HBM Exam Doctor

8/9/2019 HBM Exam Doctor

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Higher Business

Management

The Exam Doctor

Knox Academy


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CONTENTS

COMMAND WORDS .................................... 2

MARKING HIGHER BUSINESS MANAGEMENT................................................................ 4MARKING PRINCIPLES ............................... 6PAST PAPER CASE STUDIES ..................... 10PAST PAPER ESSAY QUESTIONS ............... 11TOP 10 BANKER QUESTIONS .................... 13GENERAL EXAM TIPS ............................... 14

REMEMBER ............................................. 17.............................................................. 18FROM BULLET POINTS TO Bs .................... 19

COMMAND WORDS

Command Word Definition

Compare Identify similarities and differences between two ormore factors

Describe Provide a thorough description

Discuss Examine closely taking account of strengths andweaknesses in an argument; offer reasons for andagainst

Distinguish Identify the differences between two or more factors

Explain Give a detailed response (definition and explanation) asto how/why something may benefit/hinder

Identify Give the name or identifying characteristics ofsomething

Justify Give reasons to support suggestions, conclusions

Outline State the main features

Acknowledgements to M McGowan Hamilton Grammarhttp://mrmcgowan.blogspot.com/

Higher Business Management - 2 - Knox Academy
http://mrmcgowan.blogspot.com/http://mrmcgowan.blogspot.com/


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MARKING HIGHER BUSINESS MANAGEMENT

The table below summarises the key terms in questions and what isrequired for each in an answer.

KEY WORDS WHAT DOES IT MEAN? HOW SHOULD IT BEANSWERED?

Advantages andDisadvantages

Pros and cons of option(s) at leastone advantage and onedisadvantage should be given toattract all marks available

Ensure that marks awarded foradvantages are not repeated bystraight negatives given fordisadvantages.

Analyse Scrutinise/evaluate/consider A detailed account should be givenof the factors that are to beanalysed. Use examples, if youcan, to support your findings,

options.

Compare andContrast

Evaluate/weigh up against/ putoptions side by sideDraw up a distinction between theoptions

Differences between items/optionsshould be emphasised. Assessitems being examined and stressthe unique features of each incomparison to the other(s).

Describe Explain/illustrate/express Definition and explanation shouldbe given.

Differentiate Make a distinction/distinguishbetween/set apart/separate

Make a distinction by comparingoptions/items and defining

items/options.

Discuss Debate/examine/confer/talkabout/deliberate infers"development"

Negatives and positives should beexplored, although this is notnecessary in all cases.

Identify Name/classify/categorise Definition

Identify andDescribe

Name/classify/categorise and thenexplain/illustrate/express

Define item(s)/option(s) and thenexplain what it does/how itworks/affects

Justify Give good reasons for/rationalise/give explanation for

State why a course of action oroption has been chosen.

Outline Summarise/run through Description without too muchdetail.

Lists attract few marks eg POCCC (Planning, Organising, Co-ordinating,

Controlling, Commanding), POGADSCIE (Problem, objectives, gatherinformation, analyse, devise, select, communicate, implement, evaluate)




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MARKING PRINCIPLES

In Higher Business Management the external assessment is based on asingle written paper. The paper consists of two sections, this is reflected

in the Marking Principles. Below are listed:

1 General Marking Principles which apply to both Section 1 and Section2

2 Specific Marking Principles for Section 1 - Question 1

We recommend that, after reading the Marking Principles, you makeyourself familiar with the Key Terms as shown in the right-hand sideindex. You can then use this information as guidance when attemptingthe Examples.

General Marking Principles

1 Marking schemes will cover many of the possible candidate responsesbut fair and reliable marking requires the marker to apply her/his'professional judgement'.

2 'Bulleted' answers are acceptable but ensure that enough detail isgiven to be awarded the marks available.

3 Up-to-date examples may be credited with development of points,where appropriate. It is easy to be over generous in a 100 mark paper.

4 When a diagram is asked for, it will attract marks, and the answer willnot get full marks unless the diagram is there. However, when a diagramis NOT specifically asked for, although it is likely to attract marks, it ispossible to gain all the marks without it.

5 Marks awarded to questions are an indication of the depth of answerbeing sought. (See Marking Principle 1 - 'professional judgement.' )

6One word answers for 'descriptions' are very unlikely to gain marks usually expansion of the answer is required.

7 No half marks are awarded if part of an answer is almost right andthe candidate goes on to expand the point further through the answer,the whole section should be indicated and awarded one mark.

8 When marking a candidate response you should be careful that thecandidate response relates to what was actually asked. 'Key terms' usedin questions are explained in the glossary of key terms.



Im Peter Jones, star of BBCs Dragons Den.

If you can understand how the Exam works then

you are ahead of 70% of candidates.

Read the Questions carefully.


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SECTION 1

Section 1 of the examination tests the candidates' knowledge,understanding, problem solving and decision making and is assessedthrough a case study or interpretation item of about 750 words. There

are a number of mandatory questions and candidates may be required toassume a management position making decisions necessary to solveproblems or identifying problems from the stimulus material.

Question 1This question tests the candidates' ability to apply their understanding ofmanagement theory to the case study/interpretation item. In thisquestion a number of aspects of management theory are identified andthe candidates are asked to analyse the case study under headings eghuman resources, operations, marketing. This question is worth 10marks.

1 To gain any marks, the response must always relate to the casestudy/interpretation item. General statements on, for example, humanresource issues will gain no marks if not related to the passage.

2 The question will include a number of headings, under which thequestion should be answered. It is important that the candidates usethese headings in their responses.

3 There will be a maximum number of marks available if no headings

are used.

4 Each heading will attract a maximum number of marks. So, forexample, all 10 marks cannot be gained under one heading.

5 If the question asks only for concerns/problems/issues, solutions tothe concerns/problems/issues will not be accepted.

IN THE EXAM:

For Describe, Explain andJustifyquestions, get in the habit of a definition,followed by an example and/or an explanation.

QUESTION:Describe 2 strategic objectives of a public sector organisation. (2)

ANSWER:A public sector organisation is owned by the Government.The NHS is an example of a public sector organisation.One strategic objective of a public sector organisation would be to provide

an efficient health service for everyone.




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Another strategic objective would be to serve the public interest, aspeople want to be healthy and live longer.




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For Compare and Contrast/Distinguish questions use connecting wordslike 'WHEREAS', 'ON THE OTHER HAND', 'IN COMPARISON'. If stuck just usewhereas every single time. It may be boring but it will get marks.

QUESTION:COMPARE a private sector organisation with that in the public sector...

ANSWER:Private sector organisations are owned by individuals WHEREAS publicsector organisations are owned by the Government.

Private sector organisations are normally motivated by profit, ON THEOTHER HAND, public sector organisations exist to provide a service.

An Exercise to Complete

IDENTIFY the main features of Knox Academy

DESCRIBE your dream home

OUTLINE the role of Simon Cowell on X-Factor

EXPLAIN why Hearts should build a new stadium

JUSTIFY the use of a Nintendo Wii in school

COMPARE Daniel Craig with Pierce Brosnan

DISCUSS the future of the environment

DISTINGUISH between Sky and Virgin




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PAST PAPER CASE STUDIES

Year Title Topics Covered2000 Trevors Turkeys 1 Marketing product life cycle, extension

strategies2 Analysis of business problems

3 Operations strengths, constraints, JIT

4 HR staff training

2001 Festive Bingo (UK) 1 Analysis of business problems

2 Relocation of business

3 Finance sources of finance

4 Growth horizontal integration

5 Finance users of financial information

6 Marketing promotion, strategy

7 HR staff turnover

2002 Edinburgh Crystal (newexam format)

1 Analysis of business problems

2 IT internet, website

3 Constraints when trading

4 HR complaints, recruitment

5 Operations quality circles, quality

6 Marketing branding

2003 A&R (luxury car seatmaker)

1 Analysis of business problems2 Finance sources of finance, cash flow, ratios

3 HR training, appraisal4 Marketing high price strategy5 Grouping of activities function, etc

2004 Harris Tweed 1 Analysis of business problems

2 HR training, ICT support

3 HR legislation

4 Operations quality symbolsStakeholders

5 Marketing internet, pricing tactic

6 Finance ratios

2005 The Scottish FishingIndustry

1 Analysis of business problems2 Stockcontrol, ICT

3 HR training

4 Sources offinance, ratios

5 Marketing place6 Information, decision-making

Spec Glaxosmithkline 1 Analysis of business problems

2 Operations purchasing mix,JIT3 Stakeholders4 Research and development

5 Decentralised decision making6 HR trade unions, industrial action




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7 Marketing public relations8 Growth

2006 Scottish Skiing Industry 1 Analysis of business problems

2 Marketing promotion, market research

3 Marketing pricing tactics4 ICT - websites

5 Sources offinance, product portfolios

6 Finance budgets

7 Externalpressures

2007 Tourism - Oban 1 Analysis of business problems2 Stakeholders

3 Role of the entrepreneur4 Marketing niche, external influences

5 Finance cash flow, budgets

6 HR patterns of employment, training

7 Operations payments systems8 Delayering

2008 Sweet Taste of Success Lees and Waverley

1 Analysis of business problems2 Entrepreneurial structure

3 Marketing internet promotion benefits

4 Business Decisions (STO) Growth

5 Finance ratios

6 Marketing product life cycle

7 Marketing place, distribution methods

8 HR appraisal

2009 Fopp 1 Analysis of business problems

2 Types of business organisation andstakeholders

3 Finance budgets

4 Marketing pricing tactics

5 ICT new technology

6 HR - temporarycontracts

7 Effectiveness and quality ofdecisions

8 Operations quality inputs

PAST PAPER ESSAY QUESTIONS

Business Enterprise

BUSINESS IN CONTEMPORARY SOCIETY2000Q1a, 2000Q4a+c+d, 2001Q2b, 2001Q5c, 2002Q4a, 2003Q1a+b+c, 2003Q3a,2003Q5b, 2004Q2a, 2004Q4d, 2004Q5a, 2005Q1a, 2005Q4b, SPQ2a, SPQ3d, SPQ4c,2006Q3ai, 2006Q3bii, 2006Q3c, 2006Q4d, 2006Q5d, 2007Q1d, 2007Q2b, 2008Q1a+b,2008Q2c, 2008Q3a+c, 2009Q2b-c, 2009Q5b

INFORMATION AND INFORMATION TECHNOLOGY




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2000Q3b, 2001Q1, 2002Q5d, 2003Q2a+c+d, 2003Q3c, 2003Q4a, 2004Q4a+b, 2005Q1b,SPQ4a+b, SPQ5a, 2006Q2b+c, 2007Q1a, 2007Q3bii, 2007Q4b, 2008Q2d, 2008Q4d,2009Q1b, 2009Q5a[+HR]

DECISION MAKING IN BUSINESS2000Q2b, 2000Q4b, 2000Q5a, 2001Q2c, 2001Q5b, 2002Q4b+d, 2003Q1d, 2003Q3b,

2004Q1b, 2004Q5c, 2005Q4c+d, SPQ1b, SPQ4c, SPQ5b, 2006Q1a, 2006Q3aii, 2007Q4a,2007Q5c, 2008Q5c, 2009Q3e

INTERNAL ORGANISATION2000Q5b, 2001Q2d, 2001Q5a, 2004Q1a, 2004Q2c, 2004Q3d, 2005Q3b, SPQ2d,2006Q4c, 2006Q5c, 2007Q2a, 2007Q2e, 2008Q1e, 2008Q5d, 2009Q2a, 2009Q4a

Business Decision Areas: Marketing and Operations

MARKETING2000Q3a+c, 2000Q5c, 2001Q1a+b, 2001Q2c+d, 2002Q3a+b, 2002Q4c, 2003Q2b,2003Q5a, 2004Q2b+d, 2004Q4c, 2004Q5b, 2005Q3a, 2005Q5a-c, SPQ1c+d, SPQ3b+c,SPQ5c, 2006Q2a, 2006Q3d, 2007Q1b, 2007Q3c-d, 2007Q5b, 2008Q1c+d, 2008Q3d,2008Q4a-c, 2009Q1a, 2009Q1d, 2009Q3c-d, 2009Q5d




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OPERATIONS2001Q4, 2002Q1a+b, 2002Q5a+b+c, 2003Q5c, 2004Q3a+b, 2005Q3d, 2005Q4a,SPQ1a, SPQ5d, 2006Q1b, 2006Q4a+b, 2007Q4c+d, 2007Q5a, 2008Q2e, 2008Q5a(i),2008Q5a(ii)[+HR], 2008Q5b, 2009Q1e, 2009Q4c, 2009Q5c

Business Decision Areas: Finance and Human ResourceManagement

FINANCIAL MANAGEMENT2000Q1b+c, 2002Q2, 2003Q4c, 2004Q1c, 2005Q5d, SPQ3a, 2006Q3bi, 2007Q3a,2007Q5d, 2008Q3b, 2009Q3a-b

HUMAN RESOURCE MANAGEMENT2000Q2a, 2001Q2a, 2001Q3, 2002Q3d, 2003Q4b, 2005Q1c+d, 2005Q2d, SPQ2b+c,2007Q2c&d, 2006Q1c, 2006Q5a+b, 2007Q3bi, 2008Q2a+b, 2008Q4e, 2008Q5a(ii)[+Ops], 2009Q1c, 2009Q2d, 2009Q4b, 2009Q5a[+ICT]

TOP 10 BANKER QUESTIONS

The following are not guaranteed to come up in the final exam, but areones that often do.

Therefore it is imperative you know them like the back of your hand!

If you don't know how to answer these questions, make sure you see me.

1 Stakeholders (Influence)2 Product Life Cycle (Stages and/or Extension Strategies3 Methods of Production (Job, Batch & Flow)4 External Factors (PESTEC)

Quality (TQM, Quality Circles etc)6 Recruitment and Selection (need to know the stages in order)7 Business Objectives (profit maximisation etc)8 Ratios (limitations)9 Organisational Structure (Groupings - eg Functional,

Place/Territory)10Uses of ICT in Business




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OTHER TIPS:

Also remember for advantages/disadvantages cost/benefit questionsif you are stuck. TCP. (Time, Cost, People). It will get you 3 marks atleast if you talk about how the topic is affected by or affects these 3

elements.

If a question is 6 marks then give 6 points if possible.

Read the Case Study Questions first before reading the Case Study.

Remember Question 1 in the Case Study may ask for problems orsolutions to the different headings. Make sure you write the headingsand don't get mixed up.

Look at the options questions in Section Two and pick the 2 questionsyou will lose the least amount of marks, even if it means sacrificingyour favourite question. It is better to get 18/25 by maybe losing aduff 7 marker than getting 13/25 and of that you got 8/8 on yourfavourite question.

GENERAL EXAM TIPS

Know what you have to do

First you should go through your notes or an exam syllabus and list thetopics which have to be covered - your own study checklist. Also, makesure you know exactly when your exams are and how many papers youwill have to sit.

Make a revision plan

Well before your exams, set up a revision timetable. Many people don't dothis, but it is essential. Set a realistic number of hours for revision each

week. Plan to work through each of the topics in the period up to theexam, leaving a few weeks for final revision. Regularly review your planand make changes in the light of your progress.

Revise effectively

Find a quiet private place to revise (try the library if there's no room athome), with a suitable, well-lit table or desk to work at and always have allthe equipment you need at hand - class notes, Study Guides, calculator,etc. Work for a set period (30-40 minutes suits most people), and thenhave a 10 minute break away from your desk.

Revise activelyAcknowledgements to M McGowan Hamilton Grammarhttp://mrmcgowan.blogspot.com/



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Don't just read through your class notes - revision needs to be more activethan that if it's to stick. Make your own revision notes (they'll come inuseful for final revision), draw diagrams to summarise points, make upword games to help memorise key points and, above all, keep testing

yourself (or get a friend to test you).




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Practise exam questions

About two or three months before the exam, start to look at past papersfor the syllabus you are taking. Get used to the style of the questions andthe words used by the examiner. It is most important to answer the

question set and not one you would prefer to answer.

Handling stress

Start revising as early as possible. If you start late, don't panic, but makea plan of what you have to do and stick to it. Do lots of exam questionspractice, so you know what to expect. Take regular, scheduled breaks.And make sure you get some exercise and fresh air. Most importantly,keep a sense of proportion - there is life after the exams.

The week before

You should have kept this time to go back over essential or difficult points,rather than studying new material. However, if you have fallen behindyour schedule, you can use a few days of this time to catch up.

The night before

Don't rely on a lot of last minute revision. It's OK to revise a couple ofthings the night before the exam, but don't get into a panic about thingsyou don't know. Convince yourself about how much you do know. Get all

the things you need ready the night before - pens, pencils, ruler,calculator with spare battery, etc. And try to get an early night.

In the exam

Arrive at the place of the exam in good time. When you start, find aquestion you can do well and do it straight away, even if it is not the firstquestion on the paper - this will build your confidence. Keep a careful eyeon the time and keep on schedule to answer every question you need to -if you find a question you struggle to do, leave it and return to it later.

Be positive

It is very easy when you are revising to get despondent and to think aboutall the things you cannot do or find difficult. It happens to us all. You mustlook back at your original plan, from time to time, and realise the progressyou have made. With determination and the right approach, you cansucceed!




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REMEMBER

You are communicating with examiner. Keep it neat and and use thespace of the page.

In other words don't be afraid to spread your answers out using diagrams,clear paragraphs and the odd use of underlining words (or UPPERCASE orthe odd bullet point).

You can put your working in the script also. You may wish to draw a quickmindmap before you start or indeed a mnemonic.

MEMORY AIDS

Mnemonics

Mindmaps

Quizzes

Active Reading

Post-It Notes

Talking and Recording (download and install Audacity)

Creating PowerPoints

Visit www.ka-net.org.uk for PowerPoints and other revision material


http://www.ka-net.org.uk/http://mrmcgowan.blogspot.com/http://www.ka-net.org.uk/http://mrmcgowan.blogspot.com/


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FROM BULLET POINTS TO Bs

Often people panic and just jot down bullet point answers. This may beacceptable if you are running out of time for ONE question but not for a

full paper.

You are a HIGHER candidate so act like one. Show off your linguisticprose! There is always at least one Bullet Point King every year and theyargue all the time about 'this deserves a mark'. Listen, it is not up to me. Iam not the geezer who will mark your paper. It is a game and it is yourfuture at stake. So play the game. Avoid bullet points.

Using bullet points reminds me of a quote from Oscar Wilde:

"To use bullet points once is considered misfortune; to use bullet points

twice smacks of carelessness".

The trick is to practise writing out answers to questions WITH the bulletpoint marking scheme in front of you. EXPAND the bullet points intoreasoned answers. Turn a bullet point into a sentence and into aparagraph. This is one surefire way to turn those Fs and Ds into Cs andmore likely Bs.

EXAMPLE:

QUESTION:

Describe the benefits to an organisation of having a strong corporateculture. (3)

MARKING SCHEME SOLUTION:

Employees feel part of the organisation.

Is motivational to staff.

Improves employee relationships.

Increases employee loyalty.

Gives customers a sense of quality/efficiency.

May attract new workers.

Improves the business image.

Now let's turn a couple of these bullet points into Bs.

One benefit of an organisation would be that employees feel part of theorganisation. This is because employees identify with the firm and areproud to work there.

A strong culture motivates staff because they are all pulling in the samedirection and want to be successful.




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It also improves employee relationships because it promotes teambuilding exercises or social gatherings, giving employees an opportunityto mix outwith their department.

Plenty of Practice of Past Paper Questions is crucial

Good Luck!


HBM Exam Doctor

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