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E3 The Electronic Entertainment Expo in English the first three first letter of the combination of E, is the Electronic Entertainment Expo. E3 Expo is the world's largest and most famous interactive entertainment exhibition in the world of electronic entertainment industry has supremacy, some critics as "the electronic entertainment industry's annual Olympic event." E3 Expo is officially defined as "the production of computer games, video games and related peripheral conference."
CIMA Chartered Management Accounting Qualification 2010 Student Support Guide Paper E3 Enterprise Strategy Introduction This guide outlines matters to be considered by those wishing to sit the examination for Paper E3 Enterprise Strategy of the CIMA 2010 qualification. The first part compares the syllabus of Paper E3 to that of the equivalent Paper P6 in the 2005 qualification and looks at issues relating to transition from the 2005 to the 2010 qualification. It should be noted that in the new 2010 syllabus learning outcomes are shown as overarching lead outcomes, with several component outcomes resulting from that lead. The syllabus comparison displays the learning outcomes from the previous syllabus with the component learning outcomes from the new syllabus. The remainder of the guide looks at issues that are likely to be relevant to all students planning to sit this examination and ends with a series of ‘frequently asked questions’. Overview of syllabus changes Paper E3 has lost the section on assessing the competitive environment (20%) to the new Paper E2 and gained change management (20%) from the old Paper P4. Change management had a weighting of only 10% in P4 and has now been extended considerably. However the bulk of the paper remains the same with some specific syllabus inclusions not seen previously and a general update to reflect current developments. The skill levels were generally already at level 5 but there are a few individual changes. The direction of this paper reflects the increasing pace of change within organisations and the continuing need to consider and evaluate strategic alternatives. 1 Syllabus comparison Old syllabus Paper P6 New syllabus Paper E3 Comments P6 A – Assessing the • This material is now competitive environment 20% covered in Paper E2 – Enterprise Management, (i) identify relevant stakeholders in section E2 A, now in respect of an organisation; entitled Strategic management and (ii) evaluate the impact of assessing the competitive regulatory regimes on strategic environment (20%). planning and implementation; (iii) evaluate the nature of competitive environments, distinguishing between simple and complicated competitive environments; (iv) distinguish the difference between static and dynamic competitive environments; (v) evaluate strategies for response to competition. P6 B – Interacting with the E3 – A. Interacting with the • The syllabus weighting competitive environment 20% competitive environment 20% remains the same at 20%. (i) evaluate the impact and 1 (a) evaluate the impact and influence of the external influence of the external • The learning outcomes environment on an organisation environment on an organisation are largely unchanged but and its strategy; and its strategy; have been updated. For example: (ii) recommend pro-active and 1 (b) recommend approaches to 1 (c) refers to the reactive approaches to business/government relations demands for corporate business/government relations and to relations with civil social responsibility and and to relations with civil society; the organisations society; response where (iii) 1 (c) discuss the drivers of referred to the work of (iii) discuss how stakeholder external demands for corporate stakeholder groups. groups work and how they social responsibility and the 2 (a) is concerned with the affect the organisation; firm’s response; impact of the internet on an organisation where (v) (iv) discuss how suppliers and 1 (d) recommend how to mentioned electronic customers influence the manage relationships with commerce. strategy process and stakeholders; recommend how to interact with • There are changes in skill them; 1 (e) recommend how to interact levels: with suppliers and customers. For example: (v) evaluate the impact of 1 (d) asks for the ability to electronic commerce on the 2 (a) evaluate the impact of the make recommendations 2 Old syllabus Paper P6 New syllabus Paper E3 Comments way business is conducted and internet on an organisation and on the management of recommend an appropriate its strategy; stakeholder groups while strategy; (iii) required a discussion 2 (b) evaluate the strategic and (from level 4 to 5) (vi) evaluate the strategic and competitive impact of 1 (e) requires the ability to competitive benefits of IS/IT information systems. make recommendations and advise on the development on how to interact with of appropriate strategies. suppliers and customers while (iv) asked for a discussion (from level 4 to 5). E3 – B. Change management • This material was 20% previously in Paper P4 – Organisational 1 (a) discuss the concept of Management and organisational change; Information Systems with a study weighting of 10%. 1 (b) recommend techniques to manage resistance to change. • Although the learning outcomes from Paper P4 2 (a) evaluate approaches to have been moved into managing change; this section, they are extended with a higher 2 (b) compare and contrast skill level to reflect the continuous and discontinuous increased study change; weighting. In particular: 1 (a) requires a discussion 2 (c) evaluate tools, techniques on the process of and strategies for managing the organisational change process; development while (i) asked for an explanation; 2 (d) evaluate the role of 1 (b) requires the ability to leadership in managing the recommend techniques to change process. manage resistance to change whereas (ii) asked 3 (a) evaluate the role of change for a discussion; management in the context of 1 (d) specifically identifies strategy implementation; the role of leadership in managing the change 3 (b) evaluate ethical issues and process; their resolution in the context of 2 (b) identifies ethical organisational change. issues in the context of change. 3 Old syllabus Paper P6 New syllabus Paper E3 Comments P6 C - Evaluation of Options, E3 – C. Evaluation of Strategic • The syllabus weighting Planning and Appraisal 30% Position and Strategic remains the same at 30%. Options 30% • This section has some (i) evaluate strategies for 1 (a) evaluate the process of specific inclusions that response to competition; strategy formulation; are not seen in the old Paper 6. These include (ii) evaluate the product portfolio the evaluation of the 1 (b) evaluate strategic options; strategy formulation of an organisation and recommend appropriate process, game theory, 1 (c) evaluate different real options and changes to support the organisational structures; organisation’s strategic goals; organisation structure in the context of strategy. 1 (d) discuss the role and (iii) prepare a benchmarking exercise and evaluate the responsibilities of directors in • Benchmarking is now the strategy development included under ‘models of results; process. performance (iv) identify an organisation’s measurement’ in section 2 (a) evaluate strategic analysis E3 - D. value chain; tools; (v) evaluate the importance of • 2 (c) asks for the ability to 2 (b) recommend appropriate produce an organisations process innovation and re- changes to the product portfolio engineering. value chain where (iv) of an organisation to support the asked for an identification organisation’s strategic goals; of an organisation’s value (vi) discuss and apply both qualitative and quantitative chain. 2 (c) produce an organisation’s techniques in the support of the value chain; strategic decision making function; 2 (d) discuss both qualitative and quantitative techniques in (vii) discuss the role and the support of the strategic responsibilities of directors in decision making function. the strategy development process. P6 D - Implementation of E3 – D. Implementation of • The syllabus weighting Strategic Plans 30% Strategic Plans and remains the same at 30% Performance Evaluation 30% . (i) evaluate and recommend 1 (a) recommend appropriate • Paper E3 now specifically appropriate control measures; control measures; identifies performance evaluation in the title and (ii) prepare and evaluate 1 (b) evaluate alternative includes a wider range of multidimensional models of models of performance performance performance measurement; measurement; measurement models. (iii) identify problems in 1 (c) recommend solutions to • The distinction between performance measurement and problems in performance IT, IS and IM is removed. recommend solutions; measurement; 4 Old syllabus Paper P6 New syllabus Paper E3 Comments (iv) evaluate and advise 1 (d) advise managers on the managers on the development development of strategies for • Information Systems of strategies for knowledge knowledge management and content is updated. management, IM, IS and IT that information systems that support support the organisation’s the organisation’s strategic • Old syllabus section D (vi) strategic requirements; requirements; on change management has now been moved to (v) identify and evaluate IS/IT 1 (e) recommend changes to new syllabus section E3 – systems appropriate to the information systems appropriate B organisation’s strategic to the organisation’s strategic requirements, and recommend requirements. • Skill levels generally changes where necessary; remain unchanged. (vi) discuss the role of change management in a strategic context. Knowledge gaps If you have successfully completed Papers P4 and P5 on the 2005 syllabus and now have to sit Paper E3 on the 2010 syllabus, the following should be noted: (a) New Paper E1 contains a section on the global environment which students will not have covered on the 2005 syllabus. E3 will assume some knowledge in this area and students are recommended to review this before starting their studies for Paper E3. (b) New Paper E2 contains a section on assessing the competitive environment which students will not have covered on the 2005 syllabus. E3 will assume some knowledge in this area and students need to review this before starting their studies for Paper E3. (c) New Paper E3 contains a section on change management that was included in Paper P4 of the 2005 syllabus. However the skill level now required is higher, with the topic being placed at a Strategic level. Assessment methodology There will be a written examination paper of three hours, plus 20 minutes of pre-examination question paper reading time. The examination paper will have the following sections: Section A – 50 marks A maximum of four compulsory questions, totalling fifty marks, all relating to a pre-seen case study and further new un-seen case material provided within the examination. (Note: The pre-seen case study is common to all three of the Strategic level papers at each examination sitting i.e. Paper E3, P3 and F3). Section B – 50 marks Two questions, from a choice of three, each worth twenty five marks. Short scenarios will be given, to which some or all questions relate 5 The Enterprise Strategy examination will primarily test the higher skills of application, analysis and evaluation, using verbs from levels 3 - 5 of the CIMA verb hierarchy. You will be expected to use all of your knowledge and skills, gained from your study of the Enterprise Strategy syllabus and earlier parts of the CIMA Professional qualification, to analyse complex situations and provide insight and advice. The scenarios used in this examination are based on real life, and also prepare you for the T4 Part B (Test of Professional Competence in Management Accounting) examination. Preparing for the exam At the Strategic Level, textbook learning is not sufficient. In order to develop the required skills of application, analysis and evaluation you need to use your knowledge to solve unstructured problems. This can best be done by means of simulations and case studies, and by practising examination-standard questions. You should also read articles in the business press, to become familiar with how the models and theories studied at the Strategic Level can (or cannot) be applied in the real world. FAQs Question Answer I have passed the old Managerial Yes – you should look at the material relating to level of the 2005 CIMA syllabus, and assessing the competitive environment, which was this is my first attempt at Paper E3. previously contained in section A of the Paper P6 Have I missed anything that I need to syllabus. This material has been moved to the new catch up on? Paper E2, so you will not have studied it under the 2005 syllabus. Section A of Paper E3 syllabus assumes that you have studied that material. I have failed old Paper P6. Where In three areas. should I concentrate my efforts before 1. You need to concentrate on the new learning doing my resit? outcomes relating to change management, contained in section B of Paper E3 syllabus. While you may be familiar with some of the basic concepts (from your studies for Paper P4 in the 2005 CIMA syllabus) you will not have developed the skill levels required to pass this examination. 2. You need to look through the detail of the syllabus content, concentrating on those topics which are new (such as game theory and real options) or have changed (such as those relating to information systems). These topics will require (further) study, if you are to be fully prepared for the Paper E3 examination. 3. The assessment methodology for the strategic level has changed. There is now a case study, with pre-seen and unseen material. The pre-seen element of this case is common to the three strategic level examinations. You should look at (and attempt) the specimen paper for this examination (see below). 6 Question Answer Where can I find the detailed syllabus On the CIMA website under ‘the 2010 syllabus’. for this paper? Will there be a specimen examination Yes – it will be available on the CIMA website at the paper? end of October. What knowledge is assumed prior to It is assumed that you have passed (or been studying this syllabus? exempted from) all of the Operational and Management level papers. You should read the support guides for these subjects. What will be the balance between You should look at the specimen examination paper calculations and discussions on this for guidance (see above). exam? End Ver1 Aug09 7
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