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Assignment title has basic requirements and information. Coursework brife in the papers about the structure and framework. Words are not more than 2500 words. marks best to reach about 75%. thank you so much
Assignment title has basic requirements and information. Coursework brife in the papers about the structure and framework. Words are not more than 2500 words. marks best to reach about 75%. thank you so much
Assignment Title: Executive Compensation.
Company chosen:
Marks and Spencer plc
M&S aspires to be an international multi-channel retailer
corporate.marksandspencer.com
Company chosen:
Marks and Spencer plc
M&S aspires to be an international multi-channel retailer
corporate.marksandspencer.com
Note: You are NOT required to have specialist (insider) knowledge of your organisation or to research them in depth (so for example, you do not need to try and contact the company to get information)!!
Just write sensibly about the company which you have chosen, given what you know and what you can find out about their type of industry, nature of business, corporate culture, people and industry expectations etc.
Use the company to illustrate your discussion, but do not get bogged down in details about them.
Remember that the main purpose of the report is not to show that you are an expert in the particular company which you have chosen, but that you have recognised the challenges of establishing effective incentive and reward systems; and can set out how modern organisations in general might constructively seek to compensate their executives.
Learning Outcomes Covered
• Relate conceptual ideas/models to ‘real-world’ situations, for a variety of organisational contexts, and the design of management accounting ‘tools’ particularly appropriate to these different situations.
• Apply skills of critical analysis to real world situations within a defined range of contexts
• Demonstrate a high degree of professionalism
• Express ideas effectively and communicate information appropriately and accurately using a range of media including ICT
Find, evaluate, synthesise and use information from a variety of sources
Just write sensibly about the company which you have chosen, given what you know and what you can find out about their type of industry, nature of business, corporate culture, people and industry expectations etc.
Use the company to illustrate your discussion, but do not get bogged down in details about them.
Remember that the main purpose of the report is not to show that you are an expert in the particular company which you have chosen, but that you have recognised the challenges of establishing effective incentive and reward systems; and can set out how modern organisations in general might constructively seek to compensate their executives.
Learning Outcomes Covered
• Relate conceptual ideas/models to ‘real-world’ situations, for a variety of organisational contexts, and the design of management accounting ‘tools’ particularly appropriate to these different situations.
• Apply skills of critical analysis to real world situations within a defined range of contexts
• Demonstrate a high degree of professionalism
• Express ideas effectively and communicate information appropriately and accurately using a range of media including ICT
Find, evaluate, synthesise and use information from a variety of sources
Assuming the role of a management consultant, prepare a report for the Board of Directors of your chosen company which;
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1. Critically considers the challenge of establishing effective incentive and reward systems; and
2. Sets out how modern organisations might constructively seek to compensate their executives.
1. Critically considers the challenge of establishing effective incentive and reward systems; and
2. Sets out how modern organisations might constructively seek to compensate their executives.
Your report should be no more than 2,500 words and should be presented in a professional format, using business English. Take care to ensure that your spelling, word choice and grammar are appropriate for the audience for whom you are writing.
Remember that the board of directors will be more interested in specific arguments (which relate to this company in particular) than general arguments which would apply in any context.
Marks will be awarded for the layout, clarity and overall professionalism of your work. Remember that as a qualified Accountant your advice should be objective, ethical, honest and fair.
Your work should be appropriately cited and referenced, using the Harvard Style.
Remember that the board of directors will be more interested in specific arguments (which relate to this company in particular) than general arguments which would apply in any context.
Marks will be awarded for the layout, clarity and overall professionalism of your work. Remember that as a qualified Accountant your advice should be objective, ethical, honest and fair.
Your work should be appropriately cited and referenced, using the Harvard Style.
Detailed Assessment Criteria for Grading
Grade Range Apply skills of critical analysis
to real world situations within a defined range of contexts Relate conceptual ideas/models to ‘real-world’ situations, for a variety of organisational contexts, and the design of management accounting ‘tools’ particularly appropriate to these different situations. Demonstrate a high degree of
professionalism* e.g. initiative, objectivity
creativity, professional practice Express ideas effectively and
communicate information
appropriately and accurately
using a range of media
including ICT Find, evaluate, synthesise and
use information from a variety of sources
86-100% Challenges are evaluated and solved with original and insightful reference to theory and practice. Suggestions and proposals are meticulously set out, and arguments are convincing, original, thoroughly evidenced and insightful. There is evidence of the ability to work as a mature professional, able to review their own work critically with respect to appropriate professional standards Work is presented creatively and fluently to a standard suitable for the selected audience using an appropriate range of strategies An innovative report is planned and presented and relevant information has been meticulously gathered from an appropriate range of sources. The limits of established knowledge are challenged in considering the results and/or outcomes.
70-85% Challenges are evaluated and solved with insightful critical reference to theory and practice. Suggestions and proposals are meticulously set out, and arguments are convincing, well evidenced and insightful. There is evidence of the ability to work meticulously and competently with reference to professional standards Work is presented fluently to standard suitable for the selected audience using an appropriate range of strategies An innovative report is planned and presented and relevant information has been meticulously gathered from an appropriate range of sources. Critical insight is bought to the analysis.
Grade Range Apply skills of critical analysis
to real world situations within a defined range of contexts Relate conceptual ideas/models to ‘real-world’ situations, for a variety of organisational contexts, and the design of management accounting ‘tools’ particularly appropriate to these different situations. Demonstrate a high degree of
professionalism* e.g. initiative, objectivity
creativity, professional practice Express ideas effectively and
communicate information
appropriately and accurately
using a range of media
including ICT Find, evaluate, synthesise and
use information from a variety of sources
86-100% Challenges are evaluated and solved with original and insightful reference to theory and practice. Suggestions and proposals are meticulously set out, and arguments are convincing, original, thoroughly evidenced and insightful. There is evidence of the ability to work as a mature professional, able to review their own work critically with respect to appropriate professional standards Work is presented creatively and fluently to a standard suitable for the selected audience using an appropriate range of strategies An innovative report is planned and presented and relevant information has been meticulously gathered from an appropriate range of sources. The limits of established knowledge are challenged in considering the results and/or outcomes.
70-85% Challenges are evaluated and solved with insightful critical reference to theory and practice. Suggestions and proposals are meticulously set out, and arguments are convincing, well evidenced and insightful. There is evidence of the ability to work meticulously and competently with reference to professional standards Work is presented fluently to standard suitable for the selected audience using an appropriate range of strategies An innovative report is planned and presented and relevant information has been meticulously gathered from an appropriate range of sources. Critical insight is bought to the analysis.
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60-69% Challenges are analysed and solved with clear critical reference to theory and practice. Suggestions and proposals are clearly set out, and arguments are evidenced and convincing. There is evidence of the ability to work effectively and competently with reference to professional standards Work is presented coherently using an appropriate range of strategies An excellent report is planned and presented and relevant information has been gathered thoroughly from an appropriate range of sources.
Results and/or outcomes are evaluated thoroughly and critically.
50-59% Challenges are analysed and solved with reference to theory and practice. Suggestions and proposals are clearly set out, and arguments are credible and convincing. There is evidence of the ability to work confidently and competently with reference to professional standards Work is presented clearly using an appropriate range of strategies A very good report is planned and presented using an appropriate range of sources. The results and/or outcomes are evaluated carefully.
40-49% Challenges are solved with some reference to theory and practice. Suggestions and proposals are clearly set out, with some supporting arguments to support them. There is evidence of the ability to work competently with reference to professional standards Work is presented using a range of strategies An good report is planned and presented using an appropriate range of sources. The results and/or outcomes are accurate.
35-39% Challenges are approached haltingly or uncritically. Suggestions and proposals are unclearly set out. Arguments are unclearly stated and/or limited in nature. There is insufficient evidence of the ability to work competently with reference to professional standards Work is presented haltingly using a limited range of strategies An report is inadequately planned and presented using
an inappropriate range of sources. The results and/or outcomes are partially evaluated.
20-34 Challenges are approached with little reference to theory or practice. Suggestions and proposals are unclearly set out. Arguments are unclearly stated and/or very limited in nature. There is very little evidence of the ability to work competently with reference to professional standards Work is presented haltingly using a very limited range of strategies An report is badly planned and presented using an inappropriate range of sources. There is very limited evaluation of results and/or outcomes.
0-19 Challenges are approached with no or almost no reference to theory or practice. There are almost no suggestions and proposals / or arguments set out. There is little or no evidence of the ability to work competently with reference to professional standards Work is presented incomprehensibly An report is very badly planned and presented using an inappropriate range of sources. There is inaccurate evaluation of results and/or outcomes.
Assignment Resources:
Books (in addition to your Merchant and Van der Stede Core Text)
Kaplan, RS and Atkinson, A. (1998) Advanced Management Accounting, (3rd edition), Pearson Ed [Chapter 13 Incentive and Compensation Systems]
Anthony, R.N. and Govindarajan, V. (2006) Management Control Systems (12th edition), McGraw-Hill Education [Chapter 12 Management Compensation]
60-69% Challenges are analysed and solved with clear critical reference to theory and practice. Suggestions and proposals are clearly set out, and arguments are evidenced and convincing. There is evidence of the ability to work effectively and competently with reference to professional standards Work is presented coherently using an appropriate range of strategies An excellent report is planned and presented and relevant information has been gathered thoroughly from an appropriate range of sources.
Results and/or outcomes are evaluated thoroughly and critically.
50-59% Challenges are analysed and solved with reference to theory and practice. Suggestions and proposals are clearly set out, and arguments are credible and convincing. There is evidence of the ability to work confidently and competently with reference to professional standards Work is presented clearly using an appropriate range of strategies A very good report is planned and presented using an appropriate range of sources. The results and/or outcomes are evaluated carefully.
40-49% Challenges are solved with some reference to theory and practice. Suggestions and proposals are clearly set out, with some supporting arguments to support them. There is evidence of the ability to work competently with reference to professional standards Work is presented using a range of strategies An good report is planned and presented using an appropriate range of sources. The results and/or outcomes are accurate.
35-39% Challenges are approached haltingly or uncritically. Suggestions and proposals are unclearly set out. Arguments are unclearly stated and/or limited in nature. There is insufficient evidence of the ability to work competently with reference to professional standards Work is presented haltingly using a limited range of strategies An report is inadequately planned and presented using
an inappropriate range of sources. The results and/or outcomes are partially evaluated.
20-34 Challenges are approached with little reference to theory or practice. Suggestions and proposals are unclearly set out. Arguments are unclearly stated and/or very limited in nature. There is very little evidence of the ability to work competently with reference to professional standards Work is presented haltingly using a very limited range of strategies An report is badly planned and presented using an inappropriate range of sources. There is very limited evaluation of results and/or outcomes.
0-19 Challenges are approached with no or almost no reference to theory or practice. There are almost no suggestions and proposals / or arguments set out. There is little or no evidence of the ability to work competently with reference to professional standards Work is presented incomprehensibly An report is very badly planned and presented using an inappropriate range of sources. There is inaccurate evaluation of results and/or outcomes.
Assignment Resources:
Books (in addition to your Merchant and Van der Stede Core Text)
Kaplan, RS and Atkinson, A. (1998) Advanced Management Accounting, (3rd edition), Pearson Ed [Chapter 13 Incentive and Compensation Systems]
Anthony, R.N. and Govindarajan, V. (2006) Management Control Systems (12th edition), McGraw-Hill Education [Chapter 12 Management Compensation]
BBC News 28 October 2011
Directors’ pay rose 50% in past year, says IDS report
Directors’ pay rose 50% in past year, says IDS report
http://www.bbc.co.uk/news/business-15487866
May 4, 2012 7:21 pm
Financial Services
Boards wake up to a shareholder spring
Financial Services
Boards wake up to a shareholder spring
http://www.ft.com/cms/s/0/a284e414-95ee-11e1-a163-00144feab49a.html#axzz29v19KdEz
BBC Today Programme
20 June, 2012
Business editor Robert Peston discusses Vince Cable, Business Secretary’s plan to sort out executive pay
20 June, 2012
Business editor Robert Peston discusses Vince Cable, Business Secretary’s plan to sort out executive pay
http://news.bbc.co.uk/today/hi/today/newsid_9730000/9730118.stm
BBC News
20 June 2012
Vince Cable forces binding executive pay votes
20 June 2012
Vince Cable forces binding executive pay votes
http://www.bbc.co.uk/news/business-18514396
The Guardian
21 September, 2012
Revolts over top pay see fewer bosses get rises
21 September, 2012
Revolts over top pay see fewer bosses get rises
http://www.theguardian.com/business/2012/sep/21/revolts-top-pay-bosses
The Guardian
28 February 2013
Bonuses: the essential guide
28 February 2013
Bonuses: the essential guide
http://www.theguardian.com/business/2013/feb/28/bonuses-the-essential-guide
BBC News
21 September 2012
Civil service pay: 57 fewer top earners than a year ago
21 September 2012
Civil service pay: 57 fewer top earners than a year ago
http://www.bbc.co.uk/news/uk-politics-19660342
BBC News
6 November 2012
Share incentive schemes boost top executives’ earnings
6 November 2012
Share incentive schemes boost top executives’ earnings
http://www.bbc.co.uk/news/uk-20216031
BBC News
18 November 2012
Executive pay battles to get stronger, says report
18 November 2012
Executive pay battles to get stronger, says report
http://www.bbc.co.uk/news/business-20365223
BBC News
3 April 2013
Barclays’ Salz Review blames bank culture
3 April 2013
Barclays’ Salz Review blames bank culture
http://www.bbc.co.uk/news/business-22012261
You Tube Resources;
Setting CEO Pay Executive Compensation
Uploaded on Oct 8, 2009
Setting CEO Pay Executive Compensation
Uploaded on Oct 8, 2009
Executive Pay: Designing Rewards for Success, not Failure
Uploaded on Jan 13, 2012
Uploaded on Jan 13, 2012
In the Boardroom: Shareholder Spring Shockwave
Published on Aug 20, 2012
May 4 – Shareholders at Aviva, Barclays, UBS, Citigroup, AstraZeneca and Shell vote down pay deals, while Apple and Foxconn investors protest against working conditions. Board member and Reuters columnist, Lucy Marcus, explains how AGMs are shaking up boardrooms.
Published on Aug 20, 2012
May 4 – Shareholders at Aviva, Barclays, UBS, Citigroup, AstraZeneca and Shell vote down pay deals, while Apple and Foxconn investors protest against working conditions. Board member and Reuters columnist, Lucy Marcus, explains how AGMs are shaking up boardrooms.
Hope + Fraser Beyond Budgeting
http://www.bbrt.org/
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