Higher Business

Management

The Exam Doctor

Knox Academy
CONTENTS

COMMAND WORDS....................................2
MARKING HIGHER BUSINESS MANAGEMENT
................................................................4
MARKING PRINCIPLES...............................6
PAST PAPER CASE STUDIES.....................10
PAST PAPER ESSAY QUESTIONS...............11
TOP 10 BANKER QUESTIONS....................13
GENERAL EXAM TIPS...............................14
REMEMBER.............................................17
..............................................................18
FROM BULLET POINTS TO Bs....................19

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

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Higher Business Management -2- Knox Academy

Acknowledgements to M McGowan Hamilton Grammar
http://mrmcgowan.blogspot.com/

Higher Business Management -3- 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 Ensure that marks awarded for
Disadvantages one advantage and one advantages are not repeated by
disadvantage should be given to straight negatives given for
attract all marks available 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 Differences between items/options

Contrast options side by side should be emphasised. Assess
Draw up a distinction between the items being examined and stress
options 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 Make a distinction by comparing

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

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

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

Identify Name/classify/categorise Definition

Identify and Name/classify/categorise and then Define item(s)/option(s) and then

Describe explain/illustrate/express explain what it does/how it
works/affects …

Justify Give good reasons for/ State why a course of action or

rationalise/give explanation for option has 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
http://mrmcgowan.blogspot.com/

Higher Business Management -4- Knox Academy

Acknowledgements to M McGowan Hamilton Grammar
http://mrmcgowan.blogspot.com/

Higher Business Management -5- 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.

Acknowledgements to M McGowan Hamilton Grammar If you can understand how the Exam works then
http://mrmcgowan.blogspot.com/ you are ahead of 70% of candidates.

Higher Business Management -6- Knoxcarefully.

Read the Questions 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.

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Higher Business Management -7- Knox Academy

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

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Higher Business Management -8- 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

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Higher Business Management -9- 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 1 Analysis of business problems

exam 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 1 Analysis of business problems

maker) 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
Stakeholders
5 Marketing – internet, pricing tactic
6 Finance – ratios

2005 The Scottish Fishing 1 Analysis of business problems

Industry 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
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Higher Business Management - 10 - Knox Academy

 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

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 – 1 Analysis of business problems

Lees’ 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

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Higher Business Management - 11 - Knox Academy

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

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http://mrmcgowan.blogspot.com/

Higher Business Management - 12 - 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)
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

http://mrmcgowan.blogspot.com/

Higher Business Management - 13 - 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
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Higher Business Management - 14 - Knox Academy

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).

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http://mrmcgowan.blogspot.com/

Higher Business Management - 15 - 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

http://mrmcgowan.blogspot.com/

Higher Business Management - 16 - 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 www.ka-net.org.uk for PowerPoints and other revision material

Acknowledgements to M McGowan Hamilton Grammar

http://mrmcgowan.blogspot.com/

Higher Business Management - 17 - Knox Academy

Acknowledgements to M McGowan Hamilton Grammar
http://mrmcgowan.blogspot.com/

Higher Business Management - 18 - 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.

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Higher Business Management - 19 - Knox Academy

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

http://mrmcgowan.blogspot.com/

Higher Business Management - 20 - Knox Academy