acca sbl revision

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ACCA SBL Revision Angelo Hou

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• The Exam

• Syllabus

• How professional marks are awarded

• Technical content recap

Content

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• 4 hour duration allowed (240 minutes)

• 100 marks, 80 for technical content and 20 for professional skills

• 50 marks to pass

• 12+ pages of case study information

• All questions are based on same scenario

• The emphasis is on a combination of technical and professional skills

• Computer based exam

The Exam

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Syllabus

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• Crucial for exam success

• More professional skill application = more

technical marks likely

Professional marks

20 professional skills marks are available for how a student constructs and presents their answer

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A. Make the most important or crucial points. Only include additional less important

points if you are not sure you have made enough valid points to achieve all the technical marks

available for the requirement.

B. Show deep/clear understanding of underlying or causal issues and integrate

or link different sources of information from various parts of the scenario or

different exhibits to make points. Link information from different sources which the less

able candidate would not normally have picked up.

Professional marks - General principles

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C. Only make relevant points. Not to include superfluous information or make

unsupported points. Under the new exam format, a candidate who consistently makes valid

points, technical or otherwise, is rewarded additionally for demonstrating their wider credibility.

D. Avoid repeating points. They may reinforce a previous point, but this is usually made as a

development of a point rather than repetition.

E. Address the requirements as written, taking particular notice of the verbs used. Deliberately choose to discuss more issues than asked for, in the hope that the marker will select their

best answers. This practice is unprofessional and shows poor judgement and a lack of time

management.


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F. Show your ability to prioritise and make points in a logical and progressive way. This is about telling a coherent and compelling story.

G. Structure and present your answers in a professional manner. This could mean

adopting the style of media as specified in the requirement, using the appropriate tone and style of

language. A clear stakeholder focus.

H. Demonstrate evidence of your knowledge from previous learning.

I. Be clear, factual and concise. E.g. data based argument.


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Professional marks

Communication

Professional skills

Commercial

Acumen Analysis

Scepticism Evaluation

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Professional marks

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2019-9/12月真题Q1-b

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2019-9/12月真题Q1-a

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Professional marks

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2019-9/12月真题Q2-a

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2019-9/12月真题Q2-b

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Professional marks

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2019-9/12月真题Q3

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2019-9/12月真题Q3

套用Baldridge framework, 结合案例的头脑风暴图

说我们做到了啥，没做到啥

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Attention: Format SBL-effective communication article

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Technical content Recap

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目标从哪儿来？

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Leadership

Leadership: effective leadership can influence organization

to achieve its aims

• Qualities of Leader

• Leadership Theory: Traits, Style, Contingency approach,

Transactional vs Transformational

• Leader role: Visionary, build relationship, embodying

change(role model)

• The difference of Management and Leadership

• Entrepreneurship and Intrapreneurship

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目标怎么才能形成凝聚力？

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认同感和归属感！

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Leadership给企业带来了信仰和文化－Culture

Culture web：Rituals and Routines, Stories,

Symbols, Power structure, Organizational

structure, Control system, Paradigm

企业文化影响：战略选择，看待其他stakeholder的

方式，管理风格，Ethical value and CSR，所以影

响了企业的mission

Culture

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你的目标能凝聚多少人心为之奋斗？

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Stakeholders and Ethics

不同的责任意识带来的结果是，是否愿意承担CSR，以及愿意承担多少CSR

• Caroll-Economic, legal, ethical, philanthropic

• Grey, Owen and Adams-CSR 7 positions

CSR范围选择的不同的主要原因是－Ethical Stance的不同

• STSI，LTST，Multiple stakeholder obligation, shaper of society

Mission

Agency Theory Stakeholders Theory

道德价值观影响志向，志向影响使命（侠之大者，为国为民！）

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目标方向跑偏怎么办？不忘初心，奋六世之余烈，不容易！

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Governance

Mission

Mission的优先次序: Mendelow’s

matrix

公司是由Agent管理的，有可能为了个人利益而损害公司的目标和使命

所以，Agency cost

Governance Rule vs Principle: SOX; Comply/explain

Ownership: family, insider-dominated, outsider-

dominated

Institutional investors-shareholders activism

Communicate to stakeholders

• AGM

• Annual report

Environmental footprint+ social footprint(3BL,

GRIs, ISO14000, EMAS,IR)

Environment and Social audit

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Governance

Board of Directors

ED(CEO)+NED(Chair)(SSRP)(independence)

Nominations Committee

Majority NED

Structure of board, new executives

Remuneration Committee

100% NED

Pay and other benefits of executives

Risk Committee

Majority NED

Company risk management

strategy

Audit Committee

100% NED

Controls, internal and external

audit

用制度和体系来保证不忘初心！公司的上层架构搭建完毕！

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Strategy

Mission

Position

Choice

Action

（Just Do It！）

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External Analysis

Macro-PESTEL-growth

Industry -Porter’s 5 force-profit

Competitors & market- strategic

group

Organization

(internal)

Overseas’

expansion-

porter’s

diamond

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External Analysis

• Internal analysis-unique resources+ core competence(CSFs)

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Position

Strengths Weaknesses

Opportunities Threats

Position

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Choice 1. Competitive Strategy(Fit 自己的竞争优势)

• Generic strategy-cost leadership, differentiation, focus/niche

• Strategic clocks

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Choice

2. Growth strategy

Direction-Ansoff(new market/new product)

-TWOS(SO,ST,WO,WT)

Method

• organic growth

• M&A

• JV, strategic alliance

• Franchising

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Choice

3. Evaluation choice

S-fit with environment, culture

F-have resource and capability to do it(HR, skills, knowledge, money, brand)

A-consistent with stakeholder-Risk and Return

Parenting Style and portfolio analysis tools

• Strategic planning, financial control, strategic control

• BCG, life-cycle

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Risk management

• Risk attitude

• Risk capacity Risk appetite

• Identify-risk factors

• Assess-risk map

• Response-TARA, ALARP

• Monitor

Process

• Embedded in system

• Embedded in culture Effective

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Risk Map

Transfer(High, Low)

Avoid(High, High)

Accept(Low, Low) Reduce(Low, High)

Risk Impact

Likelihood

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Internal Control

•Operation

•Reporting

•Compliance Objective

•Control environment

•Risk assessment

•Control activities

•Information and communication

•Monitor-IA(why need), Audit committee(roles), IC report

Components

•Poor judgment

•Human errors

•Staff collusion

•Management override

•Unforeseeable event

Limitation

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Action

Improve efficiency, strength competitive advantages

• Functional, divisional-

centralisation/decentralisation

• Outsource(adv+ disadv)

• Boundary-less: Hollow, Modular,

network, Virtual organisation

Process:

• Harmon’s matrix(strategic

importance + complexity)

• BPR

IT:

• Cloud computing+big data

• E-business

• SCM(supply chain management)

• E-procurement

Marketing:

• 4Ps

• E-marketing-7Ps

• 6Is

• CRM(customer relationship

management)

HRM

• Empowerment(knowledge worker)

• Talent management

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Action Change management

• Types

• Contextual features

• Reasons for resistance

• POPIT

• Lewin 3 steps

Project management

1. Initiation-business case

2. Plan-PID

3. Execution-Team(member, manager, sponsor)

4. Control-measures, gateways, threats-correction

5. Completion-completion report, PPR, PIR

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Change Management-Type

Transformation Incremental

Big Bang

Realignment

Scope of Change N

atu

re o

f C

han

ge

Evolution

Reconstruction

Adaptation

Revolution

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Change Management- Steps

Model Lewin's 3 step process

Lewin identifies that three stages are necessary for something to change

Unfreeze - it must be accepted that change is needed

Change - the change takes place

Refreeze - it should be more difficult to go back to the earlier position

It is argued that the last step is the most important. Without it any change will be temporary

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