By Bob Perry
CIMA Revision playing cards are the one fabrics written and recommended by means of CIMA. they supply succinct yet entire assurance of all of the significant issues of the recent CIMA 2005 syllabus. The pocket-sized, spiral-bound structure allows them to be carried round simply, making them priceless assets anywhere you're. Diagrams and bulleted lists are used all through to exhibit the most important issues as basically and concisely as attainable. This simplifies the syllabus and makes the issues effortless to profit and be mindful. CIMA Revision playing cards offer: * examination guidance and tricks * A precis of the entire key subject matters of the hot syllabus* visible aids to consolidate studying * examination targeted, pocket sized revision courses summarising the main themes of the recent CIMA syllabus * Diagrams and tables all through strengthen key strategies and relief reminiscence retention and bear in mind * simply moveable dimension - excellent for wallet and baggage
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Extra resources for CIMA Revision Cards: Organisational Management and Information Systems (CIMA Revision Cards)
Rolls-Royce cars). Disadvantage is the business risk of relying on a single segment of a single market. K KKKK A firm can gain leadership position in a single market segment or in several segments. The market segments selected would: have future growth potential; be without a direct competitor of similar size; show signs of a need for ‘exploitation’; be accessible and substantial. g. TVs, computers, cars) and FMCGs. FMCGs are purchased for personal reasons and generally involve relatively low financial outlays.
KKK KK K Types of pay structure Graded pay: a sequence of job grades, each with a payment range. Broad-banded. Individual job ranges (where the content and size of jobs are widely different). e. g. finance). Spot rates: a specific rate for the job. Pay spines: a series of incremental points. ‘Rate for age’: a specific rate, linked to age for staff in certain jobs. Profit-related pay Attempts a sense of shared ownership and corporate commitment. 58 ————————————————————————————————————————— ––––––––––––––––––––– People Issues: Motivation, Rewards and Ethical Considerations Reward systems KK KK More about PRP Based on Taylorist idea of rewarding workers on the basis of outputs.
KK Can define relativities in levels of pay. g. staff and manual workers. KK KK Reward systems: job evaluation Plot job scores against the current rates of pay for every jobholder to produce a scattergram. Draw a line of ‘best fit’. Obtain market rate information for benchmark jobs and plot trends. Use detail to help decide the desired pay policy, overall shape of the pay structure. Define the pay ranges for each grade. 57 ————————————————————————————————————————— People Issues: Motivation, Rewards and Ethical Considerations Reward systems Appraisal-based performance-related pay (PRP) K K K K Individuals receive increases in pay, based on the regular and systematic assessment of job performance.
CIMA Revision Cards: Organisational Management and Information Systems (CIMA Revision Cards) by Bob Perry