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ACCA BT: Business Models, Governance, People and Ethics

Cards on stakeholder analysis, PESTEL, Porter, culture, governance, controls, team and motivation theories and the fundamental ethical principles for ACCA Business and Technology (BT) study. Study material written for practice.

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Mendelow's matrix: high power, high interest
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1
Mendelow's matrix: high power, high interest
Key player: manage closely.
2
Mendelow's matrix: high power, low interest
Keep satisfied.
3
Mendelow's matrix: low power, high interest
Keep informed.
4
Mendelow's matrix: low power, low interest
Minimal effort.
5
PESTEL factors
Political, economic, social, technological, environmental, legal.
6
Porter's five forces
Threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitutes, competitive rivalry.
7
Porter's generic strategies
Cost leadership, differentiation and focus.
8
Price elasticity of demand
% change in quantity demanded ÷ % change in price. Above 1 in absolute value is elastic.
9
Handy's four cultures
Power, role, task and person.
10
Span of control
The number of subordinates who report directly to a manager. Tall structures: narrow spans; flat structures: wide spans.
11
Agency problem
Managers (agents) may pursue their own interests rather than those of the shareholders (principals).
12
Comply or explain
A principles-based governance approach: follow the code or explain the departure in the annual report.
13
Stages of money laundering
Placement, layering and integration.
14
Fraud triangle
Pressure, opportunity and rationalisation.
15
Tax avoidance versus tax evasion
Avoidance reduces tax by legal means; evasion is illegal concealment or misreporting.
16
Preventive, detective and corrective controls
Prevent a problem, find it after it happens, or repair the damage.
17
Segregation of duties
Different people authorise, record and hold custody of assets, so fraud needs collusion.
18
Tuckman's group development stages
Forming, storming, norming, performing, adjourning.
19
Belbin's nine team roles
Plant, resource investigator, co-ordinator, shaper, monitor evaluator, teamworker, implementer, completer finisher, specialist.
20
Adair's action-centred leadership
Balance the needs of the task, the team and the individual.
21
Maslow's hierarchy
Physiological, safety, social, esteem, self-actualisation.
22
Herzberg's two factors
Hygiene factors prevent dissatisfaction; motivators create satisfaction.
23
McGregor's Theory X and Theory Y
X: people dislike work and need control. Y: people seek responsibility and can be self-directed.
24
Vroom's expectancy theory
Motivation depends on expectancy, instrumentality and valence.
25
Kolb's learning cycle
Concrete experience, reflective observation, abstract conceptualisation, active experimentation.
26
Honey and Mumford learning styles
Activist, reflector, theorist and pragmatist.
27
Thomas-Kilmann conflict styles
Competing, collaborating, compromising, avoiding and accommodating.
28
SMART objectives
Specific, measurable, achievable, relevant and time-bound.
29
Fundamental ethical principles
Integrity, objectivity, professional competence and due care, confidentiality, professional behaviour.
30
Threats to the fundamental principles
Self-interest, self-review, advocacy, familiarity and intimidation.

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