Time and instructions
SL
HL
Structure
Section A
- Answer two sets of 2 questions, from a choice of three
- 20 marks - split 2 x 4/6
- With reference to case study:
- AO1 - Describe (give a detailed account). [2+2]
- AO2 - Explain (give a detailed account including reasons or causes. [3+3]
Section B
- Answer one set of 4 questions
- 20 marks - split 2/4/4/10
- With reference to additional case study data:
- AO1 - Define of what’s new in the data added
- finance
- explain
- longer response
Section C (HL only)
- Answer one extended response question
- 20 marks
- With reference to additional case study data:
- Application of organisational planning tools
Grade bands - May 2018 exams
Markschemes
Section A
Section B
Section C
Criterion A: Knowledge and understanding of tools, techniques and theories
This criterion addresses the extent to which the candidate demonstrates knowledge and understanding of relevant business management tools, techniques and theories, as stated and/or implied by the question. This includes using appropriate business management terminology.
Criterion B: Application
This criterion addresses the extent to which the candidate is able to apply the relevant business management tools, techniques and theories to the case study organization.
Criterion C: Reasoned arguments
This criterion assesses the extent to which the candidate makes reasoned arguments. This includes making relevant and balanced arguments by, for example, exploring different practices, weighing up their strengths and weaknesses, comparing and contrasting them or considering their implications, depending on the requirements of the question. It also includes justifying the arguments by presenting evidence for the claims made.
Criterion D: Structure
This criterion assesses the extent to which the candidate organizes his or her ideas with clarity, and presents a structured piece of writing comprised of:
• an introduction
• abody
• a conclusion
• fit-for-purpose paragraphs.
Criterion E: Individual and societies
This criterion assesses the extent to which the candidate is able to give balanced consideration to the perspectives of a range of relevant stakeholders, including individuals and groups internal and external to the organization.
Recommendation for how to do well
DEADER is a technique that you could use in your exams to help you answer questions, especially those that are worth 6-8 marks.
D - Define - Give the definition of any key terms that appear in the question. This should only be done if it has not been given in an earlier question.
E - Examples - These should be taken from the relevant case study.
A - Advantages - Examine the advantages for the business in relation to the question.
D - Disadvantages - Examine the disadvantages for the business in relation to the question.
E - Evaluate - Make an appraisal by weighing up the strengths and limitations of different evidence and arguments, relating it to the advantages and disadvantages above.
R - Recommend - Using the case study and your analysis above, present an advisable course of action for the business.
This formula should help you to structure your responses well and meet all the criteria.
Sample papers
01_SL_1_A_A_BM_en.pdf
02_SL_1_A_B_BM_en.pdf
IB Exam May 2019 - Case study preparation
BusMan Case Study for use May 2019.pdfUnderstand-the-case-study -ibGenius.pdfIB Business Management Case Study May 2019 RDM - SWOT Analysis.pdfIB exam_Business Management SLHL Paper 1 Case Study Prep_May 2019.docxIB Exam May 2020 - Case study preparation
BusMan Case Study for use May 2020.pdfP&S Trawlers Mind-Map.docxP&S Trawlers Mind-Map.pdfBusiness_Management_SL_Paper1.pdfBusiness_Management_HL_Paper1_2.pdfBusiness_Management_HL_Paper1_1.pdfPractice Questions
Simple Part B Practice Question
RECESSION SPARKS NEW BUSINESS IDEAS
Disney, MacDonald’s, Burger King, Proctor & Gamble,
Johnson & Johnson, and Microsoft – what do they all have in common? They all started during a recession or depression. The message, delivered to around 40 would-be entrepreneurs at a workshop in Stratford, East London is clear: don’t let bad economic headlines put you off. Most of the people at this session are not aiming at creating new multinational corporations. But during the coffee break, they seem pretty confident that their ideas can prosper even in the current
climate. “I’m here to find out about starting a business providing CVs to school leavers,” says Jessica Lyons, wearing a lapel badge with My First CV, the name of the future business, written on it. “For my particular business idea I think this is the ideal time, because there are more people than ever out there looking for work.” The recession is causing a small spike in interest in setting up small businesses. Another interesting example was from a gym instructor who wants to take his equipment to companies around London, giving people a lunchtime workout without them having to leave their offices. Most of the would be entrepreneurs at Stratford are looking at potential opportunities in the tertiary sector which do not require large amounts of start-up finance to purchase capital equipment and rely more on their own skills and interests.
‘Unleashing the Power of the Intrapreneur ’ was another workshop being run at the same time. It was aimed at helping companies explore how best to harness the talents of their most enterprising employees. Many of the best business ideas and new innovations a company comes up with come from staff working at all levels of a business – not just the senior management team. This workshop provided guidance as to the best practices for enabling employees to become intrapreneurs. Source
- Define Entrepreneurship. [2]
- Explain what motivates people to set up their own businesses. [4]
- Explain one advantage and one disadvantage associated with intrapreneurship. [4]
- Examine why entrepreneurs are choosing to set up businesses in the tertiary sector. [10]
Assessment practice
Business_management_paper_1__SL_markscheme.pdfBusiness_management_paper_1__case_study_HLSL.pdfBusiness_management_paper_1__case_study_HLSL.pdfBusiness_management_paper_1__case_study_analysis_HLSL.docx