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only)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../24500/glossary-organizational-planning-tools-hl.html" title="Glossary: Organizational planning tools (HL)">Glossary: Organizational planning tools (HL)</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../21699/unit-2.html" title="Unit 2">Unit 2</a></li><ul class="level-2 "><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21753/21-functions-evolution-of-hrm.html" title="2.1 Functions & evolution of HRM">2.1 Functions & evolution of HRM</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25388/glossary.html" title="Glossary">Glossary</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right 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relations (HL only)">2.6 Industrial/employee relations (HL only)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25125/glossary-industrialemployee-relations.html" title="Glossary: Industrial/employee relations">Glossary: Industrial/employee relations</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../21670/unit-3.html" title="Unit 3">Unit 3</a></li><ul class="level-2 "><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21744/31-sources-of-finance.html" title="3.1 Sources of finance">3.1 Sources of finance</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../24501/glossary-sources-of-finance.html" title="Glossary: Sources of finance">Glossary: Sources of finance</a></li></ul><li class=" 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href="../22093/glossary-break-even-analysis.html" title="Glossary: Break-even analysis">Glossary: Break-even analysis</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21747/34-final-accounts.html" title="3.4 Final accounts">3.4 Final accounts</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../31367/glossary-final-accounts.html" title="Glossary: Final accounts">Glossary: Final accounts</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21748/35-profitability-and-liquidity-ratio-analysis.html" title="3.5 Profitability and liquidity ratio analysis">3.5 Profitability and liquidity ratio analysis</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25111/glossary-profitability-and-liquidity-ratio-analysis.html" title="Glossary: Profitability and liquidity ratio analysis">Glossary: Profitability and liquidity ratio analysis</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21749/36-efficiency-ratio-analysis-hl-only.html" title="3.6 Efficiency ratio analysis (HL only)">3.6 Efficiency ratio analysis (HL only)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25114/glossary-efficiency-ratios.html" title="Glossary: Efficiency ratios">Glossary: Efficiency ratios</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21750/37-cash-flow.html" title="3.7 Cash flow">3.7 Cash flow</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25118/cash-flow-forecasts.html" title="Cash flow forecasts">Cash flow forecasts</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../31376/glossary-cash-flow.html" title="Glossary: Cash flow">Glossary: Cash flow</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21751/38-investment-appraisal.html" title="3.8 Investment appraisal">3.8 Investment appraisal</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../31377/glossary-investment-appraisal-.html" title="Glossary: Investment appraisal ">Glossary: Investment appraisal </a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21752/39-budgets-hl-only.html" title="3.9 Budgets (HL only)">3.9 Budgets (HL only)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../31378/39-budgets-hl-only-glossary.html" title="3.9 Budgets (HL Only) Glossary">3.9 Budgets (HL Only) Glossary</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../21684/unit-4.html" title="Unit 4">Unit 4</a></li><ul class="level-2 "><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21767/41-the-role-of-marketing.html" title="4.1 The role of marketing">4.1 The role of marketing</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25618/glossary-the-role-of-marketing.html" title="Glossary: The role of marketing">Glossary: The role of marketing</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21768/42-marketing-planning.html" title="4.2 Marketing planning">4.2 Marketing planning</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../28328/glossary-marketing-planning.html" title="Glossary: Marketing planning">Glossary: Marketing planning</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21769/43-sales-forecasting-hl-only.html" title="4.3 Sales forecasting (HL only)">4.3 Sales forecasting (HL only)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25713/glossary-sales-forecasting.html" title="Glossary: Sales forecasting">Glossary: Sales forecasting</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21713/44-market-research.html" title="4.4 Market research">4.4 Market research</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25208/glossary-market-research.html" title="Glossary: Market research">Glossary: Market research</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21770/45-the-four-ps.html" title="4.5 The four Ps">4.5 The four Ps</a></li><ul class="level-3 "><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="Product">Product</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../22627/glossary-product.html" title="Glossary: Product">Glossary: Product</a></li></ul><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../22525/price.html" title="Price">Price</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../22548/glossary-price.html" title="Glossary: Price">Glossary: Price</a></li></ul><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../22567/promotion.html" title="Promotion">Promotion</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../22704/45-promotion-glossary.html" title="4.5 Promotion - Glossary">4.5 Promotion - Glossary</a></li></ul><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../22745/place.html" title="Place">Place</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../23813/45-place-glossary.html" title="4.5 Place - Glossary">4.5 Place - Glossary</a></li></ul></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21774/46-the-extended-marketing-mix-7-ps-hl.html" title="4.6 The extended marketing mix (7 Ps) (HL)">4.6 The extended marketing mix (7 Ps) (HL)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../23814/glossary-the-extended-marketing-mix-hl.html" title="Glossary: The extended marketing mix (HL)">Glossary: The extended marketing mix (HL)</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21772/47-international-marketing-hl-only.html" title="4.7 International marketing (HL only)">4.7 International marketing (HL only)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../23815/glossary-international-marketing-hl.html" title="Glossary: International Marketing (HL)">Glossary: International Marketing (HL)</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21773/48-e-commerce.html" title="4.8 E-commerce">4.8 E-commerce</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../23797/glossary-e-commerce.html" title="Glossary: E-commerce">Glossary: E-commerce</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../21688/unit-5.html" title="Unit 5">Unit 5</a></li><ul class="level-2 "><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21937/51-the-role-of-operations-management.html" title="5.1 The role of operations management">5.1 The role of operations management</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../24843/glossary.html" title="Glossary">Glossary</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21938/52-production-methods.html" title="5.2 Production methods">5.2 Production methods</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../24848/glossary.html" title="Glossary">Glossary</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21939/53-lean-production-quality-management-hl.html" title="5.3 Lean production & quality management (HL)">5.3 Lean production & quality management (HL)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../24839/glossary-lean-production-and-quality-management.html" title="Glossary: Lean Production and quality management">Glossary: Lean Production and quality management</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21700/54-location.html" title="5.4 Location">5.4 Location</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../24959/glossary.html" title="Glossary">Glossary</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21695/55-production-planning-hl.html" title="5.5 Production planning (HL)">5.5 Production planning (HL)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25032/glossary-production-planning.html" title="Glossary: Production planning">Glossary: Production planning</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../33222/56-research-development-hl.html" title="5.6 Research & development (HL)">5.6 Research & development (HL)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../34014/glossary-research-development.html" title="Glossary: Research & Development">Glossary: Research & Development</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21941/57-crisis-management-contingency-planning-hl.html" title="5.7 Crisis management & contingency planning (HL)">5.7 Crisis management & contingency planning (HL)</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../25042/glossary.html" title="Glossary">Glossary</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../25115/cuegis.html" title="CUEGIS">CUEGIS</a></li><ul class="level-2 "><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="The 6 CUEGIS concepts">The 6 CUEGIS concepts</a></li><ul class="level-3 "><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="Ethics">Ethics</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../21954/mcdonalds-supersize-me.html" title="McDonald's - Supersize Me">McDonald's - Supersize Me</a></li></ul></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="The CUEGIS essay">The CUEGIS essay</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../22876/planning-your-cuegis-essay.html" title="Planning your CUEGIS essay">Planning your CUEGIS essay</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../33806/paper-2-section-c-questions.html" title="Paper 2 Section C Questions">Paper 2 Section C Questions</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../33959/the-ia.html" title="The IA">The IA</a></li><ul class="level-2 "><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="HL IA">HL IA</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../22190/35-sample-research-questions-for-the-hl-ia.html" title="35 sample research questions for the HL IA">35 sample research questions for the HL IA</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../22200/hl-ia-student-checklist.html" title="HL IA - Student Checklist">HL IA - Student Checklist</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../33508/ia-hl-poster.html" title="IA HL Poster">IA HL Poster</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="SL IA">SL IA</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../22146/sl-ia-20-sample-titles.html" title="SL IA - 20 Sample Titles">SL IA - 20 Sample Titles</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../38181/faq-about-the-sl-ia.html" title="FAQ about the SL IA">FAQ about the SL IA</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../22114/exams.html" title="Exams">Exams</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../22115/command-terms.html" title="Command Terms">Command Terms</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../36599/glossary-of-key-terms.html" title="Glossary of key terms">Glossary of key terms</a></li><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../38059/flashcards-revision.html" title="Flashcards - Revision">Flashcards - Revision</a></li><ul class="level-3 "><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../38060/flashcards-revision-unit-1.html" title="Flashcards - Revision (Unit 1)">Flashcards - Revision (Unit 1)</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38056/unit-11-revision-flashcards.html" title="Unit 1.1 Revision Flashcards">Unit 1.1 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38061/unit-12-revision-flashcards.html" title="Unit 1.2 Revision Flashcards">Unit 1.2 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38067/unit-13-revision-flashcards.html" title="Unit 1.3 Revision Flashcards">Unit 1.3 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38092/unit-14-revision-flashcards.html" title="Unit 1.4 Revision Flashcards">Unit 1.4 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38096/unit-15-revision-flashcards.html" title="Unit 1.5 Revision Flashcards">Unit 1.5 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38102/unit-16-revision-flashcards.html" title="Unit 1.6 Revision Flashcards">Unit 1.6 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38103/unit-17-revision-flashcards.html" title="Unit 1.7 Revision Flashcards">Unit 1.7 Revision Flashcards</a></li></ul><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../38114/flashcards-revision-unit-2.html" title="Flashcards - Revision (Unit 2)">Flashcards - Revision (Unit 2)</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38121/unit-21-revision-flashcards.html" title="Unit 2.1 Revision Flashcards">Unit 2.1 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38125/unit-22-revision-flashcards.html" title="Unit 2.2 Revision Flashcards">Unit 2.2 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38126/unit-23-revision-flashcards.html" title="Unit 2.3 Revision Flashcards">Unit 2.3 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38144/unit-24-revision-flashcards.html" title="Unit 2.4 Revision Flashcards">Unit 2.4 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38146/unit-25-revision-flashcards.html" title="Unit 2.5 Revision Flashcards">Unit 2.5 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38147/unit-26-revision-flashcards-hl-only.html" title="Unit 2.6 Revision Flashcards (HL only)">Unit 2.6 Revision Flashcards (HL only)</a></li></ul><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../38149/flashcards-revision-unit-3.html" title="Flashcards - Revision (Unit 3)">Flashcards - Revision (Unit 3)</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38153/unit-31-revision-flashcards.html" title="Unit 3.1 Revision Flashcards">Unit 3.1 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38154/unit-32-revision-flashcards.html" title="Unit 3.2 Revision Flashcards">Unit 3.2 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38182/unit-33-revision-flashcards.html" title="Unit 3.3 Revision Flashcards">Unit 3.3 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38183/unit-34-revision-flashcards.html" title="Unit 3.4 Revision Flashcards">Unit 3.4 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38191/unit-35-revision-flashcards.html" title="Unit 3.5 Revision Flashcards">Unit 3.5 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38192/unit-36-revision-flashcards-hl.html" title="Unit 3.6 Revision Flashcards (HL)">Unit 3.6 Revision Flashcards (HL)</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38193/unit-37-revision-flashcards.html" title="Unit 3.7 Revision Flashcards">Unit 3.7 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38194/unit-38-revision-flashcards.html" title="Unit 3.8 Revision Flashcards">Unit 3.8 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38195/unit-39-revision-flashcards.html" title="Unit 3.9 Revision Flashcards">Unit 3.9 Revision Flashcards</a></li></ul><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../38196/flashcards-revision-unit-4.html" title="Flashcards - Revision (Unit 4)">Flashcards - Revision (Unit 4)</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38198/unit-41-revision-flashcards.html" title="Unit 4.1 Revision Flashcards">Unit 4.1 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38203/unit-42-revision-flashcards.html" title="Unit 4.2 Revision Flashcards">Unit 4.2 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38217/unit-43-revision-flashcards.html" title="Unit 4.3 Revision Flashcards">Unit 4.3 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38218/unit-44-revision-flashcards.html" title="Unit 4.4 Revision Flashcards">Unit 4.4 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38219/unit-45a-product-revision-flashcards.html" title="Unit 4.5a Product Revision Flashcards">Unit 4.5a Product Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38220/unit-45b-price-revision-flashcards.html" title="Unit 4.5b Price Revision Flashcards">Unit 4.5b Price Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38221/unit-45c-promotion-revision-flashcards.html" title="Unit 4.5c Promotion Revision Flashcards">Unit 4.5c Promotion Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38222/unit-45d-promotion-revision-flashcards.html" title="Unit 4.5d Promotion Revision Flashcards">Unit 4.5d Promotion Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38223/unit-46-revision-flashcards-hl.html" title="Unit 4.6 Revision Flashcards (HL)">Unit 4.6 Revision Flashcards (HL)</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38224/unit-47-revision-flashcards-hl.html" title="Unit 4.7 Revision Flashcards (HL)">Unit 4.7 Revision Flashcards (HL)</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38225/unit-48-e-commerce-flashcards.html" title="Unit 4.8 E-commerce Flashcards">Unit 4.8 E-commerce Flashcards</a></li></ul><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../38232/flashcards-revision-unit-5.html" title="Flashcards - Revision (Unit 5)">Flashcards - Revision (Unit 5)</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38233/unit-51-revision-flashcards.html" title="Unit 5.1 Revision Flashcards">Unit 5.1 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38234/unit-52-revision-flashcards.html" title="Unit 5.2 Revision Flashcards">Unit 5.2 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38235/unit-53-revision-flashcards-hl.html" title="Unit 5.3 Revision Flashcards (HL)">Unit 5.3 Revision Flashcards (HL)</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38236/unit-54-revision-flashcards.html" title="Unit 5.4 Revision Flashcards">Unit 5.4 Revision Flashcards</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38237/unit-55-revision-flashcards-hl.html" title="Unit 5.5 Revision Flashcards (HL)">Unit 5.5 Revision Flashcards (HL)</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38238/unit-56-revision-flashcards-hl.html" title="Unit 5.6 Revision Flashcards (HL)">Unit 5.6 Revision Flashcards (HL)</a></li><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../38239/unit-57-revision-flashcards-hl.html" title="Unit 5.7 Revision Flashcards (HL)">Unit 5.7 Revision Flashcards (HL)</a></li></ul></ul><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../33830/formulae-quiz.html" title="Formulae Quiz">Formulae Quiz</a></li><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="Paper 1 Pre-release case study">Paper 1 Pre-release case study</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44969/n22-case-study-ele-plc.html" title="N22 Case Study (ELE PLC)">N22 Case Study (ELE PLC)</a></li><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="M22 (Peacewick Uni)">M22 (Peacewick Uni)</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../44106/additional-exam-questions-paper-1.html" title="Additional exam questions (Paper 1)">Additional exam questions (Paper 1)</a></li></ul><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../32840/may-2020-p-s-trawlers.html" title="May 2020 (P&S Trawlers)">May 2020 (P&S Trawlers)</a></li><li class=" parent" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="M23 Paper 1">M23 Paper 1</a></li><ul class="level-4 "><li class="" style="padding-left: 56px"><i class="expander fa fa-caret-right "></i><a class="" href="../47825/paper-1-svt-study-guide-shirin-karimi.html" title="Paper 1 SVT Study Guide (Shirin Karimi)">Paper 1 SVT Study Guide (Shirin Karimi)</a></li></ul></ul><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../26095/exam-study-tips-resources.html" title="Exam & Study tips (resources)">Exam & Study tips (resources)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../31342/revision-exams-top-tips.html" title="Revision & Exams - Top tips">Revision & Exams - Top tips</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../47460/top-tips-for-m23-exams.html" title="Top Tips for M23 Exams">Top Tips for M23 Exams</a></li></ul></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../43522/unit-1-intro-to-bm.html" title="Unit 1 - Intro to BM">Unit 1 - Intro to BM</a></li><ul class="level-1 "><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44034/11-what-is-a-business.html" title="1.1 What is a business?">1.1 What is a business?</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399695.html" title="The nature of business">The nature of business</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399694.html" title="Primary, secondary, tertiary, & quaternary sectors">Primary, secondary, tertiary, & quaternary sectors</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399693.html" title="Entrepreneurship">Entrepreneurship</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399692.html" title="Challenges & opportunities for starting a business">Challenges & opportunities for starting a business</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399691.html" title="1.1 True or False Quiz">1.1 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399690.html" title="1.1 Revision Flashcards">1.1 Revision Flashcards</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399689.html" title="1.1 Glossary of key terms">1.1 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399681.html" title="1.2 Types of business entities">1.2 Types of business entities</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399688.html" title="Public & private sectors">Public & private sectors</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399687.html" title="Types of for-profit organizations">Types of for-profit organizations</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399686.html" title="For-profit social enterprises">For-profit social enterprises</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399685.html" title="Non-profit social enterprises">Non-profit social enterprises</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399684.html" title="True or False quiz">True or False quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399683.html" title="1.2 Revision Flashcards">1.2 Revision Flashcards</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399682.html" title="1.2 Glossary of key terms">1.2 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44041/13-business-objectives.html" title="1.3 Business objectives">1.3 Business objectives</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399679.html" title="Vision and mission statements">Vision and mission statements</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399680.html" title="Common business objectives">Common business objectives</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399678.html" title="Strategic & tactical objectives">Strategic & tactical objectives</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399677.html" title="Corporate social responsibility">Corporate social responsibility</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399676.html" title="1.3 Revision Flashcards">1.3 Revision Flashcards</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399674.html" title="True or False quiz">True or False quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399675.html" title="1.3 Glossary of Key terms">1.3 Glossary of Key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44044/14-stakeholders.html" title="1.4 Stakeholders">1.4 Stakeholders</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399673.html" title="The interests of stakeholders">The interests of stakeholders</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399672.html" title="Conflict between stakeholders">Conflict between stakeholders</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399670.html" title="Unit 1.4 Revision Flashcards">Unit 1.4 Revision Flashcards</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399669.html" title="1.4 True or False">1.4 True or False</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399671.html" title="1.4 Glossary of Key terms">1.4 Glossary of Key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44045/15-growth-and-evolution.html" title="1.5 Growth and evolution">1.5 Growth and evolution</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44212/economies-diseconomies-of-scale-1.html" title="Economies & diseconomies of scale">Economies & diseconomies of scale</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44214/internal-and-external-growth-1.html" title="Internal and external growth">Internal and external growth</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44220/external-growth-methods-1.html" title="External growth methods">External growth methods</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44219/reasons-to-grow-or-stay-small-1.html" title="Reasons to grow or stay small">Reasons to grow or stay small</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45586/unit-15revision-flashcards-1.html" title="Unit 1.5 Revision Flashcards">Unit 1.5 Revision Flashcards</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45450/true-or-false-quiz-1.html" title="True or False quiz">True or False quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43673/15-glossary-of-key-terms-1.html" title="1.5 Glossary of key terms">1.5 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44046/16-multinational-companies.html" title="1.6 Multinational companies">1.6 Multinational companies</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44236/the-impact-of-mncs-on-host-countries-ao3-1.html" title="The impact of MNCs on host countries (AO3)">The impact of MNCs on host countries (AO3)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44240/video-documentaries-mncs-1.html" title="Video documentaries - MNCs">Video documentaries - MNCs</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45587/16-glossary-of-key-terms-1.html" title="1.6 Glossary of key terms">1.6 Glossary of key terms</a></li></ul></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../43530/unit-2-hrm.html" title="Unit 2 - HRM">Unit 2 - HRM</a></li><ul class="level-1 "><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44253/21-introduction-to-hrm.html" title="2.1 Introduction to HRM">2.1 Introduction to HRM</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44256/role-of-hrm.html" title="Role of HRM">Role of HRM</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44257/factors-that-influence-hr-planning.html" title="Factors that influence HR planning">Factors that influence HR planning</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44282/reasons-for-resistance-to-change.html" title="Reasons for resistance to change">Reasons for resistance to change</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44283/hr-strategies-for-reducing-the-impact-of-change-resistance-to-ch.html" title="HR strategies for reducing the impact of change & resistance to change">HR strategies for reducing the impact of change & resistance to change</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45458/21-true-or-false-quiz.html" title="2.1 True or False quiz">2.1 True or False quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43677/21-glossary-of-key-terms.html" title="2.1 Glossary of key terms">2.1 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43875/22-organizational-structure.html" title="2.2 Organizational structure">2.2 Organizational structure</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44296/terminology-for-understanding-organizational-structures-1.html" title="Terminology for understanding organizational structures">Terminology for understanding organizational structures</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44310/types-of-organization-charts-1.html" title="Types of organization charts">Types of organization charts</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44323/appropriateness-of-organizational-structures-and-external-factor-1.html" title="Appropriateness of organizational structures and external factors">Appropriateness of organizational structures and external factors</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44316/changes-in-organizational-structures-hl-1.html" title="Changes in organizational structures (HL)">Changes in organizational structures (HL)</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44338/23-leadership-and-management.html" title="2.3 Leadership and management">2.3 Leadership and management</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44343/scientific-intuitive-management-hl-1.html" title="Scientific & intuitive management (HL)">Scientific & intuitive management (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44339/management-and-leadership-1.html" title="Management and leadership">Management and leadership</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44340/leadership-styles-1.html" title="Leadership styles">Leadership styles</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45462/23-true-or-false-quiz.html" title="2.3 True or False Quiz">2.3 True or False Quiz</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43829/24-motivation-and-demotivation.html" title="2.4 Motivation and demotivation">2.4 Motivation and demotivation</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44349/motivation-theories-sl-hl-1.html" title="Motivation theories (SL & HL)">Motivation theories (SL & HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44353/motivation-theories-hl-1.html" title="Motivation theories (HL)">Motivation theories (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44354/labour-turnover-hl-1.html" title="Labour turnover (HL)">Labour turnover (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44361/types-of-appraisal-hl-1.html" title="Types of appraisal (HL)">Types of appraisal (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44383/methods-of-recruitment-hl-1.html" title="Methods of recruitment (HL)">Methods of recruitment (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44382/internal-external-recruitment-hl-1.html" title="Internal & external recruitment (HL)">Internal & external recruitment (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44363/types-of-financial-rewards-1.html" title="Types of financial rewards">Types of financial rewards</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44370/types-of-non-financial-rewards-1.html" title="Types of non-financial rewards">Types of non-financial rewards</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44371/types-of-training.html" title="Types of training">Types of training</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44390/25-organizational-corporate-culture-hl.html" title="2.5 Organizational (corporate) culture (HL)">2.5 Organizational (corporate) culture (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44392/organizational-culture-hl-1.html" title="Organizational culture (HL)">Organizational culture (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44393/types-of-organizational-culture-hl-1.html" title="Types of organizational culture (HL)">Types of organizational culture (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44394/cultural-clashes-hl-1.html" title="Cultural clashes (HL)">Cultural clashes (HL)</a></li></ul><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44247/26-communication.html" title="2.6 Communication">2.6 Communication</a></li></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../43545/unit-3-finance.html" title="Unit 3 - Finance">Unit 3 - Finance</a></li><ul class="level-1 "><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44435/31-introduction-to-finance.html" title="3.1 Introduction to finance">3.1 Introduction to finance</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44431/31-introduction-to-finance-role-of-finance.html" title="3.1 Introduction to finance - role of finance">3.1 Introduction to finance - role of finance</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45634/31-glossary-of-key-term.html" title="3.1 Glossary of key term">3.1 Glossary of key term</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44436/32-sources-of-finance.html" title="3.2 Sources of finance">3.2 Sources of finance</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44437/internal-sources-of-finance.html" title="Internal sources of finance">Internal sources of finance</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44450/external-sources-of-finance.html" title="External sources of finance">External sources of finance</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44479/appropriateness-of-sources-of-finance.html" title="Appropriateness of sources of finance">Appropriateness of sources of finance</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45483/32-true-or-false-quiz.html" title="3.2 True or False Quiz">3.2 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43688/32-glossary-of-key-terms.html" title="3.2 Glossary of key terms">3.2 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44486/33-costs-and-revenues.html" title="3.3 Costs and revenues">3.3 Costs and revenues</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44487/types-of-costs-1.html" title="Types of costs">Types of costs</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44491/total-revenue-revenue-streams-1.html" title="Total revenue & revenue streams">Total revenue & revenue streams</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45484/33-true-or-false-quiz-1.html" title="3.3 True or false quiz">3.3 True or false quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45657/33-glossary-of-key-terms-1.html" title="3.3 Glossary of key terms">3.3 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44492/34-final-accounts.html" title="3.4 Final accounts">3.4 Final accounts</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44527/the-purpose-of-accounts-to-different-stakeholders-1.html" title="The purpose of accounts to different stakeholders">The purpose of accounts to different stakeholders</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44577/profit-loss-account-2.html" title="Profit & loss account">Profit & loss account</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44579/balance-sheets-1.html" title="Balance sheets">Balance sheets</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44560/types-of-intangible-assets-1.html" title="Types of intangible assets">Types of intangible assets</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44585/depreciation-hl-1.html" title="Depreciation (HL)">Depreciation (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45919/34-true-or-false-quiz-1.html" title="3.4 True or False Quiz">3.4 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45658/34-glossary-of-key-terms-1.html" title="3.4 Glossary of key terms">3.4 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44593/35-profitability-liquidity-ratio-analysis.html" title="3.5 Profitability & liquidity ratio analysis">3.5 Profitability & liquidity ratio analysis</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44595/profitability-ratios.html" title="Profitability ratios">Profitability ratios</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44626/liquidity-ratios-1.html" title="Liquidity ratios">Liquidity ratios</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45486/35-true-or-false-quiz-1.html" title="3.5 True or False Quiz">3.5 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45661/35-glossary-of-key-terms-1.html" title="3.5 Glossary of key terms">3.5 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44627/36-efficiency-ratio-analysis-hl-only.html" title="3.6 Efficiency ratio analysis (HL only)">3.6 Efficiency ratio analysis (HL only)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44805/efficiency-ratios-hl-1.html" title="Efficiency ratios (HL)">Efficiency ratios (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44633/insolvency-versus-bankruptcy-1.html" title="Insolvency versus bankruptcy">Insolvency versus bankruptcy</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45488/36-true-or-false-quiz-1.html" title="3.6 True or False Quiz">3.6 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45662/36-glossary-of-key-terms-1.html" title="3.6 Glossary of key terms">3.6 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44493/37-cash-flow.html" title="3.7 Cash flow">3.7 Cash flow</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44502/the-difference-between-profit-cash-flow-1.html" title="The difference between profit & cash flow">The difference between profit & cash flow</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44506/working-capital-1.html" title="Working capital">Working capital</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44557/liquidity-position-1.html" title="Liquidity position">Liquidity position</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44558/cash-flow-forecasts-1.html" title="Cash flow forecasts">Cash flow forecasts</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44507/relationship-between-investment-profit-cash-flow-1.html" title="Relationship between investment, profit & cash flow">Relationship between investment, profit & cash flow</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44509/strategies-for-dealing-with-cash-flow-problems-1.html" title="Strategies for dealing with cash flow problems">Strategies for dealing with cash flow problems</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45493/37-true-or-false-1.html" title="3.7 True or False">3.7 True or False</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43687/37-glossary-of-key-terms-1.html" title="3.7 Glossary of key terms">3.7 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44515/38-investment-appraisal.html" title="3.8 Investment appraisal">3.8 Investment appraisal</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44516/payback-period-average-rate-of-return-1.html" title="Payback period & Average rate of return">Payback period & Average rate of return</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44519/net-present-value-npv-hl.html" title="Net present value (NPV) (HL)">Net present value (NPV) (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45494/38-true-or-false-quiz-1.html" title="3.8 True or False Quiz">3.8 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43693/38-glossary-of-key-terms-1.html" title="3.8 Glossary of key terms">3.8 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44564/39-budgets-hl.html" title="3.9 Budgets (HL)">3.9 Budgets (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44565/the-difference-between-cost-profit-centres-1.html" title="The difference between cost & profit centres">The difference between cost & profit centres</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44568/the-roles-of-cost-profit-centres-1.html" title="The roles of cost & profit centres">The roles of cost & profit centres</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44576/constructing-budgets-1.html" title="Constructing budgets">Constructing budgets</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44569/variances-1.html" title="Variances">Variances</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44571/the-importance-of-budgets-variances-1.html" title="The importance of budgets & variances">The importance of budgets & variances</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45495/39-true-or-false-quiz-1.html" title="3.9 True or False Quiz">3.9 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43694/39-glossary-of-key-terms.html" title="3.9 Glossary of key terms">3.9 Glossary of key terms</a></li></ul></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../43547/unit-4-marketing.html" title="Unit 4 - Marketing">Unit 4 - Marketing</a></li><ul class="level-1 "><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44637/41-introduction-to-marketing.html" title="4.1 Introduction to marketing">4.1 Introduction to marketing</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44638/market-orientation-vs-product-orientation-1.html" title="Market orientation vs Product orientation">Market orientation vs Product orientation</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44639/market-share-1.html" title="Market share">Market share</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44641/market-growth-1.html" title="Market growth">Market growth</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44642/importance-of-market-share-market-leadership-hl-1.html" title="Importance of market share & market leadership (HL)">Importance of market share & market leadership (HL)</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43695/41-glossary-of-key-terms-1.html" title="4.1 Glossary of key terms">4.1 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43823/42-marketing-planning.html" title="4.2 Marketing planning">4.2 Marketing planning</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44645/the-role-of-marketing-planning-1.html" title="The role of marketing planning">The role of marketing planning</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44654/segmentation-targeting-and-positioning-1.html" title="Segmentation, targeting, and positioning">Segmentation, targeting, and positioning</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44646/difference-between-niche-mass-market-1.html" title="Difference between niche & mass market">Difference between niche & mass market</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43821/the-importance-of-having-a-usp-1.html" title="The importance of having a USP">The importance of having a USP</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44655/how-organizations-differentiate-themselves-1.html" title="How organizations differentiate themselves">How organizations differentiate themselves</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43834/42-vocab-quiz-1.html" title="4.2 Vocab Quiz">4.2 Vocab Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45528/42-true-or-false-quiz-1.html" title="4.2 True or False Quiz">4.2 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43696/42-glossary-of-key-terms-1.html" title="4.2 Glossary of key terms">4.2 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44660/43-sales-forecasting-hl.html" title="4.3 Sales forecasting (HL)">4.3 Sales forecasting (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44669/benefits-limitations-of-sales-forecasting.html" title="Benefits & limitations of sales forecasting">Benefits & limitations of sales forecasting</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45530/43-true-or-false-quiz-1.html" title="4.3 True or False Quiz">4.3 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43711/43-glossary-of-key-terms-1.html" title="4.3 Glossary of key terms">4.3 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44679/44-market-research.html" title="4.4 Market research">4.4 Market research</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44680/why-how-organizations-carry-out-market-research.html" title="Why & how organizations carry out market research">Why & how organizations carry out market research</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44692/methodstechniques-of-primary-market-research-1.html" title="Methods/techniques of primary market research">Methods/techniques of primary market research</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44693/methodstechniques-of-secondary-market-research-1.html" title="Methods/techniques of secondary market research">Methods/techniques of secondary market research</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44694/qualitative-quantitative-research-1.html" title="Qualitative & quantitative research">Qualitative & quantitative research</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44695/methods-of-sampling-1.html" title="Methods of sampling">Methods of sampling</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45531/44-true-or-false-quiz-1.html" title="4.4 True or False Quiz">4.4 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43712/44-glossary-of-key-terms-1.html" title="4.4 Glossary of key terms">4.4 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44720/45-the-seven-ps-of-the-marketing-mix.html" title="4.5 The seven Ps of the marketing mix">4.5 The seven Ps of the marketing mix</a></li><ul class="level-2 "><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44740/451-product.html" title="4.5.1 Product">4.5.1 Product</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44741/the-product-life-cycle-1.html" title="The product life cycle">The product life cycle</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44745/extension-strategies-1.html" title="Extension strategies">Extension strategies</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44981/relationship-between-the-plc-investment-profit-cash-flow-1.html" title="Relationship between the PLC, investment, profit & cash flow">Relationship between the PLC, investment, profit & cash flow</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44748/aspects-of-branding.html" title="Aspects of branding">Aspects of branding</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44757/the-importance-of-branding-1.html" title="The importance of branding">The importance of branding</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../45766/starterplenary-activity-anagrams-quiz-brands-1.html" title="Starter/Plenary activity - Anagrams Quiz (Brands)">Starter/Plenary activity - Anagrams Quiz (Brands)</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../45957/starterplenary-activity-whats-in-a-brand-name-1.html" title="Starter/Plenary activity - What's in a (brand) name?">Starter/Plenary activity - What's in a (brand) name?</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../43713/45-glossary-of-key-terms-product-1.html" title="4.5 Glossary of key terms (Product)">4.5 Glossary of key terms (Product)</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../42547/452-price-1.html" title="4.5.2 Price">4.5.2 Price</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../43719/45-key-terms-price-1.html" title="4.5 Key Terms (Price)">4.5 Key Terms (Price)</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44782/453-promotion.html" title="4.5.3 Promotion">4.5.3 Promotion</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44783/above-the-line-promotion-1.html" title="Above the line promotion">Above the line promotion</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44795/below-the-line-promotion-1.html" title="Below the line promotion">Below the line promotion</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44797/through-the-line-promotion-1.html" title="Through the line promotion">Through the line promotion</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44801/social-media-marketing-1.html" title="Social media marketing">Social media marketing</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../43721/45-glossary-of-key-terms-1.html" title="4.5 Glossary of key terms">4.5 Glossary of key terms</a></li></ul><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44803/454-place-1.html" title="4.5.4 Place">4.5.4 Place</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44804/the-importance-of-different-distribution-channels-1.html" title="The importance of different distribution channels">The importance of different distribution channels</a></li><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../43722/45-glossary-of-key-terms-1.html" title="4.5 Glossary of key terms">4.5 Glossary of key terms</a></li></ul><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44758/455-people-1.html" title="4.5.5 People">4.5.5 People</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44773/456-processes-1.html" title="4.5.6 Processes">4.5.6 Processes</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44774/457-physical-evidence-1.html" title="4.5.7 Physical evidence">4.5.7 Physical evidence</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44982/appropriate-marketing-mixes-1.html" title="Appropriate marketing mixes">Appropriate marketing mixes</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44697/46-international-marketing-hl.html" title="4.6 International marketing (HL)">4.6 International marketing (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44698/opportunities-threats-posed-by-entry-into-international-markets-1.html" title="Opportunities & threats posed by entry into international markets">Opportunities & threats posed by entry into international markets</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45537/46-true-or-false-quiz-1.html" title="4.6 True or False Quiz">4.6 True or False Quiz</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45736/46-glossary-of-key-terms-1.html" title="4.6 Glossary of key terms">4.6 Glossary of key terms</a></li></ul></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../43565/unit-5-operations-mgt.html" title="Unit 5 - Operations Mgt">Unit 5 - Operations Mgt</a></li><ul class="level-1 "><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44817/51-introduction-to-operations-management.html" title="5.1 Introduction to operations management">5.1 Introduction to operations management</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44818/the-role-of-operations-management-1.html" title="The role of operations management">The role of operations management</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44812/52-operations-methods.html" title="5.2 Operations methods">5.2 Operations methods</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44815/operations-methods-1.html" title="Operations methods">Operations methods</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44861/53-lean-production-quality-management-hl.html" title="5.3 Lean production & quality management (HL)">5.3 Lean production & quality management (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44864/features-of-lean-production.html" title="Features of lean production">Features of lean production</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44872/methods-of-lean-production.html" title="Methods of lean production">Methods of lean production</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44874/cradle-to-cradle-design-manufacturing.html" title="Cradle to cradle design & manufacturing">Cradle to cradle design & manufacturing</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44875/quality-control-quality-assurance.html" title="Quality control & quality assurance">Quality control & quality assurance</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44876/methods-of-managing-quality.html" title="Methods of managing quality">Methods of managing quality</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44877/the-impact-of-lean-production-tqm.html" title="The impact of lean production & TQM">The impact of lean production & TQM</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44878/national-international-quality-standards.html" title="National & international quality standards">National & international quality standards</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44840/55-break-even-analysis.html" title="5.5 Break-even analysis">5.5 Break-even analysis</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44843/contribution.html" title="Contribution">Contribution</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44848/aspects-of-break-even-analysis.html" title="Aspects of break-even analysis">Aspects of break-even analysis</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44851/changes-in-price-and-costs.html" title="Changes in price and costs">Changes in price and costs</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44852/limitations-of-break-even-analysis.html" title="Limitations of break-even analysis">Limitations of break-even analysis</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44890/56-production-planning-hl.html" title="5.6 Production planning (HL)">5.6 Production planning (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44902/the-local-global-supply-chain-process.html" title="The local & global supply chain process">The local & global supply chain process</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44922/the-difference-between-jit-jic.html" title="The difference between JIT & JIC">The difference between JIT & JIC</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44931/stock-control-charts.html" title="Stock control charts">Stock control charts</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44970/capacity-utilization-rate.html" title="Capacity utilization rate">Capacity utilization rate</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45125/defect-rate.html" title="Defect rate">Defect rate</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43832/productivity.html" title="Productivity">Productivity</a></li><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45187/cost-to-buy-cost-to-make.html" title="Cost to buy & Cost to make">Cost to buy & Cost to make</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../46353/sinterklaas-putting-ctb-vs-ctm-into-practice.html" title="Sinterklaas - Putting CTB vs CTM into practice">Sinterklaas - Putting CTB vs CTM into practice</a></li></ul></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../45242/57-crisis-management-contingency-planning-hl.html" title="5.7 Crisis management & contingency planning (HL)">5.7 Crisis management & contingency planning (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45243/difference-between-crisis-management-contingency-planning.html" title="Difference between crisis management & contingency planning">Difference between crisis management & contingency planning</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45268/impact-of-contingency-planning.html" title="Impact of contingency planning">Impact of contingency planning</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45260/factors-that-affect-effective-crisis-management.html" title="Factors that affect effective crisis management">Factors that affect effective crisis management</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45554/57-true-or-false-quiz.html" title="5.7 True or False Quiz">5.7 True or False Quiz</a></li></ul><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../45669/59-management-information-systems-hl.html" title="5.9 Management Information Systems (HL)">5.9 Management Information Systems (HL)</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../42633/data-analytics.html" title="Data analytics">Data analytics</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45861/database.html" title="Database">Database</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../44966/cybersecurity-and-cybercrime.html" title="Cybersecurity and cybercrime">Cybersecurity and cybercrime</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45859/critical-infrastructures.html" title="Critical infrastructures">Critical infrastructures</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../46175/virtual-reality.html" title="Virtual reality">Virtual reality</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45862/the-internet-of-things.html" title="The internet of things">The internet of things</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45858/artificial-intelligence.html" title="Artificial intelligence">Artificial intelligence</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../42634/big-data.html" title="Big data">Big data</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43392/customer-loyalty-programmes.html" title="Customer loyalty programmes">Customer loyalty programmes</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../43395/digital-taylorism.html" title="Digital Taylorism">Digital Taylorism</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45671/data-mining.html" title="Data mining">Data mining</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../45856/benefits-risks-ethical-implications-of-mis.html" title="Benefits, risks, & ethical implications of MIS">Benefits, risks, & ethical implications of MIS</a></li></ul></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../42640/bmt-.html" title="BMT ">BMT </a></li><ul class="level-1 "><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399696.html" title="BMT 1 - SWOT analysis">BMT 1 - SWOT analysis</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399697.html" title="BMT 2 - Ansoff matrix">BMT 2 - Ansoff matrix</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44027/bmt-3-steeple-analysis.html" title="BMT 3 - STEEPLE analysis">BMT 3 - STEEPLE analysis</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42577/bmt-4-boston-consulting-group-matrix.html" title="BMT 4 - Boston Consulting Group matrix">BMT 4 - Boston Consulting Group matrix</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42956/bmt-5-business-plans.html" title="BMT 5 - Business plans">BMT 5 - Business plans</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43606/bmt-6-decision-trees.html" title="BMT 6 - Decision trees">BMT 6 - Decision trees</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42362/bmt-7-descriptive-statistics.html" title="BMT 7 - Descriptive statistics">BMT 7 - Descriptive statistics</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42226/bmt-8-circular-business-models.html" title="BMT 8 - Circular Business Models">BMT 8 - Circular Business Models</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43605/bmt-9-gantt-chart-hl-only.html" title="BMT 9 - Gantt chart (HL only)">BMT 9 - Gantt chart (HL only)</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42214/bmt-10-porters-generic-strategies-hl-only.html" title="BMT 10 - Porter's generic strategies (HL only)">BMT 10 - Porter's generic strategies (HL only)</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42216/bmt-11-hofstedes-cultural-dimensions-hl-only.html" title="BMT 11 - Hofstede's cultural dimensions (HL only)">BMT 11 - Hofstede's cultural dimensions (HL only)</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../../task/399698.html" title="BMT 12 - Force field analysis (HL only)">BMT 12 - Force field analysis (HL only)</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42375/bmt-13-critical-path-analysis-hl-only.html" title="BMT 13 - Critical path analysis (HL only)">BMT 13 - Critical path analysis (HL only)</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42344/bmt-14-contribution-hl-only-.html" title="BMT 14 - Contribution (HL only) ">BMT 14 - Contribution (HL only) </a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../42311/bmt-15-simple-linear-regression-hl-only.html" title="BMT 15 - Simple linear regression (HL only)">BMT 15 - Simple linear regression (HL only)</a></li></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../42758/concepts.html" title="Concepts">Concepts</a></li><ul class="level-1 "><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43633/creativity.html" title="Creativity">Creativity</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43631/ethics.html" title="Ethics">Ethics</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43435/sustainability.html" title="Sustainability">Sustainability</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43668/change.html" title="Change">Change</a></li></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../42836/ia-.html" title="IA ">IA </a></li><ul class="level-1 "><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44415/formulating-suitable-ia-questions.html" title="Formulating suitable IA questions">Formulating suitable IA questions</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../47685/supporting-documents-for-the-ia.html" title="Supporting documents for the IA">Supporting documents for the IA</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../47840/top-tips-for-the-ia-primary-research.html" title="Top tips for the IA – Primary research">Top tips for the IA – Primary research</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44047/50-sample-ia-research-questions-1.html" title="50+ Sample IA research questions">50+ Sample IA research questions</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../46719/recommended-format-for-the-ia.html" title="Recommended format for the IA">Recommended format for the IA</a></li></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../43603/exams.html" title="Exams">Exams</a></li><ul class="level-1 "><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../44091/paper-1.html" title="Paper 1">Paper 1</a></li><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="Paper 2">Paper 2</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../46637/01-ikea.html" title="01 - IKEA">01 - IKEA</a></li></ul><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../45839/quantitative-techniques.html" title="Quantitative techniques">Quantitative techniques</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../46025/abbreviations-quiz.html" title="Abbreviations Quiz">Abbreviations Quiz</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../43740/command-terms.html" title="Command terms">Command terms</a></li><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../45612/glossary-of-key-terms.html" title="Glossary of key terms">Glossary of key terms</a></li></ul><li class="ancestor parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right fa-rotate-90"></i><a class="" href="../33955/the-core.html" title="The Core">The Core</a></li><ul class="level-1 expanded"><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../34902/cas-bm.html" title="CAS & BM">CAS & BM</a></li><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../21665/the-ee.html" title="The EE">The EE</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21934/the-bm-extended-essay.html" title="The BM Extended Essay">The BM Extended Essay</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../32857/ee-planning-form.html" title="EE Planning form">EE Planning form</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../37390/managing-the-ee-process.html" title="Managing the EE process">Managing the EE process</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../37496/top-10-tips-for-the-bm-ee.html" title="Top 10 tips for the BM EE">Top 10 tips for the BM EE</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21930/70-top-bm-ee-research-questions.html" title="70 top BM EE Research Questions">70 top BM EE Research Questions</a></li><li class=" parent" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../22196/tools-techniques-theories-for-the-ee.html" title="Tools, techniques & theories for the EE">Tools, techniques & theories for the EE</a></li><ul class="level-3 "><li class="" style="padding-left: 42px"><i class="expander fa fa-caret-right "></i><a class="" href="../44048/the-triple-bottom-line.html" title="The triple bottom line">The triple bottom line</a></li></ul><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21836/understanding-the-assessment-criteria.html" title="Understanding the assessment criteria">Understanding the assessment criteria</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../37960/reflections-and-engagement-in-the-ee.html" title="Reflections and engagement in the EE">Reflections and engagement in the EE</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../41874/the-mandatory-reflection-sessions.html" title="The mandatory reflection sessions">The mandatory reflection sessions</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../37659/top-10-tips-for-completing-the-rppf-1.html" title="Top 10 Tips for completing the RPPF">Top 10 Tips for completing the RPPF</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../21945/academic-integrity-the-ee-1.html" title="Academic Integrity & the EE">Academic Integrity & the EE</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../37573/citation-and-referencing.html" title="Citation and Referencing">Citation and Referencing</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../39260/ee-checklist.html" title="EE Checklist">EE Checklist</a></li></ul><li class="current" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="tok-bm.html" title="TOK & BM">TOK & BM</a></li></ul><li class=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../22100/misc.html" title="Misc">Misc</a></li><ul class="level-1 "><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="" href="../22208/how-well-do-you-know-the-bm-course.html" title="How well do you know the BM course?">How well do you know the BM course?</a></li><li class=" parent" style="padding-left: 14px"><i class="expander fa fa-caret-right "></i><a class="std-disabled" href="#" title="Distance Learning">Distance Learning</a></li><ul class="level-2 "><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../39730/financial-literacy-simulation-game.html" title="Financial literacy simulation game">Financial literacy simulation game</a></li><li class="" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="../34551/starter-activities-business-management-trivia-quizzes.html" title="Starter Activities - Business Management Trivia Quizzes">Starter Activities - Business Management Trivia Quizzes</a></li></ul><li class="" style="padding-left: 14px"><i class="expander fa fa-caret-right 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<h1 class="section-title">TOK & BM</h1>
<ul class="breadcrumb"><li><a title="Home" href="../../../businessmanagement.html"><i class="fa fa-home"></i></a><span class="divider">/</span></li><li><span class="gray">The Core</span><span class="divider">/</span></li><li><span class="active">TOK & BM</span></li></ul>
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<div class="panel panel-has-footer" style="box-shadow: rgba(17, 0, 51, 0.3) 0px 10px 30px -15px; border-color: rgb(61, 30, 128);"><div class="panel-heading" style="background-color: rgb(61, 30, 128);"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Theory of Knowledge & Business Management</span></strong></p></div></div><div class="panel-body"><div><div class="row-fluid"><div class="span6 col-left"><div><p><span style="font-family:arial,helvetica,sans-serif;"><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="125" src="../../../ib/businessmanagement/images/tok.png" style="float: left;" width="217"></span></span></p></div></div><div class="span6"><div><p><em>"Real knowledge is to know the extent of one's ignorance."</em><br>- Confucius</p><p><span style="font-family:arial,helvetica,sans-serif;"><span style="font-family:arial,helvetica,sans-serif;"><em>“Do not feel absolutely certain of anything.”</em><br><span style="font-family:arial,helvetica,sans-serif;"><span style="font-family:arial,helvetica,sans-serif;">- Bertrand Russell (1872 - 1970), British Nobel laureate</span></span></span></span></p><p><em>"You learn nothing from life if you think you're right all the time".</em><br>- Keanu Reeves, Canadian actor (b.1964)</p></div></div></div></div></div><div class="panel-footer" style="background-color: rgb(247, 245, 250);"><p><span style="font-family:arial,helvetica,sans-serif;">The IB states that <strong>Theo</strong><strong>ry of Knowledge</strong> (TOK) is a course about critical thinking and inquiring into the process of knowing, rather than about learning a specific body of knowledge. Hence, TOK is interdisciplinary in nature. Note that developing critical thinking skills is not the same as being critical (of knowledge, content or knowledge) in a negative way. Instead, critical thinking means we do not passively accept things that are read, heard or 'taught', but ask useful (probing) questions, support our ideas with evidence, argue coherently, and develop our thinking skills in the pursuit of knowledge.</span></p><section class="tib-hiddenbox"><p><span style="color:#FF0000;"><em>"Real knowledge is to know the extent of one's ignorance." </em>- Confucius (551 - 479 BC)</span></p><p><span style="color:#FF0000;">This quote by Confucius, the Chinese Philosopher, reminds us all that it's OK and quite normal to not know something and to be able to admit <em>"I do not know."</em></span></p><p><span style="color:#FF0000;">It is OK to not know something, and certainly none of us are knowledgeable in everything. As educators (or students), we are often reminded about how being humble and open-minded in our pursuit of knowledge only but helps to clarify and broaden what we know. Students learn better if they are able to seek advice and guidance in support of their learning - be it the contents of the Business Management course, their Internal Assessments, Extended Essay and/or any other aspect of their studies.</span></p><p><span style="color:#FF0000;">No matter how knowledgeable we are (or think we are) we all inevitably have much more that we do not know. That is what the TOK course really is about - the pursuit of knowledge. As human beings, we all have limits, and knowing when we do not know something is far more powerful, and knowledgeable, than having an attitude of thinking that we know it all or know better than others.</span></p><p><span style="color:#FF0000;">So, true knowledge is not about what we know, or claim that we know, but also about the extent to which we realise we do not know.</span></p></section><p><span style="font-family:arial,helvetica,sans-serif;">It is useful to remember in TOK that knowledge can defined as being <em>a justified true belief</em> (in the words of Plato).</span></p><p><span style="font-family:arial,helvetica,sans-serif;">So, how do we know what we (think we) know? The answers you may hear from students include:</span></p><ul class="branded"><li><p><span style="font-family:arial,helvetica,sans-serif;">I worked it out (reasoning)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">I feel it (emotion)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">I saw it (sense perception)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Someone told me / I read about it (language)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">I remembered it (memory)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">I can sense it / I ‘just know’ (intuition)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">I believe it (faith)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">I created it (imagination)</span></p></li></ul><p><span style="font-family:arial,helvetica,sans-serif;">These eight responses, or methods of knowing, can provide a useful framework for making knowledge claims in the study of IB Business Management: reason, emotion, sense perception, language, memory, intuition, faith and imagination.</span></p><section class="tib-hiddenbox"><p><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"> Collectively, these eight methods were called the "Ways of Knowing", or WOKs, but are no longer a specific feature in the new TOK course (first assessment 2022). However, they are still a useful framework for making knowledge claims in IB Business Management.</span></span></p></section><p><img alt="" height="313" src="../../../ib/businessmanagement/images/ib-core/wok.png" width="446"></p><p><span style="color:#696969;"><em>A framework for making knowledge claims in DP Business Management</em></span></p><hr class="hidden"><p>In the new Theory of Knowledge course, students study a core theme, optional themes, and areas of knowledge (AOK) using a tool called the “knowledge framework”. This knowledge framework consists of four elements:</p><ol><li><p>scope</p></li><li><p>perspectives</p></li><li><p>methods and tools, and</p></li><li><p>ethics.</p></li></ol><p>The five AOKs represent different categories of knowledge in the TOK course. These consist of (i) the arts, (ii) history, (iii) the human sciences, (iv) mathematics, and (v) the natural sciences.</p><p>The new TOK course also uses <strong>12 </strong>key concepts as being of particular importance. The 12 concepts are:</p><div class="row-fluid"><div class="span6 col-left"><div><ul class="branded"><li><p>Certainty</p></li><li><p>Culture</p></li><li><p>Evidence</p></li><li><p>Explanation</p></li><li><p>Interpretation</p></li><li><p>Justification</p></li></ul></div></div><div class="span6"><div><ul class="branded"><li><p>Objectivity</p></li><li><p>Perspective</p></li><li><p>Power</p></li><li><p>Responsibility</p></li><li><p>Truth, and</p></li><li><p>Values</p></li></ul></div></div></div><p><img alt="" height="262" src="../../../ib/businessmanagement/images/ib-core/12-dozen-tok-concepts.png" width="395"></p><p><span style="color:#696969;"><em>One dozen TOK concepts</em></span></p><p>To read more about these twelve concepts, click the icon below.</p><section class="tib-hiddenbox"><p><em><img alt="" height="202" src="../../../ib/businessmanagement/images/ib-core/tok.jpg" style="float: left;" width="269"></em>You may not have noticed but TOK has changed. The main difference is that the framework of the TOK curriculum has shifted to become "concept-based." This means that the focus of the course is now on "big ideas." These big ideas are transdisciplinary in nature and help us to understand "why" we are learning the content.</p><p>The following section looks at the 12 concepts on which the TOK course is built. Some of the concepts link more directly to Business Management than others, but helping students to see how these concepts are relevant in our subject will help to support the transfer of their understandings and make TOK a more relevant and integrated part of their IB DP learning.</p><hr class="hidden"><div class="greenBg"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-cogs fa-lg" style="color: rgb(103, 7, 124);"> </span> <strong>TOK: The 12 key concepts</strong></span></span></p><p><span style="font-family:arial,helvetica,sans-serif;">Certainty Culture Evidence Explanation Interpretation Justification</span></p><p><span style="font-family:arial,helvetica,sans-serif;">Objectivity Perspective Power Responsibility Truth Values</span></p></div><div class="panel panel-fucsia"><div class="panel-heading"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Certainty<span style="color:#FFFF00;"></span></span></strong></p></div></div><div class="panel-body"><div><p><span style="color:#696969;"><em>“What we know is a drop, what we don't know is an ocean.”</em><br>- Sir Isaac Newton (1643 - 1727), English mathematician and physicist</span></p><p>Unlike other areas of knowledge (AOK), <strong>certainty </strong>is not something that Business Management covers really well, given the continual changes in the <a href="../21763/15-external-environment.html" title="Unit 1 » 1.5 External environment">external environment</a>, for example.</p><p>In addition, the measurement of behaviour is problematic in the study of <a href="../21699/unit-2.html" title="Unit 2">human resources</a>. For example, there is no absolute certainty about the degree of discrimination in the <a href="../25090/human-resource-planning-workforce-planning.html" title="Unit 2 » 2.1 Functions & evolution of HRM » Human resource planning (workforce planning)">recruitment process</a>, the most effective <a href="../24722/leadership-styles.html" title="Unit 2 » 2.3 Leadership and management » Leadership styles">leadership style</a>, or what really <a href="../24745/24-motivation.html" title="Unit 2 » 2.4 Motivation">motivates</a> individuals in the workplace - not everyone wants promotion even if this comes with a pay rise, for example.</p><p>Nevertheless, the Business Management course covers many quantitative aspects of the discipline, which makes business decision making more measurable and objective. Quantitative techniques covered in the course, for example, include:</p><ul class="branded"><li><p><a href="../21746/33-break-even-analysis.html" title="Unit 3 » 3.3 Break-even analysis">Break-even analysis</a></p></li><li><p><a href="../21752/39-budgets-hl-only.html" title="Unit 3 » 3.9 Budgets (HL only)">Budgets</a> (HL only)</p></li><li><p><a href="../21750/37-cash-flow.html" title="Unit 3 » 3.7 Cash flow">Cash flow</a></p></li><li><p><a href="../24853/cost-to-buy-cost-to-make.html" title="Unit 5 » 5.5 Production planning (HL) » Cost to buy & Cost to make">Cost to buy and Cost to make</a> (HL only)</p></li><li><p><a href="../21745/32-costs-and-revenues.html" title="Unit 3 » 3.2 Costs and revenues">Costs and revenues</a></p></li><li><p><a href="../24031/decision-trees.html" title="Unit 1 » 1.7 Organizational planning tools (HL only) » Decision trees">Decision trees</a> (HL only)</p></li><li><p><a href="../21749/36-efficiency-ratio-analysis-hl-only.html" title="Unit 3 » 3.6 Efficiency ratio analysis (HL only)">Efficiency ratio analysis</a> (HL only)</p></li><li><p><a href="../21747/34-final-accounts.html" title="Unit 3 » 3.4 Final accounts">Final accounts</a></p></li><li><p><a href="../24032/force-field-analysis.html" title="Unit 1 » 1.7 Organizational planning tools (HL only) » Force field analysis">Force field analysis</a> (HL only)</p></li><li><p><a href="../24033/gantt-chart.html" title="Unit 1 » 1.7 Organizational planning tools (HL only) » Gantt chart">Gantt chartst</a> (HL only)</p></li><li><p><a href="../21751/38-investment-appraisal.html" title="Unit 3 » 3.8 Investment appraisal">Investment appraisal</a></p></li><li><p><a href="../21748/35-profitability-and-liquidity-ratio-analysis.html" title="Unit 3 » 3.5 Profitability and liquidity ratio analysis">Profitability and liquidity ratio analysis</a></p></li><li><p><a href="../21769/43-sales-forecasting-hl-only.html" title="Unit 4 » 4.3 Sales forecasting (HL only)">Sales forecasting</a> (HL only)</p></li><li><p><a href="../24856/stock-control-charts.html" title="Unit 5 » 5.5 Production planning (HL) » Stock control charts">Stock control</a> (HL only) </p></li></ul><p>When trying to determine the level of certainty in business decision making, managers and leaders tend to rely on both qualitative and quantitative factors in order to increase the level of certainty in their strategic choices. This involves consideration of both internal and external factors.</p></div></div></div><div class="panel panel-blue"><div class="panel-heading"><div><p><strong>Culture</strong></p></div></div><div class="panel-body"><div><p><img alt="" src="../../../ib/businessmanagement/images/culture_factors-1.jpg" style="width: 600px; height: 288px;"></p><p><span style="color:#696969;"><em>Examples of aspects of culture in Business Management</em></span></p><p><i>"Those who cannot change their minds cannot change anything” - </i>George Bernard Shaw (1856 - 1950), Irish playwright</p><p>Culture is embedded in the Business Management syllabus both as a key <a href="../20253/culture.html" title="CUEGIS » The 6 CUEGIS concepts » Culture">CUEGIS concept</a> and subject content (<a href="../21757/25-organizational-culture-hl-only.html" title="Unit 2 » 2.5 Organizational culture (HL only)">Unit 2.5 Organizational culture - HL only</a>). Nevertheless, remember that TOK is interested in how culture affects our knowledge of the world around us - not only from a corporate or business perspective. For example, the study of cultural dimensions is great for this, such as how uncertainty bias, gender norms, or power distance within an organization or society as a whole affects one's approach to knowledge.</p><p>Read more about culture as a key concept in Business Management by clicking the link <a href="../20253/culture.html" title="CUEGIS » The 6 CUEGIS concepts » Culture">here</a>.</p></div></div></div><div class="panel panel-orange"><div class="panel-heading"><div><p><strong>Evidence</strong></p></div></div><div class="panel-body"><div><div><p><em><span style="color:#696969;">“Great minds do not think alike. They challenge each other to think again.”</span></em><span style="color:#696969;"><br>- Adam Grant (b. 1981), American author and organisational psychologist </span></p><p>This concept is highly applicable for Business Management. Evidence is the foundation of our curriculum as students are constantly being asked to evaluate the evidence in their learning as well as assessments, including:</p><ul class="branded"><li><a href="../22464/paper-1-pre-release-case-study.html" title="Exams » Paper 1 Pre-release case study">Paper 1</a> (Part B for SL and HL and Part C for HL)</li><li><a href="../37103/paper-2-exam-practice-questions.html" title="Exams » Paper 2 Exam Practice Questions">Paper 2</a> (Parts B and C for SL and HL)</li><li>Internal assessment (for <a href="../21932/sl-ia.html" title="The IA » SL IA">SL</a> and <a href="../22170/hl-ia.html" title="The IA » HL IA">HL</a>)</li><li>The <a href="../21665/the-ee.html" title="The Core » The EE">extended essay</a> in Business Management.</li></ul><p>Not that when looking at evidence in Business Management, it is not just about evaluation of the data and information; students should be able to explain <em>why </em>we would use a certain type of evidence. In our course, students look at different <a href="../21713/44-market-research.html" title="Unit 4 » 4.4 Market research">market research</a> methods:</p><ul class="branded"><li><a href="../25047/methodstechniques-of-primary-market-research.html" title="Unit 4 » 4.4 Market research » Methods/techniques of primary market research">Methods/techniques of primary market research</a> such as observations, interviews, questionnaires/surveys, and focus groups.</li><li><a href="../25055/methodstechniques-of-secondary-market-research.html" title="Unit 4 » 4.4 Market research » Methods/techniques of secondary market research">Methods/techniques of secondary market research</a> such as market analyses, academic journals, government publications, media articles, and case studies.</li></ul><p>In addition to this, analysts use different techniques for data collection, including the use of driving and restraining forces in a <a href="../24032/force-field-analysis.html" title="Unit 1 » 1.7 Organizational planning tools (HL only) » Force field analysis">force field analysis</a> and consumer preferences and perceptions to create <a href="../25482/product-position-mapperception-map.html" title="Unit 4 » 4.2 Marketing planning » Product position map/perception map">production position maps</a>.</p><p>However, it is also important that students consider the value of anecdotal versus empirical research used in business decision making. As a humanities or I&S (Individuals and Societies) subject, there is always an element of human judgement and potential bias in tactical and strategic decisions in terms of one's behaviour as well as introspection about one's mental state.</p><p>This short video clip, <span style="font-family:arial,helvetica,sans-serif;">featuring British comedian Joe Lycett’s parking ticket story,</span> highlights the importance of evidence in any argument (in a humorous but self-explanatory way):</p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allowfullscreen="" frameborder="0" gesture="media" height="360" src="https://www.youtube.com/embed/2Gkiw7zpULo" width="640"></iframe></span></p><p>A final example is the use of quantitative vs qualitative data in Business Management. Students often argue that quantitative data is somehow superior to qualitative data as it informs decision making in a more objective and scientific way. This is definitely a TOK question worth exploring further ...</p></div></div></div></div><div class="panel panel-wine"><div class="panel-heading"><div><p><strong>Explanation</strong></p></div></div><div class="panel-body"><div><p><span style="color:#696969;"><em>"The ability to ask questions is the greatest resource in learning the truth.”</em><br>Carl Jung (1875 - 1961), Swiss psychiatrist and psychoanalyst</span></p><p>Explanations are our attempt to understand why people do what they do and behave the way that they do. Explanations may be based on local cultures (e.g. you got sick because you slept with your window open or with the fan blowing at you), errors in logic (decision being based on incomplete or asymmetric information, as well as illusory correlations), and/or empirical evidence.</p><p>We look most directly at this concept when we examine theories used in Business Management - such as the various <a href="../24561/motivation-theories.html" title="Unit 2 » 2.4 Motivation » Motivation theories">motivation theories</a>. In addition to theories, managers and leaders use Business Management models such as <a href="https://www.thinkib.net/businessmanagement/page/21746/33-break-even-analysis" title="Unit 3 » 3.3 Break-even analysis">break-even analysis</a>, the <a href="https://www.thinkib.net/businessmanagement/page/22566/boston-consulting-group-bcg-matrix" title="Unit 4 » 4.5 The four Ps » Product » Boston Consulting Group (BCG) matrix">Boston Consultancy Group matrix</a>, and <a href="https://www.thinkib.net/businessmanagement/page/22264/stakeholder-conflict" title="Unit 1 » 1.4 Stakeholders » Stakeholder conflict">stakeholder mapping</a> (to deal with stakeholder conflict). These models address complex behaviours, such as the financial and non-financial factors that affect an individual or group's level of motivation. Aspects of culture also help to explain the behaviours and choices made by individuals and societies.</p><p>Some questions related to <em>explanation</em>, as a key TOK concept, include:</p><ul class="branded"><li>How do we explain the reasons for change in order for key stakeholder to embrace the inevitable?</li><li>Is it possible to explain whether "business ethics" or "corporate social responsibilities" are oxymora?</li><li>What is more important in the corporate world - people, profits, or the planet?</li><li>How do you explain to someone from a completely different culture the difference between right and wrong?</li><li>What exactly is one's self-actualization?</li><li>How can explain what your next thought or decision is going to be?</li><li>What is the purpose of the word "the" in the English language?</li><li>How do you explain to parents why their child is learning to work out the square root of fractions?</li><li>How do you explain to parents why their child is learning Shakespearian English rather than financial literacy or coding in school?</li><li>Why is it not humanly possible to physically fold a piece of paper in half more than 8 times?</li></ul></div></div></div><div class="panel panel-green"><div class="panel-heading"><div><p><strong>Interpretation</strong></p></div></div><div class="panel-body"><div><p>The way we interpret business knowledge is essential to teaching and learning of the discipline. For example, what is our interpretation of a <a href="https://www.thinkib.net/businessmanagement/page/23713/types-of-non-profit-social-enterprises" title="Unit 1 » 1.2 Types of organizations » Types of non-profit social enterprises">charity</a>? The IB has charitable status. Your school may well have charitable status, even if it charges students school fees. What is a <a href="https://www.thinkib.net/businessmanagement/page/23713/types-of-non-profit-social-enterprises" title="Unit 1 » 1.2 Types of organizations » Types of non-profit social enterprises">non-governmental organization</a>? And how does an NGO (in your country) differ from a charity - is this distinction interpreted equally in different countries?</p><p>Another aspect of interpretation is influenced by culture. What is deemed or interpreted to be ethical or morally correct in one country or culture is not necessarily the case in others. What motivates people in one culture does not necessarily apply in other cultures.</p><p>Sense perception, a way of knowing something, is also subject to interpretation. For example, psychologists use <strong>ambiguous images</strong> (also known as <strong>reversible figures</strong>) as visual tools to demonstrate ambiguity by exploiting graphical similarities and visual interpretations between two or more distinct image forms. A well-known example is the image of <em>My Wife and Mother-in-law</em>:</p><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/my-wife-and-my-mother-in-law-illusion.jpg" style="width: 235px; height: 235px; float: left;">The young girl-old woman illusion (otherwise known as "My Wife and My Mother-in-Law") is a reversible image in which we can see the side of a young lady's face with her head turned to the right or we can (also) see an old woman with a large nose and protruding chin.</p><p>There is debate about the origins of the image, which was featured in <em>Puck</em>, an American humour magazine, on 6th November 1915, with the caption <em>"They are both in this picture - Find them." </em>However, there is also evidence to suggest that a very similar image first appeared in 1888 on a German postcard.</p><p>Ambiguous images suggest that what we see first really depends on our perspective(s) and interpretation(s) of things.</p><p>A final example of interpretation is the use of statistical analysis in Business Management. There is much debate about what makes an ideal or acceptable sample size for market research purposes, which impacts how analysts interpret the significance of research findings and results. We can also interpret data through inductive and deductive methods of reasoning and content analysis. Enabling students to develop the skills to consider the value (benefits), as well as the concerns about different approaches to interpreting data, is an important foundation for critical thinking.</p><p>Watch this video about the use of P-values, which helps us to determine whether research data and results are actually of any meaning.</p><p><iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/tLM7xS6t4FE" width="640"></iframe></p></div></div></div><div class="panel panel-yellow"><div class="panel-heading"><div><p><strong>Justification</strong></p></div></div><div class="panel-body"><div><p>Justification refers to the process of making links between theoretical frameworks and choices. As stated in the Business Management Guide, "A knowledge question in business management challenges a statement, assertion or assumption about the subject that students believe to be true or take for granted. From a TOK perspective, students need to question these claims and how they are justified" (page 7).</p><p>There are several points in the Business Management curriculum where we explore this concept. In particular, "justify" is an AO3 <a href="https://www.thinkib.net/businessmanagement/page/22115/command-terms" title="Exams » Command Terms">command term</a> in Business Management. To justify requires students to give valid reasons or evidence to support an answer or conclusion, such as justifying the reason(s) why Company X has decided to form a joint venture with Company Y.</p><p>For example, in <a href="https://www.thinkib.net/businessmanagement/page/21699/unit-2" title="Unit 2">human resource management</a>, we might have students discuss which financial and non-financial factors are appropriate for workers in different industries or how managers decide which people to hire or fire and demote or promote. In <a href="https://www.thinkib.net/businessmanagement/page/21684/unit-4" title="Unit 4">marketing</a>, we might discuss why a particular <a href="https://www.thinkib.net/businessmanagement/page/22699/promotional-mix" title="Unit 4 » 4.5 The four Ps » Promotion » Promotional mix">promotional mix</a> may or may not be effective - or which form of <a href="https://www.thinkib.net/businessmanagement/page/22702/above-the-line-promotion" title="Unit 4 » 4.5 The four Ps » Promotion » Above the line promotion">above the line</a> or <a href="https://www.thinkib.net/businessmanagement/page/22692/below-the-line-promotion" title="Unit 4 » 4.5 The four Ps » Promotion » Below the line promotion">below the line promotional method</a> might be the most appropriate for a specific organization or product.</p><p>In addition, we ask students to justify throughout the course, be it in their methodology for the <a href="https://www.thinkib.net/businessmanagement/page/22170/hl-ia" title="The IA » HL IA">HL IA</a> research proposal or in their <a href="https://www.thinkib.net/businessmanagement/page/21720/the-cuegis-essay" title="CUEGIS » The CUEGIS essay">CUEGIS Paper 2 essay</a>. This includes deciding whether deception is justified in order to study cult behaviour, whether animal research is valid or ethical in the study of Alzheimer's disease, or whether it is even worth studying sex differences with regard to the brain.</p><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity (Thinking skills)</span></span></h5><p>In some cultures, the following are associated with bad luck:</p><div class="row-fluid"><div class="span6 col-left"><div><ul class="branded"><li><p>Walking under a ladder</p></li><li>Breaking a mirror (said to bring 7 years of bad luck)</li><li>A black cat crossing one's path</li><li>The number 4</li></ul></div></div><div class="span6"><div><ul class="branded"><li><p>The number 9</p></li><li><p>The number 13</p></li><li>Friday the 13th</li><li>Opening an umbrella indoors</li><li>A single magpie (bird)</li></ul></div></div></div><hr class="hidden"><p>Is there any form of justification behind these sorts of superstitutions? How might businesses respond to local and regional superstitutions?</p></div></div></div></div><div class="panel panel-aubergine"><div class="panel-heading"><div><p><strong>Objectivity</strong></p></div></div><div class="panel-body"><div><p><img alt="" src="../../../ib/businessmanagement/images/4-marketing/market-research3.jpg" style="width: 300px; height: 199px;"></p><p>As Business Management is a humanities subject (or part of Individuals and Societies within the IB Diploma Programme), where humans interactions and decisions are made, there are a lot of issues with objectivity. For example, can we be truly objective about aspects of <a href="https://www.thinkib.net/businessmanagement/page/25001/approaches-to-conflict-resolution" title="Unit 2 » 2.6 Industrial/employee relations (HL only) » Approaches to conflict resolution">conflict resolution</a>, <a href="https://www.thinkib.net/businessmanagement/page/25002/reasons-for-resistance-to-change-in-the-workplace" title="Unit 2 » 2.6 Industrial/employee relations (HL only) » Reasons for resistance to change in the workplace">resistance to change</a> in the workplace, the most effective <a href="https://www.thinkib.net/businessmanagement/page/24723/the-influence-of-ethics-culture-on-leadership-management" title="Unit 2 » 2.3 Leadership and management » The influence of ethics & culture on leadership & management">management and leadership styles</a>, <a href="https://www.thinkib.net/businessmanagement/page/25090/human-resource-planning-workforce-planning" title="Unit 2 » 2.1 Functions & evolution of HRM » Human resource planning (workforce planning)">workforce planning</a>, staff <a href="https://www.thinkib.net/businessmanagement/page/25095/types-of-appraisal" title="Unit 2 » 2.1 Functions & evolution of HRM » Types of appraisal">appraisals</a>, job losses including redundancy and <a href="https://www.thinkib.net/businessmanagement/page/25096/common-steps-in-the-processes-of-dismissal-redundancy" title="Unit 2 » 2.1 Functions & evolution of HRM » Common steps in the processes of dismissal & redundancy">dismissals</a>, and strategies for <a href="https://www.thinkib.net/businessmanagement/page/24776/operations-management-strategies-practices-for-sustainability" title="Unit 5 » 5.1 The role of operations management » Operations management strategies & practices for sustainability">sustainable business practices</a>.</p><p>As mentioned above, cultural bias is an important part of all aspects of Business Management (after all, <a href="https://www.thinkib.net/businessmanagement/page/20253/culture" title="CUEGIS » The 6 CUEGIS concepts » Culture">culture</a> is a core concept in the course). For example, the five prescribed <a href="https://www.thinkib.net/businessmanagement/page/24561/motivation-theories" title="Unit 2 » 2.4 Motivation » Motivation theories">motivation theories</a> in the syllabus are all works of male American scholars. Does this skew our understanding and objectivity of what motivation is and how people are motivated in the workplace? Another example comes from <a href="https://www.thinkib.net/businessmanagement/page/21684/unit-4" title="Unit 4">marketing</a>, when we consider the role of researcher bias which can distort objectivity in the analysis and interpretation of data collection.</p><p><a href="https://www.thinkib.net/businessmanagement/page/21955/ethics" title="CUEGIS » The 6 CUEGIS concepts » Ethics">Ethics</a>, as a <a href="https://www.thinkib.net/businessmanagement/page/21936/the-6-cuegis-concepts" title="CUEGIS » The 6 CUEGIS concepts">CUEGIS concept</a>, can also cloud objectivity in the corporate world. Is "business ethics" an oxymoron? Does the notion of <a href="https://www.thinkib.net/businessmanagement/page/22234/ethical-objectives-csr" title="Unit 1 » 1.3 Organizational objectives » Ethical objectives & CSR">corporate social responsibility</a> distort the level of objectivity in business decision making?</p></div></div></div><div class="panel panel-lightgreen"><div class="panel-heading"><div><p><strong>Perspective</strong></p></div></div><div class="panel-body"><div><p>The IB curriculum is designed to encourage students to look at all aspects of Business Management from multiple perspectives, including observing these through a cultural lens. In line with IB philosophy, it is important for students to understand that although they may be beyond the scope of our taught curriculum, there are other approaches and perspectives to the discipline of Business Management, such as psychological, economic, political, and indigenous approaches to the study of the subject.</p><p>Areas of the Business Management syllabus where alternative perspectives are examined include:</p><ul class="branded"><li><a href="https://www.thinkib.net/businessmanagement/page/22264/stakeholder-conflict" title="Unit 1 » 1.4 Stakeholders » Stakeholder conflict">Stakeholder conflict</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25103/how-cultural-differences-innovation-may-impact-on-communication" title="Unit 2 » 2.2 Organizational structure » How cultural differences & innovation may impact on communication">How cultural differences may impact on communication</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/24723/the-influence-of-ethics-culture-on-leadership-management" title="Unit 2 » 2.3 Leadership and management » The influence of ethics & culture on leadership & management">The influence of ethics and culture on leadership & management</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25000/sources-of-conflict-in-the-workplace" title="Unit 2 » 2.6 Industrial/employee relations (HL only) » Sources of conflict in the workplace">Sources of conflict in the workplace</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25001/approaches-to-conflict-resolution" title="Unit 2 » 2.6 Industrial/employee relations (HL only) » Approaches to conflict resolution">Approaches to conflict resolution</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25004/innovation-ethical-cultural-differences-influence-on-relations-i" title="Unit 2 » 2.6 Industrial/employee relations (HL only) » Innovation, ethical & cultural differences - influence on relations in an organization">Ethical & cultural differences and how they influence relations in an organization</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25470/how-innovation-ethics-culture-influence-marketing" title="Unit 4 » 4.1 The role of marketing » How innovation, ethics & culture influence marketing">How innovation, ethics and culture influence marketing</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25482/product-position-mapperception-map" title="Unit 4 » 4.2 Marketing planning » Product position map/perception map">Product position maps (perception map</a>s)</li><li><a href="https://www.thinkib.net/businessmanagement/page/25484/how-organizations-differentiate-themselves" title="Unit 4 » 4.2 Marketing planning » How organizations differentiate themselves">How organizations differentiate themselves</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/24551/reasons-for-a-specific-location-of-production" title="Unit 5 » 5.4 Location » Reasons for a specific location of production">Reasons for a specific location of production</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/22205/case-studies-in-crisis-management" title="Unit 5 » 5.7 Crisis management & contingency planning (HL) » Case studies in crisis management">Case studies in crisis management</a></li></ul><div class="yellowBg"><h5><span class="snippet-fa fa fa-file-text-o fa-lg" style="color: rgb(61, 30, 128);"> </span> <span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Case Study 1 - Shrinkflation as a pricing strategy?</span></span></h5><p>To maintian competitiveness, rather than raising prices, some firm have adopted a <strong>shrinkflation </strong>strategy. This occurs when businesses charge the same price for smaller portion sizes of their products, such as toilet manufacturers reducing the number of sheets without reducing the price. In real terms, this raises the price per unit but without customers necessarily noticing this change.</p><p><span class="snippet-fa fa fa-youtube fa-lg" style="color: rgb(202, 72, 26);"> </span> Watch this short feature from CNN about shrinkflation in the US economy (you only need to watch up to 2 mins, 30 secs).</p><p><iframe allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/oeQIyHDXVys" title="CNN reporter shows how products are shrinking but keeping the same price" width="640"></iframe></p><p>Perspective is one of the 12 key concepts in the TOK course. Is shrinkflation perceived to be in the best interest of consumers or is it simply an unethical business practice?</p></div></div></div></div><div class="panel panel-darkorange"><div class="panel-heading"><div><p><strong>Power</strong></p></div></div><div class="panel-body"><div><p><img alt="" height="130" src="../../../ib/businessmanagement/images/2-hrm/approval.png" width="231"></p><p>In TOK, the idea of power is how knowledge can be power. Think about this concept in terms of how trade secrets, brand reputation, and customer loyalty can allow businesses to have market power, as well as allowing society to change and develop.</p><p>Another aspect of power is the degree of autonomy in the workplace. A potential discussion area here is whether autonomy always works best in the workplace. How can we know if empowerment, delegation, decentralization, and greater autonomy really do lead to increased productivity and motivation or whether this simply causes abuse of power?</p><p>Finally, power as a concept can be discussed from the perspective of the government. Governments play a key role in the business world. To what extent does the government use its default power to support businesses, including business start-ups? Is the government concerned with monopoly power in the private sector? Why/not? Is increased competition always in the best interest of the general public?</p></div></div></div><div class="panel panel-violet"><div class="panel-heading"><div><p><strong>Responsibility</strong></p></div></div><div class="panel-body"><div><div><p>This concept seems to be very much linked with power, ethics, and <a href="https://www.thinkib.net/businessmanagement/page/24776/operations-management-strategies-practices-for-sustainability" title="Unit 5 » 5.1 The role of operations management » Operations management strategies & practices for sustainability">sustainable business practices</a>. If students are the leaders of the future, how can they apply knowledge and research in Business Management in order to promote change (for the better) and sustainable development? What are the ethical and social responsibilities, if any, of business organizations?</p><p>Responsibility is applicable in numerous areas of the Business Management syllabus, including discussions about:</p><ul class="branded"><li><a href="https://www.thinkib.net/businessmanagement/page/22234/ethical-objectives-csr" title="Unit 1 » 1.3 Organizational objectives » Ethical objectives & CSR">Ethical objectives & corporate social responsibilities</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/22264/stakeholder-conflict" title="Unit 1 » 1.4 Stakeholders » Stakeholder conflict">Stakeholder conflict</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25099/innovation-ethics-culture-hr-practices-strategies" title="Unit 2 » 2.1 Functions & evolution of HRM » Innovation, ethics, culture & HR practices & strategies">Ethics and HR practices & strategies</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/24723/the-influence-of-ethics-culture-on-leadership-management" title="Unit 2 » 2.3 Leadership and management » The influence of ethics & culture on leadership & management">The influence of ethics on leadership & management</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25001/approaches-to-conflict-resolution" title="Unit 2 » 2.6 Industrial/employee relations (HL only) » Approaches to conflict resolution">Approaches to conflict resolution</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25105/the-principles-ethics-of-accounting-practice" title="Unit 3 » 3.4 Final accounts » The principles & ethics of accounting practice">The principles & ethics of accounting practice</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/24353/the-importance-of-budgets-for-organizations" title="Unit 3 » 3.9 Budgets (HL only) » The importance of budgets for organizations">The importance of budgets for organizations</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/25470/how-innovation-ethics-culture-influence-marketing" title="Unit 4 » 4.1 The role of marketing » How innovation, ethics & culture influence marketing">How ethics and culture influence marketing</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/24776/operations-management-strategies-practices-for-sustainability" title="Unit 5 » 5.1 The role of operations management » Operations management strategies & practices for sustainability">Operations management strategies and practices for sustainability</a></li><li><a href="https://www.thinkib.net/businessmanagement/page/21941/57-crisis-management-contingency-planning-hl" title="Unit 5 » 5.7 Crisis management & contingency planning (HL)">Crisis management & contingency planning</a> (HL only).</li></ul></div></div></div></div><div class="panel panel-red"><div class="panel-heading"><div><p><strong>Truth</strong></p></div></div><div class="panel-body"><div><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/truth.jpg" style="width: 260px; height: 184px;"></p><p>One of the fundamental understandings of hypothesis testing is that we can never "prove" anything, we can only disprove something. Knowledge is not finite nor definitive - what is deemed to be "truth" today might not be the case tomorrow. As they say in the corporate world, the only constant is change. So, by discovering an alternative explanation, there may be more evidence showing that the original explanation was inadequate. For example, whilst mining for fossil fuels and oil production were once highly profitable industries, this is no longer true as mining and oil companies seek to diversify and invest in greener production techniques and technologies.</p><p>Truth is very much linked to key concepts of objectivity and evidence. However, truth become challenging to prove or substantiate when human behaviours and emotions come into play. For example, there is no absolute measure for normality, mental health, or intelligence. So, when discussing topics such as human resource management, we are studying human behaviours in and between cultures in a rather subjective framework that challenges the idea that there are "truths" in all areas of Business Management. For instance, how do recruiters define what is truth during a job interview? How can they know whether someone has lied on their application form? Another area that Business Management students often struggle with when learning about <a href="https://www.thinkib.net/businessmanagement/page/21713/44-market-research" title="Unit 4 » 4.4 Market research">market research</a> is that researchers may assume that participants simply do not tell the truth in research, but how do we know whether this is the case, i.e. that respondents actually and deliberately lie in their responses?</p><p>Marketing is used to inform, remind, and persuade consumers to buy a firm's products. However, how do we know what truth really is when it comes to advertising, promotional offers, and other marketing strategies used by businesses in an attempt to make us spend our money? Take a look at the McDonald's photoshoot video below for an example about perceived truth in the world of food marketing.</p></div></div></div><div class="panel panel-lightgreen"><div class="panel-heading"><div><p><strong>Values</strong></p></div></div><div class="panel-body"><div><p>The concept of values is very much linked to culture and perspectives, as well as ethics as an area of knowledge (AOK). The topics and theories that we study have certain values and assumptions that often influence both what we choose to think and what we think we know.</p><p>In addition, values simply change or evolve over time, such as social attitudes towards women and/or minority groups in the workforce. The change in values has an impact both on human behaviour and how we study it. For example, in many countries, there has been a move from using the term "mental illness" to "mental health" in the workplace - and both the way we define disorders and how we treat them has changed. Are firms that adopt a diversity and inclusive policy regarding workforce planning acting in response to their true values or is this tokenistic, and how do we know this?</p><p>Social norms are also a focus of the TOK and Business Management courses. We look at how globalization (as a CUEGIS concept) plays a role in the changing of values in societies across the corporate world - especially with regard to <a href="https://www.thinkib.net/businessmanagement/page/24776/operations-management-strategies-practices-for-sustainability" title="Unit 5 » 5.1 The role of operations management » Operations management strategies & practices for sustainability">sustainable business practices</a>, <a href="https://www.thinkib.net/businessmanagement/page/22234/ethical-objectives-csr" title="Unit 1 » 1.3 Organizational objectives » Ethical objectives & CSR">ethical objectives</a> and <a href="https://www.thinkib.net/businessmanagement/page/22234/ethical-objectives-csr" title="Unit 1 » 1.3 Organizational objectives » Ethical objectives & CSR">corporate social responsibilities</a> - and how changes in values may have an effect on one's subjective well-being.</p></div></div></div></section><p>To read more about the new TOK course (introduced in 2020), click on the icon below.</p><section class="tib-hiddenbox"><p><img alt="" src="../../../ib/ess/images/random/bhutan06017.jpg" style="float: left; width: 256px; height: 171px;">The Theory of Knowledge (TOK) was reviewed and published again in 2020 for first exams in 2022. As DP Business Management teachers, we are expected to make links to TOK, helping students to see the interconnectedness of their learning. Business Management lends itself very easily to TOK as it crosses traditional knowledge and discipline boundaries and encourages the understanding of different perspectives through the lens of the environmental value systems. On this page we provide an overview of the TOK course which can be used as a cheat sheet when planning your units. In Managebac (if your school uses this), you can tick your area of focus and explain how this is a focus.</p><hr class="hidden"><div class="panel" style="box-shadow: rgba(128, 43, 0, 0.3) 0px 10px 30px -15px; border-color: rgb(214, 129, 0);"><div class="panel-heading" style="background-color: rgb(214, 129, 0);"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">The Theory of Knowledge Course</span></strong></p></div></div><div class="panel-body" style="background-color: inherit;"><div><p>The Theory of Knowledge Course provides students with an opportunity to explore and reflect on the nature of knowledge and the process of knowing. It embraces the exploration of tensions, limitations and challenges relating to knowledge and knowing while also encouraging students to appreciate and be inspired by the richness of human knowledge, considering the value of different kinds of knowledge. Reflecting on knowledge and knowing can be beneficial so that knowers are more aware of their own assumptions and can help to overcome prejudice and promote intercultural understanding.</p><p>There are three main strands to the course; the core theme, two optional themes and the Areas of Knowledge. The lenses used to study these are knowledge questions and the knowledge framework. There are also twelve concepts to help deepen understanding.</p></div></div></div><div class="panel" style="box-shadow: rgba(128, 43, 0, 0.3) 0px 10px 30px -15px; border-color: rgb(214, 129, 0);"><div class="panel-heading" style="background-color: rgb(214, 129, 0);"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">The Core Theme - Knowledge and the Knower</span></strong></p></div></div><div class="panel-body" style="background-color: inherit;"><div><p>Students reflect on themselves as knowers and thinkers and the communities of knowers to which they belong. They reflect on what shapes their perspectives as a knower, where their values come from and how they make sense and navigate the world.</p></div></div></div><div class="panel" style="box-shadow: rgba(128, 43, 0, 0.3) 0px 10px 30px -15px; border-color: rgb(214, 129, 0);"><div class="panel-heading" style="background-color: rgb(214, 129, 0);"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Optional Themes</span></strong></p></div></div><div class="panel-body" style="background-color: inherit;"><div><p>Two themes are looked at in depth. These play a key role in shaping people's perspectives and identities.</p></div><table><thead><tr><th scope="col">Knowledge & Technology</th><th scope="col">Knowledge & Language</th><th scope="col">Knowledge & Politics</th><th scope="col">Knowledge & religion</th><th scope="col">Knowledge & Indigenous Societies</th></tr></thead><tbody><tr><td>Focuses on issues relating to the impact of technology on knowledge and knowers and how technology can help and hinder our pursuit of knowledge. It examines the ways that technology can be seen to shape knowledge creation, knowledge sharing and exchange and even the nature of knowledge itself.</td><td>What role does language play in our lives and how does it influence thought and behaviour? How does language allow knowledge to be shared and what role does it play in the dissemination of knowledge, including to future generations? How do power and language interrelate?</td><td>How knowledge is constructed, used and disseminated is infused with power and politics. It is also related to issues around power and oppression. New technology may give political actors new powers and be used in persuasion, manipulation, misinformation and propaganda?</td><td>Religion can have a significant impact on how we view the world and people have very personal and deeply held convictions regarding religious matters. How does religion affect the way that knowledge is exchanged between individuals and groups. How does religion relate to the concept of evidence?</td><td>Indigenous peoples have faced historic and ongoing injustices and are very diverse. How is knowledge deeply embedded in the culture and traditions of particular communities of knowers. How does power affect hierarchies of how knowledge is classified and validated?</td></tr></tbody></table></div></div><div class="panel" style="box-shadow: rgba(128, 43, 0, 0.3) 0px 10px 30px -15px; border-color: rgb(214, 129, 0);"><div class="panel-heading" style="background-color: rgb(214, 129, 0);"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Areas of Knowledge (AOK)</span></strong></p></div></div><div class="panel-body" style="background-color: inherit;"><div><p>These are specific branches of knowledge, each with a distinct nature and sometimes different methods of gaining knowledge. In the TOK course, there are five compulsory areas of knowledge.</p><table><thead><tr><th scope="col">History</th><th scope="col">Human Sciences</th><th scope="col">Natural Sciences</th><th scope="col">Mathematics</th><th scope="col">Arts</th></tr></thead><tbody><tr><td>How can we talk meaningfully about a historical fact or with any certainty about anything in the past? How reliable is documentary evidence especially when sources may be incomplete or there are contradictions? Historians are influenced by their historical and social environment and as an interpretative discipline how do we allow for multiple perspectives and opinions?</td><td>Psychology, social and cultural anthropology, economics, political science and geography share a common focus on the study of human existence and behaviour but there is a large diversity of approaches. How do the methodologies in the human sciences compare to those in the natural sciences and how do they seek to provide objective knowledge or do they do this?</td><td>Seen to rely on evidence, rationality and the quest for deeper understanding, with a specific use of “theory”. How do scientific methodologies generate evidence that is seen as highly reliable? As scientific knowledge develops it can lead to revolutions and paradigm shifts. The scientific community acts with self-regulation but how reliable is this? How do we prioritise funding for scientific research?</td><td>Seen to have a degree of certainty that is unmatched by other areas of knowledge. Founded on a set of more or less universally accepted definitions and basic assumptions. Does a mathematical treatment of a topic lend it rigour? Mathematical logic can require great leaps of imagination so is there a role for elegance and beauty in mathematical value? How does mathematics relate to the world around us? What is proof in mathematics?</td><td>Includes visual arts, theatre, dance, music, film and literature but with great diversity between these disciplines. Interpretation is key. How is meaning ascribed to a work of art? Was it done with intension by the artist? How key is the role of the audience? Does art shed light on the human condition and act as a vehicle for social criticism and change? Are there ethical constraints? How does culture impact the production of art?</td></tr></tbody></table></div></div></div><div class="panel" style="box-shadow: rgba(128, 43, 0, 0.3) 0px 10px 30px -15px; border-color: rgb(214, 129, 0);"><div class="panel-heading" style="background-color: rgb(214, 129, 0);"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Lens: Knowledge Questions and the Knowledge Framework</span></strong></p></div></div><div class="panel-body" style="background-color: inherit;"><div><p>These are provided to help explore the three areas of the TOK course and are organised into a framework of four elements. Knowledge Questions are about knowledge, contestable and draw on TOK concepts.</p><table><thead><tr><th scope="col">Scope</th><th scope="col">Perspectives</th><th scope="col">Methods and Tools</th><th scope="col">Ethics</th></tr></thead><tbody><tr><td style="text-align: center;">How does this AOK or Theme fit within the totality of human knowledge and how does it try to address problems?</td><td style="text-align: center;">How does your perspective and that of other groups of people inform an approach to this AOK or Theme and how does it change over time?</td><td style="text-align: center;">What methods, tools and practices are used to produce knowledge? How have these tools changed as a results of technological development?</td><td style="text-align: center;">How do facts and values and ethical and epistemic values relate in the quest for knowledge? How does knowledge relate to inequality and justice?</td></tr></tbody></table></div></div></div><div class="panel" style="box-shadow: rgba(128, 43, 0, 0.3) 0px 10px 30px -15px; border-color: rgb(214, 129, 0);"><div class="panel-heading" style="background-color: rgb(214, 129, 0);"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Assessment</span></strong></p></div></div><div class="panel-body" style="background-color: inherit;"><div><p>There are two assessment tasks in the TOK course.</p><table><thead><tr><th scope="col">The TOK Exhibition</th><th scope="col">The TOK Essay</th></tr></thead><tbody><tr><td>This assesses the ability of the student to show how TOK manifests in the world around us. It is an internal assessment component, externally moderated by the IB and counts for 33% of the final TOK grade.</td><td>This is a more formal and sustained piece of writing in response to a title focused on the areas of knowledge. It is externally assessed by IB Examiners and counts for 67% of the final TOK grade. It is an essay of 1,600 words and must be on one of the six prescribed titles issued by the IB for each examination session (released in September of the second year of the DP).</td></tr></tbody></table></div></div></div><div class="panel" style="box-shadow: rgba(128, 43, 0, 0.3) 0px 10px 30px -15px; border-color: rgb(214, 129, 0);"><div class="panel-heading" style="background-color: rgb(214, 129, 0);"><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">The twelve concepts</span></strong></p></div></div><div class="panel-body" style="background-color: inherit;"><div><p>Exploring the relationship between knowledge and these concepts can help students to deepen their understanding, as well as facilitating the transfer of learning to new and different contexts.</p><table><tbody><tr><td><p style="text-align: center;"><strong>Evidence</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_forensics_3811211.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Certainty</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_light-bulb_91680.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Truth</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_truth_398697.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Interpretation</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_interpretation_3308787.png" style="width: 128px; height: 128px;"></strong></p></td></tr><tr><td><p style="text-align: center;"><strong>Power</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_power_59310.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Justification</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_scales-of-justice_142751.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Explanation</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_explanation_2261661.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Objectivity</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_objective_2213082.png" style="width: 128px; height: 128px;"></strong></p></td></tr><tr><td><p style="text-align: center;"><strong>Perspective</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_perspective_1544047.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Culture</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_culture_2952586.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Values</strong></p><p style="text-align: center;"><strong><img alt="" src="../../../ib/ess/images/noun-project/noun_value_2573769.png" style="width: 128px; height: 128px;"></strong></p></td><td><p style="text-align: center;"><strong>Responsibility</strong></p><p style="text-align: center;"><img alt="" src="../../../ib/ess/images/noun-project/noun_responsibility_3030842.png" style="width: 128px; height: 128px;"></p></td></tr></tbody></table></div></div></div><p> All information is adapted from the Diploma Programme Theory of Knowledge Guide (2020). International Baccalaureate Organization.</p></section><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;">Have you ever wondered why your burgers at McDonald’s never look like the ones in their promotional posters and adverts? Watch this <strong>“Behind the scenes at a McDonald's photo shoot”</strong> to find out why:</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/oSd0keSj2W8" width="640"></iframe></span></p><hr class="hidden"><p>The 'fake food' industry is a rather large one, as outlined in this 5-minute video from <em>Business Insider </em>which tells us about the $90 million industry in Japan. Fake food samples, called "sampuru" in Japanese, can be seen in most restaurant windows in Japan. The realistic plastic foods help with language barriers and advertising the various food items on a restaurant's menu, but they are also a prominent and historical aspect of Japanese culinary culture.</p><p><iframe allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/VlEXeJBry2U" width="640"></iframe></p></div></div><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-file-text-o fa-lg" style="color: rgb(61, 30, 128);"> </span> Case Study 2 - Did Cristiano Ronaldo really cause Coca-Cola to lose $4 billion?</span></span></h5><p><iframe allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/x2ZLS1V3iMw" title="YouTube video player" width="640"></iframe></p><p>In June 2021, just before Portugal’s Euro 2020 football championship opening match, Cristiano Ronaldo put aside two Coca-Cola bottles placed in front of him and said “agua” (water) while smiling to the journalists during the pre-match press conference. The reaction caused the news media to claim that Ronaldo, the world's highest paid athlete at the time, was solely responsible for wiping a staggering $4 billion from Coca-Cola’s market value. However, is this really true?</p><p>What reasons might have caused such a knowledge claim to have been accepted as truth? How do post-truths (which are not based on emotions, personal beliefs, or public opinions) change what we think we know?</p><section class="tib-hiddenbox"><p><span style="color:#FF0000;">The knowledge claim reported in the mass media and spread via social media was based on Coca-Cola's share price dropping from $56.16 to $55.55 on 14th June 2021, resulting in the company "losing" $4 billion in market capitalization (value). However, </span><span style="color:#FF0000;">were these two events linked in any way or is this case an example of correlation rather than causation?</span></p><p><span style="color:#FF0000;">The pre-match conference happened at 3:45PM CEST, which meant it was only 9:45AM in New York (where Coca-Cola's shares are traded). The stock price had already fallen to $55.25 at 9:45AM from the previous day's close of $56.16, i.e. the company's market value had already been down by $4 billion <em>before </em>Ronaldo's actions. By the end of the day, Coca-Cola's share price had <em>increased </em>to $55.55, i.e. it had <u>gained</u> $1.3 billion since 9:45AM on that day.</span></p><p><span style="color:#FF0000;">Another consideration is that Coca-Cola had distributed dividend payments to its shareholders on 14th June, and stocks generally fall in price after any dividend payments are made (there had been a downward trend in the stock price during the week before the payout of dividends).</span></p><p><span style="color:#FF0000;">In the modern era of social influencers, the social media landscape, and 'fake news', it is far too easy to believe non-truths are real. Also, Coca-Cola has a huge presence in the bottled water industry with brands such as Dasani, Aquabona (Bonaqua), Vital, and Smart Water.</span></p><p><span style="color:#FF0000;">Remember, the IB encourages us all to be critical and reflective thinkers, especially about knowledge itself.</span></p></section></div><div class="yellowBg"><h5><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity 1 - What do you know, and how do you know you know?</span></span></h5><p><em>"Sometimes people don’t want to hear the truth because they don’t want their illusions destroyed." </em>- Friedrich Nietzsche (1844 - 1900), German philosopher</p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;">Write down 3 statements, each beginning with “I know ….”, such as <em>"I know what the smallest three digit number is."</em></span></p><p><img alt="" height="113" src="../../../ib/businessmanagement/images/ib-core/dice.png" width="200"></p><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#B22222;"></span><span style="color:#FF0000;">Some examples might include:</span></span></p><ul class="branded"><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know what my name is</span></em></span></li><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know my date of birth</span></em></span></li><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know which day it is today</span></em></span></li><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know I love my parents</span></em></span></li><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know my parents love me</span></em></span></li></ul></section><ol><li><span style="font-family:arial,helvetica,sans-serif;">Be prepared to share your statements with the group.</span></li><li><span style="font-family:arial,helvetica,sans-serif;">Now think – <em>how </em>do you know those 3 things?</span></li></ol><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Using the above examples, the reasons might include:</span></span></p><ul class="branded"><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know what my name is - </span></em><span style="color:#FF0000;">Language </span><span style="color:#FF0000;">(my parents told me); Reasoning (that is the name my parents, siblings, friends and teachers call me by)</span></span></li><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know my date of birth - </span></em><span style="color:#FF0000;">Reasoning (I celebrate my birthday on the same day each year)</span></span></li><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know which day it is today - </span></em><span style="color:#FF0000;">Reasoning (I just checked my Diary/Calendar); Language (Alexa just told me!)</span></span></li><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know I love my parents - </span></em><span style="color:#FF0000;">Emotion (I feel love for my parents)</span></span></li></ul><ul class="branded"><li><span style="font-family:arial,helvetica,sans-serif;"><em><span style="color:#FF0000;">I know my parents love me -</span></em><span style="color:#FF0000;"> Faith (I believe this is the case!); Emotion (I feel their love for me); Intuition (it's obvious!); Language (they tell me that they love me); Perception (from what I can see, they clearly love me!)</span></span></li></ul><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Note: If you thought you knew what the smallest three-digit number was, you may be wrong. The answer is not 100, but a minus (negative) number.</span></span></p><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">A much smaller 3-digit number than 100 is <strong>-999</strong>!</span></span></p></section></div><div class="greenBg"><h5><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity 2 - Thinking isn't thinking unless you think outside of the box, I think?</span></span></h5><p><em>"We all jump to conclusions; we all fail to examine and test our ideas because of our personal attitudes." </em>~ John Dewey, How We Think (1910)</p><p><span style="font-family:arial,helvetica,sans-serif;">Have a look at these scenarios and ask yourself how can this be?</span></p><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/cowboy.png" style="width: 280px;"></p><p><span style="font-family:arial,helvetica,sans-serif;">a. A cowboy came to town on Friday. He stayed for just three days and left on Friday. How can this be?!</span></p><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Friday is the name of his horse! Knowledge (and critical thinking) are often constrained by our inability to think beyond what we (think we) know.</span></span></p></section><hr class="hidden"><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/pears.jpg" style="width: 280px; height: 187px;"></p><p><span style="font-family:arial,helvetica,sans-serif;">b. Twelve pears were hanging high in a tree. Twelve men passed the tree. Each took a pear and left eleven hanging on the tree. How can this be?</span></p><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Each was the name of the (only) man who took a pear from the tree! Our pre-conditioned and current understanding of language are limits to knowledge. Why can't someone be called Each? Names can have very different meanings or purposes around the world. For example, many females are named after flowers, such as Rose, Lily, Flora, Daisy, and Jasmine.</span></span></p></section><hr class="hidden"><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/no-entry.jpg" style="width: 280px;"></p><p><span style="font-family:arial,helvetica,sans-serif;">c. A man wanted to enter an exclusive club but didn’t know the password. A member knocked on the door and the doorman said, “12”. The member replied, “6” and was let in. A second member came and the doorman said, “6”. The member replied, “3” and was let in. The man had heard enough and walked up to the door. The doorman said ,“10” and the man replied, “5”. But he wasn’t let in. What should he have said?</span></p><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">The doorman lets in those who answer with the number of letters in the word the doorman says, e.g. “Twelve” = 6 letters, and “Six” = 3 letters, so for “ten” the answer should have been ‘3’!</span></span></p><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Quite often, we see numbers and automatically think the answer should be quantitative. Again, such a mindset in our thinking could limit the potential to understand and to acquire new knowledge.</span></span></p></section></div><div class="yellowBg"><h5><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity 3 - Can you rely on your memory as a method of knowing?</span></span></h5><p><span style="font-family:arial,helvetica,sans-serif;">Can we rely on our memory as a way of knowing…? How aware are you of the correct spelling of the following multinational brands?</span></p><hr class="hidden"><p>Brand 1:</p><table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. McDonald’s</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. MacDonalds</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. McDonalds</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. Mcdonalds</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">a. McDonald's</span></span></p><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/mcd.png" style="width: 280px; height: 161px;"></p></section><hr class="hidden">Brand 2:<table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. Coka Cola</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. Coca Cola</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. Coca-Cola</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. Coca cola</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">c. Coca-Cola</span></span></p><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/coca-cola.png" style="width: 280px; height: 115px;"></p></section><hr class="hidden">Brand 3:<table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. 7-11</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. 7 Eleven</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. 7-Eleven</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. 7 ELEVEn</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">d. 7 ELEVEn (notice the little 'n')</span></span></p><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/7-eleven.png" style="width: 280px; height: 165px;"></p></section><hr class="hidden">Brand 4:<table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. MARKS & SPENCER</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. Marks & Spencer</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. MARKS AND SPENCER’S</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. Marks & Spencer’s</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">a. MARKS & SPENCER</span></span></p><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/m-s.png" style="width: 280px; height: 153px;"></p></section><hr class="hidden">Brand 5:<table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. Starbucks</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. STARBUCKS</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. Starbuck’s</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. STARBUCK’S</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">b. STARBUCKS</span></span></p><p><img alt="" height="212" src="../../../ib/businessmanagement/images/ib-core/starbuck.png" width="145"></p></section><hr class="hidden">Brand 6:<table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. Gillette</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. Gilette</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. Gillete</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. Gilete</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">a. Gillette</span></span></p><p><img alt="" height="215" src="../../../ib/businessmanagement/images/ib-core/gillette.png" width="130"></p></section><hr class="hidden">Brand 7:<table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. Blue Ray</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. Blue-ray</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. Blu-ray</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. Blue Ray</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">c. Blu-ray</span></span></p><p><img alt="" src="../../../ib/businessmanagement/images/ib-core/blu-ray.png" style="width: 280px;"></p></section><hr class="hidden"><p>Brand 8: </p><table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. Ben and Jerrys</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. Ben & Jerry's</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. Ben and Jerry's</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. Ben & Jerrys</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">b. Ben & Jerry's</span></span></p><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="202" src="../../../ib/businessmanagement/images/ice-cream.jpg" width="278"></span></p></section><hr class="hidden"><p>Brand 9:</p><table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. eBay</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. e-Bay</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. ebay</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. e-bay</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">c. ebay</span></span></p><p><img alt="" src="../../../ib/businessmanagement/images/businesses/ebay.jpg" style="width: 300px; height: 176px;"></p></section><hr class="hidden"><p>Brand 10:</p><table><tbody><tr><td><span style="font-family:arial,helvetica,sans-serif;">a. Krispy-Kreme</span></td><td><span style="font-family:arial,helvetica,sans-serif;">b. Krispy Kreme</span></td></tr><tr><td><span style="font-family:arial,helvetica,sans-serif;">c. Crispy Creme</span></td><td><span style="font-family:arial,helvetica,sans-serif;">d. Crispy Cream</span></td></tr></tbody></table><section class="tib-hiddenbox"><p><span style="color:#FF0000;">b. Krispy Kreme</span></p><p><img alt="" src="../../../ib/businessmanagement/images/businesses/krispy-kreme.png" style="width: 300px; height: 103px;"></p></section><p>Download the PDF version of this activity to use with your students by clicking the link <a href="../../../media/ib/businessmanagement/files/tok%2C-memory-and-brands.pdf.html" target="_blank" title="Worksheets"><img class="ico" src="../../../thinkib/icons/exercise-1.png"> here</a>.</p></div><div class="pinkBg"><h5><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity 4 - The power of colours</span></span></h5><p><span style="font-family:arial,helvetica,sans-serif;">Why do so many fast food chain logos contain the colour yellow? Ask students to read <a href="https://www.dailymail.co.uk/femail/food/article-6089779/Why-fast-food-chain-logos-contain-bright-yellow.html">this article</a> for some possible answers.</span></p><p><img alt="" height="105" src="../../../ib/businessmanagement/images/ib-core/yellow-logo.png" width="465"></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;">This short video clip should also help with the above question, as a professor outlines how colour influences brand identity.</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/KUggfqETP5w" width="640"></iframe></span></p></div><div class="yellowBg"><h5><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity 5 - Ethics, Marketing and Knowing what is acceptable</span></span></h5><p><span style="font-family:arial,helvetica,sans-serif;">Marketing ethics are covered in <a href="../25470/how-innovation-ethics-culture-influence-marketing.html" title="Unit 4 » 4.1 The role of marketing » How innovation, ethics & culture influence marketing">Unit 4.2</a>. <a href="../21955/ethics.html" title="CUEGIS » The 6 CUEGIS concepts » Ethics">Ethics</a> can be defined as the moral codes of conduct that drive business behaviour. Ethical business behaviour is what is deemed by society to be morally acceptable, i.e. what is “right” from society's perspective. By contrast, unethical business behaviour is what society regards as being immoral, unjust and unfair, i.e. what is “wrong”. By contrast, unethical marketing arises when moral codes of conduct are overlooked or when marketing activities (such as market research or advertising campaigns) cause offence to the other stakeholder groups and/or the general public.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">Some class discussion points relevant to the study of marketing could include:</span></p><ul class="branded"><li><p><span style="font-family:arial,helvetica,sans-serif;">Should marketers refrain from advertising high-sugar and high-energy drinks, such as Coca-Cola, Red Bull and Lucozade, at school-age children?</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Is it acceptable for airlines, theme parks, and cinemas/theatres to raise their prices (by using surge pricing) during school holidays?</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Is it ethical for businesses to use computer games to advertise directly to children?</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Should marketers be allowed to advertise alcohol and tobacco?</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Should ambiguous and/or unproven advertising claims be banned?</span></p></li></ul><p><span style="font-family:arial,helvetica,sans-serif;">For details about how marketers fool us with their marketing, read this interesting article, titled “<a href="https://niaz2015.wordpress.com/2016/08/14/the-art-of-deceptive-advertising/">The Art of Deceptive Advertising</a>”.</span></p><p>Read this<em> <a href="https://www.businessinsider.com/red-bull-settles-false-advertising-lawsuit-for-13-million-2014-10">Business Insider </a></em><a href="https://www.businessinsider.com/red-bull-settles-false-advertising-lawsuit-for-13-million-2014-10">article</a> about Red Bull being sued for $13 million due to false and misleading advertising claims that their drinks "give you wings".</p><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Ask students to consider the extent to which deception is unethical or illegal. Does this depend on cultural and societal norms?</span></span></p><p><span style="color:#FF0000;">Taking this one step further, ask student to address this TOK question in the context of marketing (or Business Management in general:</span></p><p style="text-align: center;"><span style="color:#FF0000;"><em>Are the values on which ethics are based universal or do they depend on culture?</em></span></p></section></div><div class="yellowBg"><h5><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity 6 - Class discussions</span></span></h5><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="145" src="../../../ib/businessmanagement/communicate.png" width="214"></span></p><ol><li><p><span style="font-family:arial,helvetica,sans-serif;">What role do emotions play in business decision-making?</span></p></li><li><p>Are emotional leaders more or less effective than less emotional ones?</p></li><li><p>Is intuition or science more important in the decision-making process?</p></li><li><p>Can we ever truly know what others think? Does this matter?</p></li><li><p>Do cultural biases limit or improve the effectiveness of decision-making?</p></li></ol><section class="tib-hiddenbox"><p><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Get students to consider this question from different areas of the syllabus, such as advertising and </span><a href="../21684/unit-4.html" title="Unit 4"><span style="color:#FF0000;">marketing</span></a><span style="color:#FF0000;">, <a href="../21670/unit-3.html" title="Unit 3">finance</a> and/or </span><a href="../21699/unit-2.html" title="Unit 2"><span style="color:#FF0000;">human resource management</span></a><span style="color:#FF0000;">.</span></span></p></section></div><div class="greenBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-file-text-o fa-lg" style="color: rgb(103, 7, 124);"> </span> Case Study 3 - Language and time</span></span></h5><p>Language is a traditional form of knowing, which changes and develops over time. For example, words such as apple, blackberry and orange were - once upon a time - only used to refer to fruits (rather than a well-known innovative companies that operate in the telecommunications industry!)</p><p>Watch this classic humorous video clip to see how the use of language changes over time, as well as confuse people in the process:</p><p><iframe allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/kAG39jKi0lI" width="640"></iframe></p><hr class="hidden"><p>Another example of language is the use of new terminology which forms ways of knowing in society. For example, prior to the Covid-19 (coronavirus) pandemic, most people would never had used the following words / phrases:</p><hr class="hidden"><div class="span6 col-left"><div><ul class="branded"><li><p>Contract tracing</p></li><li><p>Coronacation</p></li><li><p>Coronials</p></li><li><p>Covideoparty</p></li><li><p>Covidiot</p></li><li><p>Distance learning</p></li><li><p>Flatten the curve</p></li><li><p>Furlough</p></li><li><p>Lockdown</p></li><li><p>Loxit</p></li><li><p>Morona</p></li></ul></div></div><div class="span6"><div><ul class="branded"><li><p>New normal</p></li><li><p>Personal protective equipment (PPE)</p></li><li><p>Quarantine vs. isolation</p></li><li><p>R rate</p></li><li><p>Second wave</p></li><li><p>Social bubble</p></li><li><p>Social distancing</p></li><li><p>Staycations</p></li><li><p>Teams (Microsoft)</p></li><li><p>Track and trace</p></li><li><p>Zoom / Zooming / Zoom Boom</p></li></ul></div></div><hr class="hidden"><section class="tib-hiddenbox"><p><span style="color:#FF0000;">To see the meaning of the terms above, have a look at these two websites, which go into more detail about language and how language changes/evolves over time; great for TOK discussions.</span></p><ul class="branded"><li><p><a href="https://language-and-innovation.com/2020/04/15/coronaspeak-part-2-the-language-of-covid-19-goes-viral/">Language and innovation</a></p></li><li><p><a href="https://theconversation.com/coronavirus-has-led-to-an-explosion-of-new-words-and-phrases-and-that-helps-us-cope-136909">The Conversation</a></p></li></ul></section><p>The pandemic also caused the meaning of some words to change too:</p><ul><li><p>Being negative was actually better than being positive.</p></li><li><p>Two negatives did not (thankfully) make a positive.</p></li><li><p>A false positive was actually a good thing. </p></li><li><p>LFT no longer stood for Latest Finish Time but Lateral Flow Test.</p></li><li><p>Corona was more than just a beer brand.</p></li><li><p>Delta (Air Lines) wasn’t the only thing airborne...</p></li></ul></div><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;">ATL Activity 7 - Language and Business Management</span></span></h5><p>The corporate world is full of strange language, which can be rather confusing for students. Some examples are shown below. Find out what these terms mean.</p><table><tbody><tr><td><strong>Business term / phrase</strong></td><td><strong>Meaning</strong></td></tr><tr><td>The Big Cheese</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">The boss!</span></p></section></td></tr><tr><td>Natural wastage</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">People who leave (quit) their jobs and/or who retire from their jobs but are not replaced.</span></p></section></td></tr><tr><td>Deep dive</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">Brainstorming.</span></p></section></td></tr><tr><td>Low Hanging Fruit</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">An easy win / something beneficial yet easily accomplished.</span></p></section></td></tr><tr><td>Move the Needle</td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Often used in often in marketing to mean effort is needed to make a noticeable difference.</span></section></td></tr><tr><td>Freemium</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">A pricing strategy where the “basic” version of a product (good or service) is offered free of charge, such as Zoom or Dropbox. Extra functionality requires an upgrade to a premium version, for which a price is charged.</span></p></section></td></tr><tr><td>Crisis planning</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">No, this doesn't mean planning a crisis(!) but planning what to do in the event of a crisis that could threaten the survival of the business.</span></p></section></td></tr><tr><td>Make Hay</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">Similar to the proverb 'to strike while the iron is hot', this means to take advantage / take action whilst the opportunity exists. The phrase comes from the saying <em>"Make hay whilst the sun shines."</em></span></p></section></td></tr><tr><td>Boil the Ocean</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">This means that something (a particular task, job or project) is a waste of time.</span></p></section></td></tr><tr><td>By the book</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">To follow the rules, regulations and policies of the corporation.</span></p></section></td></tr><tr><td>Corner the market</td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">To dominate a particular market, as a market leader.</span></section></td></tr><tr><td>The elephant in the room</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">An obvious topic, problem or controversial issue that no one wants to discuss in a meeting.</span></p></section></td></tr><tr><td>Between a rock and a hard place</td><td><span style="color:#FF0000;"></span><section class="tib-hiddenbox"><span style="color:#FF0000;">Refers to a situation when there is no easy way out of a situation or dilemma or a good solution / outcome to this. Whatever is decided or done, the outcome is not ideal.</span></section></td></tr><tr><td>Bag egg</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">An untrustworthy person / someone in the organization or linked to the firm that cannot be trusted.</span></p></section></td></tr><tr><td>Glass ceiling</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">Refers to an unofficially acknowledged barrier to the career advancement of certain people, usually women and ethnic minority groups.</span></p></section></td></tr><tr><td>It’s a steal</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">Refers to something that is perceived to be a real bargain.</span></p></section></td></tr><tr><td>Red tape</td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Refers to time-consuming bureaucratic processes, procedures and paperwork.</span></section></td></tr><tr><td>Under the table</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">Often used to refer to unofficial business (no formal records), including illegal trade deals.</span></p></section></td></tr></tbody></table><hr class="hidden"><p>Even in the IB Business Management course, the language used is often confusing. For instance, consider the examples of oxymora below:</p><div class="row-fluid"><div class="span6 col-left"><div><ul class="branded"><li><p>Business ethics</p></li><li><p>Calculated risks</p></li><li><p>Constant change</p></li><li><p>Crisis management</p></li><li><p>Fair trade</p></li><li><p>Falling inflation</p></li><li><p>Flexible budgets</p></li><li><p>Free trade</p></li><li><p>Healthy competition</p></li><li><p>Irregular trends</p></li><li><p>Known (certain) risks</p></li><li><p>Mass customization</p></li><li><p>Negative growth</p></li></ul></div></div><div class="span6"><div><ul class="branded"><li></li><li><p>Negative income</p></li><li><p>Not-for-profit organization</p></li><li><p>Old news</p></li><li><p>Original copy</p></li><li><p>Paid volunteers</p></li><li><p>Real potential</p></li><li><p>Retired workers</p></li><li><p>Safety hazards</p></li><li><p>Unbiased opinions</p></li><li><p>Unemployed workers</p></li><li><p>Virtual reality</p></li><li><p>Waste management</p></li><li><p>Zero defects</p></li></ul></div></div></div><section class="tib-hiddenbox"><p><span style="color:#FF0000;">As teachers, we often say things naturally without necessarily realising that students - especially those who do not speak English as their mother tongue - may be very confused. Have another look at the words above and consider how many of these may be used, and in which contexts, in your classrooms. Are there alternative / better ways for us to communicate business management jargon / terms with our students?</span></p></section><p>But it's not just the corporate world that has problems with language. Not directly related to Business Management, but certainly useful fot TOK discussions, have a read of these 25 statements to see how your grasp of the English language really is (I struggled with No. 15 initially). Click the icon below to read the statements.</p><section class="tib-hiddenbox"><p><strong>Why The English Language Is Difficult To Learn...</strong></p><p><strong><img alt="" height="146" src="../../../ib/businessmanagement/images/globalization.jpg" width="326"></strong></p><ol><li><p>The bandage was wound around the wound.</p></li><li><p>The farm was used to produce produce.</p></li><li><p>The bin was so full that I had to refuse more refuse.</p></li><li><p>We must polish the Polish furniture.</p></li><li><p>The soldier decided to desert his company in the desert after eating his dessert.</p></li><li><p>I decided to present the presentation.</p></li><li><p>A bass was painted on the side of the bass drum.</p></li><li><p>When shot at, the dove dove into the bushes.</p></li><li><p>I did not object to being given that object.</p></li><li><p>The insurance was invalid for the invalid.</p></li><li><p>There was a row amongst the oarsmen about how to row.</p></li><li><p>They were too close to the door to close it.</p></li><li><p>The buck does funny things when the does are present.</p></li><li><p>A seamstress and a sewer fell into the sewer.</p></li><li><p>To help with planting, the farmer taught his sow to sow.</p></li><li><p>The wind was too strong to wind the sail.</p></li><li><p>After a number of injections, my jaw got number.</p></li><li><p>Upon seeing the tear in the painting, I shed a tear.</p></li><li><p>I love to read; I read a great book recently.</p></li><li><p>I had to subject the subject to a series of tests.</p></li><li><p>How can I intimate this to my most intimate friend who, to some people, is a fiend?</p></li><li><p>I looked at a strange orange.</p></li><li><p>She took a break for breakfast.</p></li><li><p>I met her here, where we usually meet, but neither Neil nor Mary turned up.</p></li><li><p>Although I made a thorough search through the rough by the lough, I couldn’t find my golf ball, as it had landed on the bough of a tree. It was so cold that day that I developed a cough with hiccoughs and so I bought some medicine.</p></li></ol><p><span style="color:#696969;">Source: Louis G. Radford (2007)</span></p><p>Our own use of the English language will always make sense to ourselves - but make an added effort to consider your students and what they might or might not understand when we say what we say.</p></section></div><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-linode fa-lg" style="color: rgb(61, 30, 128);"> </span> ATL Activity 8 (Thinking skills) - What exactly is the <em>English </em>language?</span></span></h5><p>English is indeed a challenging language to grasp, as demonstrated in ATL Activity 7 above. Despite English being the common language of those residing in the UK, the USA, and Australia, people still get confused due to the different meaning of different (English) words in different parts of the world.</p><p>Have a look at the words below and see if you know what these are referred to as in the UK, the USA, and Australia.</p><table border="1" cellpadding="0" cellspacing="3"><tbody><tr><td><p><strong>British (UK) English</strong></p></td><td><p><strong>American (US) English</strong></p></td><td><p><strong>Australian English</strong></p></td></tr><tr><td><section class="tib-hiddenbox">Crisps</section><p><span style="color:#FF0000;"></span></p></td><td><p>Chips</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Crisps</span></section><p><span style="color:#FF0000;"></span></p></td></tr><tr><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Chips</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">French fries</span></section></td><td><p>(Hot) chips</p></td></tr><tr><td><p>Biscuits</p></td><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Cookies</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Biscuits</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Lorry</span></section></td><td><p>Tractor trailer</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Truck</span></section></td></tr><tr><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Flat</span></section></td><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Apartment</span></section></td><td><p>Apartment</p></td></tr><tr><td><p>Toilet</p></td><td><section class="tib-hiddenbox">Restroom</section><p><span style="color:#FF0000;"></span></p></td><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Bathroom</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">The woods</span></section></td><td><p>Forest</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Forest</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Swimming costume</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Swim suit</span></section></td><td><p>Swimmers (or bathers)</p></td></tr><tr><td><p>Sweets</p></td><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Candy</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Lollies</span></section><p><span style="color:#FF0000;"></span></p></td></tr><tr><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Fringe</span></section></td><td><p>Bangs</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Fringe</span></section><p><span style="color:#FF0000;"></span></p></td></tr><tr><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Supermarket</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Grocery store</span></section></td><td><p>Supermarket</p></td></tr><tr><td><p>Duvet</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Comforter</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Doona</span></section></td></tr><tr><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Peppers</span></section></td><td><p>Bell peppers</p></td><td><p><span style="color:#FF0000;"></span></p><section class="tib-hiddenbox"><span style="color:#FF0000;">Capsicums</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Flip flops</span></section><p><span style="color:#FF0000;"></span></p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Flip flops</span></section></td><td><p>Thongs</p></td></tr><tr><td><p>Petrol station</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Gas station</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Petrol station</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Off license</span></section></td><td><p>ABC store</p><p>(alcohol bottle controlled state) store</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Bottle shop</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Wellies (or Wellingtons)</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Rain boots</span></section></td><td><p>Gum boots</p></td></tr><tr><td><p>Trousers</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Pants</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Pants</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Ground floor</span></section></td><td><p>First floor</p></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">First floor</span></section></td></tr><tr><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Motorway</span></section></td><td><section class="tib-hiddenbox"><span style="color:#FF0000;">Highway (or Interstate)</span></section></td><td><p>Freeway (highway)</p></td></tr><tr><td>Jumper</td><td>Sweater</td><td><section class="tib-hiddenbox"><p><span style="color:#FF0000;">Jumper</span></p></section></td></tr></tbody></table><p>It's not just the spoken (English) language that causes confusion, as the written language can be just as confusing. Click the icon below to see the 20 most misspelled (misspelt?) words in the English language. Personally, I have always struggled with #11!</p><section class="tib-hiddenbox"><p><strong>20 most commonly misspelt words in English</strong></p><p>1. Separate</p><p>2. Definitely</p><p>3. Manoeuvre</p><p>4. Embarrass</p><p>5. Occurrence</p><p>6. Consensus</p><p>7. Unnecessary</p><p>8. Acceptable</p><p>9. Broccoli</p><p>10. Referred</p><p>11. Bureaucracy</p><p>12. Supersede</p><p>13. Questionnaire</p><p>14. Connoisseur</p><p>15. A lot</p><p>16. Entrepreneur</p><p>17. Particularly</p><p>18. Liquefy</p><p>19. Conscience</p><p>20. Parallel</p><p>Source: <a href="https://oupeltglobalblog.com/2010/09/30/20-most-commonly-misspelt-words-in-english/">Oxford University Press</a></p></section></div><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-file-text-o fa-lg" style="color: rgb(103, 7, 124);"> </span> Case Study 4 - Why ordering food in English can be so confusing</span></span></h5><ul class="branded"><li><p>Bombay Duck, an Indian delicacy, is made using fish (or more specifically using lizardfish).</p></li><li><p>Buffalo Wings are, of course, made from chickens not buffalos. The name comes from Buffalo, New York, where the chicken wings first appeared in 1964.</p></li><li><p>The California roll, the most popular sushi rolls in the USA, was inverted in Canada by Vancouver-based, Japan-born sushi chef Hidekazu Tojo in the 1960s.</p></li><li><p>Doughnuts were not invented in the USA but got there via Dutch settlers in the decades after the American Revolution (1775 - 1783). Dutch customs brought to New York (or New Amsterdam as it was first called) included the making of fried dough balls, known as <em>oliekoecken</em>, or oil cakes, which dates back to the 17th Century.</p></li><li><p>Duck sauce, used in Chinese cuisine, is not made from duck at all but with fruits such as apricots, plums, or peaches combined with ginger.</p></li><li><p>Eggplants (also known as aubergine or brinjal) have no eggs at all. The eggplant is actually a purple vegetable that is related to the tomato family.</p></li><li><p>French fries did not originate from France, but Belgium.</p></li><li><p>French toast is not French either - historians date the invention back to ancient Rome.</p></li><li><p>German Chocolate Cake is not German - well, it is to some extent as it was created by American baker Samuel German in 1852.</p></li><li><p>The hamburger contains no ham, but are beef patties. The hamburger is an American cultural export, although the idea did come from German emigrants from the city of Hamburg, a major port city in northern Germany.</p></li><li><p>Jaffa Cakes are biscuits, not cakes. They were introduced by the British biscuit manufacturer McVitie and Price in 1927 and named after Jaffa oranges.</p></li><li><p>Lady fingers (also known as okra) is a curved, cucumber like green vegetable that is often used in Asian cooking.</p></li><li><p>There is no meat in minced meat used to make minced pies. Instead, it is made of a sweet, spicy mixture of finely chopped apples, raisins, spices, and rum or brandy.</p></li><li><p>Mountain chicken are not chicken, but giant ditch frogs used to create a popular dish in the Caribbean islands of Dominica and Montserrat.</p></li><li><p>Peanuts are not nuts. Despite the name, peanuts do not grow on trees like other nuts but on vines, as with beans. Hence, peanuts are a type of legume.</p></li><li><p>Prairie Oyster is a drink used as a hangover cure.</p></li><li><p>Rocky Mountain Oysters are not oysters at all - but deep-fried testicles from bulls, pigs or sheep.</p></li><li><p>Singapore-style Noodles (or just Singapore Noodles) was not created in Singapore, but by chefs in Hong Kong.</p></li></ul></div><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;">TOK - Does spelling really matter?</span></span></h5><p><img alt="" src="../../../ib/businessmanagement/images/tok/tok.jpg" style="width: 300px; height: 288px;"></p><p>Theory of Knowledge is about questioning what we (think we) know. For example, students will have been taught about the importance of spelling, punctuation, and grammar in their written work. However, just how important is it really?</p><div class="box">"Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the Itteers in a wrod are, the olny iprmoatnt tihng is taht the frist and Isat Itteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm. Tihs is busceae the huamn mnid deos not raed ervey Iteter by istlef, but the wrod as a wlohe."</div><p>Note: please do <strong>not </strong>try this with your external assessments! <span class="snippet-fa fa fa-smile-o fa-lg" style="color: rgb(214, 129, 0);"> </span> </p></div><hr class="hidden"><h5><span style="font-family:arial,helvetica,sans-serif;">TOK presentations</span></h5><p><em>"How clever you are, to know something of which you are ignorant."<br>- </em>Jane Austen (1775 - 1817), English novelist</p><p><span style="font-family:arial,helvetica,sans-serif;">Watch this fascinating TED Talk about how to speak so that people want to listen – useful prior to your students' own TOK presentations!</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allowfullscreen="" frameborder="0" gesture="media" height="360" src="https://www.youtube.com/embed/eIho2S0ZahI" width="640"></iframe></span></p><hr class="hidden"><p>You can also download the Subject Brief for the Theory of Knowledge course <a href="../../../media/ib/businessmanagement/files/core_tok.pdf.html">here</a> or from the <a href="../../../contentassets/5895a05412144fe890312bad52b17044/extended-essay-brief-2016-en.pdf">MyIB</a> / Programme Resources Centre portal.</p><div class="yellowBg"><div><h5><span style="font-family:arial,helvetica,sans-serif;">Other suggested TOK resources</span></h5><p><em>"It requires troublesome work to undertake the alteration of old beliefs."</em><br>- John Dewey, How We Think (1910)</p><ul class="branded"><li><p><span style="font-family:arial,helvetica,sans-serif;">Bertrand Russell’s <a href="http://www.brainpickings.org/2012/05/02/a-liberal-decalogue-bertrand-russell/">Ten Commandments of Critical Thinking</a></span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Hodder Education's <a href="https://www.hoddereducation.co.uk/subjects/general/products/16-18/theory-of-knowledge-fourth-edition-student-etextbo">Theory of Knowledge Fourth Edition Student eTextbook</a></span></p></li></ul></div></div><hr class="hidden"><p>Return to <a href="../33955/the-core.html" title="The Core">The IB Diploma Core</a> homepage<span style="font-family:arial,helvetica,sans-serif;"></span></p><p><span style="font-family:arial,helvetica,sans-serif;"><a href="../../index.htm"><img alt="" src="../../../ib/businessmanagement/logo-blue-black-1.png" style="width: 170px; height: 54px;"></a></span></p><script>document.querySelectorAll('.tib-teacher-only').forEach(e => e.remove());</script>
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