Cima business economics pdf

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CIMA Fundamentals of Business Economics BA1 Study Text The Fundamentals of Business Economics study materials will help you learn about the economic and operating context of business, and how competition, financial markets and government economic policy can affect a company. Quantity 1 2 3 4 5. So you can prepare your BA1 dumps without limit of time and location, During the afternoon before, he had read prayers for the soul of Schwartz, in whose departure he may or may not have had a part.

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This includes the Fundamentals of usiness Economics. To browse Academia. Skip to main content. By using our site, you agree to our collection of information through the use of cookies. To learn more, view our Privacy Policy. Log In Sign Up. For example, E1 Managing finance in a digital world builds on your knowledge of the finance function from certificate level and lays the foundations for E2 Managing performance and all strategic papers particularly E3 Strategic management and P3 Risk management.

We know that exams encourage techniques that lead to some degree of short term retention, the result being that you will simply forget much of what you have already learned unless it is refreshed look up Ebbinghaus Forgetting Curve for more details on this. This makes it more difficult as you move from one subject to another: not only will you have to learn the new subject, you will also have to relearn all the underpinning knowledge as well. This is very inefficient and slows down your overall progression which makes it more likely you may not succeed at all.

In addition, delaying your studies slows your path to qualification which can have negative impacts on your career, postponing the opportunity to apply for higher level positions and therefore higher pay. Make sure you carefully review the CIMA syllabus transition rules and seek appropriate advice if you are unsure about your progression through the qualification. Clear guidance will usually be given about the format in which the answer is required e. For convenience we have retained quite a few questions where an initial scenario leads to a number of sub-questions.

There will be questions of this type in the Objective Test Examination but they will rarely have more than three sub-questions. This calculator is on-screen and is available for the duration of the assessment. There will be no choice and all questions should be attempted. All parts of a question must be answered correctly for the question to be marked correct.

Where questions are based upon a common scenario, each question will be independent, and answers to later questions will not be dependent upon answering earlier questions correctly. Structure of subjects and learning outcomes Each subject within the syllabus is divided into a number of broad syllabus topics. The topics contain one or more lead learning outcomes, related component learning outcomes and indicative syllabus content.

A learning outcome has two main purposes: a to define the skill or ability that a well prepared candidate should be able to exhibit in the examination b to demonstrate the approach likely to be taken in examination questions. The learning outcomes are part of a hierarchy of learning objectives. The verbs used at the beginning of each learning outcome relate to a specific learning objective e. It is therefore crucial that you understand the verbs in order to appreciate the depth and breadth of a topic and the level of skill required.

The objective tests will focus on levels one, two and three of the CIMA hierarchy of verbs. However, they will also test levels four and five, especially at the management and strategic levels.

Additional resources This Study Text is designed to be comprehensive and therefore sufficient to meet the needs of students studying this subject.

However, CIMA recognises that many students also want to read around particular topic s , either to extend their knowledge and understanding, or because it is particularly relevant to their work environment. It also deals with the information available to assist management in evaluating and forecasting the behaviour of consumers, markets and the economy in general.

Assessment strategy There will be a two hour computer based assessment, comprising 60 compulsory objective test questions. Explain the principal a. Explain the stages of the trade cycle 2 for unemployment, inflation and trade rates and prices on and the consequences of each balance of each stage and government business. Explain the main principles of public 2 the central government budget and finance i. Describe the impacts on business of 2 policies, including relative merits of potential policy responses of each.

Calculate indices for price inflation 3 rates, government expenditure and and national income growth using taxation. Explain the factors a. Explain the a. Explain the role of major institutions 2 industries and institutions, cost countries and the promoting global trade and differentials.

Identify the impacts of economic 2 and institutional factors using the relocation, emergence of growth PESTEL framework. Distinguish between a. Explain shareholder wealth, the 2 and their objectives. Demonstrate the a. Calculate the price elasticity of 3 interaction to form and change forces and the demand and the price elasticity of equilibrium price. Apply techniques to a.

Identify relevant data from graphs, 2 ogives. Demonstrate the relationship 3 assist with logistics decisions. Demonstrate trends and patterns 3 analysis. Prepare a trend equation using 3 coefficient of determination between either graphical means or two variables. Identify the limitations of forecasting 2 rank correlation coefficient and models.

Explain the role of commercial 2 banks in credit creation. Apply financial a. Calculate the present value 3 rate. Calculate the impact of 3 government borrowing and controlling and exchange rate changes on export and expenditure.

Explain the role of hedging 2 denominated in a foreign currency. There are many definitions of an organisation. A school has the main goal of educating pupils and will be organised differently from a company where the main goal is to make profits. Organisations have structure to enable people to work together towards the common goals. Larger organisations tend to have more formal structures in place but even small organisations will divide up responsibilities between the people concerned.

These could vary from ad-hoc informal reviews to complex weekly targets and performance reviews. In training they work out tactics so that in play they can rely on the ball being passed to those who can score goals. Players are encouraged to do their best, both on and off the field. Defining organisations As yet there is no widely accepted definition of an organisation.

There are many types of organisations, which are set up to serve a number of different purposes and to meet a variety of needs, including companies, clubs, schools, hospitals, charities, political parties, governments and the armed forces. What they all have in common is summarised in the definition given. The resulting synergy allows organisations to achieve more than the individuals could on their own.

As the organisation grows it will reach a size where goals, structures and control procedures need to be formalised to ensure that objectives are achieved. These issues are discussed in further detail below. Illustration 2 — The nature of organisations When families set up and run a chain of restaurants, they usually do not have to consider formalising the organisation of their business until they have several restaurants.

After this stage responsibilities have to be clarified and greater delegation is often required. Not-for-profit organisations Other organisations do not see profitability as their main objective.

Instead they are seeking to satisfy particular needs of their members or the sectors of society that they have been set up to benefit. NFPs must stay within their budgets to survive.

But their stakeholders are primarily interested in how the organisation contributes to its chosen field. This can frequently lead to tensions between financial constraints and the NFP's objectives.

Test your understanding 2 Which of the following best completes the statement 'Financial considerations are a constraint in not-for-profit organisations because A employees and volunteers B shareholders C donors D beneficiaries Financial objectives in NFPs Many NFPs view financial matters as constraints under which they have to operate, rather than objectives.

One specific category of NFPs is a mutual organisation. Test your understanding 4 Which one of the following would not be a stakeholder for a mutual society? A shareholders B customers C employees D managers Test your understanding 5 Some building societies have demutualised and become banks with shareholders. Comment on how this may have affected lenders and borrowers. Illustration 5 — Private sector organisations Within these will be profit-seeking and not-for-profit organisations.

Co-operatives A co-operative is an autonomous association of persons united voluntarily to meet their common economic, social and cultural needs and aspirations through a jointly owned and democratically controlled enterprise. They are not owned by investors. For example, a retail co-operative could comprise a group of people who join together to increase their buying power to qualify for discounts from retailers when purchasing food.

However, they tend to deal primarily in tangible goods and services such as agricultural commodities or utilities rather than intangible products such as financial services. However, such co-operatives as the Co-Op in the UK have diversified into insurance and legal services. True or False? The role of the managers within the business is to make decisions that will affect the value of the company and therefore the value of shareholder wealth.

Earnings made above the cost of capital will lead to growth in the business value. Profit versus cash Profits are calculated as sales less expenses.

Net cash flows are cash receipts less cash payments. Profits and net cash flows are not the same. Cash is more important to investors than profits. Their returns are received either in the form of dividends cash received by the investor from a distribution of profits made by the company or in the form of a capital gain from a rise in share price and therefore the potential to earn more cash from sale of the shares.

Profit and shareholder value Just because a company has made a profit, it does not follow that shareholder wealth has been increased by a level that satisfies the shareholders. Consider the following example. Comment on whether directors have achieved their objective of increasing shareholder wealth.

However, the way we prepare income statements does not show the return required by shareholders. In this example the profit is not enough to cover the "cost of equity" and the company could be said to have reduced shareholder value.

Profits, and the cash generated, belong to the shareholders, whether or not they are paid out as dividends. Cash not paid out can be reinvested into the business to help it grow and increase the share price and therefore shareholder value over the long-term. Thus measures are needed both of short-term and long-term financial performance.

Two standard measures of short-term performance are: 1 return on capital employed 2 earnings per share. However, ROCE is a measure of the net income generated by the business and not about where that income goes.