the idea of short-term profit is rejected in favour of long-term growth – there is a team approach. Departments see their position within the organisation as a whole

– a caring, paternal management unhampered by unions, demarcation or professional prejudices – generalised training. Managers learn the business, not just parts of it

– a flexible organisation structure

– collective values and company wide rewards – slow, but known promotion

– lifelong employment.

(b) Theory Z requires an emphasis on interpersonal skills and group and team working; decisions are based on consensus, but, unlike in Japan from where the idea originates, responsibility remains with the individual.

Trust and informal relationships are the keystone of Theory Z organisations, even though the formal hierarchy and organisational traditional structure remain.

It is often compared to Macgregor’s Theory Y approach in that it is seen as a more caring, sensitive and effective way of achieving organisational success.

The theory is dependent upon the demands of the organisational situation. Some organisations, as a consequence of their product or service do not provide a suitable environment for the use of motivational techniques associated with Theory Z. Its strength lies in the fact that because of improved standards of education and changed social and political values, many employees have wider expectations from the workplace and expect to be consulted and to participate.

The application of Theory Z will therefore depend upon: – the organisational culture, structure and objectives – the procedures and practices involved in the organisation – the technology, environment and product or service – the organisation’s history and attitude

– the level of satisfaction that already exists in an individual’s task or role.

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3 Overview

Recruitment of staff, especially if large numbers are involved, may be time consuming and a drain on resources. Additionally, the expertise may not exist within the organisation, requiring the organisation to seek suitable candidates outside.

(a) Internal promotion describes the situation where an organisation has an explicit policy to promote from within and where there is a clear and transparent career structure. This is typical of many management and administrative staff and of certain sectors of the economy such as the public services.

The advantages of internal promotion:

– it acts as a source of motivation and provides good general morale amongst employees – staff seeking promotion are known to the employer

– inexpensive in terms of time and money – training and induction costs are minimised

– further training can be product and organisational specific – the culture of the organisation is understood by the individual – illustrates the organisation’s commitment to encouraging the staff

– the individual will already be familiar with the other members of the organisation.

(b) External recruitment describes the situation where the organisation decides to recruit someone from outside the organisation to fill a staff vacancy.

The advantages of external recruitment:

– may be essential if particular skills or expertise are not available within the organisation – is necessary to restore staffing levels or where an organisation urgently needs new employees – can bring new ideas and novel approaches to the organisation and to the specific task – provide experience and work methods from other employers.

(c) Any organisation which is considering the use of external recruitment consultants would make its decision upon the following: – the availability, level and appropriateness of expertise available within the organisation and its likely effectiveness – the cost of using consultants against the cost involved in using the organisation’s own staff, recognising the level of the

vacancy or vacancies against the consultant’s fee

– the particular expertise of the consultants and the appropriate experience with any particular specialised aspect of the recruitment process

– the level of expertise required of potential employees and therefore the appropriate knowledge required of the consultants – the need for impartiality; this may be of particular importance with public sector appointments, organisations with

particular needs of security or impartiality or where it is felt that an external, objective assessment is required

– the time involved in the consultants needing to learn about the organisation, its requirements and the vacancy or vacancies

– if there is a ready supply of labour then consultants may be less useful, standard vacancies may be readily filled by advertising or similar inexpensive means

– the views of internal staff as to the likely effect of using outside consultants

– what effect the use of consultants might have on the need to develop expertise within the organisation, the use of consultants will not assist with developing internal organisational expertise

– the likelihood of existing staff to have misgivings about the presence of, or recommendations of, outside consultants which can lead to mistrust and rejection of any candidates recruited by the consultants.

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4 Overview

Individuals are often reluctant to undertake further learning, especially in the workplace. It is important therefore that managers understand the way in which individuals actually learn, if any training programme is to be succesful.

(a) David Kolb suggests that learning is a series of steps based on learning from experience. He suggested that classroom learning is false and that actual learning comes from real life experiences. Learning is experiential and comes from ‘doing’, this ensures that learners actually solve problems.

Kolb’s experiential learning cycle

⇒⇒⇒⇒⇒⇒⇒⇒concrete experiences⇒⇒⇒⇒⇒⇒⇒⇒

testing the observation

implications of and

concepts in new situation reflection

⇐⇐⇐⇐⇐⇐⇐⇐formation of abstract⇐⇐⇐⇐⇐⇐⇐⇐ concepts and generalisations

The first stage (concrete experiences) is the situation where the person is learning something new. The second stage (observation and and reflection) is so called because the experience is being reviewed. The third stage (concepts and generalisations) is when the experience has been accepted or rejected.

The fourth stage (concepts in new situations) is when the person calculates how and when to apply that which has been learned.

(b) HONEY AND MUMFORD have identified four learning styles.

Theorists are concerned with forming principles or ‘how does this relate to that?’ They think problems through in a vertical, step by step logical way and tend to be perfectionists who do not rest easy until things are tidy and fit into a rational scheme. Theorists are usually detached, analytical and dedicated to rational objectivity rather than anything subjective or ambiguous. Often known as CONCLUDING.

For them training must be: – programmed and structured – designed to allow time for analysis

– provided by others who share the same preference for ideas and analysis.

Reflectors are concerned with observation and reflection or ‘I would like time to think about this.’ They like to stand back and ponder experiences and observe them from many different perspectives. They collect data, both first hand and from others, and prefer to think about it thoroughly before coming to any conclusion. Thoughtful people, they prefer to take back seats in meetings and discussions. Often known as REVIEWING.

Reflectors need an observational approach to training – need to work at their own pace

– do not find learning easy, especially if rushed – conclusions are carefully thought out – slow, cautious and non-participative.

Activists are concerned with actual experience ‘What’s new? I’m game for anything.’ They involve themselves fully and without bias in new experiences, are open minded, not sceptical and this tends to make them enthusiastic about anything new. They are gregarious people constantly involving themselves with others but, in so doing, they seek to centre all activities around themselves. Often known as DOING.

Activists have a practical approach to training – prefer practical problems, a dislike of theory – insist on having hands on training

– enjoy participation and challenge – flexible, optimistic

– tend not to prepare – are easily bored.

10

⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓ ⇓

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Pragmatists are concerned with deliberate testing or ‘How can I apply this in practice?’ They are keen on trying out ideas, theories and techniques to see if they work in practice, positively search out new ideas and take the first opportunity to experiment with applications. They are essentially practical, down to earth people who like making practical decisions and solving problems. Often known as PLANNING.

Pragmatists need to see a direct value and link between training and real problems. – enjoy learning new techniques and tasks

– good at finding improved ways of doing things – aim to do things better

– impatient if new ideas are not reflected in practical applications.

5 Overview

Motivation is fundamental to the task of management. Many different theories have been presented on how management might motivate employees; Adams’ equity theory is an attempt to bring a more modern approach to the topic, based on the idea of distributive justice.

(a) The process theory of motivation asks the question ‘How can people be motivated?’

The process theory of motivation does not emphasise the need for fulfilment through work (as in the content theory), but concentrates upon the processes through which individuals are motivated. They attempt to explain how individuals start, sustain and direct behaviour and assume that individuals are able to select their own goals and means of achieving those goals through a process of calculation. Process theory emphasises the importance of rewards, often financial.

(b) Equity theory focuses on the feelings of the individual and how fairly they feel they have been treated in comparison with treatment received by others. It is sometimes referred to as exchange theory; individuals expect certain outcomes in exchange for certain efforts and contribution to the organisation. When an individual perceives that his or her efforts are equal to others and the rewards are the same, then equity exists. If the perception is that the efforts and rewards of one person are unequal to others, then there is inequity.

(c) When an individual has feelings of negative inequity, he or she can – change the amount of effort put into the task

– change the nature or amount of reward required – change the basis of comparison

– distort the comparisons psychologically – leave the work situation or employer.

6 Overview

The need for clear and concise communication and the consequences of poor communication must be understood by a profession which exists to provide information to others. Poor communication leads to ineffective control, poor co-ordination and management failure.

(a) Good communication is important because: – individuals know what is expected of them – better co-ordination within the organisation

– improves control of the organisation’s plans, procedures and staff – the instructions of management are understood

– encourages group and team cohesiveness – can lead to the reduction of stress

– bias, distortion or omission can be removed

– secrecy and misunderstanding is reduced or removed – information is received by appropriate person – conflict in the workplace is reduced

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(b) Barriers to communication include:

– the personal background of the persons communicating – language differences

– use of jargon

– different education levels

– ‘noise’; that is the message confused by extraneous matters – the perception of individuals

– conflict within the organisation

– overload; that is too much information being communicated at once – problems of distance

– basic misunderstanding

– accidental or deliberate distortion of information.

(c) Barriers to communication may be overcome by:

– consideration of the needs and understanding of recipients – careful and clear reporting at all levels

– express information clearly and concisely – not using jargon or abbreviations

– using more than one communications system – encouraging dialogue rather than monologue

– ensuring as few links as possible in the communication chain – ensuring feedback.

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Part 1 Examination – Paper 1.3

Managing People December 2002 Marking Scheme

1 (a) (i) Description of the main features of a sex discrimination policy Up to 10 marks

(ii) Description of the main characteristics of a race relations policy Up to 6 marks (Maximum for Part (a) 16 marks)

(b) Reasons for an equal pay policy Up to 6 marks (Maximum for Part (b) 6 marks)

(c) Description of key points of policy and means of discrimination Up to 8 marks (Maximum for Part (c) 8 marks)

(d) Discussion and recognition of the differences Up to 10 marks (Maximum for Part (d) 10 marks)

(Total for Question 40 marks) 2 (a) Description of Theory Z Up to 10 marks (One mark per characteristic) (Maximum for Part (a) 10 marks)

(b) Discussion on Theory Z Up to 5 marks

(Maximum for Part (b) 5 marks)

(Total for Question 15 marks) 3 (a) Description of the advantages of internal recruitment Up to 5 marks (Maximum for Part (a) 5 marks)

(b) Description of the advantages of external recruitment Up to 5 marks (Maximum for Part (b) 5 marks)

(c) Description of three factors Up to 5 marks (Maximum for Part (c) 5 marks)

(Total for Question 15 marks) 4 (a) Brief description of the four stages in the experiential learning cycle Up to 4 marks

(Maximum for Part (a) 4 marks)

(b) Description of the learning styles and their implications for training programmes Up to 11 marks (Maximum for Part (b) 11 marks)

(Total for Question 15 marks) 5 (a) Description of process theory Up to 5 marks (Maximum for Part (a) 5 marks)

(b) Description of equity theory Up to 5 marks (Maximum for Part (b) 5 marks)

(c) Description of negative inequity Up to 5 marks (Maximum for Part (c) 5 marks)

(Total for Question 15 marks)

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6 (a) Explanation of the importance of good communication

(One mark per factor) Up to 5 marks

(Maximum for Part (a) 5 marks)

(b) List five barriers to communication

(One mark per barrier) Up to 5 marks

(Maximum for Part (b) 5 marks)

(c) Description of overcoming barriers

(One mark per factor) Up to 5 marks

(Maximum for Part (c) 5 marks)

(Total for Question 15 marks)

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Managing People

PART 1

MONDAY 9 JUNE 2003

QUESTION PAPER

Time allowed 3 hours

This paper is divided into two sections

Section A

This question is compulsory and MUST be

answered

Section B

FOUR questions ONLY to be answered

P

aper 1.3

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Section A – This ONE question is compulsory and MUST be attempted

1

Sunshine Sweets is a manufacturer of additive free, organic children’s candies. With the rise in demand for additive

free children’s products, Sunshine Sweets has expanded its production capacity to almost double what it was two

years ago and trebled the number of employees. Until recently the board of directors, made up of the two founders

Emma Watkind and Jenna Pain, took charge of day to day business. Both have now allowed management more

freedom than before.

Despite success in the market, as the company has grown some problems have begun to arise. Phil Short, the factory

manager has been with the company since the beginning and since the expansion in the number of employees, finds

controlling and communicating with such a large workforce difficult. He has resorted to pinning notices and memos

of all kinds to notice boards, circulating his own reports to colleagues who should not be receiving them and refusing

to organize meetings.

The newly appointed production manager Mark Mason is an engineer and deputy to Phil. He has found that he has

little idea of what’s going on in the factory and is finding communication channels are non existent between the

management team, supervisors and directors. The financial controller, Debbie Purple is equally frustrated and finds

communicating with anyone in the production area of the factory to be almost impossible.

In addition, the workforce, despite being well paid and trained, is fragmented and not working together. The rapid

expansion of the company has led to poor internal communication. As a consequence workers are suffering from

absenteeism, low morale and confusion brought about by endless rumours about the future of the company. This is

because the line supervisors are also unaware of what is going on and consequently are unable to communicate

management’s plans and objectives to the workforce, or to make management aware of the concerns of the workforce.

Required:

You are a consultant brought in by the directors to advise on the current problems. They believe the current

problems stem from poor and mis-directed communication and think that establishing committees will improve

communication. You have been asked to:

(a) Explain the need for good communication within any organisation.

(5 marks)

(b) Identify five barriers to communication that might exist in Sunshine Sweets.

(5 marks)

(c) Explain how the barriers identified in (b) can be overcome and identify the alternative methods of

communication available to the management.

(10 marks)

(d) Explain to the management of Sunshine Sweets the importance of communication, the form it takes and the

directions in which it might flow in an organisation.

(10 marks)

(e) Advise on the suitability of committees as methods of communication, outlining their usefulness and

shortcomings.

(10 marks)

(40 marks)

2

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Section B – FOUR questions ONLY to be attempted

2

‘Performance Management’ is defined as a means of achieving better results by understanding and managing overall

organisational performance.

Required:

Describe the five stages typically involved in the process of performance management.

(15 marks)

3

All organisations need to recruit new employees. An important step in the process is the selection interview.

Required:

(a) Explain the purpose of the selection interview.

(4 marks)

(b) Explain the advantages and the disadvantages of:

(i)

the interview by one person defined as the face to face interview;

(6 marks)

(ii) the interview with many people defined as the panel interview.

(5 marks)

(15 marks)

4

The health and safety of employees has become increasingly a matter for management.

Required:

(a) Briefly describe three hazards to health and safety that might be found in the workplace and demonstrate

why they are hazards.

(5 marks)

(b) Briefly describe general policies that an organisation might take to avoid risks in the workplace. (10 marks)

(15 marks)

5

An organisation has decided to create a team oriented approach to business.

Required:

Describe Tuckman’s stages of team development.

(15 marks)

3

[P.T.O.

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