MEDIUM TERM PLAN – TOPIC__ _A2 Objectives and Strategies_____________________________
Less
on
No.
Learning Objectives
Activities and Resources
Differentiated
as necessary
.
Decision trees
(remembering to
encourage
understanding that
risk must be
assessed, not
avoided)
Teacher talk introducing the
concept
Discussion of the features of DT
A
Notes – simple decision tree, go
through as a group
Practical B1 – B2
B
Continue with practical activities
Teacher talk
Notes– use of and limitations of….
C/D
Learning Outcomes
(Differentiated;
All/Most/Some)
A. Describe the uses of
decision trees
B. Use decision trees to explain
the appropriate course of
action given probabilities and
expected values/costs
C. Evaluate the use of decision
trees
Describe the limitations of this
model
Ass
ess
men
t
and
Hom
ewo
rk
ICT/ Literacy
Numeracy
/SMSC/
Citizenship
Business Studies, Marcouse et al,
Unit 83, especially exercises B1 3
Objectives & Strategy Resource
Pack, G Coates, A2 Unit 7
(especially for new teachers)
Business Review April 2002
Hall (2nd ed) Unit 11 Q1 pg92, Q3
pg 95, Crystal Holdings PLC pg 96
Business Case Studies 3rd Edn
Cases 72 & 93
AQA Papers: June 1997 & 2000 P2
and June 2001 Unit 6
Impact on firms of
a change in size
Teacher talk and discussion Q &
A A
Students form notes
A. Explain why growth is a
business objective
 Economies of scale
 Market power
Financing growth;
over-trading
Students work in small groups to
identify and explain the problems
of growth. Students feedback to
group.
HW Write up group work task
B
Introduce the need for financing
growth with discussion
Teacher talk on types of internal
sources of finance
Students form notes
Teacher talk on external sources…
Students form notes
Q & A session
C/D
Teacher led discussion of why
planning… and the problems faced
if planning is not apparent
 Survival
 Management status
B. Identify the problems of
growth
 Financial – cash flow &
gearing
 Managerial
 Operational
C. Explain the internal sources
 Trading profit
 Working capital
 Asset sales
D. Explain the external sources
 Ordinary share capital
 Loan capital – bank loans,
overdrafts & debentures,
venture capital
E. Explain the importance of
planning , forecasting to
avoid overtrading
F. Define & explain overtrading
G. Explain the significance of
liquidity to a business
H. Analyse the problems
E/F/G
Definitions of key terms``
Notes
associated with growth
 Production
Staff
Business Studies, Marcouse et al,
Teacher talk
Notes
Management
reorganisation
during growth
Teacher talk
Notes
Retrenchment
HW: Case Study “Question 6
Growing Pains” A/B/C
Objectives & Strategy Resource
Pack, G Coates, A2 Unit 2
Business Case Studies 3rd Edn
Case 55, 62
Objectives & Strategy Resource
A. Explain the problem of
adjustment from boss to
manager
 Delegation
 Loss of control
 Staff moral/motivation
B. Analyse the change in
management structure
 Increased layers of
management
 Increased reliance on others
to operate effectively
 Problems of communication
 Motivation of staff
C Assess the potential for loss
of control
Private to public
company
National to
international &
multinational
organisation
Pack, G Coates, A2 Unit 3
Business Studies, Marcouse et al,
see Table on Page 552
Business Case Studies 3rd Edn
Case 74 & 99
Business Review April 2001 Why
Companies Choose to Shrink
Discuss and identify problems
(public…private) A
Notes
Teacher talk on becoming an
international company
Q&A B
Definitions and introduction to
retrenchment
Teacher talk
Explanation of the reasons for… C
Students to work on brainstorm of
reasons for and against
retrenchment for wall display
(presentation)
Business Case Studies 3rd Edn
Case 74, 85
A. Evaluate the decision to
convert from private to
public
 Keeping business private
 Costs of transition
 Economies/diseconomies of
scale
B. Analyse the
problems/benefits of
becoming an international
company
 Understanding of the local
market
 Problems of control D.O.S
 Differences in culture
 New markets
 E.O.S
Business Studies, Marcouse et al,
Unit 79, including exercises B1 &
B2
Business Case Studies 3rd Edn
Case 90
Takeovers and
C. Define & explain
retrenchment
D. Explain the reasons for &
types of
rationalisation/retrenchmen
t
E. Describe the advantages of
retrenchment
 Reduction in costs
 Improved communication
 Streamline for future
growth
 Increase capacity utilisation
 Motivation for remaining
staff – increase in
responsibility
F. Describe the problems of
retrenchment
 Demotivation of staff
 Increased workload
Loss of skills
Teacher talk, definitions and notes A. Define & explain mergers &
A
takeovers & Reverse
mergers
B.
Discussion of the reasons for… and
a discussion of advantages and
disdvantages
Q&A
B/C/D
Students to write up notes
C.
Definitions and explanations E/F
D.
HW: Case Study 83 “Chocolate
Soldiers – The Rowntree
E.
Takeover”
F.
Management Buy-
Takeovers (Hostile/friendly)
Analyse the reasons for
vertical, horizontal, lateral &
conglomerate integration inc
asset stripping
Analyse the advantages &
disadvantage of each type
Explain how integration can
be financed
Explain & define demerger
Explain why some firms may
wish to demerge
Barratt & Mottershead: Business
Studies, Unit 5
Business Studies, Marcouse et al,
Unit 80, including exercises B1 &
B2
Business Case Studies 3rd Edn
Cases 91
AQA Paper 2 (not Unit 2) January
2002
Hall (2nd ed) Unit 101: BP Amco
case pg 725
Teacher talk and discussion
G. Define management buy-out
Outs
Students form notes from class
discussion
Application of theory “Venturing
for Growth” A/B/C/D
Business Studies, Marcouse et al,
Unit 80.5
AEB Exam Paper 2 June 1999
Mission &
organisational
culture
Purpose and doubts
about mission
statements
Times 100 ‘3I’
Teacher talk – definitions
Using an example (Body Shop)
look at the parts that make up a
mission statement B
Class discussion of why mission
statements are required A
Students to write school mission
statement and present ideas to
group B
H. Explain why management
buy-outs occur
 Privatisation
 Restructuring
 Alternative to closure
 Unloading loss making
division
I. Analyse the advantages &
disadvantages of
management buy-outs
Explain the difference between
a buy-out & a buy-in
J.
A.
Define and explain the
purpose of a mission
statement
B. Explain how a mission
statement is formulated and
describe the content of a
mission statement
C. Evaluate the need for a
Problems in changing
a firm’s culture
Teacher talk – definitions
Notes
Brainstorm the different types of
culture
Write up types of culture using
article as a guide F
HW Question ‘Discuss whether
managers can change business
culture’
Class discussion of limitations of …
H
Students to analyse the aims of..
Write up notes I
Business Studies, Marcouse et al,
Unit 81, including exercises B1 &
B2 (section 81.8 plus exercise B2
help develop a critical approach to
mission statements)
D.
E.
F.
G.




H.
mission statement
Explain the factors that will
make a mission statement
more effective
Define business culture
Analyse the factors that
shape the culture of an
organisation
Explain the different types
of culture
Power culture
Role culture
Task culture
Person culture
Describe the limitations of a
mission statement
A Analyse the aims of a given
organisation
Objectives & Strategy Resource
Pack, G Coates, A2 Unit 5
Business Case Studies 3rd Edn
Case 85 (Body Shop)
Decision-making
models: scientific
decision making
model (and
assessing hunch v
‘science’)
Business Review Sept 1999
Business Culture & Management
AEB Exam Paper 2 June 2001
Teacher talk
Notes – identify how companies
select strategies
Q & A A/B
Objectives & Strategy Resource
Pack, G Coates, A2 Unit 6
Business Case Studies 3rd Edn
Case 10 (just Qs 2,5 & 6), 89 (Q4
only)
A. Explain the decision making
process
B. Explain the process of
scientific decision making
C. Explain the criteria for
successful decision making
 Clear objectives
 Use of relevant data
 Effective analysis of data
 Easily implemented
D. Describe the drawbacks of
the above approach
E. Explain the Ansoff Matrix
as a model for decision
making
Explain the 4 possible
Corporate plans and
strategy; (if you
have time, Porter’s
5 Forces are worth
teaching)
Ansoff’s matrix
Teacher talk Q & A
A
Brainstorm external audits B
Students form notes
Introduce PEST-G C
Discuss the internal audit and
identify the difference between
strategic and tactical D/E
HW Case Study ‘BskyB’
C
Business Studies, Marcouse et al,
Unit 82, including exercises B1,B2
Hall (2nd ed) pg 196 case
Barratt & Mottershead: Business
Studies, Unit 7
Business Review Feb 1999 & Sept
2001 Business Strategy: First
Mover Advantage
Business Case Studies 3rd Edn
Case 99 (Xerox, esp Qs 2 & 5)
strategies in the model and
assess its usefulness as a
decision making tool.
B Explain the purpose of an
internal & external audit in
strategic analysis.
C. Explain the areas covered by
an external audit
 General business & economic
conditions
Conditions within specific
 markets
 Nature of competition
D. Analyse how PEST-G analysis
can be used to analyse
business & economic
conditions
E. Explain the factors covered
by an internal audit
A. Explain the difference
between strategic &
tactical/operational decisions
Risk assessment and
contingency planning
AEB Exam Paper 2 June 1998
Business Case Studies 3rd Edn
Cases 73, 92 (Nokia) & 95 (Sony)
Business Review Nov 2001
Business Strategy: Ansoff
Business Review Sept 1998
Unit 84/85 (extra reading)
Teacher talk and definitions
Students to complete a table of
internal & external crises
Discussion of contingency planning
Q & A A/B/C
Teacher talk detailing the
management of crises
Students formulate notes
Group discussion on the use and
limitations of contingency planning
E/F/G
A. Define crisis management
B. Identify & describe
different forms of crisis
(internal & external)
C. Define contingency planning
D. Explain the 5 stage process
 Recognition
 Catalogue possible crisis
 Analyse responses
 Formulate plan & identify
resources
 Test
E. Explain the criteria for
effective contingency plans
F. Explain the situations where
contingency planning is less
likely to work
Revision of
objectives and
strategy
(If time) Porter’s
Generic Strategies
Case Study practice
HW Essay No 3 p86
Business Studies, Marcouse et al,
Unit 86, including exercises B1 &
B2
Business Review Nov 1996 Wise
Before The Event; Sept 1999
Mercedes A Class
AEB Exam Paper 2 June 2000
All too many articles following on
from Sept 11th 2001 (stories
especially worth tracking: British
Airways and Whitbread (Marriott
Hotels
Jewell: Integrated Business
Studies 4th Edn. Ch 48
Business Case Studies 3rd Edn
Case 83
Business Studies, Marcouse et al,
Unit 85
Objectives & Strategy Resource
Pack, G Coates, A2 Unit 8
Business Review April 2002
Business Strategy: Porter
Business Case Studies 3rd Edn
A. Evaluate the usefulness of
contingency planning – cost
implications
on objectives and
strategy
Coping with (or
thriving on) change
Revision
Cases 86 (Chessington)
Business Review Feb 2002
Business Strategy: Strategic
failure at Marconi
Business Review Nov 1997:
Managing Change at Guinness
Barratt & Mottershead: Business
Studies, Unit 55
Business Review Crosswords: Feb
& April 2001; April 2002
Revision A - Zs Feb & April
2000; Feb 2002
A-Z Business Studies Workbook:
for students to test themselves on
13 relevant sets of Brainteaserstyle questions, plus an A2 Obj &
Strat revision set.
Business Case Studies 3rd Edn
Case 88
Creative Learning Software:
Revision disk on Objectives &
Strategy (Qs by Andrew Gillespie)
Paper 2 Summer 1998
Paper 2 Summer 1997
B1 Data Response Unit 87
Less
on
No.
Learning
Objectives
Activities and Resources
Differentiated
as necessary
Learning
Outcomes
(Differentiated;
All/Most/Some)
Assessment
and
Homework
ICT/ Literacy
Numeracy /SMSC/
Citizenship contribution