ACCA F1 ACCOUNTANT IN BUSINESS

Authors
Buchanan &
huczynski
Handy shamrock

Chapter
The business
organization
Organizational
structure
Organizational
culture
Organizational
culture

Reference
Definition of
organization
Workforce
flexibility
Definition of
culture
Defining culture

Organizational
culture
Organizational
culture

Types of culture

Taylor

Leadership,Manage
ment & supervision

Theories of
management

Fayol

Leadership,Manage
ment & supervision

5 broad areas of
management

Mayo

Leadership,Manage
ment & supervision
Leadership,Manage
ment & supervision

The human
relations school
Contribution on
management

Drucker

Leadership,Manage
ment & supervision

5 basic
operation in the
work of the
Manager

Mintzberg

Leadership,Manage
ment & supervision

10 skills
(interpersonal,
informational,
decisional)

Handys
Schein

Handy
Hofsede

Modern writers

Cultural
dimension

Main points
Interface, core &
suppliers
Artifact, Espoused
value, Basic
assumption &
values
Power, role, task
& person culture
Individualism vs
collectivism,
uncertainity
avoidance, power
distance index,
masculinity vs
feminity, long
term orientation
The classical of
school (one best
way)
Forecasting &
planning,
organization,
command, coordination &
control
Social group
Contingency
approach,
behaviourism,
systems theory
Set objectives,
organize,
motivate &
communicate,
establish
yardstick, Develop
people
(Interpersonalfigurehead,leader,
liaison)
(informational
Monitor,
disseminator,
spokesperson)

Fayol

Leadership,Manage
ment & supervision

Managerial
authority

John French &

Bertram raven

Leadership,Manage
ment & supervision

5 source of
power

Adair

Leadership,Manage
ment & supervision

The actioncentred
approach

Fiedler

Leadership,Manage
ment & supervision

The contingency
approach

Bennis

Leadership,Manage
ment & supervision

Distinguish b/w
leadership &
managers

Kotter

Leadership,Manage
ment & supervision
Leadership,Manage
ment & supervision

Managing
change
Leadership to
mobilize

Blake & mouton

Leadership,Manage
ment & supervision

Leadership style
(GRID)

Ashtrige

Leadership,Manage
ment & supervision

Management
Style

Belbin

Team formation,
development &
management

Manager
building a team

Heifetz

(decisional
Entrepreneur,
Disturbance
handler, resource
allocator,
negotiator)
Line, staff &
functional
authority
Reward, Coercive,
Expert, Referent
& legitimate
Group need, task
need, individual
needs
Psychologically
distant managers
(PDMS) &
psychologically
close managers
(PCMS)
Transactional
leadership &
transformational
leadersship
Changes approach
pg 68
Technical change
& adaptive
change
1.1 management
improvised,
1.9 Country club,
5.5 middle of the
road, 9.1 Task
management, 9.9
Team
management
Tells (autocratic),
Sells (persuasive),
Consults
(participative),
Joins(democratic)
Leader, shaper,
plant, monitor
evaluator,
resource
investigator, the
company worker,
the team worker,
the finisher, the
expert

Tuckman

Team formation,
development &
management

Stage of group
development

Maslow

Motivating
individuals &
groups

Maslows
hierarchy needs

Herzberg

Team formation,
development &
management
Team formation,
development &
management

2 factors theory
of motivation

Expectancy
model

Michael porter

Team formation,
development &
management
Competitive Factor

Mendelows

Stakeholder

Power interest
matrix

Alec Rodger

Recruitment &
selection, managing
diversity & equal
opportunity

Person
Specification

Fraser

Recruitment &
selection, managing
diversity & equal
opportunity

Person
specification

Beer et al

Review & appraisal

of individual
performance

4 criteria for
assessing
performance

McGregors theory
X/Y
Vroom

2 opposite sets
of assumptions

Competitive
Advantage

Forming,
storming,
norming,
performing &
dorming
Basic or
physiological
needs, safety or
security, social
needs, ego needs,
self - fulfillment
Hygiene factor &
motivator
Theory x
assumption &
theory Y
assumptions
Force = valence X
Expectancy
Choice one( cost
leadership Vs
differentiation)
OR Chice two
(Degree of Focus)
Level of interest
(upward), level of
power (left side)
7 POINTS
S-special
aptitudes
C-circumstances
I-interest
P-physical
makeup
D-disposition
A-attainments
G-general
intelligence
5 point
F-flexibility &
adjustment
I-impact on other
people
R-required
qualifications
M-motivation
I-innate abilities
High commitment,
high competence,
cost
effectiveness,
higher

J Lockett

Review & appraisal

of individual
performance

Appraisal barrier

David Kolb

Training,
Developing &
learning

Kolbs
experiential
learning theory

Honey & Mumford

Training,
Developing &
learning

Learning Style

congruence
Appraisal as
confrontation,
judgement, chat,
bureaucracy,
annual event,
unfinished
business
Accommodative
(doing, feeling)
Convergent
( doing, thinking)
Assimilative
( thinking,
watching)
Divergent
( watching,
feeling)
Activist (dynamic
learner)
Reflector
(imaginative
learner)
Theorist (analystic
learner)
Pragmatist
(commonsense
learner)