Higher Business

Management

The Exam Doctor

Knox Academy
CONTENTS
COMMAND WORDS ................................................................................................................................. 2

MARKING HIGHER BUSINESS MANAGEMENT ..................................................................................... 3

MARKING PRINCIPLES ............................................................................................................................... 3

MARKING PRINCIPLES ............................................................................................................................... 4

PAST PAPER CASE STUDIES ...................................................................................................................... 7

PAST PAPER ESSAY QUESTIONS............................................................................................................. 8

TOP 10 BANKER QUESTIONS.................................................................................................................. 9

GENERAL EXAM TIPS................................................................................................................................10

REMEMBER..................................................................................................................................................12

FROM BULLET POINTS TO Bs .................................................................................................................13

COMMAND WORDS
Command Word Definition
Compare Identify similarities and differences between two or more factors

Describe Provide a thorough description

Discuss Examine closely taking account of strengths and weaknesses in an

argument; offer reasons for and against

Distinguish Identify the differences between two or more factors

Explain Give a detailed response (definition and explanation) as to how/why

something may benefit/hinder

Identify Give the name or identifying characteristics of something

Justify Give reasons to support suggestions, conclusions

Outline State the main features

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -2- Knox Academy

MARKING HIGHER BUSINESS MANAGEMENT
The table below summarises the key terms in questions and what is required for each in an
answer.

KEY WORDS WHAT DOES IT MEAN? HOW SHOULD IT BE ANSWERED?

Advantages and Pros and cons of option(s) – at least one Ensure that marks awarded for
Disadvantages advantage and one disadvantage should advantages are not repeated by straight
be given to attract all marks available negatives given for disadvantages.

Analyse Scrutinise/evaluate/consider A detailed account should be given of the

factors that are to be analysed. Use
examples, if you can, to support your
findings, options.

Compare and Evaluate/weigh up against/ put options Differences between items/options should
Contrast side by side be emphasised. Assess items being
Draw up a distinction between the options examined and stress the unique features of
each in comparison to the other(s).

Describe Explain/illustrate/express Definition and explanation should be

given.

Differentiate Make a distinction/distinguish between/set Make a distinction by comparing

apart/separate options/items and defining items/options.

Discuss Debate/examine/confer/talk Negatives and positives should be

about/deliberate – infers "development" explored, although this is not necessary in
all cases.

Identify Name/classify/categorise Definition

Identify and Describe Name/classify/categorise and then Define item(s)/option(s) and then explain
explain/illustrate/express what it does/how it works/affects …

Justify Give good reasons for/ State why a course of action or option has
rationalise/give explanation for been chosen.

Outline Summarise/run through Description without too much detail.

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

Commanding), POGADSCIE (Problem, objectives, gather information, analyse, devise, select,
communicate, implement, evaluate)

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -3- Knox Academy

MARKING PRINCIPLES
In Higher Business Management the external assessment is based on a single 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 Section 2

2 Specific Marking Principles for Section 1 - Question 1

We recommend that, after reading the Marking Principles, you make yourself familiar with
the Key Terms as shown in the right-hand side index. You can then use this information as
guidance when attempting the Examples.

General Marking Principles

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

2 'Bulleted' answers are acceptable but ensure that enough detail is given 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 will not get full marks
unless the diagram is there. However, when a diagram is NOT specifically asked for,
although it is likely to attract marks, it is possible to gain all the marks without it.

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

6 One 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 and the 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 the candidate response
relates to what was actually asked. 'Key terms' used in questions are explained in the
glossary of key terms.

I’m Peter Jones, star of BBC’s Dragons’ Den.

If you can understand how the Exam works then

you are ahead of 70% of candidates.

Read the Questions carefully.

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -4- Knox Academy

SECTION 1

Section 1 of the examination tests the candidates' knowledge, understanding, problem

solving and decision making and is assessed through a case study or interpretation item of
about 750 words. There are a number of mandatory questions and candidates may be
required to assume a management position making decisions necessary to solve problems or
identifying problems from the stimulus material.

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

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

2 The question will include a number of headings, under which the question should be
answered. It is important that the candidates use these 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, for example, all 10 marks
cannot be gained under one heading.

5 If the question asks only for concerns/problems/issues, ‘solutions’ to the

concerns/problems/issues will not be accepted.

IN THE EXAM:

For Describe, Explain and Justify questions, 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.

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

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -5- Knox Academy

For Compare and Contrast/Distinguish questions use connecting words like 'WHEREAS', 'ON
THE OTHER HAND', 'IN COMPARISON'. If stuck just use whereas 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 public sector organisations
are owned by the Government.

Private sector organisations are normally motivated by profit, ON THE OTHER 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

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -6- Knox Academy

PAST PAPER CASE STUDIES
Year Title Topics Covered
2000 Trevor’s Turkeys 1 Marketing – product life cycle, extension strategies
2 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 (new exam 1 Analysis of business problems

format) 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 seat maker) 1 Analysis of business problems

2 Finance – sources of finance, cash flow, ratios
3 HR – training, appraisal
4 Marketing – high price strategy
5 Grouping of activities – function, etc

2004 Harris Tweed 1 Analysis of business problems

2 HR – training, ICT support
3 HR – legislation
4 Operations – quality symbols
5 Stakeholders
6 Marketing – internet, pricing tactic
7 Finance – ratios

2005 The Scottish Fishing Industry 1 Analysis of business problems

2 Stock control, ICT
3 HR – training
4 Sources of finance, ratios
5 Marketing – place
6 Information, decision-making

Spec Glaxosmithkline 1 Analysis of business problems

2 Operations – purchasing mix, JIT
3 Stakeholders
4 Research and development
5 Decentralised decision making
6 HR – trade unions, industrial action
7 Marketing – public relations
8 Growth

2006 Scottish Skiing Industry 1 Analysis of business problems

2 Marketing – promotion, market research
3 Marketing – pricing tactics
4 ICT - websites
5 Sources of finance, product portfolios
6 Finance – budgets
7 External pressures

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -7- Knox Academy

2007 Tourism - Oban 1 Analysis of business problems
2 Stakeholders
3 Role of the entrepreneur
4 Marketing – niche, external influences
5 Finance – cash flow, budgets
6 HR – patterns of employment, training
7 Operations – payments systems
8 Delayering

2008 Sweet Taste of Success – Lees’ 1 Analysis of business problems

and Waverley 2 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 and stakeholders
3 Finance – budgets
4 Marketing – pricing tactics
5 ICT – new technology
6 HR - temporary contracts
7 Effectiveness and quality of decisions
8 Operations – quality inputs

PAST PAPER ESSAY QUESTIONS

Business Enterprise
BUSINESS IN CONTEMPORARY SOCIETY
2000Q1a, 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

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 BUSINESS

2000Q2b, 2000Q4b, 2000Q5a, 2001Q2c, 2001Q5b, 2002Q4b+d, 2003Q1d, 2003Q3b, 2004Q1b,
2004Q5c, 2005Q4c+d, SPQ1b, SPQ4c, SPQ5b, 2006Q1a, 2006Q3aii, 2007Q4a, 2007Q5c, 2008Q5c,
2009Q3e

INTERNAL ORGANISATION
2000Q5b, 2001Q2d, 2001Q5a, 2004Q1a, 2004Q2c, 2004Q3d, 2005Q3b, SPQ2d, 2006Q4c, 2006Q5c,
2007Q2a, 2007Q2e, 2008Q1e, 2008Q5d, 2009Q2a, 2009Q4a

Business Decision Areas: Marketing and Operations

MARKETING
2000Q3a+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

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -8- Knox Academy

 OPERATIONS
2001Q4, 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 Resource Management

FINANCIAL MANAGEMENT
2000Q1b+c, 2002Q2, 2003Q4c, 2004Q1c, 2005Q5d, SPQ3a, 2006Q3bi, 2007Q3a, 2007Q5d, 2008Q3b,
2009Q3a-b

HUMAN RESOURCE MANAGEMENT

2000Q2a, 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 are ones 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 Strategies

3 Methods of Production (Job, Batch & Flow)

4 External Factors (PESTEC)

5 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)

10 Uses of ICT in Business

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management -9- Knox Academy

OTHER TIPS:

• Also remember for advantages/disadvantages cost/benefit questions if you are stuck.

TCP. (Time, Cost, People). It will get you 3 marks at least 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 or solutions to the
different headings. Make sure you write the headings and don't get mixed up.

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

GENERAL EXAM TIPS

Know what you have to do

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

Make a revision plan

Well before your exams, set up a revision timetable. Many people don't do this, 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 the exam, leaving a few weeks for final revision. Regularly
review your plan and 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 at home), with a suitable,
well-lit table or desk to work at and always have all the equipment you need at hand - class
notes, Study Guides, calculator, etc. Work for a set period (30-40 minutes suits most people),
and then have a 10 minute break away from your desk.

Revise actively

Don't just read through your class notes - revision needs to be more active than that if it's to
stick. Make your own revision notes (they'll come in useful for final revision), draw diagrams to
summarise points, make up word games to help memorise key points and, above all, keep
testing yourself (or get a friend to test you).

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management - 10 - Knox Academy

Practise exam questions

About two or three months before the exam, start to look at past papers for the syllabus you
are taking. Get used to the style of the questions and the 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 make a plan of what you
have to do and stick to it. Do lots of exam questions practice, 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 behind your 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 of things the night before
the exam, but don't get into a panic about things you 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 a question you can do well
and do it straight away, even if it is not the first question on the paper - this will build your
confidence. Keep a careful eye on 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 about all the things you
cannot do or find difficult. It happens to us all. You must look back at your original plan, from
time to time, and realise the progress you have made. With determination and the right
approach, you can succeed!

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management - 11 - Knox Academy

REMEMBER
You are communicating with examiner. Keep it neat and and use the space 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 or the odd bullet point).

You can put your working in the script also. You may wish to draw a quick mindmap 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 [Link] for PowerPoints and other revision material

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management - 12 - Knox Academy

FROM BULLET POINTS TO Bs
Often people panic and just jot down bullet point answers. This may be acceptable 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 linguistic prose! There is always at
least one Bullet Point King every year and they argue all the time about 'this deserves a
mark'. Listen, it is not up to me. I am not the geezer who will mark your paper. It is a game
and it is your future 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 bullet point marking scheme
in front of you. EXPAND the bullet points into reasoned answers. Turn a bullet point into a
sentence and into a paragraph. This is one surefire way to turn those Fs and Ds into Cs and
more likely Bs.

EXAMPLE:

QUESTION:
Describe the benefits to an organisation of having a strong corporate culture. (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 the organisation. This is
because employees identify with the firm and are proud to work there.

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

It also improves employee relationships because it promotes team building exercises or social
gatherings, giving employees an opportunity to mix outwith their department.

Plenty of Practice of Past Paper Questions is crucial

Good Luck!

Acknowledgements to M McGowan Hamilton Grammar

[Link]

Higher Business Management - 13 - Knox Academy