Ase20103 Mark Scheme June 2021

Mark Scheme
June 2021
Pearson LCCI Certificate in Organisational

Behaviour and Performance
Level 4 (ASE20103)
LCCI Qualifications
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Publication Code: 69236_MS

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© Pearson Education Ltd 2021
2 LCCI ASE20103 June 2021

General Marking Guidance
• All candidates must receive the same treatment. Examiners must mark the
first candidate in exactly the same way as they mark the last.
• Mark schemes should be applied positively. Candidates must be rewarded for

what they have shown they can do rather than penalised for omissions.
• Examiners should mark according to the mark scheme not according to their
perception of where the grade boundaries may lie.
• There is no ceiling on achievement. All marks on the mark scheme should be

used appropriately.
• All the marks on the mark scheme are designed to be awarded. Examiners
should always award full marks if deserved, i.e. if the answer matches the
mark scheme. Examiners should also be prepared to award zero marks if the
candidate’s response is not worthy of credit according to the mark scheme.
• Where some judgement is required, mark schemes will provide the principles
by which marks will be awarded and exemplification may be limited.
• When examiners are in doubt regarding the application of the mark scheme
to a candidate’s response, the team leader must be consulted.
• Crossed out work should be marked UNLESS the candidate has replaced it
with an alternative response.

Question Answer Mark
number
1 (a) Award 1 mark for each characteristic up to a maximum of 2 marks. 2
Vision (1)
Mission (1)
Values (1)
Strategic goals (1)
Strategies to achieve the goals (1)
Systems and processes (1)
Any other valid response.

number
1 (b) Award 1 mark for each type up to a maximum of 2 marks. 2
Functional (1)
Matrix (1)
Divisional (1)
Entrepreneurial (1)
Boundary-less (1)

number
1 (c) Award 1 mark for each example, with 1 further mark for 4
amplification, up to a maximum of 4 marks.
Retaining profits (1) but there is an opportunity cost of no investment (1).
Holding emergency stock (1) but there is an opportunity cost as the value
of the stock could be used to invest (1).
Investing profits in new technology (1) but there is an opportunity cost as

employees could be better rewarded to improve productivity (1).

Number
1(d) Any two ways which must be focused on Susan 6

analysing the business environment. Maximum
of 3 marks for each way.
• PESTLE analysis
A tool to analyse the external business

environment which focuses on factors in the
following categories.
• Political
• Economic
• Social
• Technological
• Legal
• Environmental
• SWOT analysis
A tool to analyse the internal business

environment which focuses on factors in the
following categories;
• Strengths
• Weaknesses
• Opportunities
• Threats
• Competitor analysis
A tool to analyse a business’ competition

which focuses on the following types of
competitors;
• Direct
• Indirect
• Replacement
Level Mark Descriptor

0 No rewardable material
Level 1 1-2 Displays limited application of organisational

practice, theory or models in an appropriate
business context. A largely descriptive approach
with unsupported or generalised examples, which
are not related to the question scenario.
Level 2 3-4 Displays application of organisational practice,

theory or models in an appropriate and relevant
with examples drawn from the question scenario.
Level 3 5-6 Displays an understanding of organisational

practice, theory or models, which are applied in a
relevant business context. Displays ability to link
knowledge and understanding using relevant
examples and inferences drawn from the question
scenario.

Number
1 (e) The model’s construct. 8
Threat of new entrants – the threat new competition

poses to existing competitors in the industry,
barriers to entry, economies of scale, capital
requirements, access to distribution channels and
the influence of competitor behaviour. This could
influence strategic decisions relating to product
pricing.
Threat of substitutes – the number of substitute

(alternative) products available, their relative
pricing costs and the buyer costs associated with
switching to an alternate product. This could
influence strategic decisions relating to product
design.
Bargaining power of buyers – the number of

customers in the market, the value of their
purchases, how sensitive they are to price changes
and a buyer’s inability to switch to a substitute.
This could influence strategic decisions which are
geared towards profitability.
Bargaining power of suppliers – the number and

size of suppliers, the uniqueness of each product
sold by a supplier and the supplier’s ability to offer
substitute products. This could influence strategic
decisions related to where products/services are
acquired.
Industry rivalry – number and diversity of

competitors, industry concentration and growth,
brand loyalty and barriers to exit. This could
influence strategic decisions relating to how to
respond to competitor activity.

theory or models in an appropriate business
context. A largely descriptive approach with
unsupported or generalised examples, which are
not related to the question scenario. Factors to
support a logical chain of reasoning are not
present or are not examined methodically.
Level 2 3-5 Displays application of organisational theory or

models in an appropriate and relevant business
examples drawn from the question scenario. Some
factors to support a chain of reasoning are
identified but are not examined methodically.

theory or models, which are applied in a relevant
business context. Displays ability to link
scenario. Displays an understanding of the
essential themes present in the question scenario
broken down into their constituent parts in order
to present a logical and coherent chain of
reasoning.
TOTAL FOR QUESTION 1 = 22 MARKS

number
2 (a) Award 1 mark for each feature up to a maximum of 2 marks. 2
• Two-way communication (1)

•
• Ongoing and regular (1)
•
• One to one (1)
•
• Planned (1)
•
• Based on a model (1)
•
• Time focused (1)
•

number
2 (b) Award 1 mark for each reason, with one further mark for 2
Coaches must have empathy with coachees (1) which means they must
listen attentively to identify a coachee’s issues and problems (1).
Coachees must pay attention to what they are being told (1) so they are
able to implement decisions taken during the coaching session (1).
To avoid any misunderstanding (1) both coachees and coaches must be

clear in their verbal and non-verbal communication (1).

number
2 (c) (i) Award 1 mark for each purpose, with 1 further mark for 2
Training is used to increase the skills of people (1) so that productivity can
improve (1).
Training is used to prepare people for future changes (1) so when the
change occurs people are more likely to engage in the change process (1).
2 (c) (ii) Award 1 mark for each purpose, with 1 further mark for 2
A person specification is used to establish the skills someone should have

to fulfil a role (1) which would help to identify if additional training is
required (1).
A person specification ensures a candidate for a job is being assessed on

their abilities related to the role (1) which helps to remove bias and
personal interest (1).

number
2 (d) Any two of the following implications. Maximum of 3 marks for one 6
implication.
• Reduce the number of customer rejects
• Reduce production costs.
• Result in fewer accidents
• Improve V-room’s health and safety record.
• Improve the morale of the workers
• Better quality of product.
• Improve productivity.
• Affects brand.

Level 1 1-2 Displays limited application of organisational practice, theory or

models in an appropriate business context. A largely descriptive
approach with unsupported or generalised examples, which are not
related to the question scenario.
Level 2 3-4 Displays application of organisational practice, theory or models in

an appropriate and relevant business context. A largely descriptive
approach with examples drawn from the question scenario.
Level 3 5-6 Displays an understanding of organisational practice, theory or

models, which are applied in a relevant business context. Displays
ability to link knowledge and understanding using relevant
examples and inferences drawn from the question scenario.

Number
2 (e) V-room’s responsibilities.
• Ensure that the business operates to the

existing statutory requirements and
regulations such as the publication of a
Health and Safety Policy
• Identify and provide up-to-date health and
safety training.
• Provide induction training.
• Identify and provide training on equipment.
• Document training activities.
• Identify any potential issues arising from an
analysis of trends in accident statistics
Individual’s responsibilities.
• Identify own health and safety training re-

quirements
• Co-operate with V-room’s training pro-
gramme.
• Not use equipment unless trained.
• Attend health and safety training/meetings.
• Support colleagues to avoid injury/damage.
• Engage in professional development.
It is both V-room’s and an individual’s responsibility

for ensuring health and safety training takes place.
Where health and safety training is not provided

individuals have a duty of care to themselves and
others to not engage in activities for which they are
not trained.
Similarly, V-room has a duty of care to ensure

adequate health and safety training is provided.



reasoning.
TOTAL FOR QUESTION 2 = 24MARKS

number
3 (a) Award 1 mark for each difference, with 1 further mark for 4
Financial accounting collects financial data to create financial statements

(1) whereas management accounting analyses the financial statements
(1).
Financial accounting looks backwards (1) whereas management

accounting looks forwards (1).
Financial accounting is mainly done for external stakeholders (1) whereas

management accounting is done mainly for internal stakeholders (1).

number
3 (b) Award 1 mark for each way, with 1 further mark for amplification, 4
up to a maximum of 4 marks.
Management accounting prepares budgets (1) which are used to control

expenditure within a business (1).
Management accounting analyses financial statements (1) which are used

to inform business decisions (1).
Management accounting analyses the returns on different capital projects

(1) to identify the one which generates the highest return (1).

Number
3 (c) Reasons why ACP would use an internal audit. 8
• To try and establish the cause of the prob-

lems before external scrutiny.
• To evaluate its own governance controls and
accounting processes.
• To conduct a risk assessment.
• To review operational activities.
• To examine financial and operating infor-
mation.
• To make recommendations to the owners.
• To identify weaknesses in control measures.
Reasons why ACP would require an external audit.
• It is a legal requirement.
• To ensure there are no errors in financial
statements.
• To determine the true financial position of a
business.
• To present a business’ financial health to
shareholders.
• To present an audit opinion.



reasoning.

Number
3 (d) Advantages to ACP of IT network security. 12
• Protects information.
• Builds trust with clients/customers.
• Mitigates risk.
• Protects proprietary information.
• Enables a modern workplace to communicate.
Types of network security which ACP could

use.
• Internet security.
• Endpoint security.
• Cloud security.
• Application security.
• Passwords.
• Firewalls.
Risks to ACP’s IT network security.
• Malware
• Phishing
• Viruses
• Botnets
• Hacking
Candidates should reach an evaluative conclusion

which could be based on a two sided or one-sided
argument.

Level 1 1-3 Displays limited application of theory or business
models in an appropriate business context. A
largely descriptive approach with unsupported or
generalised examples, which are not related to the
question scenario. Factors to support a logical
chain of reasoning are not present or the
conclusion presented is not supported by evidence
drawn from the question scenario, organisational
theory or relevant business practice.

business models in an appropriate and relevant
Factors to support a chain of reasoning are
identified and supported by evidence drawn from
the question scenario, organisational theory or
relevant business practice but are not examined
methodically and the chain of reasoning presented
is not sufficiently well developed or balanced to
support a robust supported conclusion.
Level 3 8-12 Displays an understanding of theory or models

which are applied in a relevant business context.
Displays the ability to link knowledge and
understanding using relevant examples and
inferences drawn from the question scenario.
Displays an understanding of the essential themes
present in the question scenario broken down into
their constituent parts in order to present a logical
and coherent chain of reasoning. Careful
consideration is given to all relevant factors drawn
from the question scenario with additional
evidence drawn from relevant organisational
theory or business best practice in order to
present a reasoned and logically robust
conclusion.

number
4 (a) Award 1 mark for each principle, with 1 further mark for 4
Integrity (1) is the quality of being honest and having strong moral princi-
ples (1).
Objectivity (1) is not showing favouritism to one person/group (1).
Confidentiality (1) is about keeping information private and respecting

someone’s wishes (1).
Professional competence (1) is the capability to perform ones duties (1).
Professional behaviour (1) is a form of etiquette about how people should

behave in the workplace (1).
Accept any other valid response.

Number
4(b) Features of positive corporate values include: 10
• Dependability
• Honesty
• Consistency
• Trustworthy
• Transparency.
• Equality and diversity.
• Inclusivity
Interaction between employees is nearly always

informal, supportive and takes place in an
environment of mutual respect. However, this adds
little to the development of positive cooperate
values.
TDL did not have adequate policies or codes of
practice.
Employees did what they wanted to do.
Mangers had a relaxed, laisse-faire, approach which
permitted this behaviour.
There is a negative impact on motivation.
Managers did not bring to account those who were
having damaging disagreement.
The organisational practices and culture were not
supporting positive corporate values.
Level 1 1-3 Displays limited application of theory or modes in

an appropriate business context. A largely
descriptive approach with unsupported or
chain of reasoning are not present or are not
examined methodically. A supported judgement is
not present or the judgement presented is not
supported by evidence drawn from the business
scenario, organisational theory or relevant
business practice.

relevant business practice but are not sufficiently
well developed or balanced to make a supported
judgement.

and coherent chain of reasoning. The assessment
is balanced and well contextualised showing an
awareness of competing arguments leading to a
supported judgement.

Number
4 (c) Theories of leadership and management include the 12

following.
• Motivation
• Conflict management
• Individual and team
expectations/requirements.
• Group/team dynamics
• Power and politics
Examples of how the theory can be applied to TDL

are as follows.
• There appears to be a great deal of self-

interest which is motivating employees and
managers.
• There is no attempt to effectively manage
conflict at TDL.
• Managers expect the workforce to resolve
shopfloor conflicts.
• Employees expect to be able to determine
how they behave.
• Tom’s arrival has significantly disrupted the
group dynamics (the use of team would not
be appropriate as there is no suggestion
there is effective teamwork).
• The power appears to be in the control of
employees.
Candidates should reach a supported evaluative

conclusion which indicates the extent to which the
theory can be applied.
Accept any other valid response.

Level 1 1-3 Displays limited application of theory or business
models in an appropriate business context. A
largely descriptive approach with unsupported or
chain of reasoning are not present or the
conclusion presented is not supported by evidence
drawn from the question scenario, organisational
theory or relevant business practice.

relevant business practice but are not examined
methodically and the chain of reasoning presented
is not sufficiently well developed or balanced to
support a robust supported conclusion.

and coherent chain of reasoning. Careful
consideration is given to all relevant factors drawn
from the question scenario with additional
evidence drawn from relevant organisational
theory or business best practice in order to
present a reasoned and logically robust
conclusion.
TOTAL FOR PAPER = 100 MARKS

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Mark Scheme

Pearson LCCI Certificate in Organisational

Pearson: helping people progress, everywhere

Publication Code: 69236_MS

2 LCCI ASE20103 June 2021

• Mark schemes should be applied positively. Candidates must be rewarded for

• There is no ceiling on achievement. All marks on the mark scheme should be

3 LCCI ASE20103 June 2021

1 (a) Award 1 mark for each characteristic up to a maximum of 2 marks. 2

Strategic goals (1)

Strategies to achieve the goals (1)

Systems and processes (1)

Any other valid response.

Question Answer Mark

1 (b) Award 1 mark for each type up to a maximum of 2 marks. 2

Question Answer Mark

Retaining profits (1) but there is an opportunity cost of no investment (1).

Investing profits in new technology (1) but there is an opportunity cost as

Any other valid response.

4 LCCI ASE20103 June 2021

1(d) Any two ways which must be focused on Susan 6

A tool to analyse the external business

A tool to analyse the internal business

A tool to analyse a business’ competition

Any other valid response.

Level Mark Descriptor

5 LCCI ASE20103 June 2021

Level 1 1-2 Displays limited application of organisational

Level 2 3-4 Displays application of organisational practice,

Level 3 5-6 Displays an understanding of organisational

6 LCCI ASE20103 June 2021

1 (e) The model’s construct. 8

Threat of new entrants – the threat new competition

Threat of substitutes – the number of substitute

Bargaining power of buyers – the number of

Bargaining power of suppliers – the number and

Industry rivalry – number and diversity of

Any other valid response.

Level Mark Descriptor

7 LCCI ASE20103 June 2021

Level 2 3-5 Displays application of organisational theory or

Level 3 6-8 Displays an understanding of organisational

TOTAL FOR QUESTION 1 = 22 MARKS

8 LCCI ASE20103 June 2021

2 (a) Award 1 mark for each feature up to a maximum of 2 marks. 2

• Two-way communication (1)

Question Answer Mark

To avoid any misunderstanding (1) both coachees and coaches must be

Any other valid response.

9 LCCI ASE20103 June 2021

Any other valid response.

A person specification is used to establish the skills someone should have

A person specification ensures a candidate for a job is being assessed on

Any other valid response.

Question Answer Mark

• Reduce the number of customer rejects

• Reduce production costs.

• Result in fewer accidents

• Improve V-room’s health and safety record.

• Improve the morale of the workers

• Better quality of product.

10 LCCI ASE20103 June 2021

Level Mark Descriptor

Level 1 1-2 Displays limited application of organisational practice, theory or