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CIMA E1 > 1 - ROLE OF THE FINANCE FUNCTION > Flashcards

1 - ROLE OF THE FINANCE FUNCTION Flashcards

1
Q

Organisation

A

a special arrangement which pursues collective goals, which controls its own performance and which ha a boundary separating it from its environment. Boundaries physical or social.

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2
Q

Private sector org

A

aka businesses = owned and operated by private individuals or institutions

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3
Q

public sector org

A

owned by the state

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4
Q

2 types of private sector org

A
  1. Profit seeking

2. Other objs = not for profit orgs

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5
Q

2 types public sector orgs

A
  1. Provide public services like hospitals, schools

2. stated owned industrities

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6
Q

2 types profit seeking orgs

A
  1. Sole trader / partnership

2. Companies

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7
Q

Main Sole trader / partnerships characteristic

A
  • Unlimited liability
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8
Q

Main characteristic of companies

A

limited liability - limited to amount paid for shares

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9
Q

Diff between private and public companies

A 
Private = can only trade shares privately
Public = shares traded on stock mkt
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10
Q

MNCs definition

A

companies producing in >1 country, by either owning or controlling foreign subsidiary

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11
Q

EGs of not for profit orgs

A

charities, local clubs, societies, gov depts & services such as hospitals and schools

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12
Q

Aim of not for profit orgs

A

Provide public service or benefit - main aim isnt profit, use surplus to further their objs. Still need to be profitable to keep running.

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13
Q

Mutual organisations are AKA and are defined as…

A

AKA Co-operatives
special type of not for profit org. Commercial operations owned by their customers (members). So customers benefit from the service & profit made. Pursue objs other than max profit.

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14
Q

EG of cooperative

A

Building society - operate similar to banks but surplus goes to members through higher IR for savers and lower IR for borrowers

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15
Q

Aim of public sector orgs

A

make good use of taxpayer money and deliver goods and services cost effectively to the public. Rarely aim to make profit, but still need to prevent waste of resources.

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16
Q

How do gov control public sector orgs?

A

Gov define & regulate activities

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17
Q

One important feature of public sector orgs is…

A

they have little control over their income - depends on Gov and can change depending on public opinion, econ climate, gov in power etc.

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18
Q

NGO definition

A

Private orgs that operate in the public sector by e.g. providing services to the community or protecting environ

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19
Q

2 key features NGOs

A
  1. Profit not primary goal - instead focus LR objs

2. NOT directly linked to gov or gov depts

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20
Q

2 types NGOs & their names

A
  1. Influence gov policy through lobbying & PR = campaigning NGOs
  2. Direct +VE impact through undertaking projects = operational NGOs
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21
Q

Another type of NGO

A

Quasi autonomous NGO = QUANGO
Similar objs to public sector orgs but are private independent of gov, but gov has devolved authority for running public svcs. E.g. Ofsted - gov money but operate independently.

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22
Q

5 effects of org type on finance function

A
  1. Diff owners & stakeholders = diff objs
  2. Sources of funding
  3. Overall goal - profit orientated?
  4. How perf is measured
  5. Use of tech impacts how finance operates
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23
Q

Vision =

A

The desired future state of the org - very high level and timeless

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24
Q

Mission =

A

Expression of overall purpose and scope of org in line with values and expectations of stakeholders. What sort of bis are we or do we want to be?

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25
Q

Objectives

A

Specific targets that are set and control the overall functioning and progress of org.

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26
Q

How do objs differ from vision/mission?

A

Quantifiable and specific. Translate a mission into more specific milestones which can be tracked.

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27
Q

4 aspects of mission statement

A
  1. Purpose
  2. Areas in which operate = scope
  3. General statement on culture
  4. Guide to develop future direction
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28
Q

SMART

A

Specific, measurable, achievable, relevant, time related

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29
Q

5 functions of objs

A
  1. Planning
  2. Defines responsibilities of managers and depts
  3. Integrates efforts of org
  4. Motivates managers
  5. Benchmarks for perf eval
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30
Q

3 types of objs

A
  1. strategic / corporate
  2. tactical
  3. Operational
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31
Q

Strategic / corporate objs

A

Set overall LR objs for bis as a whole

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32
Q

Tactical objs

A

Plan and control individual functions within the org

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33
Q

Operational objs

A

day to day perf targets to ensure operations carried out efficiently and effectively

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34
Q

Financial vs non-financial objs

A 
Financial = something find on balance sheet/PnL accounts
Non-financial = unlikely to be reported in financial statements but still important to org
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35
Q

CSFs

A

break objs into smaller goals, things that the org must do well in order to succeed.

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36
Q

KPIs

A

Specific, measurable ways to set performance standards and track CSFs for control purposes. can be financial or non.

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37
Q

Define digital world

A

The increasing levels of digital tech in everyday lives. Data is collected, stored and communicated about orgs and ind in many diff ways.

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38
Q

Bis environ

A

Everything surrounding an org, physically and socially.

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39
Q

2 levels of bis environ

A

Macro aka general

Micro

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40
Q

define macro environ

A

All factors influencing orgs INDIRECTLY.

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41
Q

What model can we use to analyse macro environ?

A

PESTEL

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42
Q

PESTEL stands for

A 
Political
Economic
Social
Technological
Ecological
Legal
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43
Q

Define micro environ

A

Areas which have a DIRECT impact on org - factors relating to competitors, industry, suppliers, customers.

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44
Q

What model can we use to analyse Micro environ?

A

Porters 5 forces

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45
Q

Name porters 5 forces

A
  1. Threat of new entrants
  2. Bargaining power of customers
  3. Threat of substitutes
  4. Bargaining power suppliers
  5. Rivalry among existing firms
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46
Q

Porters 5 forces can be…

A

weak, strong, medium which impacts profit.

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47
Q

Technological connectedness refers to + impact on rules of bis

A

How data is created, stored, retrieved and synchronised. Caused rules of bis to change and be more dynamic.

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48
Q

3 consequences of Technological connectedness on orgs (Farrar)

A
  1. Increasing competition
  2. Communication faster &easier = quicker product dev
  3. Changes who competitors and stakeholders are
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49
Q

3 roles of finance wrt value

A

create, preserve and narrate value

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50
Q

The concept of what value if depends on…

A

Type of org & its objs

51
Q

Value is added to orgs through processes which follow what 3 principles?

A
  1. Economy
  2. Efficiency
  3. Effectiveness
52
Q

Define economy

A

Perform an activity for min cost.

53
Q

Define efficiency

A

Perform an activity by consuming min inputs. Fewer inputs to produce same output.

54
Q

Define effectiveness

A

achieving max output given inputs. Higher output for same inputs.

55
Q

How do economy, efficiency and effectiveness relate?

A

Economy + efficiency = effectiveness

56
Q

Summarise how tech has changed role of finance?

A

Traditional roles been automated = focus more on value add tasks by acting as internal bis consultants

57
Q

Farrar’s 4 basic finance activities

A
  1. Assembling info
  2. Analysing for insights
  3. Advising to influence
  4. Applying for impact
58
Q

Assembling info =

A

collecting, cleaning and connecting data into assembled info

59
Q

Analysing for insights =

A

analysing info to draw out patterns and relevant insights

60
Q

Advising to influence=

A

Communicating insights & contributing to an obj. Aim to influence senior decision making.

61
Q

applying for impacy =

A

guiding actions to help orgs achieve goals. Strategic planning, perf measures, perf reviews.

62
Q

Farrar’s finance function value matrix: axis + 4 areas from top left to bottom right

A

Y axis = whether source/analyse or communicate/use info
X axis = whether creates or preserves value

  1. stewardship
  2. Value enabling
  3. Data integrity
  4. Value analysis
63
Q

data integrity

A

finance act as trusted source of mgmt info

64
Q

Value analysis

A

provide insights into drivers of org value

65
Q

stewardship

A

SME and contribute to strategic decision making and developing business model (BAU)

66
Q

Value enabling

A

Partner with other functions to use insights to address perf issues and enable solutions that create value

67
Q

Farrar: 5 key areas that finance bring to an org

A
  1. Reporting accuracy (data integrity)
  2. Partnering & decision support (value enabling & stewardship)
  3. Controllership & risk (data integrity)
  4. Enterprise wide cost mgmt (value analysis/enable)
  5. Analysis & insight (value analysis)
68
Q

3 aspects of value creation

A

Enable/create value
Shape value
Narrate value

69
Q

3 activities that create value

A
  1. Planning
  2. forecasting
  3. Resource alloc
70
Q

2 activities that shape value

A

perf mgmt & control systems

71
Q

1 activity that narrates value

A

financial reporting

72
Q

Budgets focus on 2 areas

A
  1. Areas org can directly control e.g. costs

2. Factors cannot entirely control e.g. demand

73
Q

Corporate governance =

A

the system by which companies are directed and controlled. It considers how directors can be held accountable to shareholders.

74
Q

Principal in an org =

A

Owners aka shareholders

75
Q

Agent in an org =

A

Managers - company directors

76
Q

What problem does corp gov try to solve?

A

Agency problem

77
Q

8 egs of poor corp gov

A
  1. domination by single ind
  2. lack of involvement by board
  3. lack of adequate control - internal audit function
  4. lack of supervision of employees
  5. lack of independent scrutiny
  6. lack of contact with shareholders
  7. focus on SR profitability
  8. Misleading accounts and info
78
Q

Purpose of OECD corp gov principles

A

to guide govs and other orgs when developing corp gov frameworks

79
Q

6 principles OECD corp gov

A
  1. promote transparent & fair mkts
  2. protect shareholders’ rights
  3. sound incentives throughout investment chain
  4. Recog rights of stakeholders
  5. Timely and accurate reporting and audit
  6. Strong controls and supervision of mgmt
80
Q

What 5 company/board roles should be identified in annual report?

A
  1. Chairman
  2. Deputy chariman
  3. CEO
  4. Senior independent directors
  5. Members and chairs of board committees
81
Q

Which 2 company roles should be separated to preven too much power?

A

Chairman (leads board) and CEO

82
Q

The board needs to consist of what 2 groups?

A

Executive & non executive directors (NEDs)

83
Q

Define NEDs

A

Individuals not involved in day to day running of bis - they attend board & committee meetings. Independent individual on a contract who advises and receives fees in return for their time

84
Q

6 things NEDs must NOT

A
  1. Have been employee in last 5 years
  2. In last 3 years have material bis interest in company
  3. Have company shares, perf related pay or company pension
  4. Close fam who are company directors/senior emp
  5. Serve >9 years
  6. Hold cross directorships
85
Q

What’s cross directorship?

A

Person A exec for company 1 & non exec company 2

Person B non exec company 1 & exec company 2

86
Q

Appointments to board and succession plans should be based on…

A

merit & objective criteria, promote diversity

87
Q

Nomination committee consists of & function

A

50% NEDs

Makes appointments to board & review perf

88
Q

% board that must be NEDs for big & small companies

A

Big: half excluding chairman NEDs
small: 2 NEDs - one appointed senior indep director

89
Q

Audit committee consists of & function

A

100% NEDs (3 for large & 2 small orgs), 1 who must’ve had recent financial experience.
Monitor and review financial controls and integrity of financial statements.
Internal audit function report into audit committee.

90
Q

How involved are directors in remuneration?

A

They should NOT be involved in deciding their own remuneration outcome.

91
Q

Remuneration committee consists of & function

A

At least 3 (2) NEDs for large (small) orgs.
Chairman can be a member but not chair.
Aim = attract, retain and motivate quality directors but not pay more than necessary. Mostly based on perf.

92
Q

Is UK corp gov code the law?

A

NO - advisory, not the law.

93
Q

Listed companies are required to make 2 general disclosures…

A
  1. Narrative statement on how applied corp gov code principles
  2. Whether or not complied, justify non-compliance
94
Q

Sarbanes Oxley Act 2002 - law or advisory?

A

LAW IN US

95
Q

SOX act is applicable to….

A

In USA and subsidiaries of USA based companies

96
Q

5 key points of SOXact

A
  1. auditor independence
  2. US stock exchange regulations
  3. Must have an audit committee
  4. Internal control report included in annual report
  5. increased financial disclosures
97
Q

3 advs of rules based corp gov

A
  1. consistent application
  2. breaches easy to identify
  3. rules for specific outcomes
98
Q

3 disadv of rules based corp gov

A
  1. cannot learn every rule
  2. removes member discretion
  3. long and lengthy rulebooks
99
Q

4 advs of framework/ethics based approach to corp gov

A
  1. Encourages proactive actions
  2. Treats members as ind
  3. Flexibility in complex situations
  4. \Harder to find loopholes
100
Q

4 disadvs of framework/ethics based approach to corp gov

A
  1. Subjective interp
  2. Inconsistency
  3. Ambiguity confusing
  4. Guidelines eventually become rules anyway
101
Q

Ethics definition

A

code of moral principles that people follow to respect what is right or wrong. Not necessarily enforced by law, although the law incorps moral judgements

102
Q

4 factors to consider when determining if something is ethical

A
  1. Values from society
  2. Principles
  3. Motivation - why
  4. Consequences - ends justify the means?
103
Q

Egoists ethical approach

A

look after own needs when making decisions

104
Q

Pluralists ethical approach

A

Consider whether other stakeholders are compromised by a decision

105
Q

Absolutists ethical approach

A

Whether the course of action is fundamentally incorrect, regardless of outcome.

106
Q

Consequentialists ethics

A

consider consequences of action before making a decision.

107
Q

Utilitarian ethics

A

maximise overall benefit to society

108
Q

Corporate ethics statement vs code

A 
Statement = broad generalisations
Code = specific rules
109
Q

Ethics officers AKA

A

compliance officers

110
Q

3 principles of CIMAs code of ethics

A
  1. Highest standards of conduct & integrity
  2. Uphold good standing & reputation of the profession
  3. Refrain from conduct that discredits profession
111
Q

A key role of a CIMA member is to….

A

act in the public interest

112
Q

CIMA PIPCO ethics principles stand for…

A 
Professional competence & due care
Integrity - nothing deceptive or misleading
Professional behaviour
Confidentiality
Objectivity
113
Q

4 considerations when dealing with ethical dilemma

A
  1. Do I need more info/evidence?
  2. IS there an internal system to deal with this concern?
  3. Necessary to pass info up hierarchy?
  4. Obtain professional advice/consult CIMA?
114
Q

CSR =

A

a set of actions which an org is not obliged to take but takes them anyway for wellbeing of stakeholders and public.

115
Q

Carroll & Buchholtz 4 types CSR responsibilities

A
  1. Economic - return to shareholders, pay staff, customers value for money.
  2. Legal
  3. Ethical e.g. pay living wage
  4. Philanthropic - charity
116
Q

Proactive CSR strategy

A

org prepared to take full responsibility for actions. If discover a fault, recall product without before forced to - get ahead of the situation.

117
Q

Reactive CSR strategy

A

Allow a situ to continue unresolved until public, gov find out about it.

118
Q

Defence CSR strategy

A

Minimise or attempt to avoid additional obligations arising from a particular problem - modify behaviour not because think it’s right but to avoid gov additional laws.

119
Q

Accommodation CSR strategy

A

org take responsibility for actions when one of following happens:

  • encouragement from special interest groups
  • perception that failure to act results in gov intervention
    i. e. act before forced to but only when pressure building.
120
Q

6 pros of CSR strategy

A
  1. Customer expectations
  2. Brand
  3. Lower environ costs
  4. Trade opportunities
  5. Access to staff
  6. Investment and funding
121
Q

What was Friedman’s argument against CSR?

A

Bis should only conform to rules of society (law + ethical custom) & bis does not have responsibilities - only individuals do. If managers donate bis money to charity, they are donating owners’ money. Bis should pay dividends then ind decide to donate.

122
Q

Corporate digital responsibility =

A

expands CSR concept to cover data and digital devices

123
Q

5 corp digital responsibilities

A
  1. Digital stewardship - use data responsibly
  2. Digital transparency
  3. Share info with customers to help them make better decisions
  4. Customers should be offered chance to benefit from data
  5. Digital inclusion - use insights for good of society e.g. share with research orgs/charities

CIMA E1 (12 decks)

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