1. Finance CFAB Chapters 1&2
Mark Fielding-Pritchard
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2. P7 Stakeholders Chapter 1
Directors
Customers
Suppliers
Lenders
Government
Public
Environmental
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3. Peter Drucker Objectives P10
Market standing
Innovation
Productivity
Resources
Profitability
Manager& staff performance
Social responsibility
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4. Objectives SMART Specific Measureable Achievable Relevant Time bound
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5. What Is Management Chapter 2
Management is getting things done through other people
Planning
Controlling
Leading
Organising
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6. HR Open Systems Internal Process Rational Goal Quinn P27 Culture
Flexibility
Well being of staff HR
Open Systems
Internal Process
Rational Goal
External Requirements
Inward
Outward
Internal environment stable
External goals
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Control

7. Marketing P30 Chapter 2
FMCGs
White
Brown
Soft
Services
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8. Marketing P31 Chapter 2 4Ps Product Price Place Promotion Advertising
Sales promotion
Public relations
Direct marketing
Personal selling
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9. Marketing Case Study
Housham Garden
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10. Operations Management P36
1. The 4 V’s Overview All operations processes have one thing in common, they all take their ‘inputs’ like, raw materials, knowledge, capital, equipment and time and transform them into outputs (goods and services).  They do this is different ways and the main four are known as the Four V’s, Volume, Variety, Variation and Visibility.
Volume- MacDonalds
Variety Taxi vs Bus
Variation Barratt vs One off
Visibility UPS
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15. The Harvard Model Employee influence- DOA, power, influence
Human resource flows – recruitment, selection, promotion, termination
Reward systems- salary, motivation
Work systems design of work, alignment of people
This was developed into the 4cs
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16. HR Management p39 Commitment Competence Congruence Cost effectiveness
Overall conclusion is that we judge all HR activities on 3 criteria, organization, individual, society
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17. McGregor P42
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18. P43
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19. Herzberg P44
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20. Tuckman, Group Action Stages
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21. Belbin P46 Team Roles
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22. Belbin Strengths
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23. Belbin P46 Team Roles 2
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24. Likert Leadership Styles P47
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25. Exploitative Authoritative System
In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organization.
The subordinates do not participate in the decision making.
The organization will use fear and threats to make sure employees complete the work set.
There is no teamwork involved.

26. Benevolent authoritative System
Just as in an exploitive authoritative system, decisions are made by those at the top of the organization and management.
However employees are motivated through rewards rather than fear and threats.
Information may flow from subordinates to managers but it is restricted to “what management want to hear”.

27. Consultative System
In this type of management system, subordinates are motivated by rewards and a degree of involvement in the decision making process.
Management will constructively use their subordinates ideas and opinions.
This theory is very closely related to the Human Relations theory.
Communication in this system flows both downward and upward, though upward is more limited.
This promotes a more positive effect on employee relationships and allows them to be more cooperative.

28. Participative Group System
Management have complete confidence in their subordinates/employees.
There is lots of communication and subordinates are fully involved in the decision making process.
Subordinates comfortably express opinions and there is lots of teamwork.
Teams are linked together by people, who are members of more than one team.
Likert’s calls people in more than one group “linking pins”.

29. Delegation
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