Lessons - Amazon S3
The scheme of work is based on 4, 1 hour lessons per week. Timings are approximate and the scheme covers 94 teaching hours. This leaves time to build in assessment activities, lessons re-cap to re-visit prior content and lessons to devote to developing exam skills.
A suggested two teacher AS structure is as follows:
Teacher One:
3.1 What is business (11 hours)
3.4 Decision making to improve operational performance (17 hours)
3.5 Decision making to improve financial performance (19 hours)
Total (approximate) hours = 47 hours
Teacher Two:
3.2 Managers, leadership and decision making (10 hours)
3.6 Decision making to improve human resource performance (18 hours)
3.3 Decision making to improve marketing performance (19 hours)
Total (approximate) hours = 47 hours
|Lessons |AQA Specification/ Content |AQA Additional Information |Key Resources |
| |3.1 What is business |Business objectives such as profit, growth, |Revision video on calculating profit, contribution and break-even |
|3 | |survival, cash flow, social and ethical | |
| |3.1.1 Understanding the nature and purpose of business |objectives | |
| | | |What are fixed costs? |
| |Why businesses exist |The measurement of profit should include: | |
| |Relationship between mission and objectives |Revenue | |
| |Common business objectives |Fixed Costs | |
| |Why businesses set objectives |Variable Costs | |
| |Measurement and importance of profit |Total Costs | |
| | | | |
| | | | |
| |3.1.2 Understanding different business forms |Different forms of business include: |A piece of cake – Starter activity on private limited companies |
|5 | |Sole traders |
| |Reasons for choosing different forms of business and |Private and Public Limited Companies |ited-companies |
| |for changing business form |Private and Public Sector organisations | |
| |The role of shareholders and why they invest |Non-profit organisations such as charities and |Dotty Share Prices – Paired activity to consolidate the teaching and |
| |Influence on share price and the significance of share |mutual |learning of share prices |
| |price changes | | |
| |The effects of ownership on mission, objectives, |Issues with different forms of business |Playing Footsie – Group activity on market capitalisation and index |
| |decisions and performance |include: |numbers |
| | |Unlimited and limited liability | |
| | |Ordinary share capital | |
| | |Market capitalisation | |
| | |Dividends | |
| |3.1.3 Understanding that businesses operate within an |Factors influencing costs and demand to include|What affects demand for a product? |
|3 |external environment |the effect of: |
| | |Competition |r-a-product |
| |How the external environment can affect costs and |Market Conditions | |
| |demand |Incomes |Revenue and demand – Revision presentation |
| | |Interest rates |
| | |Demographic factors |esentation |
| | |Environmental issues and fair trade | |
| |3.2 Managers, leadership and decision making |The role of managers should include: |Management and leadership spectrum activity – Group activity |
|3 | |Setting objectives | |
| |3.2.1 Understanding management, leadership and decision|Analysing |What is the continuum of leadership? |
| |making |Leading |
| | |Making decisions |ip |
| |What managers do |Reviewing | |
| |Types of management and leadership styles and | |Blake Mouton interactive PPT |
| |influences on these | | |
| |The effectiveness of different styles of management and|Theories of management and leadership styles |Blake Mouton Managerial Grid questionnaire |
| |leadership |should include: | |
| | |The Tannenbaum Schmidt continuum |Video – What I call a proper boss |
| | |The Blake Mouton Grid | |
| | | |Tannenbaum Schmidt – Interactive PPT |
| |3.2.2 Understanding decision making |Scientific decision making should include |Banana Moon – Activity on decision trees |
|4 | |understanding and interpreting decision trees | |
| |The value of decision making based on data (scientific |and calculating expected value and net gains. |Appleton Farm – Exam style case study on decision trees |
| |decision making) and on intuition | | |
| |The use and value of decision trees in decision making |Decision making to include an understanding of:|Decision making and decision tree worksheet |
| |Influences on decision making |• Risks | |
| | |•Rewards | |
| | |•Uncertainty | |
| | |•Opportunity cost. | |
| | | | |
| | |Influences on decision making to include: | |
| | |•Mission | |
| | |•Objectives | |
| | |•Ethics | |
| | |•The external environment including competition| |
| | |•Resource constraints. | |
| |3.2.3 The role and importance of stakeholders |Stakeholder mapping: stakeholder power and |Stakeholders – Introduction |
|3 | |interest. | |
| |The need to consider stakeholder needs when making | | |
| |decisions |Managing the relationship with different |Stakeholders – Every little helps |
| |Stakeholder needs and the possible overlap and |stakeholders includes communication and | |
| |conflict of these needs |consultation. | |
| |Influences on the relationship with stakeholders | |Video – An introduction to stakeholders |
| |How to manage the relationship with different | |
| |stakeholders | |eholders |
| |3.3 Decision making to improve marketing performance |Marketing objectives include: |Marketing objectives |
| | |•Sales volume and sales value | |
|1 |3.3.1 Setting marketing objectives |•Market size | |
| |The value of setting marketing objectives |•Market and sales growth |Marketing objectives – Revision presentation |
| |External and internal influences on marketing |•Market share |
| |objectives and decisions |•Brand loyalty. |resentation |
| | | | |
| |3.3.2 Understanding markets and customers |Marketing research should include: |What is quantitative market research? |
|8 |The value of primary and secondary marketing research |•Qualitative and quantitative data |
| |The value of sampling |•Market mapping. |rch |
| |The interpretation of marketing data | | |
| |The value of technology in gathering and analysing data|You should be able to calculate market and |What is qualitative market research? |
| |for marketing decision making |sales growth, market share and size. |
| |The interpretation of price and income elasticity of | |ch |
| |demand data |Interpretation of marketing data should | |
| |The value of the concepts of price and income |include: |Income Elasticity Spectrum – Group Activity |
| |elasticity of demand to make marketing decisions |•Positive and negative correlation and | |
| |The use of data in marketing decision making and |an understanding of the strength of the |Price elasticity of demand |
| |planning |relationship | |
| | |•Understanding the concept of confidence | |
| | |intervals |Video – Big Data in Retail |
| | |•Understanding extrapolation. | |
| | | |Market size, growth and share – Revision video |
| | |Students should be able to interpret price and | |
| | |income elasticity of demand data and be able to| |
| | |analyse the impact of changes in price and | |
| | |income on revenue (they do not need to be able | |
| | |to calculate these). | |
| |3.3.3 Making marketing decisions: segmenting, |Segmentation methods include: |Market segmentation |
|2 |targeting, positioning |•Demographic | |
| |The process and value of segmentation, targeting and |•Geographic | |
| |positioning |•Income |What is market segmentation? |
| |Influences on choosing a target market and positioning |•Behavioural segmentation. | |
| | | | |
| | |Targeting may include niche and mass marketing | |
| |3.3.4 Making marketing decisions: using the marketing |The marketing mix should be considered |Marketing and the 7p’s – CIM article |
|8 |mix |for goods and services, both industrial and | |
| |The elements of the marketing mix (7p’s) |consumer |Product portfolios – Revision presentation |
| |The influences on and effects of changes in the | |
| |elements of the marketing mix |Types of consumer goods considered should |sentation |
| |Product decisions |include convenience, shopping and specialty | |
| |Pricing decisions |products. |The product lifecycle |
| |Decisions about the promotional mix | | |
| |Distribution (place) decisions |Product decisions should include: | |
| |Decisions relating to other elements of the marketing |•The value of product portfolio analysis and | |
| |mix: people, process and physical environment |the Boston Matrix | |
| |The importance of an influences on an integrated |•The value of the product life cycle model | |
| |marketing mix |including extension strategies |Factors to consider when setting a price |
| |Understanding the value of digital marketing and |•Influences on and the value of new product |
| |e-commerce |development. |n-setting-price |
| | | | |
| | |Pricing decisions should include penetration |Penetration pricing |
| | |and price skimming | |
| | | | |
| | |Promotional decisions should include the value | |
| | |of branding |Price skimming |
| | | | |
| | |Distribution channels should include | |
| | |multi-channel distribution | |
| | | | |
| | |Influences on an integrated marketing mix | |
| | |include: | |
| | |•The position in the product life cycle | |
| | |•The Boston Matrix | |
| | |•The type of product | |
| | |•Marketing objectives | |
| | |•The target market | |
| | |•Competition | |
| | |•Positioning | |
| |3.4 Decision making to improve operational performance |Operational objectives include: |Operational objectives |
| | |•Costs | |
|1 |3.4.1 Setting operational objectives |•Quality | |
| |The value of setting operational objectives |•Speed of response and flexibility |Operational objectives – Revision presentation |
| |External and internal influences on operational |•Dependability |
| |objectives and decisions |•Environmental objectives |jectives |
| | |•Added value | |
| |3.4.2 Analysing operational performance |Students should be able to calculate: |Labour productivity |
|2 |Interpretation of operations data |•Labour productivity | |
| |Calculation of operations data |•Unit costs (average costs) | |
| |The use of data in operational decision making and |•Capacity |Capacity utlisation |
| |planning |•Capacity utilisation. | |
| | | | |
| |3.4.3 Making operational decisions to improve |Lean production should include ‘Just in Time’ |Lean production – Revision presentation |
|6 |performance: increasing efficiency and productivity |operations |
| |The importance of capacity | |tation |
| |The importance of efficiency and labour productivity |The mix of resources should include an | |
| |How to increase efficiency and labour productivity |understanding of labour and capital intensive |Just in time (and Kaizen) video |
| |The benefits and difficulties of lean production |processes |
| |Difficulties increasing efficiency and labour | |-kaizen |
| |productivity | | |
| |How to choose the optimal mix of resources | |Just in time |
| |How to utilise capacity efficiently | | |
| |How to use technology to improve operational efficiency| | |
| | | | |
| | | | |
| |3.4.4 Making operational decisions to improve |Methods of improving quality should include |Quality |
|3 |performance: improving quality |quality assurance | |
| |The importance of quality | | |
| |Methods of improving quality | |Costs of poor quality |
| |The benefits and difficulties of improving quality | | |
| |The consequences of poor quality | | |
| | | | |
| |3.4.5 Making operational decisions to improve |An understanding of flexibility should include |The star challenge – group activity on inventory control |
|5 |performance: managing inventory and supply chains |mass customisation | |
| |Ways and value of improving flexibility, speed of | |Outsourcing |
| |response and dependability |Ways of matching supply to demand include: | |
| |How to manage supply to match demand and the value of |Outsourcing | |
| |doing so |Temporary and part time employees |Working with suppliers |
| |Influences on and the amount of inventory held |Producing to order |
| |Influences on the choice of suppliers | |-presentation |
| |How to manage the supply chain effectively and |Inventory control should include: | |
| |efficiently and the value of this |Interpreting inventory control charts | |
| |The value of outsourcing |Lead time | |
| | |Re-order levels | |
| | |Buffer level of inventory | |
| | |Re-order quantities | |
| |3.5 Decision making to improve financial performance |Financial objectives to include: |Internal and external influences on financial objectives |
| | |•The concept of a return on investment |
| |3.5.1 Setting financial objectives |•An understanding of the proportion of |s-on-financial-objectives |
|3 |The value of financial objectives |long-term funding that is debt. | |
| |The distinction between cash flow and profit | |Profit and cash flow – What’s the difference? |
| |The distinction between gross profit, operating profit | | |
| |and profit for the year | | |
| |Revenue, costs and profit objectives | | |
| |Cash flow objectives | | |
| |Objectives for investment | | |
| |Capital structure objectives | | |
| |External and internal influences on financial | | |
| |objectives and decisions | | |
| |3.5.2 Analysing financial performance |Analysing budgets should include variance |Budgets – Introduction |
|8 |How to construct and analyse budgets and cash flow |analysis and adverse and favourable variances | |
| |forecasts |Break-even analysis should include: | |
| |The value of budgeting |•Break-even output |Variance analysis – Revision video |
| |How to construct and interpret break-even charts |•Margin of safety | |
| |How to calculate and illustrate on a break-even chart |•Contribution per unit | |
| |the effects of changes in price, output and cost |•Total contribution. |Break-even analysis – Introduction |
| |The value of break-even analysis | |
| |How to analyse profitability |Analysing profitability should include the |k-even-analysis |
| |How to analyse timings of cash inflows and outflows |following ratio analysis: | |
| |The use of data for financial decision making and |•Gross profit |Profitability ratios – Revision presentation |
| |planning |•Profit from operations |
| | |•Profit for the year. |resentation |
| | | | |
| | |Analysing timings of cash flow should include | |
| | |an understanding of payables and receivables. | |
| |3.5.3 Making financial decisions: sources of finance |Sources of finance should include: |Bank loans |
|5 |Internal and external sources of finance |•Debt factoring | |
| |Advantages and disadvantages of different sources of |•Overdrafts | |
| |finance for short and long term uses |•Retained profits |Overdrafts |
| | |•Share capital |
| | |•Loans |ft |
| | |•Venture capital. | |
| | | |Venture capital |
| | | | |
| | | | |
| |3.5.4 Making financial decisions: improving cash flow |Students should be able to assess ways of |Cash flow forecasting |
|3 |and profits |improving cash flow |
| |Methods of improving cash flow | |tartup |
| |Methods of improving profits and profitability |Students should be able to assess ways of | |
| |Difficulties improving cash flow and profit |improving profitability |Improving cash flow – Revision quiz |
| | | | |
| |3.6 Decision making to improve human resource |Human resource objectives include: |HRM objectives – Revision objectives |
|2 |performance |•Employee engagement and involvement |
| | |•Talent development |evision-presentation |
| |3.6.1 Setting human resource objectives |•Training | |
| |The value of setting human resource objectives |•Diversity |HRM objectives and influences |
| |Internal and external influences on human resource |•Alignment of values | |
| |objectives and decisions |•Number, skills and location of employees | |
| |3.6.2 Analysing human resource performance |Students should be able to calculate and |Labour productivity |
|3 |Calculating and interpreting human resource data |interpret: | |
| |The use of data for human resource decision making and |•Labour turnover and retention rates | |
| |planning |•Labour productivity |Workforce effectiveness – Revision presentation |
| | |•Employee costs as percentage of turnover |
| | |• Labour cost per unit. |ent-revision-presentation |
| |3.6.3 Making human resource decisions: improving |Job design to include Hackman and Oldham’s |Organisational and job design worksheet |
|6 |organisational design and managing the human resource |model | |
| |flow | |Delegation |
| |Influences on job design |Decisions relating to organisational design | |
| |Influences on organisational design |include: | |
| |Influences on delegation, centralisation and |•Authority | |
| |decentralisation |•Span |Centralised versus decentralised |
| |The value of changing job and organisational design |•Hierarchy |
| |How managing the human resource flow helps meet human |•Delegation |d-structures |
| |resource objectives |•Centralisation and decentralisation | |
| | | |Improving organisational structure |
| | |Human resource flow to include: | |
| | |•Human resource plan | |
| | |•Recruitment | |
| | |•Training | |
| | |•Redeployment | |
| | |•Redundancy | |
| |3.6.4 Making human resource decisions: improving |Theories of motivation should include Taylor, |How important is pay as a motivator? |
|4 |motivation and engagement |Maslow and Herzberg | |
| |The benefits of motivated and engaged employees | | |
| |How to improve employee engagement and motivation |Financial methods of motivation should include:| |
| |The value of theories of motivation |•Piece rate |Taylor – Scientific Management |
| |The use of financial methods of motivation |•Commission |
| |The use of non-financial methods of motivating |•Salary schemes |nagement |
| |employees |•Performance-related pay. | |
| |Influences on the choice and assessment of the | |Maslow – Hierarchy of Needs |
| |effectiveness of financial and non-financial reward | |
| |systems | |needs |
| | | | |
| | | |Video – Jumping for the Jellybeans (Part 1) |
| | | | |
| | | | |
| | | |Video – Jumping for the Jellybeans (Part 2) |
| | | | |
| | | | |
| | | |Performance Related Pay |
| | | | |
| | | | |
| |3.6.5 Making human resource decisions: improving |Employee representation methods to include |Employer- Employee Relations – Revision presentation |
|3 |employer-employee relations |trade unions and works councils. |
| |Influences on the extent and methods of employee | |tions |
| |involvement in decision making | | |
| |How to manage and improve employer-employee | |Strikebreakers – Starter video on trade unions and industrial action |
| |communications and relations | |
| |Value of good employer-employee relations | |loyer-employee-relations |
| | | | |
| | | |Employee relations and trade unions |
| | | |
| | | |ions-trade-unions |
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