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Business A-level (Edexcel) > Theme 3 - Business Decisions & Strategy > Flashcards

Theme 3 - Business Decisions & Strategy Flashcards

1
Q

Definition of sales forecasting (time series analysis)

A

A statistical technique which uses historical data to make predictions about the future value of sales

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2
Q

What are 4 main components a business wants to identify using a sales forecast

A
  1. The trend (e.g. upward)
  2. Seasonal fluctuations
  3. Cyclical fluctuations
  4. Random fluctuations
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3
Q

What can a business do with sales forecast information

A

• Organise production
• organise resources
• organise marketing to back up sales predictions

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4
Q

Name 3 factors affecting sales forecasting

A

• consumer trends
• economic variables
• actions of competitors

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5
Q

How do you calculate 3 year moving averages

A
  1. Add the first 3 months/ years of data
  2. Divide this by 3
  3. Plot in middle year row
  4. Move down a year and repeat
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6
Q

How do you center data (centring) / find 4 year centred moving average

A
  1. Find 4 year moving total (add first 4 years then move along one)
  2. Add the first two 4yr moving averages together to get 8 year moving total
  3. Divide this by 8 (this is the trend line on graph)
  4. Put figure in middle year of the 5 years used
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7
Q

How do you find the variation (sales forecasting)

A

Sales - trend (4 year centred moving average)

Use a + or - if below or above trend

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8
Q

How do you construct a sales forecasting graph

A

X axis = Time
Y axis = sales

Plot raw sales and the trend line (line of best fit)

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9
Q

What do the values of correlation co-efficient signify

A

+1 = absolute positive relationship between variables
0 = no relationship between variables
-1 = absolute negative relationship between variables

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10
Q

What is an independent variable & what axis would it be

A

The factor that cause the other variable to change (x axis)

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11
Q

What is a dependent variable & what axis would it be

A

The variable being influenced by the independent variable (y axis)

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12
Q

Name 3 limitations of sales forecasting

A
  • past performance is no guarantee of future
  • SWOT & PESTLE factors can affect future predictions
  • dynamic markets change rapidly and have a short product life cycle therefore extrapolation can be misleading, time-consuming, unreliable & complex
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13
Q

What is a current ratio (definition)

A

A measure of a company’s ability to meet financial obligations (found on statement of financial position)

For every £1 or debt, the business has £n of assets

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14
Q

What is a current ratio (calculation)

A

Current ratio = current assets / current liabilities

Expressed as n:1
Ideal = 1.5:1

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15
Q

What does a current ratio higher than 1.5:1 mean

A

Too high = assets are sitting there/ money is tied up in the business & not being used efficiently/ could be better invested in the business

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16
Q

What is Acid Test (definition)

A

Tests liquidity of a business without including stock (found on statement of financial position)

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17
Q

What is Acid Test (calculation)

A

= (Current assets - inventory) / current liabilities

Expressed as n:1
Min = 1:1

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18
Q

What is Capital employed (definition)

A

The value of money in assets minus the value of any short-term borrowed finance

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19
Q

What is Capital employed (calculation)

A

(Non-current assets + current assets) - current liabilities
OR
total equity + non-current liabilities

Expressed as a figure

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20
Q

What is Gearing ratio (definition)

A

Looks at long-term finance of the business and where it comes from

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21
Q

What is Gearing Ratio (calculation)

A

= Non-current liabilities/ capital employed X100

Expressed as a %

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22
Q

What does the gearing ratio % show

A

Over 50% = a high gearing (most money is borrowed)
- very risky & deters potential investors
Less than 50% = low geared (most money comes from within)

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23
Q

What is Return on Capital Employed (ROCE) (definition)

A

A measure of profitability, demonstrates how hard the business made the money invested work

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24
Q

What is Return on Capital Employed (ROCE) (calculation)

A

= operating profit / capital employed X 100

Expressed as a %
• the higher the better

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25
Q

What do Porter’s 5 factors determine

A

The profitability & attractiveness of an industry

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26
Q

What is porter’s 5 forces

A

Threat of new entrants
Supplier power
Buyer power
Threat of substitution
Competitive rivalry (in the middle)

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27
Q

Name two things SWOT analysis can be used for

A

• to formulate a growth strategy & maximise opportunities
• to compete/ defend to minimise threats
• to improve & attack new markets
• to identify when/what to change and retreat

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28
Q

What does SWOT stand for

A

Strengths
Weaknesses
Opportunities
Threats

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29
Q

What is SWOT (definition)

A

A business analysis tool that aims to look at internal & external factors and their influence on a business

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30
Q

What is PESTLE (definition)

A

A business analysis tool that aims to look at external factors & how they may have an impact on the business

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31
Q

Name two ways PESTLE can be used

A

• aids strategic & tactical decision-making
• objective setting
• help the business reach their goals

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32
Q

What does PESTLE stand for

A

Political
Economic
Social
Technological
Legal
Ethical/ environmental

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33
Q

What is Ansoff’s matrix (definition)

A

A growth planning & analysis tool that helps a business decide on marketing strategies which products/ markets to sell in based on risk & reward

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34
Q

What are the 4 aspects of Ansoff’s Matrix

A

• Market penetration (existing market & product)
• Product development (existing market & new product)
• Market development (new market & existing product)
• Diversification (new market & new product)

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35
Q

What is working capital (calculation)

A

= current assets - current liabilities

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36
Q

Name 3 factors affecting the level of working capital

A

• seasonal changes in demand
• need to hold inventories
• production lead time
• lean production
• effectiveness of credit control function
• credit offered by suppliers

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37
Q

Name 2 main causes of working capital problems

A

• poor control of inventories
• poor control of receivables
• ineffective use of payables
• poor cash flow forecasting
• unexpected events

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38
Q

What is a strategy

A

The long-term direction that a firm will take to achieve its aims & objectives (pro active decision making in line with objectives)

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39
Q

What is a tactic

A

A short-term response to opportunities & threats in the market (day to day & more responsive/ reactive external influences)

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40
Q

Give an example of a Strength (SWOT) for a business

A

High sales volume & market share
Reputation / brand

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41
Q

Give an example of a Weakness (SWOT) for a business

A

Low sales vol & MS
Bad brand reputation
Bad leadership

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42
Q

Give an example of an Opportunity (SWOT) for a business

A

New tech/ advancements
Trends
First mover advantage of gap

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43
Q

Give an example of a Threat (SWOT) for a business

A

Legislation
Competitors
Economic situation

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44
Q

What is a mission statement

A

A formal summary of the aims & values of a company / organisation

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45
Q

What is a corporate objective

A

A focus on a desired performance & results of the business/ what it wants to achieve over time

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46
Q

What is a functional objective

A

Set to help make achievements of the corporation possible

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47
Q

What must objectives be

A

Specific
Measurable
Achievable
Realistic
Time - related

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48
Q

Give an advantage and disadvantage of corporate objectives

A

+ focuses business & involves all
+ creates an identity in comp market
- can be unrealistic / over optimistic
- constantly needs reassessing for relevance

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49
Q

What is a corporate strategy

A

The way in which the business works to achieve a vision / goal

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50
Q

What is corporate planning

A

It’s building a strategy to complete business aims & objectives

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51
Q

What are porters generic strategies (definition)

A

It identifies a sustainable strategy to gain a competitive advantage (a value that can’t be beaten by competition)

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52
Q

Give an advantage and disadvantage of porters generic strategies

A

+ establishes a clear direction
- may not be relevant in dynamic markets
- dated as it’s possible to be stuck in middle and successful (e.g. Amazon)

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53
Q

What do Porters generic strategies consist of

A

Factors in niche or mass & low cost of differentiation:
•Cost leader ship (mass & low cost)
•Differentiation (mass & diff)
•Cost focus (niche & low cost)
•Differentiation focus (niche & diff)

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54
Q

What is the Boston Matrix (definition)

A

An analysis tool which enables a business to identify where their products are in terms of market growth & market share
[Business wants balance]

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55
Q

What does the Boston Matrix consist of

A

Factors in Market share & Market growth:
Star (high MS & MG)
Question mark (high MG & low MS)
Cash cow (low MG & high MS)
Dog (low MG & MS)

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56
Q

Give an advantage and disadvantage of the Boston Matrix

A

+ helps analyse issues with product portfolio
+ helps decide future strategies and budgets
- high MS doesn’t always = high profit
- true nature of business not reflected, MS & MG not only indicators

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57
Q

What is a Distinctive Capability

A

A form of competitive advantage that is difficult for competitors to understand, let alone imitate (an ongoing competitive advantage)

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58
Q

What do Kay’s Distinctive Capabilities consist of

A

Architecture
Innovation
Reputation

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59
Q

What are the 5 theories that can help decide corporate strategies

A
  1. Product life cycle
  2. Ansoff’s Matrix
  3. Porter’s generic strategy
  4. Boston Matrix
  5. Kay’s distinctive capabilities
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60
Q

What is a business growth

A

The point at which a business needs to expand & seeks options to generate more profits

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61
Q

What are 4 objectives of growth

A
  1. EofS (internal & external)
  2. Increased market power
  3. Increased MS & brand recognition
  4. Increased profitability
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62
Q

What is economies of scale (EofS)

A

Where producing more output lowers the average costs of the business

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63
Q

What is financial EofS

A

Where large firms can benefit from cheaper loans & wider sources of cheap finance

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64
Q

What is purchasing EofS

A

Where big firms are able to buy in bulk & get discounts

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65
Q

What is technical EofS

A

Where large firms employ specialist labour & capital which further stimulates lower costs, productivity and quality

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66
Q

What is managerial EofS

A

Large firms have the £££ & resources to attract the best managers that make the most efficient decisions & increase efficiency overtime

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67
Q

What is risk-bearing EofS

A

Where large firms benefits from a wider product range that spreads risk & enables business to withstand changes in demand

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68
Q

What are 3 problems caused by growth

A

• diseconomies of scale (internal & external)
• overtrading (accepts more orders than can cope which = cash flow issues)
• internal communication

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69
Q

What is inorganic growth

A

Where businesses grow through joining together in a takeover or merger

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70
Q

What is a takeover/ acquisition

A

A legal deal where one larger business purchases another (at least 51% ownership)

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71
Q

What is a merger

A

A legal deal that brings together 2 businesses under 1 board of directors and operate as one (usually similar sized businesses)

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72
Q

What is horizontal integration

A

When 2 businesses merge/ takeover from the same stage in production (e.g. O2 & virgin Media)

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73
Q

What is vertical integration

A

When 2 businesses merge/ takeover from a different stage in production (e.g. Booker & Tesco)

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74
Q

What is the CMA (Competition & Markets Authority) and what do they do

A

Competition regulators that scrutinise mergers / takeovers
They make markets fair for consumers (e.g. stopped Asda & Sainsbury’s merge)

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75
Q

Give 3 reasons for M & As

A

• Quicker than organic growth
• increased MS
• gain of resources and expertise
• to exploit synergies ( better performance when 2 companies work together)
• defence against competing alone

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76
Q

What is organic growth

A

The process of business growth which comes from within the business, as apposed to mergers & acquisitions

77
Q

Give 2 ways of organic growth

A
  1. New products
  2. New stores
  3. Market development (foreign markets)
    (E.g. M&S into India)
78
Q

Give 2 advantages of organic growth

A

+ maintain control of size & pace
+ less risk
+ retains company culture

79
Q

Give 2 disadvantages of organic growth

A
  • needs to be planned & measured
  • can be slow
  • new markets & countries can be dangerous with buying a business already operating there
80
Q

Give 2 problems with too quick organic growth

A

• quality can drop, increased customer dissatisfaction
• staff turnover increase due to heavy workloads
• recruitment costs of new staff

81
Q

What is investment appraisal

A

The evaluation of an investment project to determine whether it is likely to be worthwhile as the business has a finite source of money

82
Q

What are the 3 investment appraisal methods

A
  1. Payback
  2. Average rate of return (ARR)
  3. Net present value (NPV)
83
Q

How does simple payback work

A

Use the investment figure to find out how many years it would take to get it back
(To find exact months, divide how much more money you need to reach payback by the cash inflows of the year x 12)

84
Q

Give an advantage and disadvantage of simple payback method

A

+ easy, simple
+ useful when tech changes rapidly and need money back asap
- too simplistic? Only looks at when project will pay back, not if successful

85
Q

How does the ARR (average rate of return) method work?

A

•Add up cash flows from years more than year 0
•The minus the original project cost
•Then divide by the no. Of years the project runs for
•Take this figure & divide it by cost of project
•X100 to turn into %

86
Q

Give an advantage and disadvantage of ARR method

A

+ clearly shows profitability if the project
+ makes it easier to identify opportunity cost of investment
- % of an investment can be misleading as a smaller % of a big investment could be greater than a bigger % of a smaller investment

87
Q

What is Net Present Value (NPV)

A

An investment appraisal technique that takes into account that money in the future is not worth what it is today so it adds in a discount table

88
Q

What is simple payback

A

An investment appraisal technique that looks at how long a project takes to pay back the full initial cost

89
Q

What is an ARR

A

An investment appraisal technique that gives a probability impression of each subject

90
Q

How to figure out the NPV

A

•First take a look at discount table
•Make profit realistic by multiplying es h cash inflow by discount, giving the present value column
•All present value are added together
•The initial cost is then taken away

91
Q

Give an advantage and disadvantage of NPV method

A

+ good measure of profitability
+ considers other factors affecting return
- doesn’t consider sunk costs

92
Q

What are decision trees

A

An analysis tool that looks at the probability / likelihood of success in a choice of strategies (quantitative)

93
Q

How do you find the total expected value of a decision in a decision tree

A

•Multiply profit / loss by probability
•Add all the figures from that chance node

94
Q

How do you find the Net gain/ value of a decision in a decision tree

A

Total expected value - investment costs

95
Q

Give 2 advantages of decision trees

A

+ allow a business to attach probabilities & calculate potential rewards, making it easier to compare and make a decision
+ allied owner to explain complex financial decision clearly to stakeholders

96
Q

Give 2 disadvantages of decision trees

A
  • based on predicted data & estimated probabilities
  • quantitative analysis means it can neglect other things (e.g. customer needs)
97
Q

What is a Critical Path Analysis

A

A management tool which helps a business identify how long a project will take & what the critical tasks in the project are ( called network diagrams)

98
Q

Give 2 uses of a CPA (critical path analysis)

A

• Can be used to schedule a building project
• Used to launch a new product into a market (list of factors like advertising & tech installs)

99
Q

What marks the critical path in a CPA

A

Two lines diagonal on the lines connecting a project to another

100
Q

What are the circles called in CPAs

A

Nodes

101
Q

Give 2 advantages of CPA

A

+ stakeholders can see total time for project to be completed
+ very useful for businesses in the FMCG ( fast moving consumer goods) markets where speed is vital
+ parallel activities can be found and scheduled at the same time, saving time

102
Q

Give 2 disadvantages of CPA

A
  • based on estimations
  • time focused doesn’t equal quality
  • doesn’t take into account external impacts
103
Q

What are corporate influences

A

A range of factors that influence the choice and the achievement of corporate objectives

104
Q

What are internal and external corporate influences

A

Internal = factors within control of management
External = factors outside of the control of management

105
Q

Give 3 examples of internal corporate influences

A

Business ownership
Attitude to profit
Organisational culture
Leadership

106
Q

Give 3 examples of external corporate influences

A

Short-termism
Economic environment
Competitors
Tech changes

107
Q

What are corporate time-scales

A

Refers to strategy & the expectation of when a return will be achieved

108
Q

What is short-termism

A

Choosing a course of action which is best in the short-term, but may be detrimental in the long-term

109
Q

What is long-termism

A

Choosing a course of action that prioritises long-term business ideas

110
Q

What’s the difference between evidence-based and subjective decision-making

A

Evidence-based: based on trusted & valid info, analytical thinking
Subjective: based on personal opinions of key decision makers influences action taken

111
Q

What is organisational culture

A

The values, attitudes, beliefs, meanings, and norms that are shared by people and groups within an organisation
(“The way we do things around here” - Charles Handy)

112
Q

Give 2 things a strong corporate culture can lead to

A

Lots of applicants for the job
Competitive advantage ( Kay’s distinctive adv?)

113
Q

What is a strong culture

A

One that’s deeply embedded into the ways a business does things
[Where there’s good communication, recruitment and focus on core values]

114
Q

Give 2 advantages of a strong culture

A

+ Low staff turnover
+ motivates & productivity increases

115
Q

What is a weak culture

A

When it becomes difficult to identify factors that form the culture or a wider range of sub-cultures exist

116
Q

Who made the iceberg model of organisational culture

A

Edgar Schein

117
Q

Give 3 factors that shape managerial behaviours

A

•Organisational culture
•Organisational structure, systems, policies and plans
•Leadership
•External environment

118
Q

What are the 3 layers of Edgar Schein’s iceberg

A

Artefacts
Values
Basic assumptions

119
Q

Give 3 characteristics of toxic culture

A

Usually autocratic leadership
Corruption
Unhealthy internal competition
Lack of transparency

120
Q

Who made the 4 dimensions of organisational culture

A

Charles Handy

121
Q

What are the 4 main cultures according to Handy

A

Power culture
Role culture
Task culture
Person culture

122
Q

What is a stakeholder

A

Anyone who has an interest in the business, or who may be affected by the activities of the business

123
Q

What is a shareholder

A

A person, business or organisation that owns at least one share of a company

124
Q

What are the 9 stakeholders

A

Local community
Pressure groups
Bank/ creditors
Suppliers
Government
Managers / directors
Employees
Shareholders
Customers

125
Q

What is stakeholder mapping

A

A tool that helps a business manage & communicate with stakeholders

126
Q

What is Mendelow’s matrix

A

A tool that is used to analyse stakeholders & their level of interest a stakeholder has in a project or strategy & their power to influence this strategy
(Categorised and treated differently)

127
Q

What does mendelow’s matrix consist of

A

• Low priority (low power & interest)
•Keep informed (low power & high interest)
•Keep satisfied (high power & low interest)
•Keep players (high power & interest)

128
Q

What does power and interest mean in terms of mendelow’s matrix

A

Power = the ability to influence organisation & affect decision-making
Interest = notice towards the business

129
Q

Give 2 uses of Mendelow’s matrix

A

•Enables business to consider tactics on how to engage with stakeholders
•Takes into account stakeholder views to reduce conflicts & improve chances of success and resource gain

130
Q

What are the two contrasting views on stakeholders and shareholders

A

Friedman
Freeman/ Handy

131
Q

What is Friedmans view on stakeholders

A

Shareholder importance
Traditional view of business in isolation and maximising profits
No social responsibility

132
Q

What is Freeman / shandy’s views on stakeholders

A

Stakeholder importance
A modern view of ecosystems and interdependence
Costly / long-term view
Ethical & CSR

133
Q

What is business ethics

A

The application of ethical (going above & beyond the law) values to business behaviour

134
Q

What are strategic ethical decision

A

How a business chooses to operate in the long-term (within their corporate objectives)
[Affects tactical decisions made]

135
Q

What are ethical codes of practice

A

They explain how employees in the business should respond in situations where ethical issues arise
(Including environment, collisions, treatment of employees & suppliers, etc.)

136
Q

What is Corporate Social Responsibility (CSR)

A

A business taking responsibility for its effect on the environment & its impact on stakeholders by delivering economic, social, and environmental benefits for all stakeholders

137
Q

What model demonstrates CSR

A

Carroll’s CSR pyramid

138
Q

What does Carroll’s CSR pyramid consist of

A

Philanthropic responsibility (top)
Ethical responsibility
Legal responsibility
Economic responsibility (bottom)

139
Q

Give 2 benefits of Carroll’s CSR pyramid

A

+ easy to understand
+ simple message

140
Q

Give 2 drawbacks of Carroll’s CSR pyramid

A
  • should ethics be at the top?
  • businesses don’t always do what they claim (PR stunts, green-washing)
141
Q

Give 3 advantages of CSR

A

+ happy customers (loyalty)
+ happy & motivated staff (corporate culture)
+ Good PR
+ encourages long-term investors to

142
Q

Give 3 disadvantages of CSR

A
  • could be a fad where customers will soon tire
  • what’s the motive? Could be a publicity stunt
  • there are lots of costs (including opportunity costs and trade-offs) especially if competitors are not doing csr
143
Q

Give 2 factors that influence a business’ ethical stance

A

•Leadership
•Company culture
•Competitors
•Legislation

144
Q

Give 3 reasons for a business to stay small

A

Owners preference
Niche market
Profit satisficing
Personal service
Control
Less administration & procedures
Traditions

145
Q

What are the 2 main financial statements that all Ltds & PLCs have to publish

A

Statement of financial position
Statement of comprehensive income

146
Q

What is the statement of comprehensive income

A

Shows the business profit / loss during the year

Includes: profit; other comprehensive income; revenue/income; cost of food sold; purchases, etc.

147
Q

What is Gross profit (SofCI)

A

Revenue - cost of goods sold
Used by managers

148
Q

What’s Operating profit (SofCI)

A

Gross profit - expenses
True measure of profit before tax

149
Q

What is Profit for the year

A

Before tax (net profit): Operating - cost of finance (interest)
After tax: net profit before tax - tax
Bottom line, belongs to shareholders, could be used as retained profit

150
Q

What are expenses

A

Costs to the business that have nothing to do with stock or the making of the product
E.g, selling expenses, administration, advertising, petrol, distribution

151
Q

What are the contents in a statement of comprehensive income (in order)

A

Revenue
Cost of sales
Gross profit
Expenses
Operating profit
Net profit (before tax)
Net profit (after tax)

152
Q

What is the Statement of Financial position

A

Shows what the business owns and owes
(Only truly accurate on the day it has been drawn up)
‘Snapshot’ of business, shows how the net assets of a business are funded

153
Q

What would happen if a business didn’t keep accounting records

A

Can be fined £3000 by HMRC or disqualified as company director

154
Q

What are assets

A

The resources the business owns

155
Q

What are liabilities

A

The debts of the business which they owe to other businesses, individuals & institutions

156
Q

What is capital

A

The money invested by the owners of the business originally when it first started & overtime as shares were sold

157
Q

What is the content of the statement of financial position (in order)

A

Current assets
Non-current assets
Current liabilities
Non-current liabilities
Working capital
Net assets
Equity

158
Q

What is working capital (SofFP)

A

Current assets - current liabilities
Used to gauge short-term business health

159
Q

What is net assets (SofFP)

A

Total assets - total liabilities
(Net assets = capital employed)
It will be the same value as the shareholder’s equity (=total funding)

160
Q

What is the Human Resources Department in charge of

A

Managing staff health & wellbeing; recruitment & selection process; contract creation; gross misconduct; pay-related; redundancies, etc.

161
Q

What is absenteeism (definition)

A

The habitual non-presence of an employee at his or her job

162
Q

What is the calculation for absenteeism

A

No. Of work days lost through absence /
Total possible days worked
X 100
[can be done individually or as workforce]

163
Q

Give 2 possible causes of absenteeism

A

Job dissatisfaction
Personal insides
Medical issues
Poor working conditions
Poor management
Stress

164
Q

Give 2 possible solutions to absenteeism

A

Job enlargement
Job rotation
Incentive schemes

165
Q

What is labour productivity (definition)

A

The output per worker in a time period, an indicator of efficiency

166
Q

What is the calculation for labour productivity

A

Total output / no. Of workers X100

167
Q

What is labour turnover (definition)

A

Measures the rate at which employees leave the business in a 1 year period
(Measure of performance & important in terms of management and costs)

168
Q

What is the calculation for labour turnover

A

No. Of employees leaving /
Average no. Of employees
X100

169
Q

What is labour retention (definition)

A

Measures the no. Of staff staying in a business in a year compared to the total no. Of staff that work there
(Measure of how stable the workforce is)

170
Q

What is the calculation for labour retention

A

No. Pf staff staying (over a time period)/
Average no. Of staff in job
X100

171
Q

Give 3 causes of change

A

Changes in organisational size
Poor business performance
New ownership
Transformational leadership
The market & PESTLE external factors

172
Q

Give 2 effects of change

A

Impact on:
Competitiveness
Productivity
Financial performance
Stakeholders

173
Q

What is change management

A

It consists of planning & implementing change in a way that is mindful of those who will be affected by it

174
Q

What are the 2 types of change

A

Planned change (planned by top management)
Emergent change (happens at any level in the organisation & as a result of an event or need)

175
Q

Give 3 factors that influence change

A

Organisational culture
Size of organisation
Time/ speed of change
Continuous improvement

176
Q

Give 3 reasons for failed change programs

A

•Employees don’t understand why change is needed
•Lack of planning & preparation
•Poor communication
•Lack of necessary resources

177
Q

What are the two models used in change theory

A

Kotter’s 8-step change model
Lewin’s change management

178
Q

What does Kotter’s 8 step change model consist of

A

8 steps that go from
creating a climate for change
Engage & enable the organisation
Implement & sustain

179
Q

What does Lewin’s change management consist of

A

Unfreeze
Change
Re freeze
(Picture icecubes)

180
Q

Give 2 reasons why change needs to happen

A

~> Dynamic markets = needs to change
~>Keeps business fresh & moving forward
~>Gives a business flexibility to adapt to internal & external changes

181
Q

Give 3 ways of reducing resistance to change

A

•Deliver training programs
•Focus on the positive aspects
•Design flexibility into change, give time to adapt
•Involve employees into plans & their ideas

182
Q

What is scenario planning

A

A strategic planning method designed to explore uncertainties, to protect the business from bad situations and prepare how to exploit opportunities

183
Q

What is a contingency plan

A

A back-up plan for different situations that may not be expected

184
Q

What are 3 possible situations that would need scenario planning

A

Natural disasters
IT system failures
Loss of key staff

185
Q

What is a risk assessment

A

A systemic examination of a task, job or process that you can carry out at work for the purpose of identifying the significant hazards that are present

186
Q

What are the 4 degrees of risk mitigation

A

Risk acceptance
Risk avoidance
Risk limitation (mix of 1&2)
Risk transference (eg outsourcing)

187
Q

What is risk mitigation

A

Identifying, assessing, and prioritising risks to reduce the severity and harm of it

188
Q

What are the 2 ways pf reducing the impact of a risk

A

Business continuity
Succession planning

Business A-level (Edexcel) (5 decks)

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