General Topic

1.2 Types of Organisations

1.3 Organisational Objectives
Aims, objectives, strategies and tactics
Ethical objectives
SWOT Analysis
Ansoff Matrix
1.4 Stakeholders
External Stakeholders
1.5 External Environment (STEEPLE)
Technological
Economic
Politcal
Ethical
1.6 Growth and Evolution
Internal (Organic) growth
1.7 Orgnaisational planning tools (HL Only)
Decision Trees
Force field analysis
2.1 Functions and Evolution of Human Resource Management
Training
2.2 Organisational Structure
Levels of hierarchy
Centralisation and decentralisation
Organisational charts
2.3 Leadership and Management
The difference between management and leadership
2.4 Motivation
Herzberg's Theory
Pink's Theory
Financial Rewards
Non-financial Rewards
2.5 Organisational (Corporate) Culture (HL Only)
2.6 Employer and Employee Relations (HL Only)
3.1 Sources of finance
External sources of finance
3.2 Costs and Revenues
3.3 Break-Even Analysis
3.4 Final Accounts
Intangible Assets
Depreciation (HL Only)
3.8 Investment Appraisal
4.1 Role of Marketing
Commerical marketing and social marketing
The market
Marketing objectives
4.2 Marketing Planning
Targeting, segmentation and consumer profiles
Unique Selling Point
Differentiation
4.4 Market Research
Ethical considerations of market research
Qualitative and quantitative market research
Sampling methods
4.5 The 4 Ps (Product, Price, Promotion, Place)
Promotion
Qualtitative reasons for a specific location
4.6 The Extended Marketing Mix (HL Only)
Physical Evidence
5.1 The Role of Operations Management
Economic sustainability
5.4 Location
Specific Concept
Non-profit social enterprises: Charities
Vision statements and mission statements
32-34
28-30
18-22
5-13
32-36
53-55
Internal Stakeholders
NA
Social
24; 50-55
6-Jul
41
28-30
Economies
41; 53 and diseconomies of scale
45-46
Fishbone Diagram
50-55
NA
Labour turnover
NA
Organisational structure
Figure 1; 49
Figure 1; 47-49
Figure 1
Key functions of management
14-17
Maslow's Hierarchy of Needs
44-45
43-44

44-45 41
1
Handy's Theory
Conflict
Internal sources of finance
19-24; 51-52
Revenue Streams
Break-even analysis
Balance Sheet
37-38
50-55
Average rate of return (ARR)
Net present value (HL Only)
Marketing goods and services
NA
3-5; 34-36
33-36
Target markets and market segments
3-5; 33-35; 6-13
53-55
39-40
50-55
Primary Research
38-40
NA
38-40
Price
36-37
NA
People
38-40
44-45
Ecological sustainability
27-28
Quantitative reasons for a specific location of production
Line Reference

36-37
Tactical objective is to survive, strategic objective is growth, possibly also maintain image
Factors to change: Charity organisation; Relatively young; Labour Crisis; Poor Economy; Donation of computers
Guides both decision-making
Opportunities: as global
The award of the 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 the
MSS is currently attempting to achieve market pentration through 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.
NA
Government;
20-21 Charities; Swedish University; Africa Infinity; Parents; Other schools in Dodoma
45-47
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 taught ethical values, school based on ethical considerations
35-36
Capital Expenditure: Possibly increase pay to teachers, possibly establish IT centre
Training and Development: Possible to train teachers to speak English better to deal with the language issue
41-49
Decision tree can be used to analyse whether or not to create IT centre.
Likely considerations: If electricity is reliable; if internet can be obtained; if the IT centre will actually help attract more students
Similar to decision tree, force field can also be used to anaylse whether or not to create IT centre, but only in absence of predic
41-49
Potential need for training in order to attract new students, bridge language barrier, and/or learn how to handle new IT equipme
Figure 1; 14-17
It may be wise to split the structure horizontally as well as vertically. Obvious examples: Expenditure and revenue; Departments
See page
Advantages:143Better
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
14-17
Mrs K and Mr Jones are management, Jacob is technically a leader despite there being very little elaboration on this point
47-49
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 that
to have 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 "put something back into the community"
Figure 1; 48-49
NA

Donations: Charities, Global humanitarian award (assumed, not explicit)

Non-financial
19-24 donations: Swedish University (Books & Equipment); Africa Infinity (Laptops)
51-52

NA
MSS' biggestare
The laptops asset is assets
fixed 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 to consider that if MSS were to establish the IT centre, which will have high costs, there will be capital expenditur
54-55
NA
Remember the distinction between commerical and social marketing - social marketing is about using marketing strategies to b
Therefore, while
There exists it may seem
competition unintuitive,
for MSS 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 and
taking demographic
advantage of thecharacteristics, focusing on
positive word-of-mouth exclusively
from the globalfemale students
humanitarian near Tanztown, an
award.
- Build financial support from donors

Geographic: Location (Near Tanztown, although may expand to Dodoma or neighbouring countries)
Psychographic:
If an IT centre isTo a small extent,
established, MSS
it would beisatargeting
USP. low-income people in rural areas, though this is being proven untrue as they
USPs are typically
Price: MSS promoted
has school via word-of-mouth,
fees that which
are 20% less than feessuits MSS well
for schools in since
cities.it already has strong word-of-mouth promotion.
Product: Currently differentiated due to humanitarian global award. Potential differentiation through the new IT centre.
38-40
Detachment: If Jacob
It is not mentioned personally
in the performed
case study, but it isthe research
possible (not
what explicit
type in theresearch
of market case study),
Jacobthen he isis asked
uses 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 Jacob was able to specifically research city people, it is very likely that he was using stratified sampling.
38-40
Not stated what form of promotion is typically used, but word-of-mouth from the humanitarian award is below the 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, but guerilla marketing is naturally a good fit for MSS, since it is inexpensive, flexible, and targets specific marke
NA
Rural location is a selling point.
However, the rural location has also been the stem of poor living conditions for teachers.
27-28
It's name dropped in the case study, but unclear how the link works.
38-40
Extra Info Odds of coming out
The charity's f Medium
Does not yet exHigh
Medium
Medium
Medium
Medium
Jacob Wendo; LMow
Low
Support for effort by global humanitarian organisations
Language barrier
Medium
causing issues with teaching and labour retention
Medium
Low
Low
Medium
Desire to attract girls away from schools in Dodoma/other countries in order to achieve EoS
The likely sources
Medium
of savings are from variable costs such as food for the students, stationary or books/written materials
High
Fishbone can be used to determine factors associated with the high labour turnover.
Factors include:Low
Poor living accomodation, Language barrier, Lack of professional development
Medium
Medium
CLAMPS - Advancement: No professional development
CLAMPS - Money:
HighUnclear if standard government pay scales are sufficient monetary incentives
Low
Responsibility & Accountability: Teachers are accountable to Mrs K, Non-teaching employees are accountable to Mr Jones
Fun fact: Page Medium
143 of Paul Hoang provides the organisational structure of a school, which may be useful if asked to expand MS
High
High
Medium
Planning, Comma
Low
Low
The need for Es
High
High
Medium
Low
Low
There is evidence of a power culture surrounding Mrs K (and possibly Jacob as well), although it's not well expounded upon.
Otherwise, there
Low
is also evidence of a role culture, which is typical of schools.
Really notProfits:
Retained mentLow Unlikely to be viable due to nature of being a non-profit charity which is also struggling to break-even
Sale of assets:Medium
Technically possible but MSS does not seem to have many assets to sell
Medium
Donations
Donations Low
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 Low
school (no quantifiable product), this seems quite unlikely.
There's no direLow
Low
Low
There's good potential for a question here asking for evaluation of investing in the IT centers.
However, as a Low
non-profit organisation with unclear generation of revenue, it's less likely for theis to be tested. This is especially
Note that as a school, MSS is marketing a service, not a good. This makes marketing, especially promoting, the school quite di
An emphasis should
Low be made on place strategy. Typically this would be used to market a service, but MSS has already had issu
Low
Medium
Low
MSS is targeti Low
Low
High
Medium
Focus groups also could have been used, although they seem quite expensive for an organisation like MSS.
Observations are
High
not a viable form of research based on the conclusions drawn.
Low
Low
Low
MSS is 20% cheaper than schools in the cities.
However, this isLow
not technically penetration pricing, as there is no intention to raise the price in the future or use the low prices s
Medium
Low
While not elaborated on, as a service provider the teachers in particular are very important.
Dissatisfaction Low
with their working conditions has led to a labour crisis, so it is not a stretch to imagine it may also affect their attit
Low
By growing theiMedium
Medium
Cost of labour:Medium