上海财大ACCAF1讲义.ppt

PartA Thebusinessorganisation itsstakeholdersandtheexternalenvironment Chapter1 Businessorganizationsandtheirstakeholders 1Typesoforganisation 1 1WhatallorganisationshaveincommonAnorganisationis asocialarrangementwhichpursuescollectivegoals whichcontrolsitsownperformanceandwhichhasaboundaryseparatingitfromitsenvironment 1 2Whydoorganisationsexist Organisationscanachieveresultswhichindividualscannotachievebythemselves a Oraganisationsovercomepeople sindividuallimitations whetherphysicalorintellectural b Organisationsenablepeopletospecialiseinwhattheydobest c Organisationssavetime d Organisationsaccumulateandshareknowledge e Organisationsenablesynerge Inbrief organisationsenablepeopletobemoreproductive 1 3HoworganisationsdifferOwnership PublicvsPrivate Ownedbythegovernment publicsectororganisations Ownedbyprivateownersorshareholders privatesectororganisations ControlControlledbytheownersthemselvesControlledbypeopleworkingontheirbehalfIndirectlycontrolledbygovernment sponsoredregulators ActivityProfitornon profitorientationLegalstatusLimitedcompaniesPartnershipsSize SourcesoffinanceBorrowingfrombanksGovernmentfundingIssuingsharesTechnologyVaryingdegreesoftechnologyuse 1 4WhattheorganisationdoesOrganisationsdomanydifferenttypesofwork 2Typesofbusinessorganisation 2 1Profitvsnon profitorientationProfitorientationMaximiseprofit toowners NonprofitorientationProvisionofgoods services topublic beneficiaries 2 2PrivatevspublicsectorPrivatesectorOrganisationsnotownedorrunbycentralorlocalgovernment orgovernmentagencies PublicsectorOrganisationownedorrunbycentralorlocalgovernmentagencies 2 3PrivatesectorbusinessesAbusinessorganisationexiststomakeaprofit Costsshouldbelessthantherevenues Profitsarenotincidentaltoitsactivitiesbutthedrivingfactor 2 3 1LegalstatusSomeonesettingupabusinesscanchoosetogointobusinessalone takeononeormorepartnerswhoalsosharetheprofitsofthebusiness orsetupalimitedcompany 2 3 2LimitedcompaniesAlimitedcompanyhasaseparatelegalpersonalityfromitsowners shareholders Theshareholders riskisgenerallyrestrictedtotheamountthattheyhaveinvestedinthecompanywhenbuyingtheshares Limitedliability Theownershipandcontrolofalimitedcompanyarelegallyseparate Shareholdersaretheownersbuthavelimitedrights asshareholders overthedaytodayrunningofthecompany Directorsareappointedbyshareholderstorunthecompany Boardofdirectorscontrolsmanagementandstaff andisaccountabletotheshareholdersExecutivedirectorsparticipateinthedailyoperationoftheorganisation Non executivedirectorsareinvitedtojoininanadvisorycapacity usuallytobringtheirparticularskillsorexperiencetothediscussionsoftheboardtoexercisesomeoverallguidance Operationalmanagementusuallyconsistsofcareermanagerswhoarerecruitedtooperatethebusiness andareaccountabletotheboard 2 3 3TypesoflimitedcompanyPrivatelimitedcompanies egXLimited Publiclimitedcompanies egXplc Theydifferasfollows a Numberofshareholders b Transferabilityofshares c Directorsasshareholders d SourceofcapitalAprivatecompany ssharecapitalwillnormallybeprovidedfromthreesources thefounderorpromoter businessassociatesofthefounderoremployer venturecapitalistsApubliccompany ssharecapitalcanberaisedfromthepublicdirectly orthroughinstitutionalinvestors usingrecognisedmarkets 2 3 4AdvantagesanddisadvantagesoflimitedcompaniesAdvantagesMoremoneyReducesriskforinvestorsSeparatelegalpersonalityOwnershipislegallyseparatefromcontrolNorestrictionsonsizeFlexibilityDisadvantagesLegalcompliancecostsShareholdershavelittlepracticalpower 2 4ThepublicsectorThepublicsectorcomprisesallorganisationsownedandrunbythegovernmentandlocalgovernment 2 4 1Keycharacteristicsofthepublicsector a Accountability ultimately toParliament b FundingRaisingtaxesMakingchargesBorrowing c Demandforservices limitless d Limitedresources 2 4 2Advantages a Fairness b Fillingthegapsleftbytheprivatesector c Publicinterest d Economiesofscale e Cheaperfinance f Efficiency 2 4 3Disadvantages a AccountabilityInefficiencymaybeignored b InterferencePoliticiansmaynotbefamiliarwiththeoperationofabusinessandyetpoliticalpressuresandindecisionmayinfluenceadverselythedecisionmakingprocess c CostThepublicwilldemandasperfectaserviceaspossiblebutwillnotwishtobearthecostinvolved 2 5Non governmentalorganisationsAnon governmentalorganisation NGO isanindependentvoluntaryassociationofpeopleactingtogetherforsomecommonpurpose otherthanachievinggovernmentofficeormakingmoney Aimedatpromotingsocial politicalorenvironmentalchange SomeorganisationalfeaturesofNGOsStaffingbyvolunteersaswellasfulltimeemployeesFinancefromgrantsorcontractsSkillsinadvertisingandmediarelationsSomekindofnational headquarters Planningandbudgetingexpertise 2 6Co operativesocietiesandmutualassociationsCo operativesarebusinessesownedbytheirworkersorcustomers whosharetheprofits OpenmembershipDemocraticcontrol onemember onevote DistributionofthesurplusinproportiontopurchasesPromotionofeducationMutualassociationsaresimilartoco operativesocietiesinthattheyare owned bytheirmembersratherthanbyoutsideinvestors Questions Alimitedcompanyhasaseparatelegalidentityfromitsowners Trueorfalse ATrueBFalseAnswer A Whichofthefollowingprovidesanexampleofa boundary separatinganorganisationfromitsenvironment AAdivisionalstructureBSystemsandproceduresCFactorygatesDRecruitmentpolicyAnswer C Primaryandsecondarygoalsareequallyimportantinanorganisation Isthisstatementtrueorfalse ATrueBFalseAnswer B Whichofthefollowingbestdescribesthepublicsector ACompanieswhereprofitsarethedrivingfactorBCompanieswhichareownedbyawideproportionoftheinvestingpublicCAllthoseorganisationsownedandrunbythegovernmentandlocalgovernmentDBusinessesownedbytheirworkersorcustomers whosharetheprofitsAnswer C 3Stakeholdergoalsandobjectives Stakeholdersarethoseindividualsorgroupsthat potentially haveaninterestinwhattheorganisationdoes Objectivesmustconsiderstakeholders JohnsonandScholesidentifiedthreetypesofstakeholder ICE 3 1Internalstakeholders employeesandmanagementEmployeesManagers3 2ConnectedstakeholdersShareholders corporatestrategy Bankers cashflows Suppliers purchasestrategy Customers productmarketstrategy 3 3ExternalstakeholdersGovernmentInterest pressuregroupsProfessionalbodies 3 4AnotherapproachPrimarystakeholders haveacontractualrelationshipwiththeorganisation Includesinternalandconnectedstakeholders Secondarystakeholders Equatestoexternalstakeholders 3 5StakeholderconflictBetweenmanagersandshareholders 3 6Stakeholdermapping powerandinterestMendelow sMatrix ThematrixoutlineshowtoapproacheachstakeholderStakeholdermappingisusedtoassessthesignificanceofstakeholdergroups SegmentD strategymustbeacceptable keyplayersSegmentC keepsatisfiedSegmentB keepinformedSegmentA minimaleffortStakeholdersmaymovefromquadranttoquadrant 3 7ThestrategicvalueofstakeholdersThefirmcanmakestrategicgainsfrommanagingstakeholderrelationships 3 8MeasuringstakeholdersatisfactionQualitativeQuantitative Questions Whichofthefollowingisnotaconnectedstakeholder ACustomerBEmployeeCLandlord Lessor DShareholderAnswer B Questions IfastakeholderhasahighlevelofinterestinthecompanyandhashighpowerunderMendelow sstakeholdermappinggrid thestakeholderisclassifiedas AMinimaleffortBKeepinformedCKeyplayersDKeepsatisfiedAnswer C Whichofthefollowingisaconnectedstakeholder AProfessionalbodyBEmployeeCSupplierDManagerAnswer C Whycanconflictbetweenstakeholdersbequitecommon ADifferentshareholderswillhavedifferentrisk returnprofilesBManagersdonotneedtotaketheirviewsintoaccountCTheirinterestswillgenerallybewidelydifferentDAlloftheaboveAnswer C Whichofthefollowingisregardedasaprimarystakeholder AOnewhoismorestrategicallyimportantthanothersBThegovernmentCOnewhohasacontractualrelationshipwiththeorganisationDAnexternalstakeholderAnswer C SUMMARY