Întrebare  |
Răspuns |
External analysis can be used for: 7 începe să înveți
|
|
Assessing performance of competitors or customers. | Gap analysis. | Understand stakeholders expectation. | Targets review. | Identification CSFs. | Budgetary management. | Benchmarking. AGUTI-BB
|
|
|
Tools for external analysis 2 începe să înveți
|
|
PEST. | Porter's Five forces.
|
|
|
|
începe să înveți
|
|
Political influences and events. | Economic influences. | Social influences. | Technological influences.
|
|
|
PEST can be used for strategic analysis and to... 3 începe să înveți
|
|
identify CFSs, | KPIs | and target setting. such as: Identification and exploration of opportunities in the external environment. | Identification and monitoring of CSFs and KPIs. | Identification and monitoring and risk and uncertainty so that necessary action can be taken.
|
|
|
Porter's 5 forces analysis elements: începe să înveți
|
|
Substitute products threat | Suppliers’ bargaining power | Buyers’ bargaining power | Industry competition | New entrants threat SS-BIN Types of suppliers: banks (financial capital), staff (labour). | It is important to measure and monitor the forces using suitable performance indicators.
|
|
|
Stakeholders are anyone affected by the organisation an its activities. The mission and objectives of an organisation need to be developed with the needs of the stakeholders in mind. Performance measures should be aligned with... începe să înveți
|
|
|
|
|
Mendelow’s stakeholder mapping matrix features începe să înveți
|
|
Mendelow’s stakeholder mapping matrix graphics available Classifies stakeholders according to their level of power and interest in the organisation | It is use to determine company’s action regarding each group | Company focus of key players, then those to keep satisfied to ensure they do not become key players
|
|
|
|
2cz începe să înveți
|
|
set of moral principles | that guide behaviour based on what is 'felt to be right'
|
|
|
Ethical behaviour reduces risk and the organisation is likely to be favoured by... începe să înveți
|
|
existing and potential customers, employees, business partners and investors.
|
|
|
First of all, CSR refers to...? Corporate Social Responsibility începe să înveți
|
|
refers to organisations considering and managing their IMPACT on all stakeholders, not just their shareholders. International private business self-regulation.
|
|
|
|
# începe să înveți
|
|
Customer goodwill. | Employees happier. | Reputation. | Less chance of legislation being passed. CERL
|
|
|
Government policy is a key ingredient in the political environment facing enterprises: # începe să înveți
|
|
Worker and consumer protection. | Interest rates. | Taxation levels. | Exchanges rates. | Public expenditure levels. | Environment protection. | Restrictive provisions. | Incentive schemes. WITE PERI incentive scheme - motywacyjny system płac | restrictive provisions - restrictive provisions
|
|
|
The impact of political climate on Monetary policy. The government adjust the...: # începe să înveți
|
|
money supply, | interest rates, | exchange rates | credit availability. MIEC
|
|
|
The impact of political climate on Fiscal policy. The government adjust: # începe să înveți
|
|
taxation, | public spending | and public borrowing. 3
|
|
|
Macroeconomic policy definition: începe să înveți
|
|
the management of the economy by the government.
|
|
|
The aims of macroeconomic policy are: # începe să înveți
|
|
Distribution of income and wealth. | Employment for all. | Economic growth. | Price stability. DEEP
|
|
|
Macroeconomic policy influences level of aggregate demand using: 2 începe să înveți
|
|
Monetary policy. | Fiscal policy.
|
|
|
Supply-side policies characteristic: 3 începe să înveți
|
|
Views the supply of cost-effective and adequate materials, services and labour as the vital to the economy. | Largely anti-government interference. | The view that regulation prevent the efficient working of the economy.
|
|
|
Green policies / externalities definition. începe să înveți
|
|
A negative externality is the cost of production experienced by society but not by produces or consumers themselves. Growing area of government intervention.
|
|
|
Examples of green policies / externalities. 3 începe să înveți
|
|
Carbon taxes. | Emission targets. | Penalties.
|
|
|
|
începe să înveți
|
|
the variability of possible returns. There are number of possible outcomes and the probability of each outcome is known. All business face risk/uncertainty. Risk management is the process of understanding and managing the risk that an organisation is inevitably subject to.
|
|
|
Uncertainty also means there are a number of possible outcomes, however... începe să înveți
|
|
the probability of each outcome is unknown.
|
|
|
Exogenous variables are... începe să înveți
|
|
variables that do not originate from within the organisation itself and are not controllable by management. For example: government policy or social factors. exogenous - zewnętrzny
|
|
|
Scenario planning looks at the number of... începe să înveți
|
|
different but plausible future situations.
|
|
|
Dealing with risk and uncertainty techniques. 4 începe să înveți
|
|
Sensitivity analysis. | Computer simulations. | Expected values. | Maximin-Maximax-Minimax regret. SCEM
|
|
|
Computer simulations definition: începe să înveți
|
|
A modelling technique which show the effect of MORE THAN ONE variable changing at the time and gives management a view of the likely range of outcomes.
|
|
|
Sensitivity analysis definition: începe să înveți
|
|
Takes each uncertain factor IN TURN, and calculates the change that would be necessary in that factor before the original decision is reversed.
|
|
|
|
începe să înveți
|
|
selecting the alternative that maximises the minimum pay-off achievable. Useful for risk averse (pessimistic) decision makers but can be viewed as overly pessimistic.
|
|
|
|
începe să înveți
|
|
selecting the alternative that maximises the maximum pay-off achievable. Useful for risk seekers (optimistic) but can be viewed as overly optimistic.
|
|
|
|
începe să înveți
|
|
the strategy that minimises the maximum regret.
|
|
|
|
începe să înveți
|
|
the weighted average of all possible outcomes.
|
|
|
Expected values are useful for... 2 începe să înveți
|
|
a risk-neutral decision maker or when there are many similar repeating transactions.
|
|
|
Expected values are NOT useful for... 3 începe să înveți
|
|
One-off decisions | or if Probabilities are uncertain or unknown. | or for Non-risk neutral decision maker. OPN
|
|
|
|
Impact of risk appetite of stakeholders on performance management. începe să înveți
|
|
generally be risk seeking.
|
|
|
Employees and managers may be risk-...? 2 Impact of risk appetite of stakeholders on performance management. începe să înveți
|
|
risk averse or risk seeking. If, say, job security is important. | If, say, there is a promise of a hefty bonus.
|
|
|
|
Impact of risk appetite of stakeholders on performance management. începe să înveți
|
|
rational investors who want maximum return for minimal risk but they will be prepared for some investments to fail.
|
|
|
|
Impact of risk appetite of stakeholders on performance management. începe să înveți
|
|
generally risk averse and will want security over their funds.
|
|
|
