Responses to Strategic Risk – 20%

Learning outcomes:

• B1 (a) Recommend appropriate measures for the strategic control and direction of various types of organisations
• B1 (b) Recommend solutions for the risks of dysfunctional behaviour arising from the associated models of performance measurement
• B1 (c) Advise managers of the risks in the development of strategies for information systems that support the organisation’s strategic requirements.
• B2 (a) Evaluate the risks of unethical behaviour.
• B3 (a) Evaluate the risks associated with poor governance structures.

Key topics/theories:

• Business unit performance and appraisal, including transfer pricing and taxation, reward systems and incentives.
• Non-financial measures and their interaction with financial measures.
• Risks of performance measurement, including the Balanced Scorecard (BSC).
• Lean systems.
• Cost of quality.
• Big Data as a strategic resource
• Dysfunctional behaviour associated with measures of control and direction
• The purpose and contents of information systems strategies, and the need for strategy complementary to the corporate and individual business strategies
• Ethical issues identified in the CIMA Code of Ethics for Professional Accountants.
• Application of the CIMA Code of Ethics for Professional Accountants.
• The board’s responsibilities for the management of stakeholders’ interests.
• The separation of the roles of CEO and chairman.
• The role of non-executive directors.
• The roles of audit committee, remuneration committee, risk committee and nominations committee.
• Directors’ remuneration.
• The agency implications of salaries, bon

  Responses to Strategic Risk – 20%

  Learning outcomes:

• B1 (a) Recommend appropriate measures for the strategic control and direction of various types of organisations
• B1 (b) Recommend solutions for the risks of dysfunctional behaviour arising from the associated models of performance measurement
• B1 (c) Advise managers of the risks in the development of strategies for information systems that support the organisation’s strategic requirements.
• B2 (a) Evaluate the risks of unethical behaviour.
• B3 (a) Evaluate the risks associated with poor governance structures.

• Key topics/theories:

• Business unit performance and appraisal, including transfer pricing and taxation, reward systems and incentives.
• Non-financial measures and their interaction with financial measures.
• Risks of performance measurement, including the Balanced Scorecard (BSC).
• Lean systems.
• Cost of quality.
• Big Data as a strategic resource
• Dysfunctional behaviour associated with measures of control and direction
• The purpose and contents of information systems strategies, and the need for strategy complementary to the corporate and individual business strategies
• Ethical issues identified in the CIMA Code of Ethics for Professional Accountants.
• Application of the CIMA Code of Ethics for Professional Accountants.
• The board’s responsibilities for the management of stakeholders’ interests.
• The separation of the roles of CEO and chairman.
• The role of non-executive directors.
• The roles of audit committee, remuneration committee, risk committee and nominations committee.
• Directors’ remuneration.
• The agency implications of salaries, bonuses, performance-related pay, executive share options and benefits in kind

  • For more details on CIMA please read this following article- CIMA Details

    uses, performance-related pay, executive share options and benefits in kind

For more details on CIMA please read this following article- CIMA Details