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正确答案：
(b) Coaching involves the trainee being assisted by another, experienced employee. It is a specialised, systematic learning programme based on communication, defined targets and continuous learning. It encourages constructive feedback between the trainee and trainer.

正确答案：
(c) The introduction of ERPS has the potential to have a significant impact on the work of management accountants. The use of
ERPS causes a substantial reduction in the gathering and processing of routine information by management accountants.
Instead of relying on management accountants to provide them with information, managers are able to access the system to
obtain the information they require directly via a suitable electronic access medium.
ERPS integrate separate business functions in one system for the entire organisation and therefore co-ordination is usually
undertaken centrally by information management specialists who have a dual responsibility for the implementation and
operation of the system.
ERPS perform. routine tasks that not so long ago were seen as an essential part of the daily routines of management
accountants, for example perpetual inventory valuation. Therefore if the value of the role of management accountants is not
to be diminished then it is of necessity that management accountants should seek to expand their roles within their
organisations.
The management accountant will also control and audit the ERPS data input and analysis. Hence the implementation of ERPS
provides the management accountant with an opportunity to change the emphasis of their role from information gathering
and processing to that of the role of advisers and internal consultants to their organisations. This new role will require
management accountants to be involved in interpreting the information generated from the ERPS and to provide business
support for all levels of management within an organisation.

正确答案：
(iv) The performance measurement system used by TSC appears simplistic. However, it may be considered to be measuring
the right things since the specific measures used cover a range of dimensions designed to focus the organisation on
factors thought to be central to corporate success, and not confined to traditional financial measures.
Internal benchmarking is used at TSC in order to provide sets of absolute standards that all depots are expected to attain.
This should help to ensure that there is a continual focus upon the adoption of ‘best practice’ at all depots. Benchmarks
on delivery performance place an emphasis upon quality of service whereas benchmarks on profitability are focused
solely upon profitability!
Incentive schemes are used throughout the business, linking the achievement of company targets with financial rewards.
It might well be the case that the profit incentive would act as a powerful motivator to each depot management team.
However, what is required for the prosperity of TSC is a focus of management on the determinants of success as opposed
to the results of success.
(Alternative relevant discussion would be acceptable)