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Hi everybody, Samuel here!

I'm a student studying in Singapore, and I made this information dump to collate and piece together any information, both explic
Brief notes:
This was written based on the framework of Paul Hoang's BM textbook (IBID Press), and the chapter numbers etc. are based o
The
If youline references
find any errorsare madetotosuggest
or want the caseadditions,
study itself, and fill
please arethe
formatted to be
form below matched
and I'll try tohorizontally
make any to the information
necessary itself.
changes!
The "Likelihood to come out" column is really just based on how explict the information is in the case study, it's EXTREMELY su
RESPONSE
These notes were FORM made to parse information from the case study, so they may not fully describe the implications of certain con
EDIT: I've added a 3rd sheet with useful business terms that aren't commonly understood

If you don't have the case study, it can be found here!

For those still here, the information is on the next sheet. Enjoy!

Last Edited: 11th August 2017 - 0434 Hrs (GMT)


ether any information, both explicit and implicit from the case study for the BM Nov 2017 exam.
hapter numbers etc. are based on that.
tally
any to the information
necessary itself.
changes!
case study, it's EXTREMELY subjective so please don't put much faith in it.
e the implications of certain concepts in detail. Please go look up the concepts referenced if you're not clear on what they mean seperate fr
r on what they mean seperate from the case study.
General Topic
1.2 Types of Organisations

1.3 Organisational Objectives

1.4 Stakeholders

1.5 External Environment (STEEPLE)

1.6 Growth and Evolution

1.7 Orgnaisational planning tools (HL Only)

2.1 Functions and Evolution of Human Resource Management

2.2 Organisational Structure

2.3 Leadership and Management

2.4 Motivation

2.5 Organisational (Corporate) Culture (HL Only)


2.6 Employer and Employee Relations (HL Only)
3.1 Sources of finance
3.2 Costs and Revenues
3.3 Break-Even Analysis

3.4 Final Accounts

3.8 Investment Appraisal

4.1 Role of Marketing

4.2 Marketing Planning


4.2 Marketing Planning

4.4 Market Research

4.5 The 4 Ps (Product, Price, Promotion, Place)

4.6 The Extended Marketing Mix (HL Only)

5.1 The Role of Operations Management


5.4 Location
Specific Concept Line Reference
Non-profit social enterprises: Charities 14
Vision statements and mission statements 36-37
Aims, objectives, strategies and tactics 25-31;
32-34 39-40; 50-55
44-45
Ethical objectives 28-30
18-22
SWOT Analysis 5-13
32-36
Ansoff Matrix 53-55
Internal Stakeholders NA
4-10
External Stakeholders NA
20-21
Social 45-47
Technological 24; 50-55
Economic 6-7
Politcal 41
Ethical 28-30
35-36
Economies and diseconomies of scale 35-36
41; 53
Internal (Organic) growth 45-46
Fishbone Diagram 41-49
Decision Trees 50-55
Force field analysis NA
Labour turnover 41-49
Training NA
Organisational structure Figure 1; 14-17
Levels of hierarchy Figure 1; 49
Centralisation and decentralisation Figure 1; 47-49
Organisational charts Figure 1
Key functions of management 14-17
The difference between management and leadership 14-17
Maslow's Hierarchy of Needs 47-49
Herzberg's Theory 44-45
Pink's Theory 43-44
Financial Rewards 44-45 41
Non-financial Rewards 1
Handy's Theory Figure 1; 48-49
Conflict NA
Internal sources of finance 18
External sources of finance 19-24; 51-52
19-24
Revenue Streams 51-52
Break-even analysis 33
Balance Sheet NA
Intangible Assets 37-38
Depreciation
Payback (HL Only)
period 50-55
Average rate of return (ARR) 54-55
Net present
Marketing valueand
goods (HLservices
Only) NA
Commerical marketing and social marketing NA
The market 3-5; 34-36
Marketing objectives 33-36
Target markets and market segments 3-5
Targeting, segmentation and consumer profiles 3-5; 33-35; 6-13
Unique Selling Point 53-55
39-40
Differentiation 50-55
Primary Research 38-40
Ethical considerations of market research 38-40
Qualitative and quantitative market research NA
Sampling methods 38-40
Price 38-40
Promotion 36-37
Qualtitative reasons for a specific location NA
People NA
38-40
Physical Evidence 44-45
Ecological sustainability 27-28
Economic sustainability 27-28
Quantitative reasons for a specific location of production 38-40
Extra Info
The charity's focus is on providing education to low-income girls in East Africa
Does notobjective
Tactical yet exist,isMSS is consdering
to survive, strategiccreating them
objective to capitalise
is growth, on also
possibly positive word-of-mouth
maintain image
Strengths: High quality holistic education; Good test scores; Lower school
Factors to change: Charity organisation; Relatively young; Labour Crisis; Poor Economy;fees; Possible strength
Donationfrom having an IT centre
of computers
Weaknesses: Remote location with poor living conditions
Guides both decision-making
Opportunities: The award of the as global
well ashumanitarian
the design ofaward
the curriculum
can provide an avenue to strengthen brand image as well as grow t
Threats: The low per capita income of Tanzania will limit
MSS is currently attempting to achieve market pentration through the abilityincreased
of familiespromotion.
in rural areas to pay, with many already selling live
However, if they establish the IT centre, then it will shift to a product development strategy.
Jacob Wendo; Mrs Kashinga; Mr Jones; Trustees; Teachers; Non-teaching Staff; Students
Girls struggle to obtain education due to low income and need for hands in farms
Government; Charities;
Support for effort Swedish
by global University;
humanitarian Africa Infinity; Parents; Other schools in Dodoma
organisations
Language barrier causing issues with teaching and labour retention
Electricity is unreliable; Possible to create an IT centre but will be expensive
Per capita income is low, with average income of $1000 a year
Teachers are paid according to government pay scales
Students
Desire to taught
attract ethical values,
girlsrange
away school based on ethical considerations
Promotion: Expand offrom schools
promotion toininclude
Dodoma/other countries inarea
wider geographical order to achieve EoS
The
Capital Expenditure: Possibly increase pay to teachers, possibly establishstudents,
likely sources of savings are from variable costs such as food for the IT centre stationary or books/written materials
Training
Fishboneand canDevelopment: Possiblefactors
be used to determine to trainassociated
teachers towith
speak
the English better
high labour to deal with the language issue
turnover.
Factors
May askinclude:
Decision to
tree canPoor
calculate livingtoaccomodation,
be number
used of staff leaving
analyse Language
whether oror
total tobarrier,
notnumber
createofLack
staff
IT ofwhich
professional
centre. development
can be calculated by manipulating the labour turnove
CLAMPS
Likely - Challenge: IfThe
considerations: difficulties
electricity causedifby
is reliable; language
internet can barrier
be obtained; if the IT centre will actually help attract more students
CLAMPS - Location: Remote area leading to poor living accomodation
Similar
CLAMPS to -decision tree, force
Advancement: No field can alsodevelopment
professional be used to anaylse whether or not to create IT centre, but only in absence of predic
Responsibility & Accountability: Mrs K is
CLAMPS - Money: Unclear if standard government pay accountable to scales
Jacob (who represents
are sufficient the other
monetary trustees) and responsible for the day-t
incentives
Responsibility & Accountability: Mr Jones is accountable to Mrs K, and is responsible for the non-teaching employees
Potential need &for
Responsibility training in order
Accountability: to attract
Teachers new students, tobridge language barrier,employees
and/or learn how to handle tonew IT equipme
Flat organisational structure, below Mrs Kare accountable
there's Mrs This
only one layer. K, Non-teaching
is causing issues due toare
lackaccountable
of professionalMr Jones
developmen
Fun fact:
It may be Page 143
wise to of the
split Paulstructure
Hoang provides the as
horizontally organisational structure
well as vertically. of a school,
Obvious which
examples: may be useful
Expenditure if asked to
and revenue; expand MS
Departments
See page 143Better
Advantages: of Paul Hoang
control, for inspiration
better sense of direction (especially with the ethically focused direction of the school)
Disadvantages: High-stress for Jacob, Mrs K and Mr Jones; May limit the autonomy of teaching staff; Employees are demotivat
MSS has a flat, hierarchical structure. This will help save costs due to less managers, which is appropriate since their focus on
Planning, Commanding, Controlling, Coordinating & Organising. Mrs K is responsible for overall, Mr Jones is responsible for no
Mrs K and Mr Jones are management, Jacob is technically a leader despite there being very little elaboration on this point
The need for Esteem may not be met due to lack of promotion, which indirectly represents a lack of recognition for achievemen
Hygiene factors may not be met, as the living conditions were poor enough to lose teachers. There is also no evidence of job en
Autonomy and Mastery are not elaborated upon but there appears to be clear purpose in the staff. May be heightened with new
Not clear but
Teachers assumed
appear to have that teachers
clear senseare paid by salary
of purpose in theirbased
work. on the standard government pay scales. No indication of perform
Jacob also demonstrates this through his desire to
There is evidence of a power culture surrounding Mrs K (and possibly "put something back into the
Jacob community"
as well), although it's not well expounded upon.
Otherwise, there is also evidence of a role culture, which is typical of schools.
Really notProfits:
Retained mentioned in the
Unlikely to case studydue
be viable buttoit'snature
possible that the
of being issues with
a non-profit livingwhich
charity accomodations may lead
is also struggling to conflict between J
to break-even
Sale of assets:
Donations: Technically
Charities, Globalpossible but MSS
humanitarian awarddoes(assumed,
not seem notto have many assets to sell
explicit)
Non-financial donations: Swedish University (Books & Equipment); Africa Infinity (Laptops)
Donations
Donations
There is a direct reference to the term "break-even". This means they could provide more information and ask for a break-even
However, as a school (no quantifiable product), this seems quite unlikely.
There's no directly relevant information, but since MSS is struggling to survive, then it is possible a balance sheet may be asked
MSS'laptops
The biggestare
asset
fixedis assets
their positive
that willimage, largelyHowever,
depreciate. boosted by thevalue
their global humanitarian
is less awardthey were donations rather than ass
relevant since
It is important
There's to consider
good potential for that if MSS here
a question wereasking
to establish the IT centre,
for evaluation which will
of investing have
in the high costs, there will be capital expenditur
IT centers.
However,
Note that as a school,
non-profit organisation
MSS is marketing witha unclear
service, generation
not a good.ofThis revenue,
makesit's less likelyespecially
marketing, for theis to be tested.the
promoting, This is especially
school quite di
An emphasis should be made on place strategy. Typically this would be used to market a
Remember the distinction between commerical and social marketing - social marketing is about using marketing strategies service, but MSS has already hadtoissu
b
Therefore,
There existswhile it may seem
competition for MSS unintuitive, MSSofisschools
in the form very much basedin
operating onDodoma
commerical marketing,
as well as otheralthough it may
countries, whichemploy
MSS isethics,
hoping wht
-MSS focuses
Improved on both
brand geographic
awareness takingand demographic
advantage of thecharacteristics, focusing on
positive word-of-mouth fromexclusively
the globalfemale students
humanitarian near Tanztown, an
award.
- Build financial support from donors
MSS is targeting
Geographic: a specific
Location (Nearmarket
Tanztown,segment:
althoughFemale
may students
expand to near Tanztown
Dodoma (although they
or neighbouring are considering expanding this)
countries)
Psychographic: To a small extent, MSS is targeting low-income people in rural areas, though this is being proven untrue as they
If an IT centre is established, it would be a USP.
USPs are typically
Price: MSS promoted
has school via word-of-mouth,
fees that are 20% less than which
feessuits MSS well
for schools in since
cities.it already has strong word-of-mouth promotion.
Product:
Focus Currently
groups also differentiated
could have been due used,
to humanitarian
although theyglobal
seemaward.
quitePotential
expensive differentiation through like
for an organisation the MSS.
new IT centre.
Observations are not a viable form of research based on the conclusions drawn.
Detachment:
It If Jacob
is not mentioned personally
in the performed
case study, but it isthe research
possible what(not
typeexplicit in theresearch
of market case study), then
Jacob useshe isis asked
liable to bias.
about.
In this case, the information gleaned was not detailed and tied to binaries (yes/no to if a certain factor makes the school more a
Since
MSS isJacob was ablethan
20% cheaper to specifically
schools inresearch
the cities.city people, it is very likely that he was using stratified sampling.
However,
Not statedthis is form
what not technically
of promotionpenetration pricing,
is typically used, asbutthere is no intention
word-of-mouth fromtotheraise the price inaward
humanitarian the future or use
is below thethe low prices s
line.
MSS may opt to use direct marketing to promote themselves to students or parents of students from other schools in Dodoma a
Not suggested,
While but guerilla
not elaborated on, asmarketing is naturally
a service provider theateachers
good fit for MSS, since
in particular areitvery
is inexpensive,
important. flexible, and targets specific marke
Dissatisfaction
Rural location iswith their working
a selling point. conditions has led to a labour crisis, so it is not a stretch to imagine it may also affect their attit
However, the rural location has also been the stem of poor living conditions for teachers.
By growing their own food, they create less litter and are more sustainable.
It's name dropped in the case study, but unclear how the link works.
Cost of labour: MSS' rural area means they can aford to have the price at 20% a year.
Odds of coming out
Medium
High
Medium
Medium
Medium
Medium
Low
Low
Medium
Medium
Low
Low
Medium
Medium
High
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Medium
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Low
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High
Medium
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Low
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Low
Medium
Low
Low
Low
Medium
Medium
Medium
Term Explanation
Surplus Similar to retained profits but for non-profits
Deficit Similar to losses but for non-profits
Income & Expenditure Account Similar to profit & loss account but for non-profits