1. What is Business?1.1 Understanding the nature and purpose of business0/01.1.1 The Purpose and Objectives of Business1.1.2 Mission, Vision and Objectives1.1.3 Measuring and Evaluating Profit1.2 Understanding Different Business Forms0/01.2.1 Types of Business Ownership1.2.2 Reasons for Choosing or Changing Business Form1.2.3 Legal and Financial Issues Related to Ownership1.2.4 Shareholders and Influences on Share Price1.2.5 Effects of Ownership on Mission and Objectives1.3 Understanding that Businesses Operate within an External Environment0/01.3.1 The Role of the External Environment1.3.2 Competition1.3.3 Market Conditions1.3.4 Incomes1.3.5 Interest Rates1.3.6 Demographic Factors1.3.7 Environmental Issues and Fair Trade1. What is Business?1.1 Understanding the nature and purpose of business0/01.1.1 The Purpose and Objectives of Business1.1.2 Mission, Vision and Objectives1.1.3 Measuring and Evaluating Profit1.2 Understanding Different Business Forms0/01.2.1 Types of Business Ownership1.2.2 Reasons for Choosing or Changing Business Form1.2.3 Legal and Financial Issues Related to Ownership1.2.4 Shareholders and Influences on Share Price1.2.5 Effects of Ownership on Mission and Objectives1.3 Understanding that Businesses Operate within an External Environment0/01.3.1 The Role of the External Environment1.3.2 Competition1.3.3 Market Conditions1.3.4 Incomes1.3.5 Interest Rates1.3.6 Demographic Factors1.3.7 Environmental Issues and Fair Trade2. Managers, Leadership and Decision Making2.1 Understanding Management, Leadership and Decision Making0/02.1.1 Distinction Between Management and Leadership2.1.2 Types of Leadership Styles2.1.3 Influences on Leadership Style2.1.4 The Tannenbaum Schmidt Continuum2.1.5 Evaluating Leadership and Management Styles2.2 Understanding Management Decision Making0/02.2.1 Approaches to Decision Making2.2.2 Scientific Decision Making and Decision Trees2.2.3 Key Decision-Making Concepts2.2.4 Influences on Decision Making2.3 Understanding the Role and Importance of Stakeholders0/02.3.1 The Importance of Considering Stakeholder Needs in Decision Making2.3.2 Stakeholder Mapping: Power and Interest2.3.3 Conflicting Stakeholder Needs2.3.4 Managing Stakeholder Relationships2. Managers, Leadership and Decision Making2.1 Understanding Management, Leadership and Decision Making0/02.1.1 Distinction Between Management and Leadership2.1.2 Types of Leadership Styles2.1.3 Influences on Leadership Style2.1.4 The Tannenbaum Schmidt Continuum2.1.5 Evaluating Leadership and Management Styles2.2 Understanding Management Decision Making0/02.2.1 Approaches to Decision Making2.2.2 Scientific Decision Making and Decision Trees2.2.3 Key Decision-Making Concepts2.2.4 Influences on Decision Making2.3 Understanding the Role and Importance of Stakeholders0/02.3.1 The Importance of Considering Stakeholder Needs in Decision Making2.3.2 Stakeholder Mapping: Power and Interest2.3.3 Conflicting Stakeholder Needs2.3.4 Managing Stakeholder Relationships3. Marketing Management3.1 Setting Marketing Objectives0/03.1.1 The Role and Value of Marketing Objectives3.1.2 Sales Volume and Sales Value3.1.3 Market Size, Market Growth, and Sales Growth3.1.4 Market Share and Brand Loyalty3.2 Understanding Markets and Customers0/03.2.1 Primary and Secondary Research3.2.2 Qualitative and Quantitative Data3.2.3 Sampling Methods and Value3.2.4 Interpreting Marketing Data3.2.5 Interpreting Elasticity Data3.2.6 Using Data in Marketing Decisions3.3 Making Marketing Decisions: Segmentation, Targeting, Positioning0/03.3.1 Introduction to STP3.3.2 Segmentation Methods3.3.3 Targeting Strategies3.3.4 Positioning and Market Mapping3.4 Making Marketing Decisions: Using the Marketing Mix0/03.4.1 Overview of the Marketing Mix (7Ps)3.4.2 Product Decisions3.4.3 Pricing Decisions3.4.4 Promotional Decisions3.4.5 Place (Distribution) Decisions3.4.6 People, Process and Physical Environment3.4.7 Integrated Marketing Mix and Digital/E-Commerce3. Marketing Management3.1 Setting Marketing Objectives0/03.1.1 The Role and Value of Marketing Objectives3.1.2 Sales Volume and Sales Value3.1.3 Market Size, Market Growth, and Sales Growth3.1.4 Market Share and Brand Loyalty3.2 Understanding Markets and Customers0/03.2.1 Primary and Secondary Research3.2.2 Qualitative and Quantitative Data3.2.3 Sampling Methods and Value3.2.4 Interpreting Marketing Data3.2.5 Interpreting Elasticity Data3.2.6 Using Data in Marketing Decisions3.3 Making Marketing Decisions: Segmentation, Targeting, Positioning0/03.3.1 Introduction to STP3.3.2 Segmentation Methods3.3.3 Targeting Strategies3.3.4 Positioning and Market Mapping3.4 Making Marketing Decisions: Using the Marketing Mix0/03.4.1 Overview of the Marketing Mix (7Ps)3.4.2 Product Decisions3.4.3 Pricing Decisions3.4.4 Promotional Decisions3.4.5 Place (Distribution) Decisions3.4.6 People, Process and Physical Environment3.4.7 Integrated Marketing Mix and Digital/E-Commerce4. Operational Management4.1 Setting Operational Objectives0/04.1.1 Purpose and Value of Operational Objectives4.1.2 Cost Objectives4.1.3 Non-Cost Objectives: Quality, Speed, Flexibility4.1.4 Environmental Objectives and Added Value4.2 Analysing Operational Performance0/04.2.1 Role of Operational Data in Decision Making4.2.2 Labour Productivity4.2.3 Unit Costs (Average Costs)4.2.4 Capacity4.2.5 Capacity Utilisation4.3 Making Operational Decisions to Improve Performance: Increasing Efficiency and Productivity0/04.3.1 The Importance of Capacity and Its Efficient Use4.3.2 Efficiency and Labour Productivity4.3.3 Lean Production4.3.4 Optimal Resource Mix4.3.5 Using Technology to Improve Operational Efficiency4.4 Making Operational Decisions to Improve performance: improving Quality0/04.4.1 Meaning of Quality in Operations4.4.2 Methods of Improving Quality4.4.3 Benefits and Difficulties of Improving Quality4.4.4 Consequences of Poor Quality4.5 Managing Inventory and Supply Chains0/04.5.1 Matching Supply with Demand4.5.2 Inventory Management and Control4.5.3 Influences on Inventory Levels4.5.4 Choosing Suppliers4.5.5 Effective Supply Chain Management4.5.6 The Value of Outsourcing4. Operational Management4.1 Setting Operational Objectives0/04.1.1 Purpose and Value of Operational Objectives4.1.2 Cost Objectives4.1.3 Non-Cost Objectives: Quality, Speed, Flexibility4.1.4 Environmental Objectives and Added Value4.2 Analysing Operational Performance0/04.2.1 Role of Operational Data in Decision Making4.2.2 Labour Productivity4.2.3 Unit Costs (Average Costs)4.2.4 Capacity4.2.5 Capacity Utilisation4.3 Making Operational Decisions to Improve Performance: Increasing Efficiency and Productivity0/04.3.1 The Importance of Capacity and Its Efficient Use4.3.2 Efficiency and Labour Productivity4.3.3 Lean Production4.3.4 Optimal Resource Mix4.3.5 Using Technology to Improve Operational Efficiency4.4 Making Operational Decisions to Improve performance: improving Quality0/04.4.1 Meaning of Quality in Operations4.4.2 Methods of Improving Quality4.4.3 Benefits and Difficulties of Improving Quality4.4.4 Consequences of Poor Quality4.5 Managing Inventory and Supply Chains0/04.5.1 Matching Supply with Demand4.5.2 Inventory Management and Control4.5.3 Influences on Inventory Levels4.5.4 Choosing Suppliers4.5.5 Effective Supply Chain Management4.5.6 The Value of Outsourcing5. Financial Management5.1 Setting Financial Objectives0/05.1.1 Purpose and Value of Setting Financial Objectives5.1.2 Types of Financial Objectives5.1.3 Return on Investment (ROI)5.1.4 Distinction Between Cash Flow and Profit5.1.5 Gross Profit, Operating Profit, and Profit for the Year5.2 Analysing Financial Performance0/05.2.1 Constructing and Analysing Budgets and Cash Flow Forecasts5.2.2 Variance Analysis: Favourable and Adverse5.2.3 Constructing and Interpreting Break-even Charts5.2.4 Value and Limitations of Break-even Analysis5.2.5 Analysing Profitability: Ratios and Margins5.2.6 Analysing Timing of Cash Flows: Payables and Receivables5.2.7 Using Financial Data in Decision Making and Planning5.3 Making Financial Decisions: Sources of Finance0/05.3.1 Introduction to Sources of Finance5.3.2 Internal Sources of Finance5.3.3 External Sources of Finance5.3.4 Evaluating Sources of Finance5.4 Making Financial Decisions: Improving Cash Flow and Profits0/05.4.1 Methods of Improving Cash Flow5.4.2 Methods of Improving Profit and Profitability5.4.3 Difficulties in Improving Cash Flow and Profit5. Financial Management5.1 Setting Financial Objectives0/05.1.1 Purpose and Value of Setting Financial Objectives5.1.2 Types of Financial Objectives5.1.3 Return on Investment (ROI)5.1.4 Distinction Between Cash Flow and Profit5.1.5 Gross Profit, Operating Profit, and Profit for the Year5.2 Analysing Financial Performance0/05.2.1 Constructing and Analysing Budgets and Cash Flow Forecasts5.2.2 Variance Analysis: Favourable and Adverse5.2.3 Constructing and Interpreting Break-even Charts5.2.4 Value and Limitations of Break-even Analysis5.2.5 Analysing Profitability: Ratios and Margins5.2.6 Analysing Timing of Cash Flows: Payables and Receivables5.2.7 Using Financial Data in Decision Making and Planning5.3 Making Financial Decisions: Sources of Finance0/05.3.1 Introduction to Sources of Finance5.3.2 Internal Sources of Finance5.3.3 External Sources of Finance5.3.4 Evaluating Sources of Finance5.4 Making Financial Decisions: Improving Cash Flow and Profits0/05.4.1 Methods of Improving Cash Flow5.4.2 Methods of Improving Profit and Profitability5.4.3 Difficulties in Improving Cash Flow and Profit6. Human Resource Management6.1 Setting Human Resource Objectives0/06.1.1 The Value of Setting HR Objectives6.1.2 Types of HR Objectives6.1.3 Methods of Achieving HR Objectives6.1.4 Aligning HR with Business Strategy6.2 Analysing Human Resource Performance0/06.2.1 Calculating and Interpreting Labour Turnover6.2.2 Labour Productivity6.2.3 Employee Costs as a Percentage of Turnover and Labour Cost per Unit6.2.4 Using HR Data in Decision Making6.3 Improving Organisational Design and Managing the Human Resource Flow0/06.3.1 Models of Organisational Structure6.3.2 Influences on Organisational Design6.3.3 The Value of Changing Organisational Design6.3.4 Human Resource Flow and Its Components6.3.5 How Managing HR Flow Supports HR Objectives6.4 Improving Motivation and Engagement0/06.4.1 Benefits of Motivated and Engaged Employees6.4.2 Motivation Theories: Taylor, Maslow and Herzberg6.4.3 Financial Methods of Motivation6.4.4 Non-Financial Methods of Motivation6.4.5 Influences on and Effectiveness of Motivation Strategies6.5 Improving Employer-Employee Relations0/06.5.1 Influences on Employee Involvement in Decision Making6.5.2 Employee Representation Methods6.5.3 Managing and Improving Employer–Employee Communications6.5.4 Value of Good Employer-Employee Relations6. Human Resource Management6.1 Setting Human Resource Objectives0/06.1.1 The Value of Setting HR Objectives6.1.2 Types of HR Objectives6.1.3 Methods of Achieving HR Objectives6.1.4 Aligning HR with Business Strategy6.2 Analysing Human Resource Performance0/06.2.1 Calculating and Interpreting Labour Turnover6.2.2 Labour Productivity6.2.3 Employee Costs as a Percentage of Turnover and Labour Cost per Unit6.2.4 Using HR Data in Decision Making6.3 Improving Organisational Design and Managing the Human Resource Flow0/06.3.1 Models of Organisational Structure6.3.2 Influences on Organisational Design6.3.3 The Value of Changing Organisational Design6.3.4 Human Resource Flow and Its Components6.3.5 How Managing HR Flow Supports HR Objectives6.4 Improving Motivation and Engagement0/06.4.1 Benefits of Motivated and Engaged Employees6.4.2 Motivation Theories: Taylor, Maslow and Herzberg6.4.3 Financial Methods of Motivation6.4.4 Non-Financial Methods of Motivation6.4.5 Influences on and Effectiveness of Motivation Strategies6.5 Improving Employer-Employee Relations0/06.5.1 Influences on Employee Involvement in Decision Making6.5.2 Employee Representation Methods6.5.3 Managing and Improving Employer–Employee Communications6.5.4 Value of Good Employer-Employee Relations7. Analysing the Strategic Position of a Business (A-level only)7.1 Mission, Corporate Objectives, Functional Objectives and Strategy (A-level Only)0/07.1.1 Influences on a Business’s Mission7.1.2 Internal and External Influences on Corporate Objectives and Decisions7.1.3 Linking Mission, Objectives and Strategy7.1.4 Strategy vs Tactics7.1.5 The Impact of Strategic Decision Making on Functional Decision Making7.1.6 The Value of SWOT Analysis7.2 Analysing the Existing Internal Position of a Business: Financial Ratio Analysis (A-level Only)0/07.2.1 Interpreting Financial Statements7.2.2 Profitability Ratios7.2.3 Liquidity and Gearing Ratios7.2.4 Efficiency Ratios7.2.5 Value and Limitations of Ratio Analysis7.3 Analysing the Existing Internal Position of a Business: Overall Performance (A-level Only)0/07.3.1 Analysing Non-Financial Data7.3.2 Core Competences7.3.3 Assessing Short-Term vs Long-Term Performance7.3.4 Assessing Performance Using a Range of Measures7.3.5 Elkington’s Triple Bottom Line (TBL)7.4 Analysing the External Environment: Political and Legal Change (A-level Only)0/07.4.1 Impact of Political and Legal Change on Decision Making7.4.2 Laws Affecting Competition, Labour Markets, and the Environment7.4.3 Impact of Government Policy on Business Activity7.4.4 Evaluating the Influence of Political and Legal Change7.5 Analysing the External Environment: Economic Change (A-level Only)0/07.5.1 Interpreting and Applying Economic Data7.5.2 GDP and Taxation7.5.3 Exchange Rates and Inflation7.5.4 Fiscal and Monetary Policy7.5.5 Open Trade vs Protectionism7.6 Analysing the External Environment: Social and Technological (A-level Only)0/07.6.1 Social Change and Its Impact on Business Decisions7.6.2 Growth of Online Businesses7.6.3 Corporate Social Responsibility (CSR) and Stakeholder vs Shareholder Models7.6.4 Pressures for Socially Responsible Behaviour7.6.5 Technological Change and its Strategic Impact7.7 Analysing the External Environment: the Competitive Environment (A-level Only)0/07.7.1 Introduction to Porter’s Five Forces7.7.2 Detailed Analysis of the Five Forces7.7.3 How and Why the Five Forces Might Change7.7.4 Implications for Strategy and Decision Making7.8 Analysing Strategic Options: Investment Appraisal (A-level only)0/07.8.1 Introduction to Investment Appraisal7.8.2 Payback Period and Average Rate of Return (ARR)7.8.3 Net Present Value (NPV)7.8.4 Factors Influencing Investment Decisions7. Analysing the Strategic Position of a Business (A-level only)7.1 Mission, Corporate Objectives, Functional Objectives and Strategy (A-level Only)0/07.1.1 Influences on a Business’s Mission7.1.2 Internal and External Influences on Corporate Objectives and Decisions7.1.3 Linking Mission, Objectives and Strategy7.1.4 Strategy vs Tactics7.1.5 The Impact of Strategic Decision Making on Functional Decision Making7.1.6 The Value of SWOT Analysis7.2 Analysing the Existing Internal Position of a Business: Financial Ratio Analysis (A-level Only)0/07.2.1 Interpreting Financial Statements7.2.2 Profitability Ratios7.2.3 Liquidity and Gearing Ratios7.2.4 Efficiency Ratios7.2.5 Value and Limitations of Ratio Analysis7.3 Analysing the Existing Internal Position of a Business: Overall Performance (A-level Only)0/07.3.1 Analysing Non-Financial Data7.3.2 Core Competences7.3.3 Assessing Short-Term vs Long-Term Performance7.3.4 Assessing Performance Using a Range of Measures7.3.5 Elkington’s Triple Bottom Line (TBL)7.4 Analysing the External Environment: Political and Legal Change (A-level Only)0/07.4.1 Impact of Political and Legal Change on Decision Making7.4.2 Laws Affecting Competition, Labour Markets, and the Environment7.4.3 Impact of Government Policy on Business Activity7.4.4 Evaluating the Influence of Political and Legal Change7.5 Analysing the External Environment: Economic Change (A-level Only)0/07.5.1 Interpreting and Applying Economic Data7.5.2 GDP and Taxation7.5.3 Exchange Rates and Inflation7.5.4 Fiscal and Monetary Policy7.5.5 Open Trade vs Protectionism7.6 Analysing the External Environment: Social and Technological (A-level Only)0/07.6.1 Social Change and Its Impact on Business Decisions7.6.2 Growth of Online Businesses7.6.3 Corporate Social Responsibility (CSR) and Stakeholder vs Shareholder Models7.6.4 Pressures for Socially Responsible Behaviour7.6.5 Technological Change and its Strategic Impact7.7 Analysing the External Environment: the Competitive Environment (A-level Only)0/07.7.1 Introduction to Porter’s Five Forces7.7.2 Detailed Analysis of the Five Forces7.7.3 How and Why the Five Forces Might Change7.7.4 Implications for Strategy and Decision Making7.8 Analysing Strategic Options: Investment Appraisal (A-level only)0/07.8.1 Introduction to Investment Appraisal7.8.2 Payback Period and Average Rate of Return (ARR)7.8.3 Net Present Value (NPV)7.8.4 Factors Influencing Investment Decisions8. Choosing Strategic Direction (A-level Only)8.1 Strategic Direction: Choosing which Markets to Compete in and What Products to Offer (A-level Only)0/08.1.1 Factors Influencing Market and Product Decisions8.1.2 The Ansoff Matrix: Overview and Components8.1.3 Evaluating the Value and Risks of Ansoff Strategies8.1.4 Choosing a Strategic Direction: Reasons and Considerations8.2 Strategic Positioning: Choosing How to Compete (A-level Only)0/08.2.1 Understanding Strategic Positioning: Benefits vs Price8.2.2 Porter’s Generic Strategies8.2.3 Influences on Positioning Strategy8.2.4 Value of Strategic Positioning Strategies8.2.5 Maintaining Competitive Advantage8. Choosing Strategic Direction (A-level Only)8.1 Strategic Direction: Choosing which Markets to Compete in and What Products to Offer (A-level Only)0/08.1.1 Factors Influencing Market and Product Decisions8.1.2 The Ansoff Matrix: Overview and Components8.1.3 Evaluating the Value and Risks of Ansoff Strategies8.1.4 Choosing a Strategic Direction: Reasons and Considerations8.2 Strategic Positioning: Choosing How to Compete (A-level Only)0/08.2.1 Understanding Strategic Positioning: Benefits vs Price8.2.2 Porter’s Generic Strategies8.2.3 Influences on Positioning Strategy8.2.4 Value of Strategic Positioning Strategies8.2.5 Maintaining Competitive Advantage9. Strategic Methods: How to Pursue Strategies (A-level only)9.1 Assessing a Change in Scale (A-level Only)0/09.1.1 Reasons for Growth and Retrenchment9.1.2 Organic vs External Growth9.1.3 Methods and Types of External Growth9.1.4 Managing Issues from Growth and Retrenchment9.1.5 Economies and Diseconomies of Scale, Synergy, and Overtrading9.1.6 Functional Impact of Growth and Retrenchment9.2 Assessing Innovation (A-level Only)0/09.2.1 Pressures for Innovation9.2.2 Types and Value of Innovation9.2.3 Becoming an Innovative Organisation9.2.4 Protecting Innovation and Intellectual Property9.2.5 Impact of Innovation Strategy on Functional Areas9.2.6 Strategic Evaluation of Innovation9.3 Assessing Globalisation and Internationalisation (A-level Only)0/09.3.1 Understanding Globalisation and Its Importance for Business9.3.2 The Role of Emerging Economies9.3.3 Reasons for Targeting and Trading Internationally9.3.4 Methods of Entering International Markets9.3.5 Offshoring, Reshoring and Sourcing Globally9.3.6 Influences on International Operations9.3.7 Managing International Business Operations9.4 Assessing Greater Use of Digital Technology (A-level Only)0/09.4.1 Pressures to Adopt Digital Technology9.4.2 Types of Digital Technology9.4.3 The Value of Digital Technology9.4.4 Challenges and Limitations of Digital Adoption9. Strategic Methods: How to Pursue Strategies (A-level only)9.1 Assessing a Change in Scale (A-level Only)0/09.1.1 Reasons for Growth and Retrenchment9.1.2 Organic vs External Growth9.1.3 Methods and Types of External Growth9.1.4 Managing Issues from Growth and Retrenchment9.1.5 Economies and Diseconomies of Scale, Synergy, and Overtrading9.1.6 Functional Impact of Growth and Retrenchment9.2 Assessing Innovation (A-level Only)0/09.2.1 Pressures for Innovation9.2.2 Types and Value of Innovation9.2.3 Becoming an Innovative Organisation9.2.4 Protecting Innovation and Intellectual Property9.2.5 Impact of Innovation Strategy on Functional Areas9.2.6 Strategic Evaluation of Innovation9.3 Assessing Globalisation and Internationalisation (A-level Only)0/09.3.1 Understanding Globalisation and Its Importance for Business9.3.2 The Role of Emerging Economies9.3.3 Reasons for Targeting and Trading Internationally9.3.4 Methods of Entering International Markets9.3.5 Offshoring, Reshoring and Sourcing Globally9.3.6 Influences on International Operations9.3.7 Managing International Business Operations9.4 Assessing Greater Use of Digital Technology (A-level Only)0/09.4.1 Pressures to Adopt Digital Technology9.4.2 Types of Digital Technology9.4.3 The Value of Digital Technology9.4.4 Challenges and Limitations of Digital Adoption10. Managing Strategic Change (A-level only)10.1 Managing Change (A-level Only)0/010.1.1 Causes, Types and Pressures for Change10.1.2 Lewin’s Force Field Analysis10.1.3 The Value of Change and Organisational Flexibility10.1.4 Barriers to Change: Kotter and Schlesinger’s Four Reasons10.1.5 Overcoming Resistance: Kotter and Schlesinger’s 6 Strategies10.1.6 Managing Change Across Functional Areas10.2 Managing Organisational Culture (A-level Only)0/010.2.1 Understanding Organisational Culture and Its Importance10.2.2 Handy’s Four Cultural Models10.2.3 Influences on Organisational Culture10.2.4 Changing Organisational Culture: Reasons and Challenges10.3 Managing Strategic Implementation (A-level Only)0/010.3.1 Effective Strategy Implementation: Role of Leadership and Communication10.3.2 The Importance of Organisational Structure10.3.3 Understanding and Interpreting Network Analysis10.3.4 Critical Path, Float, and Use of Network Diagrams10.4 Problems with Strategy and Why Strategies Fail (A-level Only)0/010.4.1 Difficulties of Strategic Decision Making10.4.2 Implementing Strategy: Practical Challenges10.4.3 Planned vs Emergent Strategy10.4.4 Strategic Drift: Concept and Causes10.4.5 Evaluating Strategic Performance and Planning10.4.6 Contingency Planning and Crisis Management10. Managing Strategic Change (A-level only)10.1 Managing Change (A-level Only)0/010.1.1 Causes, Types and Pressures for Change10.1.2 Lewin’s Force Field Analysis10.1.3 The Value of Change and Organisational Flexibility10.1.4 Barriers to Change: Kotter and Schlesinger’s Four Reasons10.1.5 Overcoming Resistance: Kotter and Schlesinger’s 6 Strategies10.1.6 Managing Change Across Functional Areas10.2 Managing Organisational Culture (A-level Only)0/010.2.1 Understanding Organisational Culture and Its Importance10.2.2 Handy’s Four Cultural Models10.2.3 Influences on Organisational Culture10.2.4 Changing Organisational Culture: Reasons and Challenges10.3 Managing Strategic Implementation (A-level Only)0/010.3.1 Effective Strategy Implementation: Role of Leadership and Communication10.3.2 The Importance of Organisational Structure10.3.3 Understanding and Interpreting Network Analysis10.3.4 Critical Path, Float, and Use of Network Diagrams10.4 Problems with Strategy and Why Strategies Fail (A-level Only)0/010.4.1 Difficulties of Strategic Decision Making10.4.2 Implementing Strategy: Practical Challenges10.4.3 Planned vs Emergent Strategy10.4.4 Strategic Drift: Concept and Causes10.4.5 Evaluating Strategic Performance and Planning10.4.6 Contingency Planning and Crisis Management
