ACCAF1试题.docx
- 文档编号:8195633
- 上传时间:2023-01-29
- 格式:DOCX
- 页数:12
- 大小:42.09KB
ACCAF1试题.docx
《ACCAF1试题.docx》由会员分享,可在线阅读,更多相关《ACCAF1试题.docx(12页珍藏版)》请在冰豆网上搜索。
ACCAF1试题
ACCA(F1)1—7章论述题
一、Thebusinessorganization
1、Supposeyouareorganizingastudentball.Whatadvantagescouldbegainedbyformingacommittee(成立一个委员会)tomanagetheprocessandultimateevent?
⑴Itwouldhelpovercomeyourlimitationsbypooling(共用)knowledge,ideasandexpertise.
⑵Itwouldenableindividualstospecialise(专门研究)inparticularroles.
⑶Itwouldsavetimethroughjointeffort.
⑷Itwouldenablesynergy(协同、配合)tobegained.
⑸Itwouldsatisfysocialneeds.
2、Somebuildingsocieties(住宅互助社团)havedemutualised(股份化)andbecomebankswithshareholders.Commentonhowthismayhaveaffectedlendersandborrowers.
答案:
Mutualbuildingsocietiesexistforthebenefitoftheirmembers.Thisisreflectedinsetting:
(1)interestrates(利率)forborrowersaslowaspossible
(2)interestratesforsaversashighaspossible
Theaimisnottomakeaprofitsotheborrowingandsavingratesaremovedascloseaspossiblewithasmallmarginsufficienttocovercosts.
Onceitbecomesabankthebuildingsocietymustthenseektomaximise(最大化)shareholderwealthandbecomeprofitseeking.Thisisdonebyincreasingborrowingratesandreducingsavingrates.
Memberswillthusfindthatthetermsofferedbythebuildingsocietybecomelessattractive.
However,whendemutualising(股份化)mostbuildingsocietiesgivetheirmemberswindfalls(外快,横财)ofsharessomembersbecomeshareholders,thusbenefitingfromdividends(红利,股息)andsharepriceincreases.
3、Anover-keen(过激的)salespersonpromisesanewproducttoaclientbeforeproductionanticipates(生产预期)manufacturingit.
Whatproblemscouldthiscauseandhowcouldithavebeenavoided?
Problems:
(1)thefirmwillletdown(失信于)itsmajorcustomer,withresultinglossofgoodwill(信誉)andimpactonfutureorders
(2)Orthefirmwillincur(遭受)extracoststoadvanceproductiontomeetthedeadlineset.
Avoided:
(1)bettercommunicationbetweensalesandproduction(销售和生产)
(2)ensuringthatsalesstaffarebriefed(事先被下达简令)bytheirsupervisor(监督者)aboutdeliveryandproduction(交付和生产)schedules
(3)havinganITsystemwhereallsalesstaffcanverify(核实)stockandanticipatedproductiontimesbeforeconfirmingorders
4、Give3strategic(战略的)issuesthatshouldbeconsideredbytheheadmasterofaschoolaspartofstrategicanalysis(策略分析).
Internalanalysis:
(1)reviewofOfstedreportstoidentifyareasforimprovement
(2)reviewofgovernmentleague(联盟)tables(政府排行榜)
(3)anassessmentofeachmemberofstafftoidentifystrengthsandweaknesses
(4)areviewofassets,includingbuildingsandequipment.
Externalanalysis:
(1)localbirthratestoanticipatelikelyfuturestudentnumbers
(2)numbersofgraduatesgoingintoteachingtoanticipatefuturesupplyofteachers
(3)proposedgovernmentlegislationrelatingtoschools,eg.Funding.
Stakeholder(参与方)analysis:
(1)feedbackfromPTAgroups(家长教师会团体)andotherparentgroups
(2)feedbackfromschoolsgovernors
二、Organizationalstructure
1、DesignanorganizationalstructureforFoodplc.
Foodplc
Board
2、What(other)factorscouldinfluencethespanofcontrolwithinanorganization?
(1)natureofthework
(2)typeofpersonnel(人事部门、员工)
(3)locationofpersonnel
(4)managementstyle
(5)leveloforganizationalsupportforroutinetasks
(6)thenatureofthework
(1-3为课本内容,4-6为答案内容)
3、Haulageisanhaulagecompany(运输公司.Ithas3levelsofemployee:
directors、managersanddrivers.Itsorganizationchart(公司组织机构图)showsacorresponding3tier(等级)structure.Whatfactorswillinfluencethespanofcontrolofthemanagers?
答案:
Theworkofthedriversisnotparticularlycomplexanddriverswillnotneedmuchguidance.
Moderntechnologymeansthatmeetingsbetweenmanagersanddriverswillnotoftenbenecessary.
Eachmanagerwillhaveawidespanofcontrol.
4、Howdoestheabilityoftheemployeesaffectthelevelofdecentralisation(分散,地方分权)?
答案:
Themoreabletheemployees,themoredecisionstheycanbeentrustedwith(受委托),andthegreaterthelevelofdecentralisation.
5、Adisadvantageofdecentralisationcanbeincreasedcosts.Howcanthesearise?
答案:
Poordecisions∕lackofgoalcongruence(目标一致性),leadingtoincreasedcosts.
Trainingcosts
Duplication(复制)ofroles(重复角色)leadingtoincreasedpersonnelcosts
Extracostsofgatheringinformationformvarioussources∕locations.
6、Whatothermethodscouldbeemployedtointegrate(整合)adepartmentandreducetheimpactoftheinformalorganization(非正式机构)asinthelastexampleabove?
案例的方法:
mixmembersofthe2‘cliques’(小集团)ontrainingcourses
答案:
Awaydays,ensuringthatteamsfortheactivitiesarepickedwith(被挑选的)membersfrombothcliques.
Changeshiftpatterns(模式)sothatthecliquesarebrokenupontheproductionline.
Changebreaktimes,sothatone‘clique’doesnottakeitsbreaktogether.
三、Organizationalculture
1、State3aspectsofculturethatcouldbeclassifiedasartifacts(人工产物).
(1)thewaythatpeopledress
(2)furnishings(陈设),officefacilities(办公室设施)
(3)Howemployees(visibly明显地)reacttoeachotherandoutsiders(局外人).
2、DescribewhatHandymeantbyataskculture.Canyouthinkof2disadvantagesthismaycreateforanorganization?
答案:
Ataskcultureisonewherenothingisallowedtogetinthewayofcompletingthetask.
Disadvantages:
(1)highlevelsofstress
(2)qualitycompromised(质量妥协)inanefforttogetthejobfinishedontime
(3)peoplefeelingthattheirindividualneedsaresurpassed(被超过)bytheneedsofthetask,eg.Feelingpressurised(紧迫的)toworklate.
四、Leadership,managementandsupervision
1、Brieflyexplainingeneraltermstheresponsibilitiesofasupervisor.
(1)Planningtheworkofthedepartment(安排部门工作)
(2)Ensuringtheworkiscompletedasfaraspossibleaccordingtoplanbyadequate(足够的)supervision(通过足够的监督来确保工作尽可能地按计划完成)
(3)Maintainingdiscipline(维持纪律)inthedepartment
(4)Undertakingthetaskwhenrequired
(5)Havingknowledgeandabilityinallaspectsofhealth,safetyandemploymentlegislationthatappliestohisorhersubordinates(下级).
2、John进入了一个会计部门,他的上司病了,所以他被要求准备themanagementaccounts(管理账户),他要求得到有关工资的信息。
但thepayrolldepartment(薪金部门)不愿意给他。
导致此问题的根本原因是什么?
答案:
Johnhasbeengiventheresponsibilityforcompletingataskbutwithouttheauthority.
3、Canyouthinkany(other)traits(特征)essentialinaleader?
书上:
physicaltraits:
drive(干劲),energy,appearance
Personalitytraits:
adaptability,enthusiasm,self-confidence
Socialtraits:
co-operation,tact(老练),courtesy
答案:
ambition,fairness,integrity(正直),initiative
4、Thetablebelowincludesneedsthatmanagershavetoaction.
Need
Task∕group∕individual
Decisionmaking
Task
Peacekeeping
Group
Training
Individual
5、下面是由manager发出的statements,选择一个由Ashridge阐述的leadershipstyle来最好地概括这个statement。
Statement
Style
ProducethisreportimmediatelybecauseHRhaveanurgentneed
fortheinformation.
sells
Whatwouldyouliketoincludeinthisreport?
Joins
Producethisreportimmediatelyorelse
Tells
Whatdoyouthinkweshouldincludeinthisreport?
Consults
6、Usingthescoresshownontheabovegrid(网格)makesuggestionsastohowthisparticularmanagercouldimprovehisorhermanagerialstyle(管理风格).
答案:
Themanagerillustrated(用图表阐明)intheabovegridisshowinggoodconcernforproductionbutisweakintermsofconcernforemployees.Furtherinvestigationwouldthenbecarriedouttodeterminewhythisisthecaseandinwhatwayssuchalackofconcernisexhibited.Thenrectifying(矫正)actioncanbetaken.
Forexample:
·Attendatrainingcourseonpeopleskillsandmotivation.
·Involvestaffinmoredecisions.
·Treatstaffasvaluableassets;adoptanopendoorpolicy.
五、Individualandgroupbehaviorinbusinessorganizations
1、一个同事在你正在处理invoices时给你来电话,说想要和你讨论下周的安全会议。
你倾向于稍后讨论。
给出anassertiveresponse(自信行为)和anaggressiveresponse(攻击行为)。
Anassertiveresponse:
“Fine.Iamhappytotalkaboutthesafetymeeting,butrightnowIwouldliketofinishtheseinvoices.Howaboutringingmebacklaterthisafternoon?
”
Anaggressiveresponse:
“Fine.Youcannotexpectmetothinkaboutsafetymeeting.Iaminthemiddleofdoingsomeinvoices.Youwillhavetoringmebacklater?
”
2、Explaintheinappropriateness(不合适)ofaggressivebehavior.
Explaintheappropriatenessofassertivebehavior.
aggressivebehavior:
(1)counter-productive(适得其反的),mayallowsomeonetogettheirwayimmediatelybutinthelongtermitleadstobrokenrelationshipsresentment(怨恨)andhostility(敌意).
(2)Oftenleadstoescalationofconflict(冲突扩大)
(3)Oftenleadstoguiltfeelingsonthepartoftheaggressor(攻击者).
assertivebehavior:
(1)Itdefuses(减少)thepotentialforconflict
(2)Itmaintains(维持)agoodworkingrelationshipasitdisplaysawillingnesstodeliveramutualcompromise(相互妥协)asanaidtoachievingaclearobjective.
3、区别thecontributionoftheindividualtotheorganization和thecontributionoftheteamtotheorganization的不同。
Individualcontribution
Teamcontribution
Onesetofskills
Amixofskills
Onepointofview
Anumberofdifferentviews
Innovative(革新的)ideasbasedontheindividual’sexpertise
Innovativeideasbasedonthecombinationofexpertise(专业知识)
4、Explainhowteamscanhelptodeliver(实现)organizationalsuccess?
(1)Thedeliveryoforganizationobjectivesmoreeffectively(2+2=5)
(2)Ifsocialneedsaremeetincreasesmotivation(动力)
(3)Amixedbalanceofskillsandexpertisemightincreasethechanceofsuccess.
5、Suggest3waysinwhichaleadercanbuildcohesiveness(凝聚力).
(1)Clearcommunicationofthegroup’staskobjectiveandthecontributioneachmembercanmaketodeliveryofthetask
(2)Strivetocreateacooperativeatmosphere(合作氛围)andstyle,basedontrust
(3)Goodcommunicationthroughfacilitating(促进)opennessandhonesty,informationsharing,ideasgenerationandconstructivefeedback.
六、Teamformationdevelopmentandmanageme
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- ACCAF1 试题
![提示](https://static.bdocx.com/images/bang_tan.gif)