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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="ancestor parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right fa-rotate-90"></i><a class="" href="../43530/unit-2-hrm.html" title="Unit 2 - HRM">Unit 2 - HRM</a></li><ul class="level-1 expanded"><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="ancestor parent" style="padding-left: 14px"><i class="expander fa fa-caret-right fa-rotate-90"></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 expanded"><li class="current" style="padding-left: 28px"><i class="expander fa fa-caret-right "></i><a class="" href="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=" parent std-toplevel" style="padding-left: 4px"><i class="expander fa fa-caret-right "></i><a class="" href="../33955/the-core.html" title="The Core">The Core</a></li><ul class="level-1 "><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 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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 "></i><a class="" 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<div id="main-column" class="span9"> <article id="motivation-theories-sl-hl" style="margin-top: 16px;">
<h1 class="section-title">Motivation theories (SL & HL)</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">Unit 2 - HRM</span><span class="divider">/</span></li><li><span class="gray">2.4 Motivation and demotivation</span><span class="divider">/</span></li><li><span class="active">Motivation theories (SL & HL)</span></li></ul>
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<div class="panel panel-purple"><div class="panel-heading"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong>Motivation theories (SL & HL) (AO3)</strong></p></div></div><div class="panel-body"><div><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="175" src="../../../ib/businessmanagement/images/motivation2.jpg" width="334"></span></p><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;"><em>“If you think you can do a thing or think you can’t do a thing, you’re probably right.”</em><br>- Henry Ford (1863 - 1947), Founder of Ford Motor Company</span></span></p><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;">“We work to become, not to acquire.”<br>- Elbert Hubbard (1856 - 1915), American philosopher</span></span></p><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;"><em>“Motivation is the art of getting people to do what you want them to do because they want to do it.”<br>- </em>Dwight D. Eisenhower (1890-1969), 34th US President</span></span></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;">The IB syllabus specifies the following motivation theories that both SL and HL students need to understand:</span></p><ol class="branded"><li><p><span style="font-family:arial,helvetica,sans-serif;">Taylor (Scientific management)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Maslow (Hierarchy of needs)</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Herzberg (Motivation-hygiene theory)</span></p></li></ol><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;">An important part of any manager’s role is to motivate employees in order to achieve organizational goals. <strong>Motivation</strong> exists when workers do something because they actually <em>want</em> to, rather than because they <em>have </em>to. It is the intrinsic desire to do something, so has a direct impact on how workers behave, and how efficient (productive) they are.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">By contrast, <strong>demotivation </strong>is likely to cause lower productivity leading to wastage and inefficiencies. It is also likely to cause dissatisfaction in the workplace, resulting in absenteeism, and even staff leaving the organization.</span></p><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;">Box 1 - The high costs of high absenteeism</span></span></h5><ul class="branded"><li><p>Hiring temporary staff to cover for absent workers</p></li><li><p>Overtime costs and disruptions to staff who take on the workload of absent personnel</p></li><li><p>Lower productivity since the absent worker’s expertise is missed</p></li><li><p>Understaffing which causes detrimental effects on output, staff morale and customer service.</p></li></ul></div></div></div><div class="panel-footer"><div></div></div></div><div class="panel panel-purple panel-expandable"><div class="panel-heading"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Taylor's scientific management theory of motivation (AO3)</span></strong></p></div></div><div class="panel-body"><div><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="111" src="../../../ib/businessmanagement/images/taylor.jpg" width="320"></span></p><p><span style="color:#696969;"><em>“We do not want any initiative. All we want of them is to obey the orders we give them, do what we say, and do it quick.”</em><br>- F.W. Taylor <span style="font-family:arial,helvetica,sans-serif;">(1856-1917), American mechanical engineer</span></span></p><p><span style="font-family:arial,helvetica,sans-serif;">Often regarded as the father of motivation theory, Frederick Winslow Taylor (1856-1917) was an American engineer and management consultant who aimed to make efficiency gains and raise productivity levels.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">Writing near the start of the 20<sup>th</sup> Century, Taylor argued in <em>The Principles of Scientific Management</em> (1911) that entrepreneurs <em>“do not want any initiative” </em>(from their workers) but <em>“them to obey the orders we give”</em>. Instead, he suggested that managers and business owners only sought obedience from their workers, i.e. he argued for a command and control approach whereby workers follow the orders given to them. He believed in measuring, monitoring and controlling efficiency and productivity levels in the workplace.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">Taylor argued that the main reason why people work is money, stating <em>“what the workmen want from employers beyond anything else is higher wages.”</em> He believed that there should be a higher financial reward for more hard-working and productive workers. In this case, scientific management means using <strong>differentiated piece rate</strong> (sometimes referred to as <strong>differentiated compensation</strong>) to motivate workers to be more efficient and productive. Such a payment system rewards those who meet or exceed targets.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">For example, a worker who makes up to 100 units of output might be paid $3 per unit but this increases to $4 per unit for each item made above 100 units. Hence, piece rate as a financial payment system rewards workers who are more productive, i.e. piece rate can be highly effective in motivating and rewarding workers.</span></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="81" src="../../../ib/businessmanagement/images/taylor2.jpg" width="355"> </span></p><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;"><em>Taylor advocated pay differentials to motivate workers</em></span></span></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;">Scientific management does not only encourage people to work. Taylor introduced rest breaks in order for his workers to recover from exhaustion, which would otherwise reduce productivity.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">There are several limitations of Taylor’s motivation theory (although he was writing over a century ago). These arguments include:</span></p><ul class="branded"><li><p><span style="font-family:arial,helvetica,sans-serif;">The scientific management approach to human resources is rather authoritarian, and perhaps less suitable in modern businesses of the 21<sup>st</sup> Century.</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Subsequent theorists (such as Maslow as well as Herzberg) felt that there is far more to motivation than money. They argue that people cannot be effectively managed in a scientific way. People are not motivated in the same way, so a prescribed method (differentiated piece rates) does not suit all individuals or organizations.</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;">Qualitative factors that affect the level of employee motivation are ignored.</span></p></li></ul><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-youtube fa-lg" style="color: rgb(202, 72, 26);"> </span> Watch this 7-minute video to consolidate your understanding of Taylor’s scientific management theory of motivation:</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/z4qdXvodZaE" width="640"></iframe></span></p><hr class="hidden"><p>Download this poster to add to you notes and/or use as a revision tool with students. The poster has been created by my highly talented IBEN colleague <strong>Tahmidul Haq Ansari</strong>.</p><p><iframe frameborder="0" height="480" scrolling="no" src="../../../media/ib/businessmanagement/files/poster---taylor.pdf.html" width="100%"></iframe></p><div class="blueBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-lightbulb-o fa-lg" style="color: rgb(103, 7, 124);"> </span> Top tip!</span></span></h5><p>Students are encouraged to make links between the various topics within the IB Business Management syllabus. For example, F.W. Taylor’s theory of scientific management (Unit 2.4 of the syllabus) works best under an <a href="../44340/leadership-styles-ao3.html" title="New syllabus 2022 » Unit 2 - Human resource management » 2.3 Leadership and management » Leadership styles (AO3)">autocratic leadership style</a> (see Unit 2.3).</p></div></div></div><div class="panel-footer"><div></div></div></div><div class="panel panel-purple panel-expandable"><div class="panel-heading"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Maslow’s hierarchy of needs (AO3)</span></strong></p></div></div><div class="panel-body"><div><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;"><em>“What we in industry learned in dealing with people is that people do not work just for money and that if you are trying to motivate, money is not the most effective tool.”</em><br>- Kio Morita (1921-1999) Co-founder of Sony Corp.</span></span></p><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="244" src="../../../ib/businessmanagement/images/maslow.jpg" width="349"></span></p><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;"><em>Abraham Maslow’s hierarchy of needs</em></span></span></p><p><span style="font-family:arial,helvetica,sans-serif;">Abraham Maslow (1908 – 1970) was an American social psychologist. His most famous theory, the <strong>hierarchy of needs</strong>, discusses how people are motivated by different levels or categories of needs.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">According to Maslow (1943), needs are people’s unfulfilled physiological and/or psychological desires. The model suggests that only when one level of needs is met is it then possible for the next level to be addressed. Maslow split these needs into two different categories:</span></p><ul class="branded"><li><p><span style="font-family:arial,helvetica,sans-serif;"><strong>Lower order needs</strong> (or <strong>deficiency needs</strong>): physiological, safety, and social (love and belonging) needs. These needs must be met to prevent dissatisfaction or unhappiness.</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;"><strong>Higher order needs</strong> (or <strong>growth needs</strong>): esteem and self-actualization needs. Meeting these needs help to provide a person with a genuine sense of being complete, contented and overjoyed.</span></p></li></ul><p><span style="font-family:arial,helvetica,sans-serif;">The five levels of needs in Maslow’s model are explained below. Maslow stated that a particular need that is satisfied will no longer motivate people’s behaviour or productivity. He also states that a need higher up in the hierarchy cannot be met until the preceding lower-level need is satisfied.</span></p><ul class="branded"><li><p><span style="font-family:arial,helvetica,sans-serif;"><strong><em>Physiological needs</em></strong> (also known as <strong><em>basic needs</em></strong>) are the requirements for human survival. These are the combination of people’s physical and biological needs. Physiological needs are so significant to people that they must be met first. Improved financial reward systems and working conditions can help people to meet these basic needs.</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;"><strong><em>Safety needs </em></strong><em>(</em>also known as <strong><em>security needs</em></strong><em>) </em>are the requirements that make people feel safe, such as job security. In the every day sense, <span style="font-family:arial,helvetica,sans-serif;">physiological needs are the essential things that all human beings must have in order to survive, such as food, clothing and shelter. These physiological needs appear at the bottom of Maslow’s hierarchy of needs.</span> In a business context, this means the assurance (confidence) given to employees that they will keep their current job for the foreseeable future. Factors affecting job security include a worker's performance, financial success of the business, employment legislation and the current economic climate. However, firms can address safety needs, to some extent, by using contracts of employment.</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;"><strong><em>Social needs</em></strong> (also known as <strong><em>love and belonging needs</em></strong>) refer to the requirements about being accepted by others. Hence, this refers to the social needs of people. In the workplace, social needs can be met by creating opportunities for team working and having social facilities or functions. A mentoring or coaching system can also help to improve working relationships.</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;"><strong><em>Esteem needs</em></strong> refer to the desire of people to feel respected, having value and having self-respect. Intrinsically, self-esteem exists when people are able to feel good about themselves, as they feel valued by others. Extrinsically, esteem needs can be met by genuine recognition, acknowledgement, trust and respect from others.</span></p></li><li><p><span style="font-family:arial,helvetica,sans-serif;"><strong><em>Self-actualisation</em></strong> occurs when people become the very best that they can be, i.e. fulfilling their full potential. In Maslow’s words, self-actualisation means “<em>What a man can be, he must be</em>” and “<em>to become everything that one is capable of becoming.” </em>Being the highest level in Maslow’s hierarchy of needs, self-actualisation exists a person is able to fulfil their true potential. This can also be summed up by a quote by Steve Ackerie, an American entrepreneur, who said,<em> "When you love what you do, you’ll never have to work a day in your life.”</em></span></p></li></ul><hr class="hidden"><p><em>Examples of Maslow's hierarchy of needs</em></p><table border="1" cellpadding="0" cellspacing="0" width="665"><tbody><tr><td style="width:133px;"><p align="center"><strong>Self-actualization</strong></p></td><td style="width:133px;"><p align="center"><strong>Esteem needs</strong></p></td><td style="width:133px;"><p align="center"><strong>Love and belonging needs</strong></p></td><td style="width:133px;"><p align="center"><strong>Safety needs</strong></p></td><td style="width:133px;"><p align="center"><strong>Physiological needs</strong></p></td></tr><tr><td style="width:133px;height:25px;"><p>Accomplishment</p></td><td style="width:133px;height:25px;"><p>Achievement</p></td><td style="width:133px;height:25px;"><p>Acceptance</p></td><td style="width:133px;height:25px;"><p>Job security</p></td><td style="width:133px;height:25px;"><p>Basic necessities</p></td></tr><tr><td style="width:133px;height:25px;"><p>Develop fully</p></td><td style="width:133px;height:25px;"><p>Reputation</p></td><td style="width:133px;height:25px;"><p>Affection</p></td><td style="width:133px;height:25px;"><p>Predictability</p></td><td style="width:133px;height:25px;"><p>Biological needs</p></td></tr><tr><td style="width:133px;height:25px;"><p>Fulfil potential</p></td><td style="width:133px;height:25px;"><p>Respect</p></td><td style="width:133px;height:25px;"><p>Fitting in</p></td><td style="width:133px;height:25px;"><p>Stability</p></td><td style="width:133px;height:25px;"><p>Pay</p></td></tr><tr><td style="width:133px;height:25px;"><p>Personal growth</p></td><td style="width:133px;height:25px;"><p>Responsibilities</p></td><td style="width:133px;height:25px;"><p>Friendship</p></td><td style="width:133px;height:25px;"><p>Steady job</p></td><td style="width:133px;height:25px;"><p>Survival</p></td></tr><tr><td style="width:133px;height:25px;"></td><td style="width:133px;height:25px;"><p>Status</p></td><td style="width:133px;height:25px;"><p>Group identity</p></td><td style="width:133px;height:25px;"></td><td style="width:133px;height:25px;"></td></tr></tbody></table><p><span style="font-family:arial,helvetica,sans-serif;">However, critics of Maslow’s theory of motivation argue that people are not necessarily motivated in the same way, so the levels of needs do not apply to everyone in all contexts. For example, not everyone is motivated by job promotional opportunities even though these are associated with esteem needs. Some people prefer to work alone, rather than in team. For most people, it is probably unrealistic for them to ever reach self-actualization.</span></p><div class="greenBg"><h5><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;"><span class="snippet-fa fa fa-lightbulb-o fa-lg" style="color: rgb(103, 7, 124);"> </span> Top tip!</span></span></h5><p><span style="font-family:arial,helvetica,sans-serif;">Notice that <span class="css-901oao css-16my406 r-1qd0xha r-ad9z0x r-bcqeeo r-qvutc0">all the levels (of needs) in Maslow's model begin with the letter 'S' - the 5S model of Maslow's hierarchy of needs:</span></span></p><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="276" src="../../../ib/businessmanagement/files/exam-tips-(posters)/maslow-5s.jpg" width="400"></span></p><p><span style="font-family:arial,helvetica,sans-serif;">Source: <a href="https://www.ibid.com.au/business-management/"><em>Business Management for the IB Diploma</em></a>, IBID Press, 5th edn</span></p></div><p><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-youtube fa-lg" style="color: rgb(202, 72, 26);"> </span> Watch this video to recap your understanding of Maslow’s hierarchy of needs theory of motivation:</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/3St5OoLYTJ0" width="640"></iframe></span></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-youtube fa-lg" style="color: rgb(202, 72, 26);"> </span> For an alternative perspective of Maslow’s hierarchy of needs, take a look at this video of how Maslow’s theory might apply to the characters in Universal Picture’s <em>Despicable Me, </em>played to the soundtrack of <em>Happy</em> by Pharrell Williams:</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/mLXpJmtzqTI" width="640"></iframe></span></p></div></div><div class="panel-footer"><div></div></div></div><div class="panel panel-purple panel-expandable"><div class="panel-heading"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong><span style="font-family:arial,helvetica,sans-serif;">Herzberg’s two factor theory (motivation-hygiene theory) (AO3)</span></strong></p></div></div><div class="panel-body"><div><p><img alt="" src="../../../ib/businessmanagement/images/2-hrm/motivation1.jpg" style="width: 300px; height: 120px;"></p><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;"><em>"The job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors which define the job context."<br>- </em>F. Herzberg, 1959</span></span></p><div><p><span style="font-family:arial,helvetica,sans-serif;">Professor Frederick Herzberg (1923 -2000) was an American psychologist. In <em>Work and Nature of Man</em> (1966), Herzberg argued that in order to create any motivation in the workplace, it was essential to first remove the factors that cause dissatisfaction. He named these influences <strong>hygiene factors</strong> (also known as <strong>maintenance factors</strong> or <strong>job dissatisfiers</strong>). These are lower level needs of people in order to meet their physiological needs.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">Importantly, improving hygiene factors simply prevents dissatisfaction but does not boost morale or motivation in the workplace. Herzberg considered wages and salaries as hygiene factors because all workers expect pay (wages and salaries) for their input in the production process. It takes more than just wages and salaries to keep workers satisfied in the workplace.</span></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;"><img alt="" height="126" src="../../../ib/businessmanagement/images/wages(1).jpg" width="263"></span></p><p><span style="color:#696969;"><span style="font-family:arial,helvetica,sans-serif;"><em>Wages and salaries are hygiene factors</em></span></span></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;">Working conditions (or the working environment) refers to the physical and intangible conditions of the workplace, such as the physical work environment of factories or offices. A good working environment is important for the physical, mental and emotional health of the workforce. According to Herzberg, the working environment is a hygiene factor that must be addressed to prevent dissatisfaction at work. A pleasant and well-resourced workplace will help employees to feel more comfortable at work, thereby boosting their morale.</span></p><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;"><strong>Motivators</strong> (also known as <strong>growth factors</strong>) are the factors that define the job context. Herzberg defined motivation as <em>“the will to work, due to enjoyment of the work itself”. </em>Unlike F.W. Taylor, F. Herzberg suggested that satisfaction in the workplace does not come from extrinsic factors (such as pay or salaries) because these become the norm as an expectation. Instead, these are higher level needs of people in order to meet their psychological needs.</span></p><p><span style="font-family:arial,helvetica,sans-serif;">Herzberg argued that the work itself (the nature of the job) provides workers with opportunities for psychological growth. Motivation occurs by enhancing motivators, such as recognition, responsibilities, and opportunities for personal advancement.</span></p><p><span class="snippet-fa fa fa-youtube fa-lg" style="color: rgb(202, 72, 26);"> </span> Watch this short video from <a href="https://www.mindtools.com/">MindTools</a> to get an overview of Herzber'gs theory of motivation.</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/jnIuBktpwaM" title="Motivating Your Team Using Herzberg's Motivators and Hygiene Factors" width="640"></iframe></p><hr class="hidden"><p><strong><span style="font-family:arial,helvetica,sans-serif;">Herzberg’s two-factor (motivation-hygiene) theory:</span></strong></p><table border="1" cellpadding="0" cellspacing="0"><tbody><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;"><strong>Hygiene factors</strong></span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;"><strong>Motivators</strong></span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Company policies</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Achievement</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Conditions of employment</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Advancement</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Job security</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Challenging work</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Pay (wages and salaries)</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Decision making</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Relationship with colleagues</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Nature of the job</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Relationship with management</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Opportunities to improve</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Status</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Personal growth</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Supervision</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Purpose</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Treatment at work</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Recognition (of achievement)</span></p></td></tr><tr><td style="width:245px;"><p><span style="font-family:arial,helvetica,sans-serif;">Working environment</span></p></td><td style="width:246px;"><p><span style="font-family:arial,helvetica,sans-serif;">Responsibility</span></p></td></tr></tbody></table><hr class="hidden"><p><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-youtube fa-lg" style="color: rgb(202, 72, 26);"> </span> Watch this video clip to review your understanding of Herzberg’s two-factor (motivation-hygiene) theory:</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/f-qbGAvR4EU" width="640"></iframe></span></p></div><hr class="hidden"><p>Download this poster to add to you notes and/or use as a revision tool with students. The poster has been created by my highly talented IBEN colleague <strong>Tahmidul Haq Ansari</strong>.</p><p><iframe frameborder="0" height="480" scrolling="no" src="../../../media/ib/businessmanagement/files/poster---herzberg.pdf.html" width="100%"></iframe></p></div><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-cogs fa-lg" style="color: rgb(103, 7, 124);"> </span> Theory of Knowledge (TOK)</span></span></h5><p><img alt="" src="../../../ib/businessmanagement/images/2-hrm/motivation-1.jpg" style="width: 300px; height: 370px;"></p><p>Given the complexities of human behaviours, can we ever truly know what motivates and demotivates different employees in different organizations?</p></div></div></div><div class="panel panel-expandable panel-purple"><div class="panel-heading"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong>Sample marked script</strong></p></div></div><div class="panel-body"><div><p>With reference to <strong>two </strong>motivation theories, discuss the effects of the trend towards offering flexible work patterns and practices on employee motivation. <em>[10 marks]</em></p><hr class="hidden"><p>Students can approach this task in the following ways:</p><ol><li><p>Answer the question below for homework or as an activity in class.</p></li><li><p>Mark the sample script that follows.</p></li></ol><p>Reflect on best practice based on the above two tasks - what did you do relatively well compared to the sample script, and vice versa?</p><div class="yellowBg"><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-pencil-square fa-lg" style="color: rgb(61, 30, 128);"> </span> Sample marked script </span></span></h5><p>With reference to <strong>two </strong>motivation theories, discuss the effects of the trend towards offering flexible work patterns and practices on employee motivation. <em>[10 marks]</em></p><section class="tib-hiddenbox"><p><span style="color:#FF0000;">The integrated nature of Business Management means students should also refer to the content covered</span> <a href="../44257/factors-that-influence-hr-planning.html" title="New syllabus 2022 » Unit 2 - Human resource management » 2.1 Introduction to HRM » Factors that influence HR planning">Unit 2.1 (flexible work patterns</a><span style="color:#FF0000;">)</span><span style="color:#FF0000;"> prior to attempting this question and/marking the script below.</span></p></section><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">The introduction of flexible work patterns and practices such as flexitime, part-time working, teleworking and migration for work, has an impact on the motivation of <span style="font-family:trebuchet ms,helvetica,sans-serif;">employees </span>in an organization. It can be argued that Maslow’s higher levels of needs could be reached by introducing such work patterns and practices. The self-actualization level of needs refers to what a person's full potential is and the realization of that potential. For instance, if one individual has a strong desire to become the ideal parent, a part time or flexitime scheme could be a strong motivator. According to the case study, <em>“women see the number of hours of work as more important that the level of pay”.</em></span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">In addition, the case study states that the majority of employees feel that job satisfaction is an important part of their lives; which aligns well with Herzberg's two-factor theory. In particular, motivational factors could be widened through work flexibility as it supports job satisfaction, empowerment and trust - especially with the firm's female workforce.</span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">However, flexible working patterns and practices can also be perceived by some workers as a demotivator. For example, part-time working, zero contract hours, and/or short term contracts can all cause a feeling of job insecurity and such uncertainty could lead to low staff morale and demotivation. In such cases, Maslow’s safety needs will not be reached.</span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">In addition, some flexible work patterns such as teleworking and working from home (WFH) could lead to a sense of isolation of workers or working in different shifts (as with a system of flexitime work patterns). This could prevent workers from interacting and developing stronger professional relationships. In addition, Maslow’s love and belongingness needs may not be reached as a result.</span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">All in all, it is very difficult to predict the effects on motivation of the introduction of flexible work practices and patterns. Such measures may vary considerably depending on the organizational culture and the demographics of employees, including their age, gender, and experiences.</span></span></p><p>Click the icon below to read the examiner feedback / comments.</p><section class="tib-hiddenbox"><p><span style="color:#FF0000;">This script was awarded 7 out of 10 marks, as there is evidence of understanding of the demands of the question (Maslow and Herzberg are used appropriately), application of the case study materials, and an attempt at evaluation.</span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">The introduction of flexible work patterns and practices such as flexitime, part-time working, teleworking and migration for work, has an impact on the motivation of <span style="font-family:trebuchet ms,helvetica,sans-serif;">employees </span>in an organization. </span><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Knowledge is demonstrated with appropriate use of terminology. </span></span><span style="font-family:trebuchet ms,helvetica,sans-serif;">It can be argued that Maslow’s higher levels of needs could be reached by introducing such work patterns and practices. The self-actualization level of needs refers to what a person's full potential is and the realization of that potential. For instance, if one individual has a strong desire to become the ideal parent, a part time or flexitime scheme could be a strong motivator. According to the case study, <em>“women see the number of hours of work as more important that the level of pay”. </em></span></span><span style="color:#FF0000;"><span style="font-family:trebuchet ms,helvetica,sans-serif;"></span><span style="font-family:arial,helvetica,sans-serif;">Effective application of the stimulus in the case study and use of theory</span> <span style="font-family:arial,helvetica,sans-serif;">(Maslow</span><span style="font-family:trebuchet ms,helvetica,sans-serif;"><span style="font-family:arial,helvetica,sans-serif;">)</span>.</span></span><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;"></span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">In addition, the case study states that the majority of employees feel that job satisfaction is an important part of their lives; which aligns well with Herzberg's two-factor theory. In particular, motivational factors could be widened through work flexibility as it supports job satisfaction, empowerment and trust - especially with the firm's female workforce.</span></span><span style="color:#FF0000;"><span style="font-family:trebuchet ms,helvetica,sans-serif;"> </span><span style="font-family:arial,helvetica,sans-serif;">Appropriate use of terminology and theory, such as reference to job satisfaction and empowerment.</span></span><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;"></span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">However, flexible working patterns and practices can also be perceived by some workers as a demotivator. For example, part-time working, zero contract hours, and/or short term contracts can all cause a feeling of job insecurity and such uncertainty could lead to low staff morale and demotivation. In such cases, Maslow’s safety needs will not be reached. </span></span><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;">Balanced, two-sided argument provided.</span></span><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;"></span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">In addition, some flexible work patterns such as teleworking and working from home (WFH) could lead to a sense of isolation of workers or working in different shifts (as with a system of flexitime work patterns). This could prevent workers from interacting and developing stronger professional relationships. In addition, Maslow’s love and belongingness needs may not be reached as a result. </span></span><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Justified reasoning provided, in the context of the case study.</span></span><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;"></span></span></p><p><span style="color:#2F4F4F;"><span style="font-family:trebuchet ms,helvetica,sans-serif;">All in all, it is very difficult to predict the effects on motivation of the introduction of flexible work practices and patterns. Such measures may vary considerably depending on the organizational culture and the demographics of employees, including their age, gender, and experiences. </span></span><span style="font-family:arial,helvetica,sans-serif;"><span style="color:#FF0000;">Conclusion attempted, although new and unexplained content should be avoided.</span></span></p></section></div></div></div><div class="panel-footer"><div></div></div></div><div class="panel panel-purple panel-expandable"><div class="panel-heading"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong>Exam Practice Question</strong></p></div></div><div class="panel-body"><div><h5><span style="color:#FF0000;"><span style="font-family:arial,helvetica,sans-serif;"><span class="snippet-fa fa fa-pencil-square-o fa-lg" style="color: rgb(61, 30, 128);"> </span> Exam Practice Question - Forest Hill Potters (FHP)</span></span></h5><p>Forest Hill Potters (FHP) is a private limited company that produces pottery products. Workers at <em>FHP</em> are paid an hourly <strong>wage rate</strong>. The work is generally repetitive, and workers are lack the opportunity to work in teams as they are instructed to concentrate on meeting their daily production targets.</p><p>The nature of the business means that local workers are hired, but the relatively high labour turnover rate at <em>FHP</em> means that the managers have to spends a significant amount of time throughout the year on recruiting and training new workers. There have been suggestions made by some workers that paying piece rate and job enrichment opportunities would help to improve the level of staff <strong>motivation</strong> and productivity at <em>FHP.</em></p><table><tbody><tr><td>(a)</td><td>Define the term <em>wage rate.</em></td><td><em>[2 marks]</em></td></tr><tr><td>(b)</td><td>Define the term <em>motivation.</em></td><td><em>[2 marks]</em></td></tr><tr><td>(c)</td><td>Outline <strong>two </strong>potential problems of low staff motivation <em>for FHP.</em></td><td><em>[4 marks]</em></td></tr><tr><td>(d)</td><td>Using relevant motivation theory, explain how <em>FHP</em> might be able to better motivate its workers<em>.</em></td><td><em>[4 marks]</em></td></tr></tbody></table><section class="tib-teacher-only" readonly="true" title="This box is not visible to students"><div class="header" readonly="true"><img class="icon" src="../../../thinkib/icons/teacher-only.svg"> Teacher only box</div><div class="content" readonly="false"><p><span style="color:#FF0000;"><strong>Answers</strong></span></p><p><strong>(a) Define the term <em>wage rate. [2 marks]</em></strong></p><p><span style="color:#FF0000;">The wage rate is a form of financial payment system, rewarding employees by time rather than volume or quality of output. Workers are paid the flat rate wage rate per hour they work.</span></p><p><span style="color:#FF0000;">Award <em>[1 mark] </em>for a definition that shows limited understanding of the term<em> wage rate (or wages)</em>.</span></p><p><span style="color:#FF0000;">Award <em>[2 marks]</em> for a definition that shows a good understanding of the term <span style="color:#FF0000;"><em> wage rate (or wages)</em></span>, similar to the example above.</span></p><hr class="hidden"><p><strong>(b) Define the term <em>motivation. [2 marks]</em></strong></p><p><span style="color:#FF0000;">Motivation refers to the desire and willingness to complete a task or to achieve a goal. It can be extrinsic or intrinsic (such as morality or altruism - the desire to help others).</span></p><p><span style="color:#FF0000;"></span></p><p><span style="color:#FF0000;">Award <em>[1 mark]</em> for a definition that shows limited understanding of the term <em>motivation</em>.</span></p><p><span style="color:#FF0000;">Award <em>[2 marks]</em> for a definition that shows a good understanding of the term <em>motivation</em>, similar to the example above.</span></p><hr class="hidden"><p><strong>(c) Outline <u>two</u> potential problems of low staff motivation <em>for FHP. [4 marks]</em></strong></p><p><span style="color:#FF0000;">Possible responses could include:</span></p><ul class="branded"><li><p><span style="color:#FF0000;">Workers at <em>FHP </em>will not enjoy their work (as they lack the opportunity to work in teams, for example), so this effectively leads to low morale (social needs are not met) and lower productivity. There is a lack of incentive to work hard, especially as workers are paid a fixed hourly rate.</span></p></li><li><p><span style="color:#FF0000;">Higher labour turnover is likely to result from low motivation, leading to higher costs for <em>FHP, </em>such as the need for managers to recruit and train new workers.</span></p></li><li><p><span style="color:#FF0000;">High labour turnover due to a lack of staff motivation can give <em>FHP</em> a poor corporate image, meaning it can be more challenging and expensive for the company to attract and hire suitable local staff in the future.</span></p></li><li><p><em><span style="color:#FF0000;">Accept any other reasonable outline, written in the context of FHP.</span></em></p></li></ul><p><em><span style="color:#FF0000;">Mark as a 2 + 2</span></em></p><p><span style="color:#FF0000;">Award <em>[1 - 2 marks]</em> for a written response that is limited in meeting the demands of the question. Award up to <em>[2 marks]</em> if only one reason is provided.</span></p><p><span style="color:#FF0000;">Award <em>[3 - 4 marks]</em> for a written response that is accurate in meeting the demands of the question.</span></p><p><span style="color:#FF0000;"><em>Alternative approaches may be taken in response to the [4-mark] question that uses an AO2 command term. If an alternative approach is valid, then full credit should be given.</em></span></p><hr class="hidden"><p><strong>(d) Using relevant motivation theory, explain how <em>FHP</em> might be able to better motivate its workers<em>. [4 marks]</em></strong></p><p><span style="color:#FF0000;">Possible responses could include an explanation of:</span></p><ul class="branded"><li><p><span style="color:#FF0000;">As suggested by F.W. Taylor, linking the pay of workers to their level of output through a piece rate payment system creates an incentive for workers to be more productive. This is based on Taylor's assumption that (all) workers are motivated by receiving more money for their work.</span></p></li><li><p><span style="color:#FF0000;">Herzberg argued that wages and salaries do not, on their own, motivate workers – it simply removes potential dissatisfaction at work (as workers expect to be paid for any work they commit to). Instead, he argued that that job enrichment opportunities are a good way of motivating workers, such as by giving them more challenging and responsible tasks in order to increase their morale and job satisfaction, rather than their existing work that is simply repetitive and therefore not so engaging.</span></p></li><li><em><span style="color:#FF0000;">Accept any other reasonable explanation, written in the context of FHP.</span></em></li></ul><p><em><span style="color:#FF0000;">Mark as a 2 + 2</span></em></p><p><span style="color:#FF0000;">Award <em>[1 - 2 marks]</em> for a written response that is limited in meeting the demands of the question.</span></p><p><span style="color:#FF0000;">Award <em>[3 - 4 marks]</em> for a written response that is accurate in meeting the demands of the question. Students can, although are not expected or required to, use more than one motivation theory to answer the question.</span></p><p><span style="color:#FF0000;"><em>Alternative approaches may be taken in response to the [4 mark] question that uses an AO2 command term. If an alternative approach is valid, then full credit should be given.</em></span></p></div></section></div></div><div class="panel-footer"><div></div></div></div><div class="panel panel-purple panel-expandable"><div class="panel-heading"><a class="expander pull-right" href="#"><span class="fa fa-plus"></span></a><div><p><strong>Review Quiz</strong></p></div></div><div class="panel-body"><div><p>To test your understanding of this topic (Motivation theories), have a go at this review quiz.</p><div class="tib-quiz" data-quiz-id="1099" data-structure="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" data-score-answers="6d4a526a457a48584f763758344a7649472f76324c53614b78524c393439595570496d5a5971374b38686f3d"><div class="exercise"><div class="q-question"><p>Which of the following statements does not apply to motivation?</p></div><div class="q-answer"><p><label class="radio" data-answer="9b36775bad353a7919a13ea2a9397273"><input type="radio"><span> The desire to complete a task or project</span></label></p><p><label class="radio" data-answer="432c8ae93c05bdcb0b8d2aa58813881c"><input type="radio"><span> The desire to do a job in return for money</span></label></p><p><label class="radio" data-answer="301e67a01f7026040269a7c5fd5fdd79"><input type="radio"><span> The intrinsic and extrinsic reasons to get a job completed</span></label></p><p><label class="radio" data-answer="1c612f93d0f937a15f07715e773fd67f"><input type="radio"><span> A driving force that moves an individual to achieve something</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">Motivation is about the genuine desire or aspiration to complete a task or project, rather than doing this for a financial return.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>Being able to make a difference to others in society is an example of which of the following options?</p></div><div class="q-answer"><p><label class="radio" data-answer="a8d5b1cadc5e7b398f446463ff617c7e"><input type="radio"><span> Herzberg’s motivators</span></label></p><p><label class="radio" data-answer="981fe72b3169dcb90c65da1715f7e5ab"><input type="radio"><span> Maslow’s self-actualisation</span></label></p><p><label class="radio" data-answer="b86a9c180de425c7bef1f6d8602f83fb"><input type="radio"><span> Extrinsic motivation</span></label></p><p><label class="radio" data-answer="fac34e9201c731c49fe382e4e17b6646"><input type="radio"><span> Non-financial motivation</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">Being able to make a difference to others is not directly linked to financial rewards, so it is intrinsic motivation rather than extrinsic motivation.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>Which of the following indicates a high degree of staff motivation?</p></div><div class="q-answer"><p><label class="radio" data-answer="d72912c2643e9ed7953133df9f7970d4"><input type="radio"><span> High staff turnover rate</span></label></p><p><label class="radio" data-answer="64bb50f915360060e73830a40aede0ba"><input type="radio"><span> High sales turnover</span></label></p><p><label class="radio" data-answer="e44f74025077c90d1a0915dbc369cd58"><input type="radio"><span> High absenteeism</span></label></p><p><label class="radio" data-answer="e4db9e7f8579e1d5cd5b1ad525170475"><input type="radio"><span> High wastage</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">A high degree of staff motivation results in improved productivity, thus resulting in higher sales revenue.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>Which of the following does not occur in a workplace with low staff motivation?</p></div><div class="q-answer"><p><label class="radio" data-answer="d72912c2643e9ed7953133df9f7970d4"><input type="radio"><span> High staff turnover rate</span></label></p><p><label class="radio" data-answer="f7ddf386bad5344823be1559ad57847b"><input type="radio"><span> Low productivity</span></label></p><p><label class="radio" data-answer="e64914dd5afddfbb8ba5c8448c36cae3"><input type="radio"><span> High staff absenteeism</span></label></p><p><label class="radio" data-answer="50227e0b383563aab81f17b5b369207d"><input type="radio"><span> Low recruitment costs</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">In the long term, demotivation results in higher staff turnover, thereby raising (rather than lowering) recruitment costs.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>Which motivation theorist said that employees are principally motivated by money?</p></div><div class="q-answer"><p><label class="radio" data-answer="0e48e7d8bf7c056a87ec35ea80410a47"><input type="radio"><span> F.W. Taylor</span></label></p><p><label class="radio" data-answer="34d0e571d23e808bcda527cc0df2cf74"><input type="radio"><span> A. Maslow</span></label></p><p><label class="radio" data-answer="ca04a3a242d2d709b0291d5bb9d3fc1e"><input type="radio"><span> J.S. Adams</span></label></p><p><label class="radio" data-answer="46ea5c8b08dd18707a564ab294a1c557"><input type="radio"><span> F. Herzberg</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">F.W. Taylor’s scientific management theory suggests that workers are motivated by money. In particular, low skilled workers can be motivated by using differentiated piece rate to reward those who work harder.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>Which motivation theorist believed that workers could be managed in a scientific way by using differentiated piece rate?</p></div><div class="q-answer"><p><label class="radio" data-answer="0e48e7d8bf7c056a87ec35ea80410a47"><input type="radio"><span> F.W. Taylor</span></label></p><p><label class="radio" data-answer="34d0e571d23e808bcda527cc0df2cf74"><input type="radio"><span> A. Maslow</span></label></p><p><label class="radio" data-answer="ca04a3a242d2d709b0291d5bb9d3fc1e"><input type="radio"><span> J.S. Adams</span></label></p><p><label class="radio" data-answer="46ea5c8b08dd18707a564ab294a1c557"><input type="radio"><span> F. Herzberg</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">F.W. Taylor’s scientific management theory suggests that workers are motivated by money, and in particular by using differentiated piece rate to reward those who work harder.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>Which motivation theorist wrote about the need to address hygiene factors so as to prevent dissatisfaction in the workplace?</p></div><div class="q-answer"><p><label class="radio" data-answer="46ea5c8b08dd18707a564ab294a1c557"><input type="radio"><span> F. Herzberg</span></label></p><p><label class="radio" data-answer="ca04a3a242d2d709b0291d5bb9d3fc1e"><input type="radio"><span> J.S. Adams</span></label></p><p><label class="radio" data-answer="0e48e7d8bf7c056a87ec35ea80410a47"><input type="radio"><span> F.W. Taylor</span></label></p><p><label class="radio" data-answer="34d0e571d23e808bcda527cc0df2cf74"><input type="radio"><span> A. Maslow</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">Herzberg referred to factors that cause dissatisfaction, if not addressed in the workplace, as "hygiene factors".</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>What did A. Maslow call the needs that are essential for human survival?</p></div><div class="q-answer"><p><label class="radio" data-answer="2297811a5a0cf9e691fd4ce91ece0710"><input type="radio"><span> Social needs</span></label></p><p><label class="radio" data-answer="09b47848f60f1717dec31bf87cb8958d"><input type="radio"><span> Physiological needs</span></label></p><p><label class="radio" data-answer="163c16bc87eb9ebb0f5700eaa0404d00"><input type="radio"><span> Esteem needs</span></label></p><p><label class="radio" data-answer="a6101f785f78f979db893ece6aa9a184"><input type="radio"><span> Security needs</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">Physiological needs are the basic human needs that are necessary for survival, e.g. warmth, shelter, water, sleep, food and clean air.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>F.W. Taylor’s theory of motivation would be most suitable for which of the following?</p></div><div class="q-answer"><p><label class="radio" data-answer="8b4a6e3b3ec9ef6ea8e8baf9bd88809a"><input type="radio"><span> Workers in a fast food restaurant</span></label></p><p><label class="radio" data-answer="f0db4c93d59e8f22e0e95796491dc4bf"><input type="radio"><span> Healthcare workers in the private sector</span></label></p><p><label class="radio" data-answer="fc4b7b6a3b13a4ead9cb45560d790c9f"><input type="radio"><span> News journalists</span></label></p><p><label class="radio" data-answer="d3b7ba8c7b7ef7640ed44a7eb6ead743"><input type="radio"><span> University lecturers</span></label></p></div><div class="q-explanation"><p>F.W. Taylor’s theory of motivation (scientific management) suggests that people are motivated by money above any other reason. Staff in a fast food restaurant tend to be relatively low skilled workers and are likely to be paid by hourly wage rates, which is in line with Taylor’s theory.</p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="exercise"><div class="q-question"><p>Which motivational theorist suggested that managers should plan, direct and control their workers?</p></div><div class="q-answer"><p><label class="radio" data-answer="0e48e7d8bf7c056a87ec35ea80410a47"><input type="radio"><span> F.W. Taylor</span></label></p><p><label class="radio" data-answer="96e2231e977ed926b9c40ab915491c8b"><input type="radio"><span> D.H. Pink</span></label></p><p><label class="radio" data-answer="ca04a3a242d2d709b0291d5bb9d3fc1e"><input type="radio"><span> J.S. Adams</span></label></p><p><label class="radio" data-answer="46ea5c8b08dd18707a564ab294a1c557"><input type="radio"><span> F. Herzberg</span></label></p></div><div class="q-explanation"><p><span style="color:#FF0000;">F.W. Taylor believed in autocratic leadership, so functions of management include planning, directing and controlling.</span></p></div><div class="actions"><span class="score" data-score="0"></span><button class="btn check"><i class="fa fa-check-square-o"></i> Check</button></div></div><p> </p><div class="totals"><span class="score">Total Score: </span><button class="btn btn-success check-total"><i class="fa fa-check-square-o"></i> Check</button></div></div><hr></div></div><div class="panel-footer"><div></div></div></div><p><span style="font-family:arial,helvetica,sans-serif;"></span></p><p><span style="font-family:arial,helvetica,sans-serif;">Return to the <a href="../43829/24-motivation-and-demotivation.html" title="New syllabus 2022 » Unit 2 - Human resource management » 2.4 Motivation and demotivation">Unit 2.4 - Motivation and demotivation</a> homepage</span></p><p><span style="font-family:arial,helvetica,sans-serif;">Return to the <a href="../43530/unit-2-human-resource-management.html" title="New syllabus 2022 » Unit 2 - Human resource management">Unit 2 - Human resource management</a> homepage</span></p><p><span style="font-family:arial,helvetica,sans-serif;"><a href="../../../businessmanagement.html"><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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*/
$('section').on('click', '.exercise .btn.check', function(e) {
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