Lessons - Amazon S3
The scheme of work is based on 4, 1 hour lessons per week. Timings are approximate and the scheme covers approximately 91 teaching hours. This leaves time to build in assessment activities, lessons to re-cap/ re-visit Year 1 content and lessons devoted to revision and exam practice
A suggested two teacher Year 2 structure is as follows:
Teacher One:
3.7.1 Mission, corporate objectives and strategy (4 hours)
3.8 Choosing Strategic Direction (6 hours)
3.9 Strategic Methods: How to Pursue Strategies (23 hours)
3.10.1 Managing Change (8 hours)
3.10.2 Managing Organisational Culture (4 hours)
Total (approximate) hours 45 hours
Teacher Two:
3.7.2 - 3.7.8 Analysing the internal/ external position of a business (34 hours)
3.10.3 Managing Strategic Implementation (6 hours)
3.10.4 Problems with Strategy and why Strategies Fail (6 hours)
Total (approximate) hours 46 hours
|Lessons |AQA Specification/ Content |AQA Additional Information |Key Resources/ Activities |
| |3.7 Analysing the strategic position of a business | | |
| | | | |
| |3.7.1 Mission, corporate objectives and strategy | | |
| | | | |
|4 |Influences on the mission of a business | | |
| |Internal and external influences on corporate objectives | |On a mission – discussion activity on google in China |
| |and decisions |Influences on corporate objectives should | |
| |The links between mission, corporate objectives and |include the pressures for short termism |Mission statements – Revision presentation |
| |strategy |business ownership , the external and internal |
| |The impact of strategic decision making on functional |environment |sentation |
| |decision making | | |
| |The value of SWOT analysis | | |
| | | |SWOT analysis – Study note |
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| |3..7.2 Analysing the existing internal position of a | | |
| |business to assess strengths and weaknesses: financial | | |
| |ratio analysis | | |
| | | |What Happened Next – Balance sheet activity |
| |How to assess the financial performance of a business |Financial ratio analysis to include | |
|7 |using balance sheets, income statements and financial |Profitability (ROCE) |The Accountant – Income statement activity |
| |ratios |Liquidity (current ratio) | |
| |The value of financial ratios when assessing performance |Gearing |Balance Sheet – Revision quiz |
| | |Efficiency ratios: payables days, receivables | |
| | |days, inventory turnover | |
| | |Data may be analysed over time or in comparison|Using financial accounts to assess business performance – Study note |
| | |with other businesses |
| | | |ess-business-performance |
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| |3.7.3 Analysing the existing internal position of a | | |
| |business to assess strengths and weaknesses: overall | | |
| |performance | | |
| | | | |
|5 |How to analyse data other than financial statements to |Data other than financial statements should |Opportunity to re-cap Year 1 Content: |
| |assess the strengths and weaknesses of a business |include operations, human resource and |3.3.1 market share |
| |The importance of core competencies |marketing data |3.4.2 labour productivity, unit costs, capacity and capacity utilisation |
| |Assessing short and long-term performance |Methods of assessing performance to include |3.6.2 labour turnover and retention rates, employee costs as a percentage|
| |The value of different measures of assessing business |Kaplan and Norton’s Balance Scorecard model and|of turnover and labour cost per unit |
| |performance |Elkington’s Triple Bottom Line (Profit, People | |
| | |and Planet) |Video – Robert Kaplan, the Balance Scorecard |
| | | | |
| | | |Video – Nova Nordisk, the triple bottom line |
| | | | |
| | | |Southwest Airlines – 2013 triple bottom line report |
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| | | |The economist – triple bottom line |
| |3.7.4 Analysing the external environment to assess | | |
| |opportunities and threats: political and legal change | | |
| | | | |
| |The impact of changes in the political and legal | | |
| |environment on strategic and functional decision making |The political and legal environment should |Business Legislation – Revision presentation |
| | |include a broad understanding of the scope and |
|3 | |effects of UK and EU law related to |lation |
| | |competition, the labour market and environment | |
| | |legislation. |Is the sugar tax a threat to business? – blog |
| | |The impact of UK and EU Government policy |
| | |related to enterprise, the role of regulators, |s |
| | |infrastructure, the environment and | |
| | |international trade | |
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| |3.7.5 Analysing the external environment to assess | | |
| |opportunities and threats: economic change | | |
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| |The impact of changes in the UK and the global economic | | |
| |environment on strategic and functional decision making |Economic factors to include GDP, taxation, |Opportunity to re-cap Year 1 content: |
| |Reasons for greater globalisation of business |exchange rates, inflation, fiscal and monetary |3.1.3 factors influencing costs and demand; interest rates |
|8 |The importance of globailisation for business |policy, more open trade v protectionism | |
| |The importance of emerging economies for business |Students should be able to understand economic |Business cycle cards – paired group activity |
| | |data, interpret changes in economic data for | |
| | |the UK, the EU and globally, and consider the |Dicey exchange rates – Exchange rate activity |
| | |implications of such changes and business | |
| | | |China aspires to IKEA – video and student activity |
| | | | |
| |3.7.6 Analysing the external environment to assess the | | |
| |opportunities and threats: social and technological | | |
| | | | |
| |The impact of the social and technological environment on| | |
| |strategic and functional decision making |Social changes to include demographic changes |Opportunity to re-cap Year 1 content: |
| |The pressure for socially responsible behaviour |and population movements such as urbanisation |3.1.3 factors influencing costs and demand; demographic factors, |
| | |and migration, changes in consumer lifestyle |environmental issues and fair trade |
|4 | |and buying behaviour, the growth of online | |
| | |businesses |The only way is ethics – group activity |
| | |The social environment to include CSR, the | |
| | |reasons for and against CSR, the difference |Business ethics – revision quiz |
| | |between the stakeholder v shareholder concept | |
| | |and Carroll’s CSR pyramid | |
| | |Technological change should include the impact |CSR revision video |
| | |of technological change on functional areas and|
| | |strategy |-csr-revision-video |
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| |3.7.7 Analysing the external environment to assess | | |
| |opportunities and threats: the competitive environment | | |
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| |Porters five forces, how and why these might change, and | | |
|2 |the implications of these forces for strategic and |An understanding of the five forces to include |Porters five forces – revision quiz |
| |functional decision making and profits |entry threat (barriers to entry), buyer power, |
| | |supplier power, rivalry, substitute threat |ion-quiz |
| | |Students should consider how the five forces | |
| | |shape competitive strategy |Porters five forces – revision video |
| | | |
| | | |ion-video |
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| | | |Taylor Swift meets Michael Porters five forces – blog |
| | | |
| | | |ive-forces |
| |3.7.8 Analysing strategic options: investment appraisal | | |
| | | | |
| |Financial methods of assessing an investment | | |
| |Factors influencing investment decisions |Investment appraisal should include the |Uncle Wong’s Big Decision – group activity on investment appraisal (also |
| |The value of sensitivity analysis |calculation and interpretation of payback, |incorporates break-even, profit, labour productivity and capacity |
| | |average rate of return and net present value |utilisation) |
|5 | |Factors to include investment criteria, | |
| | |non-financial factors, risk and uncertainty |Investment appraisal – revision quiz |
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| | | |uiz |
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| | | |Investment appraisal – revision webinar |
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| | | |ebinar |
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| |3.8 Choosing Strategic Direction | | |
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| |3.8. 1Strategic direction: choosing which markets to | | |
| |compete in and what products to offer | | |
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| |Factors influencing which markets to compete in and which| | |
| |products to offer | | |
| |The reasons for choosing and value of different options |Strategic direction to include the Ansoff |Video – Cliff Bowman on strategy |
|3 |for strategic direction |matrix and value of market penetration, market | |
| | |development, new product development and |Kinaesthetic Ansoff – group activity |
| | |diversification | |
| | | |Ansoffs matrix – revision quiz |
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| | | |ation |
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| | | |Sainsbury’s strategic direction – student activity which also re-caps |
| | | |Year 1 content on understanding markets |
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| |3.8.2 Strategic positioning: choosing how to compete | | |
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| |How to compete in terms of benefits and price | | |
| |Influences on the choice of positioning strategy |Strategic positioning to include Porter’s low |Bowman’s strategic clock – study note |
|3 |The value of different strategic positioning strategies |cost, differentiation and focus strategies |
| |The benefits of having competitive advantage |Bowman’s strategic clock |trategy-clock |
| |The difficulties of maintaining competitive advantage | | |
| | | |Porter’s generic strategies – study note |
| | | |
| | | |competitive-advantage |
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| | | |Video – Strategy clock summary |
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| |3.9 Strategic methods: how to pursue strategies | | |
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| |3.9.1 Assessing a change in scale | | |
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| |The reasons why businesses grow or retrench | | |
| |The difference between organic and external growth | | |
| |How to manage and overcome the problems of growth or |Types of growth to include organic and external|Economies and diseconomies of scale – revision presentation |
| |retrenchment |Issues with growth should include economies of |
| |The impact of growth or retrenchment on the functional |scale (including technical, purchasing and |scale-revision-presentation |
|7 |areas of a business |managerial), economies of scope, diseconomies | |
| |Assessing methods of types of growth |if scale, the experience curve, synergy and |Back to back squared – diseconomies of scale activity |
| | |overtrading | |
| | |Issues with managing growth should include |Diseconomies with Mickey Mouse |
| | |Greiner’s model of growth | |
| | |Methods of growth to include mergers, | |
| | |takeovers, ventures, franchising |Video – Greiner’s model of growth |
| | |Types of growth to include vertical (backward | |
| | |and forward), horizontal and conglomerate |Takeovers and mergers – revision presentation |
| | |integration |
| | | |video |
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| |3.9.2 Assessing innovation | | |
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| |The pressures of innovation |Types of innovation should include product and |Kaizen toast – Teacher led Kaizen activity |
| |The value of innovation |process innovation | |
|4 |The ways of becoming an innovative organisation |Ways of becoming innovative include Kaizen. |What is benchmarking – study note |
| |How to protect innovation and intellectual property |Research and development, intrapreneurship and | |
| |The impact of an innovation strategy on the functional |benchmarking | |
| |areas of a business |Ways or protecting intellectual property | |
| | |include patents and copyrights | |
| |3.9.3 Assessing internationalisation | | |
| | | | |
| |Reasons for targeting, operating and trading with |Methods of entering international markets |China aspires to IKEA – video and student activity |
| |international markets |include export, licensing, alliances and direct| |
| |Factors influencing the attractiveness of international |investment |Trunki – reshoring video |
| |markets |Decisions regarding producing overseas include | |
| |Reasons for producing more and sourcing more resources |off-shoring and re-shoring |Hornby – reshoring video |
|8 |abroad |Targeting overseas markets may include being a | |
| |Ways of entering international markets and value of |multinational |Sainsbury’s strategic direction – student activity which also re-caps |
| |different methods |Managing international business including |Year 1 content on understanding markets |
| |Influences on buying, selling and producing abroad |Bartlett and Ghosal’s international, | |
| |Managing international business including pressures for |multi-domestic, transnational and global | |
| |local responsiveness and pressures for cost reduction |strategies | |
| |The impact on internationalisation for the functional | | |
| |areas of the business | | |
| |3.9.4 Assessing greater use of digital technology | | |
| | | | |
| |The pressures to adopt digital technology | | |
|4 |The value of digital technology |Digital technology should include e-commerce, |Big data– FT video |
| |The impact of digital technology on the functional areas |big data, data mining and enterprise resource | |
| |of a business |planning (ERP) | |
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| |3.10 Managing strategic change | | |
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| |3.10.1 Managing change | | |
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| |Causes and pressures for change | | |
| |The value of change |Types of change include internal, external, |Video – John Kotter, resistance to change |
|8 |The value of a flexible organisation |incremental and disruptive change | |
| |The value of managing information and knowledge |Managing change should include Lewin’s force |All change at Broake shoes – student activity |
| |Barriers to change |field analysis | |
| |How to overcome barriers to change |Flexible organisations include restructuring, |Change management – revision video |
| | |delayering, flexible employment contracts, |
| | |organic structures v mechanistic, knowledge and|o |
| | |information management | |
| | |Kotter and Schlesinger’s four reasons for |Force Field Analysis study note |
| | |resistance to change |
| | |Kotter and Schlesinger’s six ways of overcoming|ins-force-field-model |
| | |resistance to change | |
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| |3.10.2 Managing organisational culture | | |
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| |The importance of organisational culture |Cultural models should include Handy’s task |Hofstede national cultures – video resource |
|4 |The influences on organisational culture |culture, role culture, power culture and person| |
| |The reasons for and problems of changing organisational |culture |Models of organisational culture, Handy – study note |
| |culture |Hofstede’s national cultures |
| | | |e-handy |
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| |3.10.3 Managing strategic implementation | | |
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| |How to implement strategy effectively |Organisational structures to include |Matrix structures – study note |
| |The value of leadership in strategic implementation |functional, product based, regional and matrix | |
| |The value of communications in strategic implementation |structures | |
|6 |The importance of organisational structure in strategic |Network analysis to include understanding and |Critical cocktails – network analysis |
| |implementation |interpreting network diagrams, amendment of | |
| |The value of network analysis in strategic implementation|network diagrams and identifying the critical |Managing a night out – network analysis |
| | |path and total float | |
| | | |The Big Breakfast – network analysis |
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| |3.10.4 Problems with strategy and why strategies fail | | |
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| |Difficulties of strategic decision making and | | |
| |implementing strategy |The effect of the divorce between ownership and|10 great companies that lost their edge – discussion article |
| |Planned v emergent strategy |control to include corporate governance | |
| |Reasons for strategic drift | |Marks and Spencer’s fashion – where did it all go wrong – discussion |
|6 |The possible effect of the divorce between ownership and | |article |
| |control | | |
| |Evaluating strategic performance | |What is strategic drift – discussion article |
| |The value of strategic planning | | |
| |The value of contingency planning | |Managing risk – revision presentation |
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| |Revision |Revision | |
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