cima e2 enterprisemanagement

[...]... Roles of support structures, including project management offices, as well as project sponsors (SROs), boards, champions, managers and clients (C) ENTERPRISE MANAGEMENT E2 E2 – B Project Management (40%) (Cont’d) xx THE CIMA LEARNING SYSTEM E2 – C Management of Relationships (30%) Learning Outcomes 1 Discuss concepts associated with the effective operation of an organisation (4) 2 Discuss the activities... scenarios may be given, to which some or all questions relate Section B – 50 marks One or two compulsory questions Short scenarios may be given, to which questions relate THE CIMA LEARNING SYSTEM Paper E2 — Enterprise Management xvii E2 – A Strategic Management and Assessing the Competitive Environment (30%) Learning Outcomes Lead 1 Discuss different competitive environments and key external characteristics... (B) Levels of strategy (e.g Corporate, business-level, functional) (Note: candidates are not expected to identify or evaluate options) (C) ENTERPRISE MANAGEMENT E2 Learning Outcomes and Indicative Syllabus Content xviii THE CIMA LEARNING SYSTEM E2 – B Project Management (40%) Learning Outcomes 1 Discuss tools and techniques of project management (4) Content Component ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● The... familiar with how long it takes to cover topics in sufficient depth Your timetable may need to be adapted to allocate enough time for the whole syllabus THE CIMA LEARNING SYSTEM Study technique xv THE CIMA LEARNING SYSTEM xvi ENTERPRISE MANAGEMENT E2 Tips for effective studying 1 Aim to find a quiet and undisturbed location for your study, and plan as far as possible to use the same period of time each... members (A, E) The use of systems of control within the organisation (e.g employment contracts, performance appraisal, reporting structures) (A, D) ENTERPRISE MANAGEMENT E2 E2 – C Management of Relationships (30%) (Cont’d) xxii THE CIMA LEARNING SYSTEM 1 The Nature of Strategic Management This page intentionally left blank The Nature of Strategic Management 1 LEARNING OUTCOMES By the end of this chapter... specification of resources required, to achieve a specific objective.’ CIMA: Management Accounting: Official Terminology, 2005 edition p 54 3 4 STUDY MATERIAL E2 THE NATURE OF STRATEGIC MANAGEMENT 2 Strategic plan ‘A statement of long-term goals along with a definition of the strategies and policies which will ensure achievement of these goals.’ CIMA: Management Accounting: Official Terminology, 2005 edition... business unit (SBU) is defined by CIMA as: A section, usually a division, within a larger organisation, that has a significant degree of autonomy, typically being responsible for developing and marketing its own products or services CIMA: Management Accounting: Official Terminology, 2005 edition, p 27 THE NATURE OF STRATEGIC MANAGEMENT Corporate strategy 5 6 STUDY MATERIAL E2 THE NATURE OF STRATEGIC MANAGEMENT... 475 476 476 476 476 477 478 481 490 Exam Q & As 513 Index 515 The CIMA Learning System Acknowledgements Every effort has been made to contact the holders of copyright material, but if any here have been inadvertently overlooked the publishers will be pleased to make the necessary arrangements at the first opportunity How to use your CIMA Learning System This Enterprise Management Learning System has... chapters are illustrated by more practical elements, such as relevant journal articles or other readings, together with comments and questions designed to stimulate discussion xiii THE CIMA LEARNING SYSTEM xiv ENTERPRISE MANAGEMENT E2 ● ● Question practice The test of how well you have learned the material is your ability to tackle exam-standard questions Make a serious attempt at producing your own answers,... organisational culture (c) Identify the nature and causes of conflict (d) Discuss alternative approaches to the management of conflict xxi THE CIMA LEARNING SYSTEM Lead Learning Outcomes Lead Content Component ● ● ● ● ● The principles of corporate governance and the CIMA Code of Ethics for Professional Accountants, and their relevance to the role, obligations and expectations of a manager (G) How to lead .