Northlakes High School
HSIE
Student Booklet
HSC
Business Studies
2014-15
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Contents
Northlakes HSC Scope and Sequence............................................3
Assessment Task Schedule.............................................................4
Course Objectives and Outcomes...................................................5
Course Overview and Content ........................................................6
Summary of external and internal HSC assessment.....................14
HSC examination specifications.....................................................14
Performance Band Descriptors.......................................................15
Subject Glossary............................................................................N/A
Directive Verb Glossary...................................................................16
Websites..........................................................................................17
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NORTHLAKES HIGH SCHOOL
YEAR 12 HSC – Business studies
YEARLY PLANNER 2014/15
Term 4: Tuesday 7/10/12 – Friday 18/12/12
Week 1
Week 2
Week 3
Week 4
7/10
13/10
20/10
Week 5
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
311
10/11
17/11
24/11
1/12
8/12
15/12
27/10
Assess
Task
#1
Marketing
Week1
27/1
Week 2
2/2
Week 3
9/2
Week 4
16/2
Week 5
23/2
Week 6
2/3
Week 7
9/3
Week 8
16/3
Finance
Finance
Feedback
kgWeek 10
Week 9
23/3
30/3
Assess
Task
Operations
#2
Feedback
Week 1
20/4
Week 2
Week 3
27/4
Week 4
Week 5
Week 6
Week 7
Week 8
Week 9
11/5
18/5
25/5
1/6
8/6
15/6
4/5
Human Resources
Operations
Week 1 Week 2 Week 3 Week 4
13/7
HR
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20/7
27/7
3/8
TRIAL HSC
AssessTask 4
Assess
Task
#3
Week 10
22/6
Human Resources
Week 5
Week 6
Week 7
Week 8
Week 9
Week 10
10/8
17/8
24/8
31/8
7/9
14/9
FEEDBACK
REVISION
REVISION REVISION REVISION REVISION REVISION
Assessment schedule
BUSINESS STUDIES - 2 UNIT
Higher School Certificate 2015
Task 1
Week: 10
Term: 4, 2014
Marketing Test:
Structured
Short Answer
Task 2
Week: 9
Term: 1, 2015
Financial
Stimulus
Activity
Task 3
Week: 8
Term: 2, 2015
Report/
Casestudy
Task 4
Week: 3/4
Term: 3, 2015
Trial HSC
Components
Weighting
Knowledge &
Understanding
40%
Stimulus-based skills
20%
Inquiry and Research
20%
20%
Communication
20%
10%
10%
TOTAL MARKS:
100%
Outcomes
20%
20%
20%
20%
20%
30%
30%
H3, H5, H6
H4, H7, H9, H10
H2, H8
H1, H3, H6, H10
Outcomes
H1
Critically analyses the role of business in Australia and globally
H2
Evaluates management strategies in response to changes in internal and external influences
H3
Discusses the social and ethical responsibilities of management
H4
Analyses business functions and processes in large and global businesses
H5
Explains management strategies and their impact on businesses
H6
Evaluates the effectiveness of management in the performance of business
H7
Plans and conducts investigations into contemporary business issues
H8
Organises and evaluates information for actual and hypothetical business situations
H9
Communicates business information, issues and concepts in appropriate formats
H10
Applies mathematical concepts appropriately in business situations
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Objectives and Outcomes
Objectives: The student
develops knowledge and
understanding about:
HSC outcomes
The nature, role and structure of H1
business
Internal and external influences H2
on business
Critically analyses the role of business in
Australia and globally
Evaluates management strategies in response
to changes in internal and external influences
The student:
H3
Discusses the social and ethical responsibilities
of management
Analyses business functions and processes in
large and global businesses
The functions and processes of
business activity
H4
Management strategies and
their effectiveness
H5
Explains management strategies and their
impact on businesses
H6
Evaluates the effectiveness of management in
the performance of business
The student develops skills to:
investigate, synthesise and
H7
evaluate contemporary business H8
issues and hypothetical and
actual business situations
communicate business
information and issues using
appropriate formats
apply mathematical concepts
appropriate to business
situations
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Plans and conducts investigations into
contemporary business issues
Organises and evaluates information for actual
and hypothetical business situations
H9
Communicates business information, issues
and concepts in appropriate formats
H10
Applies mathematical concepts appropriately in
business situations
HSC Course Overview
HSC course structure (120 indicative hours)
Topic
Indicative
hours
% of course
time
Operations
30
25
Marketing
30
25
Finance
30
25
Human resources
30
25
Content: HSC Course
10.1 HSC topic: Operations
25% of indicative time
The focus of this topic is the strategies for effective operations management in large
businesses.
Outcomes
The student:
H1 critically analyses the role of business in Australia and globally
H2 evaluates management strategies in response to changes in internal and external influences
H3 discusses the social and ethical responsibilities of management
H4 analyses business functions and processes in large and global businesses
H5 explains management strategies and their impact on businesses
H6 evaluates the effectiveness of management in the performance of businesses
H7 plans and conducts investigations into contemporary business issues
H8 organises and evaluates information for actual and hypothetical business situations
H9 communicates business information, issues and concepts in appropriate formats
Content
Students learn to:
examine contemporary business issues to:
 discuss the balance between cost and quality in operations strategy
 examine the impact of globalisation on operations strategy
 identify the breadth of government policies that affect operations management
 explain why corporate social responsibility is a key concern in operations management
investigate aspects of business using hypothetical situations and actual business case studies to:
 describe the features of operations management for businesses in a tertiary industry
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


assess the relationship between operations and the other key business functions in two actual
businesses
explain how operations strategy can help a business sustain its competitive advantage
recommend possible operations strategies for one hypothetical business
Students learn about:
role of operations management
 strategic role of operations management – cost leadership, good/service differentiation
 goods and/or services in different industries
 interdependence with other key business functions
influences
 globalisation, technology, quality expectations, cost-based competition, government policies, legal
regulation, environmental sustainability
 corporate social responsibility
– the difference between legal compliance and ethical responsibility
– environmental sustainability and social responsibility
operations processes
 inputs
– transformed resources (materials, information, customers)
– transforming resources (human resources, facilities)
 transformation processes
– the influence of volume, variety, variation in demand and visibility (customer contact)
– sequencing and scheduling – Gantt charts, critical path analysis
– technology, task design and process layout
– monitoring, control and improvement
 outputs
– customer service
– warranties
operations strategies
 performance objectives – quality, speed, dependability, flexibility, customisation, cost
 new product or service design and development
 supply chain management – logistics, e-commerce, global sourcing
 outsourcing – advantages and disadvantages
 technology – leading edge, established
 inventory management – advantages and disadvantages of holding stock, LIFO (last-in-first-out),
FIFO (first-in-first-out), JIT (just-in-time)
 quality management
– control
– assurance
– improvement
 overcoming resistance to change – financial costs, purchasing new equipment, redundancy
payments, retraining, reorganising plant layout, inertia
 global factors – global sourcing, economies of scale, scanning and learning, research and
development
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10.2 HSC topic: Marketing
25% of indicative time
The focus of this topic is the main elements involved in the development and
implementation of successful marketing strategies.
Outcomes
The student:
H1 critically analyses the role of business in Australia and globally
H2 evaluates management strategies in response to changes in internal and external influences
H3 discusses the social and ethical responsibilities of management
H4 analyses business functions and processes in large and global businesses
H5 explains management strategies and their impact on businesses
H6 evaluates the effectiveness of management in the performance of businesses
H7 plans and conducts investigations into contemporary business issues
H8 organises and evaluates information for actual and hypothetical business situations
H9 communicates business information, issues and concepts in appropriate formats
H10 applies mathematical concepts appropriately in business situations
Content
Students learn to:
examine contemporary business issues to:
 explain why goods and/or services are central to both marketing and operations
 examine why ethical behaviour and government regulation are important in marketing
 assess why a mix of promotional strategies is important in the marketing of goods and services
investigate aspects of business using hypothetical situations and actual business case studies to:
 evaluate the marketing strategies for a good or service
 analyse a marketing plan for a business
 explain how globalisation has affected marketing management
Students learn about:
role of marketing
 strategic role of marketing goods and services
 interdependence with other key business functions
 production, selling, marketing approaches
 types of markets – resource, industrial, intermediate, consumer, mass, niche
influences on marketing
 factors influencing customer choice – psychological, sociocultural, economic, government
 consumer laws
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
– deceptive and misleading advertising
– price discrimination
– implied conditions
– warranties
ethical – truth, accuracy and good taste in advertising, products that may damage health, engaging
in fair competition, sugging
marketing process
 situational analysis – SWOT, product life cycle
 market research
 establishing market objectives
 identifying target markets
 developing marketing strategies
 implementation, monitoring and controlling – developing a financial forecast; comparing actual and
planned results, revising the marketing strategy
marketing strategies
 market segmentation, product/service differentiation and positioning
 products – goods and/or services
– branding
– packaging
 price including pricing methods – cost, market, competition-based
– pricing strategies – skimming, penetration, loss leaders, price points
– price and quality interaction
 promotion
– elements of the promotion mix – advertising, personal selling and relationship marketing, sales
promotions, publicity and public relations
– the communication process – opinion leaders, word of mouth
 place/distribution
– distribution channels
– channel choice – intensive, selective, exclusive
– physical distribution issues – transport, warehousing, inventory
 people, processes and physical evidence
 e-marketing
 global marketing
– global branding
– standardisation
– customisation
– global pricing
– competitive positioning
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10.3 HSC topic: Finance
25% of indicative time
The focus of this topic is the role of interpreting financial information in the
planning and management of a business.
Outcomes
The student:
H2 evaluates management strategies in response to changes in internal and external influences
H3 discusses the social and ethical responsibilities of management
H4 analyses business functions and processes in large and global businesses
H5 explains management strategies and their impact on businesses
H6 evaluates the effectiveness of management in the performance of businesses
H7 plans and conducts investigations into contemporary business issues
H8 organises and evaluates information for actual and hypothetical business situations
H9 communicates business information, issues and concepts in appropriate formats
H10 applies mathematical concepts appropriately in business situations
Content
Students learn to:
examine contemporary business issues to:
 explain potential conflicts between short-term and long-term financial objectives
 analyse the influence of government and the global market on financial management
 identify the limitations of financial reporting
 compare the risks involved in domestic and global financial transactions
investigate aspects of business using hypothetical situations and actual business case studies to:
 calculate key financial ratios
 assess business performance using comparative ratio analysis
 recommend strategies to improve financial performance
 examine ethical financial reporting practices
Students learn about:
role of financial management
 strategic role of financial management
 objectives of financial management
– profitability, growth, efficiency, liquidity, solvency
– short-term and long-term
 interdependence with other key business functions
influences on financial management
 internal sources of finance – retained profits
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



external sources of finance
– debt – short-term borrowing (overdraft, commercial bills, factoring), long-term borrowing
(mortgage, debentures, unsecured notes, leasing)
– equity – ordinary shares (new issues, rights issues, placements, share purchase plans), private
equity
financial institutions – banks, investment banks, finance companies, superannuation funds, life
insurance companies, unit trusts and the Australian Securities Exchange
influence of government – Australian Securities and Investments Commission, company taxation
global market influences – economic outlook, availability of funds, interest rates
processes of financial management
 planning and implementing – financial needs, budgets, record systems, financial risks, financial
controls
– debt and equity financing – advantages and disadvantages of each
– matching the terms and source of finance to business purpose
 monitoring and controlling – cash flow statement, income statement, balance sheet
 financial ratios
– liquidity – current ratio (current assets ÷ current liabilities)
– gearing – debt to equity ratio (total liabilities ÷ total equity)
– profitability – gross profit ratio (gross profit ÷ sales); net profit ratio (net profit ÷ sales); return on
equity ratio (net profit ÷ total equity)
– efficiency – expense ratio (total expenses ÷ sales), accounts receivable turnover ratio (sales ÷
accounts receivable)
– comparative ratio analysis – over different time periods, against standards, with similar
businesses
 limitations of financial reports – normalised earnings, capitalising expenses, valuing assets, timing
issues, debt repayments, notes to the financial statements
 ethical issues related to financial reports
financial management strategies
 cash flow management
– cash flow statements
– distribution of payments, discounts for early payment, factoring
 working capital management
– control of current assets – cash, receivables, inventories
– control of current liabilities – payables, loans, overdrafts
– strategies – leasing, sale and lease back
 profitability management
– cost controls – fixed and variable, cost centres, expense minimisation
– revenue controls – marketing objectives
 global financial management
– exchange rates
– interest rates
– methods of international payment – payment in advance, letter of credit, clean payment, bill of
exchange
– hedging
– derivatives
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10.4 HSC topic: Human resources
25% of indicative time
The focus of this topic is the contribution of human resource management to
business performance.
Outcomes
The student:
H2 evaluates management strategies in response to changes in internal and external influences
H3 discusses the social and ethical responsibilities of management
H4 analyses business functions and processes in large and global businesses
H5 explains management strategies and their impact on businesses
H6 evaluates the effectiveness of management in the performance of businesses
H7 plans and conducts investigations into contemporary business issues
H8 organises and evaluates information for actual and hypothetical business situations
H9 communicates business information, issues and concepts in appropriate formats
Content
Students learn to:
examine contemporary business issues to:
 discuss the influence of government on the process of determining employment contracts
 explain how businesses exhibit corporate social responsibility in the management of human
resources
 analyse the causes of two workplace disputes and the strategies used to resolve them
 examine the advantages of a diverse, culturally competent workforce for a global business
investigate aspects of business using hypothetical situations and actual business case studies to:
 explain the interdependence between human resources and other key business functions
 compare the process of negotiating enterprise/collective agreements with the negotiation of
individual contracts
 discuss the advantages and disadvantages of outsourcing in the global market
 evaluate the effectiveness of human resource management for one business and recommend
appropriate alternative strategies
Students learn about:
role of human resource management
 strategic role of human resources
 interdependence with other key business functions
 outsourcing
– human resource functions
– using contractors – domestic, global
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key influences
 stakeholders – employers, employees, employer associations, unions, government organisations,
society
 legal – the current legal framework
– the employment contract – common law (rights and obligations of employers and employees),
minimum employment standards, minimum wage rates, awards, enterprise agreements, other
employment contracts
– occupational health and safety and workers compensation
– antidiscrimination and equal employment opportunity
 economic
 technological
 social – changing work patterns, living standards
 ethics and corporate social responsibility
processes of human resource management
 acquisition
 development
 maintenance
 separation
strategies in human resource management
 leadership style
 job design – general or specific tasks
 recruitment – internal or external, general or specific skills
 training and development – current or future skills
 performance management – developmental or administrative
 rewards – monetary and non-monetary, individual or group, performance pay
 global – costs, skills, supply
 workplace disputes
– resolution – negotiation, mediation, grievance procedures, involvement of courts and tribunals
effectiveness of human resource management
 indicators
– corporate culture
– benchmarking key variables
– changes in staff turnover
– absenteeism
– accidents
– levels of disputation
– worker satisfaction
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Summary of external and internal HSC assessment
External examination
Section I Objective response
questions
Section II Short-answer questions
Section III Candidates answer one
extended response question in the
form of a business report
Section IV Candidates answer one
extended response question
100
Internal assessment
Knowledge and understanding
of course content
Stimulus-based skills
Inquiry and research
Communication of business
information, ideas and issues in
appropriate forms
100
Mark
20
40
20
20
Weighting
40
20
20
20
No more than 50% weighting may be allocated to tests and examinations.
HSC examination specifications
Business Studies HSC examination specifications to apply from the HSC 2012.
The examination will consist of a written paper worth 100 marks. Time allowed: 3 hours plus 5 minutes
reading time. The paper will consist of four sections.
Section I (20 marks) There will be objective-response questions worth 20
marks.
Section II (40 marks) There will be four to six short-answer
questions. Questions may be in parts. There will be approximately
12 items in total.
Section III (20 marks) There will be one question that requires an extended response in a business report
format. This question will incorporate elements from across topics in the HSC course. The expected length
of response will be around six pages of an examination writing booklet (approximately 800 words).
Section IV (20 marks) There will be two extended-response questions. Candidates will be required to
answer one question. Each question will be drawn from a different topic in the HSC course. The expected
length of response will be around six pages of an examination writing booklet (approximately 800 words).
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Performance band descriptors
Business Studies – Performance band descriptions
The typical performance in this band:
Band 6
demonstrates comprehensive knowledge and understanding of business functions and operations
critically analyses the nature, role and structure of business
evaluates the effectiveness of management responses to internal and external influences that affect
business
interprets and applies specific numerical data to analyse and solve business problems and predict
future trends
synthesises contemporary business issues when evaluating management responses and strategies
clearly communicates using business terminology, concepts and comprehensive case studies in a
variety of appropriate formats
Band 5
demonstrates thorough knowledge and understanding of business functions and operations
analyses the nature, role and structure of business
analyses management responses to internal and external influences that affect business
interprets and applies numerical data to analyse and solve business problems and predict future trends
applies contemporary business issues when analyzing management responses and strategies
communicates using business terminology, concepts and comprehensive case studies in a variety of
appropriate formats
Band 4
demonstrates knowledge and some understanding of business functions and operations
explains the nature, role and structure of business
explains management responses to internal and external influences that affect business
interprets and applies numerical data with some analysis to solve business problems
summarises contemporary business issues with some analysis of management responses and
strategies
communicates using business terminology, concepts and comprehensive case studies in descriptive
formats
Band 3
demonstrates basic understanding of business functions and operations
describes the nature, role and structure of business
describes management responses
refers to numerical data when solving business problems
displays limited analysis of contemporary business issues
communicates using basic business terminology in simple formats
Band 2
demonstrates limited understanding of business functions and operations
demonstrates limited knowledge of the nature, role and structure of business
identifies management responses
uses elementary numerical data
shows limited communication skills
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Directive Verb Glossary
ACCOUNT
State reasons for, report on, explain. Give an account of, narrate a series of events or
transactions
ANALYSE Identify components and the relationship between them, draw out and relate implications
APPLY
Use, utilise, employ in a particular situation
APPRECIATE Make a judgment about the value of. Include evidence/examples
ASSESS
Make a judgment of value, quality, outcomes, results or size. Give your opinion with facts.
CALCULATE
Ascertain / determine from given facts, figures or information
CLARIFY
Make clear or plain
CLASSIFY Arrange or include in classes / categories
COMPARE Show how things are similar or different (hint – use a Venn diagram)
CONSTRUCT
Make, build, put together items or arguments
CONTRAST Show how things are different or opposite
CRITICALLY (analyse / evaluate) Add a degree or level of accuracy, depth, knowledge and understanding,
logic, questioning, reflection and quality to analysis/evaluation
DEDUCE
Draw conclusions
DEFINE
State meaning and identify essential qualities
DEMONSTRATE Show by example
DESCRIBE Provide characteristics and features of the item / concept
DISCUSS
Identify issues and provide points for and/or against
DISTINGUISH
Recognise and indicate as being distinct or different from, to note differences between
things
EVALUATE Make a judgment and give your opinion based on criteria, determine the value of
EXAMINE Inquire into, find out the facts
EXPLAIN
Relate cause and effect, make the relationships between things evident, provide the why
and/or how about the item / concept
EXTRACT Choose relevant and/or appropriate details
EXTRAPOLATE
Infer from what is known
IDENTIFY Recognise and name
INTERPRET Draw meaning from
INVESTIGATE
Plan, inquire into and draw conclusions about
JUSTIFY
Support an argument or conclusion with evidence and examples
OUTLINE
Sketch in general terms, indicate the main features of
PREDICT
Suggest what may happen based on available information
PROPOSE Put forward a point of view, idea, argument or suggestion for consideration or action
RECALL
Present remembered ideas, facts or experiences
RECOMMEND
Provide reasons in favour
RECOUNT Retell a series of events
SUMMARISE
Concisely express the relevant details
SYNTHESISE
Putting together various elements to make a whole
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Websites
Some useful websites for Study Guides and Strategies:
www.hsc.csu.edu.au
(Each of the universities websites also has tips and guides, so try a search under their names.)
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