ib bm 6 concepts student
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The IB Business Management
Understanding the
6 Concepts
Introduction
This year saw the introduction of the concept based approach
for IB Business Management.
In order to help you develop a deeper, more holistic and more
integrated understanding of business management in a global
context, six concepts have been identied as underpinning the
course and will form the basis of a Section !uestion on "aper
# for both higher and standard level students.
1. Change2. Culture
3. Ethics4. Gloali!ation". Inno#ation6. $trateg%
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1. Change, re%ecting the greater speed with which
decisions need to be made and circumstances change
in the operating environment of most businesses
2. Culture, appreciating that businesses need to align a
broad spectrum of individual, collective and societal
goals
3. Ethics, emphasi&ing the fact that the ethical
considerations businesses face are substantial and near
all'pervasive, instead of being peripheral and isolatable
4. Globalization, re%ecting the interconnected patterns
of production and consumption shaped by businesses
and a(ecting them
5. Innovation, emphasi&ing the need for businesses to
renew themselves in the competitive, technologically
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advanced mar)et place with increasingly sophisticated
customers
6. Strategy , re%ecting the importance of holistic long'term planning in an operating environment with the
above attributes
&ssessment
These six concepts will be assessed in the formof the extended response !uestions in section
C o' paper 2 'or oth $( and )( *2+ mar,s
- 1 uestion to complete 'rom a choice o' 3/. *lthough,
the six concepts are already implicit in the old syllabus,
embedding the concepts should ensure that students have a
more holistic understanding of the sub+ect.
xample !uestion-
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0our Tas,
/ver the course, you will )eep a portfolio of SI0
business organi&ations. 1ou will then apply the
23IS oncept to these chosen organi&ations.
Choosing the usinesses
The case studies you select over the duration of
the course must o(er you the opportunity to select
a range of issues that can exemplify the concepts re!uired and
then be applied to a business function, such as Mar)eting or
45M. This suggests that case studies related to multinational
corporations may be preferable, because they o(er the depth
and breadth to support an answer across several concepts and
business functions.
4owever, even though large multinational companies are li)ely
to lend themselves well to paper #, section !uestions,
suitably selected national or local businesses or socialenterprises may be conceptually e!ually interesting.xamples
of businesses-
' mirates
' *ma&on
' 2nilever
' 6enovo
' 7aceboo)
' Starbuc)s
1ou will be given your rst case study. 8hen you get this, you
must-
1. identify the context and issues raised by the case study or
example
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2. explain how these issues relate to di(erent areas of the
syllabus and the six concepts
3. apply the business tools, techni!ues and theories thatmight be appropriate for understanding the issues raised
in the case study or example. Tools should include
aSta)eholder *nalysis and a S8/T *nalysis
4. identify solutions to the issues, discuss these, and if
appropriate, formulate recommendations.
otes 'rom the s%llaus to 'ollo..
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&ssessment Criteria 'or $ection C o' 5aper 2
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