Advanced Higher Business Management

Transcription

1 MADRAS COLLEGE FACULTY OF TECHNOLOGIES DEPARTMENT OF BUSINESS AND ENTERPRISE Advanced Higher Business Management Course Information

2 COURSE STRUCTURE BUSINESS MANAGEMENT ADVANCED HIGHER This course is split into 3 units: Managing Organisations: External Environment Managing Organisations: Internal Environment Researching a Business However, it is important to realise that content from the Higher course can be assessed in the final Advanced Higher exam. UNIT ASSESSMENT TASKS There will be an assessment for each unit. All assessments contain 40 marks of questions and students must achieve 20 marks to pass. One hour is allowed for both Managing Organisations assessments whereas there is no time limit for the Researching a Business assessment. If students fail the first assessment, a re-assessment will be allowed using a different instrument of assessment. Guidance will be given to students to prepare successfully for the re-assessment. COURSE ASSESSMENT EXTERNAL EXAM 2 hours 45 minutes 100 marks The question paper examines knowledge and understanding, problem solving, critical thinking and decision making. It is split into 2 sections: Section A This section requires students to apply their knowledge and understanding to the current situation faced by a real business. It will consist of a case study of a Scottish based business organisation with a number of extended response questions totalling 50 marks. Students will be expected to attempt all questions. The questions will require students to interpret the information in the case study and to explain, analyse and evaluate the situation faced by the business. Section B o Answer 2 from a choice of 4 extended response questions o 25 marks each o Split into 2 parts BUSINESS REPORT Students are required to assess the current situation of a business of their choice and to explain, analyse and evaluate the future strategy of the business. This will be presented in the form of a business report. Background research on a chosen business will be conducted as part of the Researching a Business unit assessment (NAB). 50 marks are allocated to the report and further guidance on layout and content will be provided. 2

3 ACHIEVING SUCCESS IN BUSINESS MANAGEMENT Homework A major part of the Advanced Higher course is independent study and further reading. However, in addition to this you should expect to receive homework on a regular basis which could take the form of: Completing work started in class Reading notes taken in class Practice exam questions to reinforce work covered in class Relevant business case studies with questions Homework is an important part of the course. Do not forget to do it or leave it to the last minute. Manage your homework; set aside time to do it properly so that you do not have to rush homework for several subjects on the one night. Use your Student Planner/Homework Diary to help with homework planning. Write your homework in ink as this work will be good reference material when revising for assessments. Achieving Success is Your responsibility We hope that you will enjoy the Advanced Higher Business Management course, particularly the opportunity for personal investigation, and that you will pass the Unit Assessments and go on to be successful in the final exam. In order to achieve this goal we must work in partnership. You will work with relevant materials and will be given help and support throughout the course. We hope you will approach your work with a mature attitude and determination to succeed. Attend after school study sessions whenever you can or feel you need extra support. There is a lot to learn! You will be taught the information you need to be successful in this course and it is your responsibility to make sure that you learn this information and practice the skills that you have been taught. Work hard, aim high and achieve success 3

4 Self-Assessment Checklist Managing Organisations: The External Environment Topic 1 Multinational Companies Reasons for growth of multinational companies; methods of growth such as foreign direct investment, buying overseas companies. A recognition of the issues raised by multinational companies, for example, transfer pricing, exploitation of local resources, foreign control of economy, increasing importance of global operations. Effects on the host country gains in employment, technology transfer, balance of payment changes from greater exports or imports, repatriated profits, loss of government control. Effects on home country balance of payments, loss of control of home government, changing skill mix of employees, effects on overall level of employment Topic 2 the European Union and its Policies EU institutions and their role: European Council; Council of Ministers; European Commission; European Parliament; European Court of Justice. Single European Act: objectives and implications for UK businesses. European Monetary Union (EMU) and the eurozone: implications of the euro for UK businesses (currently and should the UK adopt the euro in the future). The Social Chapter: its principles and their impact on UK businesses. EU Enlargement: features of recent EU enlargement; impact on UK businesses. Topic 3 Business Issues Business ethics and social responsibility: define ethical, socially responsible and environmental (green issues) responsible business practices; give relevant examples of how businesses demonstrate these actions; costs and benefits; government influence. Technological changes/advances: the Internet and e-commerce; global communication; social media; Internet banking; mobile technologies; The impact of technology on UK businesses. Governmental influences (Scottish, UK and EU): fiscal and monetary policies; government legislation, directives (EU) and initiatives; support and advice for SMEs; Government intervention eg competition policy. Emerging economies: opportunities for UK businesses what are these and how could they be beneficial? BRIC countries. 4

5 Managing Organisations: The Internal Environment Topic 1 Role of Management The role of a manager: the theories of Fayol, Mintzberg, Drucker and Stewart and their application to modern business practice. Management Theories: describe aspects of the following schools of management theory and their associated strengths and weaknesses in relation to identifying the role of a manager; explain their relevance to modern business practice; explain how each has evolved over time. o Classical school/scientific Management o Human Relations school o Neo-Human Relations school o Systems theory o Contingency theory Motivation in the workplace: describe methods of motivating employees (financial and non-financial); describe theories of motivation (eg Maslow, Herzberg); explain how these theories apply to modern business practice use real examples. Time Management: strategies for effective time and task management; impact of effective/poor time management; personal qualities required of managers to manage time effectively. Topic 2 Leadership and Team Working Links between management and leadership; features of leadership ; skills and qualities of effective leaders. Leadership theories: traits, style and contingency describe aspects of each of these theories and explain how they can be related to a leadership role; describe different contingency theories eg Fiedler; factors affecting leadership style. Team working: the role of teams in organisations; characteristics of effective teams; stages in group (team) formation Tuckman; Communicating within a team; factors affecting team success. Topic 3 Managing Change Change in Organisations: factors causing change; analysing change force field analysis (Kurt Lewin); apply force field analysis to change situations; describe stages of change. Introducing change: describe issues that could be faced when introducing change in organisations; dealing with resistance to change; describe effective approaches to introducing/managing change focus on leadership, communication, teams etc; effects of organisational culture on managing change. 5

6 Business Background Researching a Business Business Details o Internal organisation eg structure o Functional activities eg marketing and operations o Objectives o SWOT analysis Stakeholders: internal and external; their interest, involvement and influence. Decision making: how decisions are made and by whom; use of a structured decision making model and its effectiveness. Strategy for future development of the business Resource requirements eg finance, labour, premises, equipment. Sources/types of information and their effectiveness eg primary, secondary, quantitative; methods of data collection desk and field research. Impact on functional areas of the business eg marketing and finance. Implementation of strategies use of planning techniques such as gantt charts, budgetary control, critical path analysis. Strengths and weaknesses of strategy relate to issues such as coherence of strategy, timescale, costs, objectives, acceptance by stakeholders. The Researching a Business unit is split into 2 sections: 1) Background research on a business of your choice which meets the requirements of the Researching a Business NAB; and 2) The formulation of an appropriate strategy for this chosen business based on the research conducted. This will be presented in a report that is externally marked by the SQA. Much of the content of this unit relates to areas already learned at Higher level: it is therefore possible that these areas may be assessed in the final exam. Once you have identified a business to investigate, you should collect the following information in preparation for the unit assessment (NAB). This will be very important in assisting you in the identification of an appropriate future strategy for the business. An introduction stating the name of the organisation and what particular aspects you have investigated; A description of the background of the business which explains its internal organisation, markets and objectives; An analysis of the decision making process in the organisation, including discussion of who makes decisions and how they are made; An analysis of the strengths, weaknesses, opportunities and threats (SWOT) of the business with respect to its current situation and its external environment; A description of the main stakeholders in the business and an analysis of the extent of their involvement and influence. 6

7 Exam Preparation Command Words Analyse Assess Compare Contrast Describe Discuss Evaluate Examine Explain Explore Justify Suggest Identify components and the relationship between them; draw conclusions and relate implications. Examine closely with a view to measuring a particular situation taking account of strengths and weaknesses; for and against. Identify similarities and/or differences between two or more factors. Identify the differences between two or more factors. Provide a thorough description. Examine closely taking account of the strengths and weaknesses in an argument; offer reasons for and against a decision. Make an appraisal of the worth, effectiveness or usefulness of something. Give both a description and an explanation. Give a detailed response (definition/example and explanation) as to how/why something may benefit or hinder. Explain in detail. Explain why/give reasons to support your statements. Justify = why. Make a judgement and give some support or reason for your suggestion. 7