3.3.4 - Influences on business decisions

Compare strong and weak corporate cultures.

Use a - strong and weak cultures to connect the rule to the data and decision in the question.

This matters because a - strong and weak cultures determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - strong and weak cultures to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - Strong and weak cultures is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Classify company cultures as power, role, task or person cultures.

Use b - culture classification to connect the rule to the data and decision in the question.

This matters because b - culture classification determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - culture classification to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Culture classification is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Explain how corporate culture is formed.

Use c - culture formation to connect the rule to the data and decision in the question.

This matters because c - culture formation determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply c - culture formation to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: c - Culture formation is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Evaluate difficulties in changing an established culture.

Use d - changing culture to connect the rule to the data and decision in the question.

This matters because d - changing culture determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply d - changing culture to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: d - Changing culture is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Distinguish internal from external stakeholders.

Use a - internal and external stakeholders to connect the rule to the data and decision in the question.

This matters because a - internal and external stakeholders determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - internal and external stakeholders to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - Internal and external stakeholders is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Analyse stakeholder objectives.

Use b - stakeholder objectives to connect the rule to the data and decision in the question.

This matters because b - stakeholder objectives determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - stakeholder objectives to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Stakeholder objectives is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Compare stakeholder-focused decisions with shareholder-return-focused decisions.

Use c - stakeholder and shareholder influences to connect the rule to the data and decision in the question.

This matters because c - stakeholder and shareholder influences determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply c - stakeholder and shareholder influences to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: c - Stakeholder and shareholder influences is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Analyse conflict between profit-based shareholder objectives and wider stakeholder objectives.

Use d - stakeholder conflict to connect the rule to the data and decision in the question.

This matters because d - stakeholder conflict determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply d - stakeholder conflict to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: d - Stakeholder conflict is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Evaluate trade-offs between profit and ethics in strategic decisions.

Use a - ethics and strategy to connect the rule to the data and decision in the question.

This matters because a - ethics and strategy determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - ethics and strategy to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - Ethics and strategy is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Analyse ethical issues in pay and rewards.

Use b - pay and rewards ethics to connect the rule to the data and decision in the question.

This matters because b - pay and rewards ethics determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - pay and rewards ethics to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Pay and rewards ethics is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Evaluate corporate social responsibility.

Use c - corporate social responsibility to connect the rule to the data and decision in the question.

This matters because c - corporate social responsibility determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply c - corporate social responsibility to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: c - Corporate social responsibility is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.