CIMA exam tips for November 2009
It is the last sitting of the old syllabus this November – here’s our top tips for the exams. Watch this space for more ‘guidance’. Advice from PQ Magazine, a free magazine for Accountancy Students.
HOT TIPS- CIMA Nov 2009 exam tips OCT 2009. Article in PQ Magazine, a free magazine for Accountancy Students.
CIMA tips for November 2009 from i-PASS, the on-line version of the free student accounting magazine PASS
ACORN TUTORS PROVIDE FREE DEMOS INCLUDING P4, MAY 2006 PAPER and SOLUTIONS
Advice on how reading
the business pages of quality newspapers can make your exam answers far more insightful (PDF 366KB) by Graham Pitcher (CIMA, April 2005).
Question answered are:
Question 1: Can you explain the features of Organisational Development? What are HR practices and what are HR activities? Does the HR department defines the communication channels and procedures for the organization and how is that so? Can you give examples of HR monitoring and control mechanisms?
Question 2: I have problems grasping the chapter 'Operations Management' and 'Information Systems'. There seems to be so much information cramped in the 'Operations Management' chapter, and the lack of revision questions in the Learning Systems and Practice and Revision Kits made it even more difficult for me to understand. Can you outline the important points that I must learn for the two chapters?
TIPS ON ANSWERING QUESTIONS
This abridged advice is from the 'AsK a tutor' events hosted through CIMA
which was given to someone achieving 46% on their first sitting.
"Your symptoms typify so many of the students who score that kind of mark. I suspect from your comments that you are focusing too much on the factual and theoretical areas and not enough on the application of your knowledge in these areas to specific business situations. A comprehensive knowledge of all theory and models is worth around 40% in the exam. The real marks are earned from demonstrating your application skills. These can be categorised as explaining who, how & why in specific situations, discussion – presenting both sides of arguments pertaining to specific business problems and their solutions, and recommendations – setting out all of the options and justifying why your recommendation is suitable. In terms of technique, make sure you clearly understand the requirements by paraphrasing them onto your answer plan, before reading the scenario. This ensures that you recognise the relevant areas that you should be dealing with and highlights examples that you can include in your answer to avoid the all too common pitfall of producing a general answer that could relate to any organisation not just the one in the scenario – a guaranteed road to failure. You can test your answers by asking yourself …… Have I just described the theory or situation or have I explained the impact or outcome on the organisation in the scenario. If it is the former only here lies the trap…make sure you do the latter – apply the theory to the case!"