| Acknowledgements |
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xxiii | |
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Part I Business organisations |
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1 | (120) |
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Organisations and organisational theories |
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3 | (23) |
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3 | (2) |
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Why do organisations exist? |
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5 | (1) |
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An overview of organisational theories |
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6 | (1) |
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6 | (9) |
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6 | (1) |
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7 | (2) |
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9 | (3) |
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12 | (3) |
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15 | (2) |
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15 | (2) |
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17 | (3) |
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17 | (1) |
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Organisations and organisms |
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18 | (1) |
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18 | (1) |
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Social groups and technology |
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19 | (1) |
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20 | (6) |
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20 | (1) |
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21 | (1) |
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22 | (1) |
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23 | (1) |
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23 | (1) |
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23 | (1) |
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24 | (1) |
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25 | (1) |
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Organisational and business objectives |
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26 | (19) |
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26 | (1) |
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27 | (3) |
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27 | (1) |
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Why have a mission statement? |
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27 | (1) |
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What does a mission statement contain? |
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28 | (2) |
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30 | (4) |
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Objectives: implicit and explicit |
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31 | (2) |
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Different types of business objectives |
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33 | (1) |
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34 | (1) |
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Who sets business goals and objectives? Two viewpoints |
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35 | (1) |
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The integrated journey from mission to vision |
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35 | (1) |
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35 | (6) |
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35 | (3) |
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38 | (1) |
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39 | (2) |
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Two views of stakeholder theory |
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41 | (1) |
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41 | (4) |
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What are the objectives of agents and principals? |
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42 | (1) |
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43 | (1) |
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44 | (1) |
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44 | (1) |
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Non-incorporated organisations |
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45 | (10) |
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Non-incorporated organisations |
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45 | (2) |
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What is a `legal entity'? |
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46 | (1) |
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47 | (3) |
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What is a sole proprietor? |
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47 | (1) |
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Advantages of holding sole proprietor status |
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48 | (1) |
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Disadvantages of holding sole proprietor status |
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48 | (2) |
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50 | (5) |
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50 | (1) |
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51 | (1) |
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Advantages of holding partnership status |
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51 | (1) |
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Disadvantages of holding partnership status |
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52 | (2) |
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54 | (1) |
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54 | (1) |
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55 | (21) |
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55 | (1) |
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An organisation as a legal entity |
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55 | (1) |
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55 | (1) |
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56 | (1) |
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56 | (1) |
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Corporation by registration |
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56 | (1) |
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56 | (3) |
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57 | (2) |
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59 | (5) |
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60 | (1) |
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61 | (1) |
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Companies limited by share and by guarantee |
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62 | (2) |
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Public and private limited companies |
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64 | (1) |
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Qualifications for limited liability |
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65 | (3) |
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The articles of association |
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65 | (1) |
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The memorandum of association |
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66 | (1) |
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67 | (1) |
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Limited companies: advantages and disadvantages |
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68 | (1) |
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68 | (1) |
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68 | (1) |
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69 | (2) |
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Holding companies and the creation of wealth |
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70 | (1) |
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Control and management of limited companies |
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71 | (5) |
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72 | (1) |
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The chief executive officer |
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73 | (1) |
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Executive and non-executive directors |
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73 | (1) |
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74 | (1) |
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75 | (1) |
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75 | (1) |
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Other business organisations |
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76 | (14) |
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76 | (1) |
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77 | (1) |
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What do for-profit and not-for-profit organisations have in common? |
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77 | (1) |
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78 | (3) |
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78 | (1) |
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79 | (1) |
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Business in the Community |
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79 | (2) |
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81 | (1) |
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81 | (2) |
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What do government departments and local authorities provide? |
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82 | (1) |
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Governments as not-for-profit organisations |
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82 | (1) |
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83 | (2) |
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83 | (1) |
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83 | (1) |
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84 | (1) |
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85 | (1) |
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85 | (1) |
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How do co-operatives work? |
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85 | (1) |
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86 | (4) |
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86 | (1) |
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Pros and cons of franchising |
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87 | (1) |
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88 | (1) |
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89 | (1) |
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The location of a business |
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90 | (13) |
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What is a business location? |
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90 | (2) |
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Factors in a business location |
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92 | (1) |
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Proximity to customers and suppliers |
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93 | (2) |
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Proximity to suppliers (and other inputs) |
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93 | (2) |
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Availability of appropriate labour |
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95 | (1) |
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Access to transport links |
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95 | (1) |
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Access to energy and utilities |
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96 | (1) |
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96 | (1) |
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Local authority taxation and grants |
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97 | (2) |
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97 | (2) |
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99 | (1) |
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Personal preferences of the owners |
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100 | (1) |
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100 | (3) |
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101 | (1) |
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101 | (1) |
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102 | (1) |
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103 | (18) |
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Trends in business growth |
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103 | (2) |
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103 | (1) |
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104 | (1) |
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Ansoff's growth and expansion matrix |
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105 | (4) |
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106 | (1) |
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107 | (1) |
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107 | (1) |
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108 | (1) |
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109 | (1) |
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109 | (12) |
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Mergers and Acquisitions (M&A): what are they? |
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110 | (3) |
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113 | (1) |
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113 | (2) |
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115 | (4) |
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119 | (1) |
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119 | (1) |
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119 | (2) |
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Part II The external business macro-environment |
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121 | (222) |
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The political environment |
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123 | (38) |
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123 | (1) |
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Levels of political influence |
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124 | (1) |
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125 | (1) |
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The state at national level in the UK |
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126 | (10) |
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126 | (3) |
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129 | (2) |
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131 | (1) |
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132 | (2) |
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134 | (2) |
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136 | (3) |
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136 | (1) |
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National Assembly for Wales |
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137 | (1) |
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Northern Ireland Assembly |
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138 | (1) |
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138 | (1) |
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139 | (4) |
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How is local government controlled? |
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140 | (1) |
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How is local government funded? |
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141 | (1) |
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The duties of local government |
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142 | (1) |
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The EU: supranational political influence |
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143 | (18) |
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143 | (1) |
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144 | (1) |
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145 | (3) |
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Economic and Monetary Union |
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148 | (3) |
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Powers and responsibilities of the EU |
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151 | (1) |
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The European `organs of state' |
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151 | (7) |
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158 | (1) |
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159 | (1) |
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159 | (1) |
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160 | (1) |
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The economic environment 1: macro-economic management |
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161 | (40) |
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The macro-economic environment |
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162 | (5) |
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Micro- and macro-economics |
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162 | (1) |
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The macro-economic `environment' |
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163 | (1) |
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The complexity of the macro-economic environment |
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164 | (2) |
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Generic types of national economy |
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166 | (1) |
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Management of the national economy |
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167 | (2) |
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Businesses in the macro-economy |
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169 | (1) |
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Government finances and fiscal policy |
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170 | (5) |
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Sources of government income |
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170 | (3) |
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173 | (1) |
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173 | (2) |
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175 | (7) |
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Measures of money supply growth |
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177 | (1) |
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Monetary volume and velocity |
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178 | (2) |
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The Bank of England and monetary policy |
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180 | (2) |
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182 | (19) |
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182 | (3) |
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185 | (3) |
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188 | (2) |
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190 | (5) |
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Balance of payments and trade |
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195 | (5) |
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200 | (1) |
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200 | (1) |
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200 | (1) |
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The economic environment 2: competing economic philosophies |
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201 | (25) |
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A review of economic objectives |
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202 | (1) |
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202 | (1) |
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Pulling economic levers: a summary of causes and effects |
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203 | (1) |
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A brief history of economic philosophies |
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203 | (4) |
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203 | (1) |
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204 | (1) |
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204 | (2) |
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206 | (1) |
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206 | (1) |
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The Institutionalist school |
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207 | (1) |
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207 | (1) |
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Government and economic strategy |
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207 | (2) |
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The `classical' economic philosophy of Adam Smith |
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209 | (6) |
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Classical economics in different markets |
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211 | (1) |
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211 | (2) |
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Criticisms of classical economics |
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213 | (2) |
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The economic philosophy of John Maynard Keynes |
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215 | (5) |
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215 | (1) |
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Keynes' economic doctrines |
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215 | (2) |
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Criticisms of Keynesianism |
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217 | (3) |
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The economic philosophy of Milton Friedman |
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220 | (6) |
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220 | (1) |
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Friedman's economic doctrines |
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221 | (3) |
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224 | (1) |
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225 | (1) |
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225 | (1) |
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The sociological environment |
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226 | (21) |
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What is the sociological environment? |
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226 | (1) |
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227 | (12) |
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227 | (1) |
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Why is demography important to business? |
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227 | (1) |
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228 | (3) |
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Age distribution of the UK population |
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231 | (2) |
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233 | (2) |
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The population, skills and education |
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235 | (2) |
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237 | (1) |
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238 | (1) |
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Fashions and trends in society |
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239 | (3) |
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240 | (2) |
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Changes in social values, attitudes and expectations |
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242 | (5) |
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242 | (1) |
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243 | (1) |
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Other selected areas of opinion |
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244 | (1) |
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245 | (1) |
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246 | (1) |
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246 | (1) |
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The technological environment |
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247 | (14) |
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247 | (2) |
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247 | (1) |
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What advantages does technology offer a business? |
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248 | (1) |
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How does a business use technology? |
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249 | (1) |
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249 | (7) |
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249 | (1) |
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Why is information important? |
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250 | (1) |
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How is IT used in business? |
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250 | (1) |
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251 | (3) |
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254 | (2) |
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256 | (3) |
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256 | (1) |
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256 | (2) |
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258 | (1) |
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Technology in research and design |
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259 | (2) |
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260 | (1) |
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260 | (1) |
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The ecological environment |
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261 | (26) |
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A changing cultural and societal environment |
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261 | (1) |
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Business and environmental responsibility |
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262 | (1) |
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The nature of environmental management |
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263 | (11) |
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263 | (6) |
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269 | (5) |
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274 | (2) |
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275 | (1) |
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275 | (1) |
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276 | (11) |
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276 | (3) |
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Corporate (business) responses |
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279 | (4) |
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283 | (2) |
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285 | (1) |
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285 | (1) |
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286 | (1) |
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287 | (28) |
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287 | (5) |
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Definition and purpose of law |
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287 | (2) |
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Important distinctions in law |
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289 | (3) |
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292 | (6) |
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Distinctions in the judiciary |
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292 | (1) |
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Structure of the courts system |
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293 | (3) |
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296 | (2) |
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298 | (4) |
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298 | (1) |
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The EU legislative process |
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299 | (2) |
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301 | (1) |
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302 | (13) |
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303 | (1) |
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304 | (1) |
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The law, personnel and employment |
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305 | (4) |
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The law, sales and consumers |
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309 | (2) |
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The law, factories and offices |
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311 | (3) |
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314 | (1) |
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314 | (1) |
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314 | (1) |
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The international business environment |
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315 | (28) |
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The internationalisation of business |
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315 | (5) |
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Factors that have stimulated increased internationalisation |
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316 | (4) |
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Motivations behind internationalisation |
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320 | (2) |
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Market `push' motivations |
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320 | (1) |
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Market `pull' motivations |
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321 | (1) |
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322 | (1) |
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Internationalisation strategies |
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322 | (9) |
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323 | (3) |
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International licensing and franchising |
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326 | (1) |
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International alliances and joint ventures |
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327 | (1) |
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Foreign `direct' investment |
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328 | (3) |
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331 | (2) |
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331 | (1) |
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332 | (1) |
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332 | (1) |
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Governments and international business |
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333 | (5) |
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334 | (1) |
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334 | (1) |
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335 | (1) |
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336 | (1) |
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336 | (1) |
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International sanctions and embargoes |
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337 | (1) |
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Single markets and trading blocs |
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338 | (5) |
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338 | (1) |
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North American Free Trade Area and other trading blocs |
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339 | (1) |
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The World Trade Organization (WTO) and GATT |
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339 | (1) |
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340 | (1) |
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341 | (1) |
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341 | (2) |
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Part III The external business micro-environment |
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343 | (108) |
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The market system: prices and costs |
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345 | (18) |
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What is the market system? |
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345 | (3) |
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345 | (1) |
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346 | (1) |
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347 | (1) |
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Prices and costs: what is the difference? |
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348 | (1) |
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A closer look at business costs |
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348 | (5) |
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348 | (1) |
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Average and marginal costs |
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349 | (1) |
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350 | (3) |
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A closer look at business prices |
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353 | (4) |
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353 | (1) |
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354 | (1) |
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Average and marginal revenues |
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354 | (3) |
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Using prices and costs in business |
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357 | (6) |
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358 | (1) |
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359 | (3) |
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362 | (1) |
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The market system: supply and demand |
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363 | (40) |
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363 | (13) |
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Demand and effective demand |
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363 | (1) |
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The determinants of demand |
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364 | (4) |
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368 | (1) |
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368 | (1) |
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Calculating revenue from the demand curve |
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369 | (1) |
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Extension and contraction of demand |
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370 | (1) |
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Shifts in the demand curve |
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371 | (5) |
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376 | (4) |
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376 | (1) |
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376 | (1) |
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377 | (1) |
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378 | (1) |
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Extension, contraction and shifts in supply |
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378 | (2) |
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380 | (5) |
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381 | (1) |
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381 | (2) |
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Changes in the equilibrium point |
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|
383 | (2) |
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The price elasticity of demand |
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|
385 | (8) |
|
Defining price elasticity of demand |
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|
385 | (2) |
|
Price elasticity and the nature of the product |
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|
387 | (1) |
|
Perfect elasticity and inelasticity |
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|
388 | (1) |
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Price elasticity and revenue |
|
|
389 | (3) |
|
Price elasticities at different points along a demand curve |
|
|
392 | (1) |
|
Income elasticity of demand |
|
|
393 | (2) |
|
Cross elasticity of demand |
|
|
395 | (2) |
|
A factor supply and demand market system -- the labour market |
|
|
397 | (6) |
|
Supply and demand of labour |
|
|
397 | (1) |
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|
|
397 | (1) |
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|
|
398 | (1) |
|
Disequilibrium in the labour market |
|
|
399 | (2) |
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|
|
401 | (2) |
|
Industry and market structures |
|
|
403 | (13) |
|
Introduction to industries and markets |
|
|
403 | (1) |
|
|
|
404 | (2) |
|
|
|
404 | (1) |
|
|
|
405 | (1) |
|
|
|
406 | (1) |
|
|
|
407 | (3) |
|
|
|
407 | (1) |
|
|
|
408 | (1) |
|
Are monopolies good or bad? |
|
|
409 | (1) |
|
|
|
410 | (1) |
|
|
|
411 | (3) |
|
|
|
412 | (1) |
|
Competition in an oligopoly |
|
|
413 | (1) |
|
|
|
414 | (2) |
|
|
|
415 | (1) |
|
|
|
415 | (1) |
|
Government and market structures |
|
|
416 | (15) |
|
Government influence on markets |
|
|
416 | (2) |
|
Why might government want to influence market structures? |
|
|
417 | (1) |
|
How does government influence markets and market structure? |
|
|
417 | (1) |
|
Legislation and market structures |
|
|
418 | (2) |
|
|
|
418 | (1) |
|
|
|
418 | (1) |
|
|
|
419 | (1) |
|
|
|
420 | (3) |
|
|
|
420 | (1) |
|
|
|
421 | (1) |
|
Utilities' regulatory bodies |
|
|
422 | (1) |
|
Privatisation and nationalisation |
|
|
423 | (8) |
|
A brief history of privatisation and nationalisation |
|
|
423 | (2) |
|
The debate over privatisation and nationalisation |
|
|
425 | (1) |
|
The case for nationalisation |
|
|
425 | (1) |
|
The case against nationalisation |
|
|
426 | (1) |
|
The case for privatisation |
|
|
427 | (1) |
|
The case against privatisation |
|
|
428 | (1) |
|
|
|
429 | (1) |
|
|
|
430 | (1) |
|
Comparing industries and organisations |
|
|
431 | (20) |
|
|
|
431 | (1) |
|
Five forces of industry profitability |
|
|
432 | (1) |
|
Bargaining power of suppliers |
|
|
433 | (1) |
|
Bargaining power of buyers |
|
|
434 | (1) |
|
|
|
435 | (1) |
|
Threat of substitute products |
|
|
436 | (2) |
|
Rivalry between existing competitors |
|
|
438 | (1) |
|
Case study: some simple comparisons |
|
|
439 | (12) |
|
Porter's five forces: the British pharmaceutical industry |
|
|
440 | (5) |
|
Profitability differences in the same industry sector |
|
|
445 | (1) |
|
Porter's five forces: the UK paint industry |
|
|
446 | (3) |
|
|
|
449 | (1) |
|
|
|
449 | (2) |
|
Part IV Business management |
|
|
451 | (224) |
|
|
|
453 | (24) |
|
Why do we have structures? |
|
|
453 | (1) |
|
|
|
453 | (1) |
|
Management issues in organisation structure |
|
|
454 | (3) |
|
|
|
454 | (1) |
|
|
|
455 | (1) |
|
|
|
456 | (1) |
|
|
|
457 | (1) |
|
Centralised and decentralised organisations |
|
|
458 | (3) |
|
|
|
458 | (1) |
|
What determines the extent of decentralisation? |
|
|
459 | (2) |
|
Divisionalised organisations |
|
|
461 | (2) |
|
Models of organisation structure |
|
|
463 | (8) |
|
Structure: the `shape' of a business |
|
|
463 | (8) |
|
Holding company structures |
|
|
471 | (2) |
|
Why adopt a holding company structure? |
|
|
473 | (1) |
|
|
|
473 | (4) |
|
Core-periphery organisations |
|
|
473 | (1) |
|
|
|
474 | (1) |
|
|
|
474 | (2) |
|
|
|
476 | (1) |
|
|
|
476 | (1) |
|
Organisation culture: leadership, power and control |
|
|
477 | (22) |
|
The influences on activity inside an organisation |
|
|
477 | (1) |
|
Power and authority in organisations |
|
|
478 | (4) |
|
Power, influence and authority |
|
|
478 | (1) |
|
|
|
479 | (1) |
|
Authority and responsibility |
|
|
479 | (1) |
|
|
|
480 | (2) |
|
|
|
482 | (1) |
|
Leadership in organisations |
|
|
482 | (6) |
|
|
|
482 | (1) |
|
|
|
483 | (2) |
|
|
|
485 | (1) |
|
Action centred leadership |
|
|
486 | (2) |
|
|
|
488 | (3) |
|
|
|
488 | (1) |
|
Forms and types of control |
|
|
489 | (1) |
|
The nature of management control |
|
|
489 | (1) |
|
The mechanisms of management control |
|
|
490 | (1) |
|
|
|
491 | (8) |
|
What is corporate culture? |
|
|
491 | (1) |
|
What are the determinants of corporate culture? |
|
|
492 | (2) |
|
Why is culture important? |
|
|
494 | (1) |
|
|
|
494 | (1) |
|
The `artefacts' of culture |
|
|
495 | (2) |
|
|
|
497 | (1) |
|
|
|
498 | (1) |
|
|
|
499 | (19) |
|
|
|
499 | (8) |
|
Reactive and proactive change |
|
|
499 | (1) |
|
Analysing environmental factors |
|
|
500 | (1) |
|
Impetus from the external environment, including PESTEL analysis |
|
|
501 | (4) |
|
Impetus from the internal environment |
|
|
505 | (2) |
|
|
|
507 | (3) |
|
|
|
507 | (1) |
|
|
|
508 | (1) |
|
|
|
509 | (1) |
|
|
|
510 | (1) |
|
|
|
510 | (3) |
|
Burns and Stalker -- the context of attitudes to change |
|
|
510 | (1) |
|
|
|
511 | (1) |
|
|
|
512 | (1) |
|
|
|
513 | (5) |
|
|
|
513 | (1) |
|
|
|
514 | (1) |
|
The `champion of change' model |
|
|
515 | (1) |
|
|
|
516 | (1) |
|
|
|
516 | (2) |
|
Quality management and operational philosophies |
|
|
518 | (28) |
|
|
|
518 | (5) |
|
|
|
518 | (2) |
|
The customer's influence on quality and performance |
|
|
520 | (1) |
|
The importance of quality |
|
|
521 | (1) |
|
Costs of poor quality sources |
|
|
521 | (1) |
|
|
|
522 | (1) |
|
|
|
523 | (6) |
|
Quality control: post-production |
|
|
523 | (1) |
|
QC: in-process inspections |
|
|
524 | (1) |
|
|
|
525 | (1) |
|
|
|
526 | (1) |
|
Poka-yoke (mistake proofing) |
|
|
527 | (1) |
|
Statistical process control |
|
|
527 | (1) |
|
Kaizen (continuous improvement) |
|
|
527 | (1) |
|
|
|
528 | (1) |
|
|
|
529 | (6) |
|
|
|
529 | (2) |
|
|
|
531 | (1) |
|
|
|
531 | (1) |
|
|
|
532 | (1) |
|
Tools and techniques of quality |
|
|
533 | (1) |
|
Teams and the organisation |
|
|
534 | (1) |
|
|
|
534 | (1) |
|
|
|
535 | (1) |
|
The strategic significance of operations |
|
|
535 | (2) |
|
|
|
537 | (9) |
|
|
|
538 | (1) |
|
|
|
538 | (1) |
|
JIT and operational practices |
|
|
539 | (4) |
|
The benefits and drawbacks of JIT |
|
|
543 | (2) |
|
|
|
545 | (1) |
|
|
|
545 | (1) |
|
|
|
545 | (1) |
|
Corporate governance and business ethics |
|
|
546 | (15) |
|
What is corporate governance? |
|
|
546 | (1) |
|
The need for sound corporate governance |
|
|
547 | (1) |
|
Corporate governance in the UK |
|
|
548 | (4) |
|
|
|
548 | (2) |
|
Principles of corporate governance |
|
|
550 | (2) |
|
Impact of corporate governance principles in the UK |
|
|
552 | (1) |
|
Impact of corporate governance principles in the UK |
|
|
552 | (1) |
|
|
|
552 | (2) |
|
The nature of ethics in business |
|
|
552 | (1) |
|
Business and social responsibility |
|
|
553 | (1) |
|
The nature of ethical concerns |
|
|
554 | (5) |
|
Ethical issues arising from the nature of markets |
|
|
554 | (1) |
|
Ethical issues arising from the responsibility of business to society |
|
|
555 | (1) |
|
Ethical issues arising from the internal and industry practices of business |
|
|
556 | (1) |
|
Responses to the concerns |
|
|
557 | (2) |
|
|
|
559 | (2) |
|
|
|
559 | (1) |
|
|
|
559 | (1) |
|
|
|
560 | (1) |
|
Operations management and manufacturing |
|
|
561 | (18) |
|
|
|
561 | (3) |
|
|
|
561 | (1) |
|
|
|
562 | (2) |
|
|
|
564 | (3) |
|
Manufacturing as an example of operations |
|
|
564 | (1) |
|
|
|
565 | (2) |
|
Purchasing and inbound logistics |
|
|
567 | (2) |
|
|
|
567 | (1) |
|
The role of the purchasing manager |
|
|
568 | (1) |
|
Goods inward and materials management |
|
|
568 | (1) |
|
|
|
569 | (7) |
|
Added value: the aim of manufacturing |
|
|
569 | (1) |
|
|
|
570 | (1) |
|
|
|
570 | (1) |
|
|
|
571 | (1) |
|
|
|
572 | (1) |
|
Flow and line manufacture |
|
|
573 | (2) |
|
|
|
575 | (1) |
|
Distribution and outbound logistics |
|
|
576 | (3) |
|
|
|
576 | (1) |
|
|
|
576 | (1) |
|
|
|
577 | (1) |
|
|
|
578 | (1) |
|
|
|
578 | (1) |
|
Human resource management: employee relations and people issues |
|
|
579 | (39) |
|
The importance of human resources in organisations |
|
|
580 | (1) |
|
Evolution of personnel and HRM |
|
|
580 | (6) |
|
|
|
582 | (1) |
|
Personnel management versus HRM |
|
|
583 | (1) |
|
|
|
584 | (2) |
|
HRM and people management |
|
|
586 | (2) |
|
Functions of the HR department |
|
|
588 | (1) |
|
|
|
588 | (9) |
|
The importance of appointments |
|
|
588 | (1) |
|
The stages in the appointments process |
|
|
589 | (8) |
|
Induction, training and development |
|
|
597 | (3) |
|
|
|
597 | (1) |
|
|
|
597 | (3) |
|
|
|
600 | (2) |
|
|
|
601 | (1) |
|
|
|
601 | (1) |
|
Employer--employee relations |
|
|
602 | (6) |
|
|
|
602 | (1) |
|
|
|
602 | (2) |
|
Why do employees form and join unions? |
|
|
604 | (1) |
|
|
|
604 | (1) |
|
Mediation and arbitration |
|
|
605 | (1) |
|
Recent trends in the world of trade unions |
|
|
606 | (2) |
|
|
|
608 | (10) |
|
Abraham Maslow's hierarchy of human needs |
|
|
608 | (2) |
|
Frederick Herzberg's motivation-hygiene theory |
|
|
610 | (1) |
|
Clayton Alderfer's ERG theory |
|
|
611 | (1) |
|
D C McClelland's achievement motivation theory |
|
|
612 | (1) |
|
Victor Vroom's valence theory |
|
|
613 | (2) |
|
Edwin Locke's goal theory |
|
|
615 | (1) |
|
|
|
616 | (1) |
|
|
|
617 | (1) |
|
|
|
617 | (1) |
|
Marketing and business products |
|
|
618 | (30) |
|
|
|
618 | (2) |
|
|
|
619 | (1) |
|
|
|
620 | (5) |
|
Marketing intelligence and research |
|
|
620 | (1) |
|
|
|
621 | (1) |
|
|
|
621 | (1) |
|
Marketing directs the R&D function |
|
|
622 | (1) |
|
|
|
623 | (1) |
|
|
|
623 | (1) |
|
Marketing decides upon target population |
|
|
624 | (1) |
|
Marketing sells and promotes the product |
|
|
624 | (1) |
|
|
|
625 | (7) |
|
|
|
625 | (1) |
|
|
|
626 | (2) |
|
|
|
628 | (4) |
|
|
|
632 | (9) |
|
|
|
633 | (1) |
|
|
|
634 | (1) |
|
|
|
635 | (6) |
|
|
|
641 | (7) |
|
Above-the-line promotions |
|
|
641 | (3) |
|
Below-the-line promotions |
|
|
644 | (1) |
|
|
|
645 | (1) |
|
Public Relations (PR) and community involvement |
|
|
646 | (1) |
|
|
|
647 | (1) |
|
|
|
647 | (1) |
|
|
|
647 | (1) |
|
Corporate finance and accounting |
|
|
648 | (27) |
|
|
|
648 | (2) |
|
Why does a business need money? |
|
|
648 | (1) |
|
Where does money come from? |
|
|
649 | (1) |
|
People and roles in the accounting function |
|
|
650 | (5) |
|
Accountants and accounting technicians |
|
|
650 | (1) |
|
|
|
651 | (4) |
|
|
|
655 | (7) |
|
Profit and loss statement |
|
|
655 | (2) |
|
Items in the P&L statement |
|
|
657 | (1) |
|
|
|
658 | (2) |
|
|
|
660 | (2) |
|
|
|
662 | (1) |
|
Analysing financial statements |
|
|
662 | (13) |
|
|
|
662 | (2) |
|
|
|
664 | (3) |
|
|
|
667 | (5) |
|
|
|
672 | (1) |
|
|
|
673 | (2) |
| Index |
|
675 | |
