Title

Unit 6 - Enterprise
Quick revise
In this unit candidates will develop and explore the attributes associated with enterprise and entrepreneurship. They will do this by planning, implementing and evaluating an enterprise activity.
 
1. Understanding Enterprise
 
The aim of this section is to provide a broad overview of enterprise skills that are present in successful entrepreneurs. This section also seeks to introduce candidates to the idea that enterprise skills are not only found in businesses (for profit organisations), but also in social enterprise (not for profit organisations, charities etc).
 
1.1 Understanding Enterprise
 
• the range of enterprise skills
• the importance of enterprise skills
• the benefits of starting a business or enterprise.
Candidates should identify enterprise skills, including: self confidence and motivation, risk taking, being able to identify and take advantage of marketing opportunities, innovation, building teams, a ‘can do’ attitude and a determination to
succeed.
 
Candidates should be able to understand the importance of enterprise skills to all types of organisations including both profit and not for profit organisations.
 
Candidates should consider the relative importance of the skills in determining the success of enterprising activities.
 
Candidates should be able to explain the benefits of running a business or enterprise, and what is required from them to be successful.
 
2. Planning and Implementing an Enterprise Activity
 
After exploring enterprise skills, candidates will set up and run a small enterprise. Candidates may set up a business or a social enterprise. Central to this section will be identifying and selecting a business opportunity, conducting market research and writing a business plan. Candidates will implement the enterprise outlined in their business plan. They will understand that plans rarely remain unchanged when
being implemented and are subject to external and internal influences.
 
2.1 Planning an Enterprise Activity
 
• selecting and developing the business idea
• carrying out market research
• developing the business plan
Candidates should understand the need to carry out a risk and reward assessment and SWOT analysis before starting the activity.
 
Candidates should understand the need to carry out market research to establish the likely success of the activity. This includes the collection, collation and analyse of marketing information
for a business.
 
When developing the business plan, candidates should include: business aims and objectives, forecasted sales and costs, cash flow forecast and profit/income calculation.
2.2 Setting up the Team to Run the Enterprise
Activity
 
• benefits of team work
• allocating tasks
• setting individual targets
• effective communication.
Candidates should understand the benefits of team work by recognising the strengths and weaknesses of individual members and the different roles that each will have within the team.
 
Candidates should set objectives for the enterprise plan and break them down into individual tasks. Candidates should be able to organise the resources to enable the plan to be implemented.
 
Candidates should understand the importance of setting targets which are SMART.
 
Candidates should consider how effective communication takes place both within the team and with other stakeholders.
2.3 Implementing the Enterprise Activity
 
• importance of motivation
• management of risk
• monitoring performance.
While implementing the enterprise activity candidates will consider the need for motivation, both self motivation and motivation of others. They will need to understand the relationship between
incentives and motivation.
 
Candidates should investigate how risks are managed as the activity is implemented. Candidates should be aware of the importance of continually monitoring the performance of the
activity to establish its success.
 
3. Evaluating the Enterprise
 
Candidates should undertake an in depth evaluation of their individual team role as well as that of the group. Following in depth reflection about their business, candidates should produce an action plan for both their personal development and the development of the business, in light of their enterprise experience.
 
3.1 Evaluating the Enterprise
 
• meeting targets
• team performance
• individual performance
• personal development.
Candidates need to assess to what extent their various targets were met at each of the critical stages in the enterprise process.
 
Candidates will need to assess how each individual within the team contributed to the overall performance of the business.
 
Candidates should analyse their own contribution to the success of the business explaining clearly what they have learned from the experience.
 
Candidates should be able to produce an action plan for their own future personal development, indicating the steps they will take to improve.
 
Candidates should be able to produce an action plan for the development of the business, highlighting the main factors which need to be addressed in order to achieve future success.
 
Assessment
 
This unit will be assessed by means of a Controlled Assessment. The work must be the candidate’s own individual response, produced under controlled conditions.
 
Task Setting
 
This unit will be assessed on a portfolio of evidence, based on the candidate’s own research into setting up and running an enterprise activity which must investigate:
 
A how enterprise skills contribute to the success of enterprising activities
B the planning and implementation of an enterprise activity
C whether the enterprise activity was planned and implemented effectively, taking into account your own contributions and those of other team members.
 
Candidates’ portfolios must include evidence of materials used to make one presentation on whether the enterprise activity was planned and implemented effectively.
 
Task Taking
 
• Preparation
 
Before candidates embark on their Enterprise, centres should prepare candidates by teaching the key terms and concepts contained within this unit. It is anticipated that this will take up to 50 hours. During this phase, you should also ensure that candidates are familiar with the marking criteria and are aware of the need to evaluate their findings.
 
• Planning and Implementing
 
Having taught the topics, it is suggested that you give candidates about 17 hours to plan and implement the Enterprise Activity. During the planning and implementing phase, you may give feedback to individual candidates to support them in their learning but this assistance must be recorded.
 
Candidates will need to work with others during the planning and implementing stage. Each candidate must, however, produce an individual response to the tasks.
 
Final Presentation
 
Candidates should spend about seven hours evaluating the Enterprise and writing up their findings. While writing up their response candidates must work independently and complete all work under supervision. This time may be divided into more than one session, provided that the teacher collects all materials at the end of each session, keeps them under secure conditions and returns them to candidates at the beginning of the next session.
 
Task Marking
 
Centres must mark all controlled assessments using the marking criteria on the next two pages. The work will be moderated by AQA according to the procedures outlined in section 7 of this specification.
 
Level
AO1 (21 marks)
AO2 (25 marks)
AO3 (24 marks)
4
21–16 marks
The candidate selects relevant and detailed
data/information from a wide range of sources. Appropriate methods are used to organise and communicate the data/ information effectively.
 
The candidate demonstrates substantial knowledge and understanding of relevant
business concepts, issues and terminology.
25 –19 marks
The candidate demonstrates the ability to apply effectively and consistently skills, knowledge and understanding when:
 
• thoroughly planning and carrying out the investigation;
• successfully completing key parts of the investigation.
24 –19 marks
The candidate draws a range of
appropriate conclusions based on:
 
• an analysis of the selected data/
information to produce key findings;
• an evaluation, supported by a
reasoned justification, of the
significance of the key findings.
 
Ideas are well structured and organised in a clear and appropriate form. Spelling,
punctuation and grammar are used accurately. Specialist terms are used frequently and effectively.
3
15 –11 marks
The candidate selects relevant data/information from a range of sources. Some appropriate methods are used to organise and communicate the data/information.
 
The candidate demonstrates good knowledge and understanding of relevant
business concepts, issues and terminology.
18 –13 marks
The candidate demonstrates the ability to apply skills, knowledge and understanding when:
 
• planning and carrying out the
investigation;
• completing aspects of the
investigation.
18 –13 marks
The candidate draws some appropriate conclusions based on:
 
• a partial analysis of selected data/information to produce some findings;
• a judgement, with some justification, of the significance of the findings.
 
Ideas are organised in an appropriate form. Spelling, punctuation and grammar are used with reasonable accuracy. Some appropriate use of specialist terms is evident.
 
Level
AO1 (21 marks)
AO2 (25 marks)
AO3 (24 marks)
2
10 – 6 marks
The candidate selects data/information from a limited range of sources. A limited attempt is made to organise the data/information.
 
The candidate demonstrates a basic knowledge and understanding of some
relevant business concepts, issues and terminology.
12 –7 marks
The candidate demonstrates some ability to apply skills, knowledge and understanding when:
 
• carrying out the investigation;
• attempting to complete aspects of the investigation.
12 –7 marks
The candidate reaches some simple conclusions based on:
 
• a review of selected data/information in order to identify results from theminvestigation;
• a basic judgement, based upon limited evidence, of the significance of the investigation’s results.
 
An attempt to organise and structure ideas in an appropriate form. Spelling, punctuation and grammar are used with some accuracy but there are some errors.
Specialist terms are used occasionally.
1
5 –1 marks
The candidate has collated data/information from a limited range of sources.
The data/information is presented without
any attempt to organise it.
 
The candidate demonstrates limited knowledge and understanding of some
business concepts and issues. There is little use of business terminology.
6 –1 marks
The candidate attempts to apply skills, knowledge and understanding when:
 
• carrying out the investigation;
• describing some outcomes of the investigation.
6 –1 marks
The candidate states some conclusions based on:
 
• collected data/information;
• unsupported judgements.
 
Ideas are presented in a way that is adequate to convey meaning. The rules of spelling, punctuation and grammar are not fully understood and there are frequent errors. Few or no specialist terms
are used.
0
0 marks
The candidate presents no relevant data/information nor demonstrates any knowledge and understanding of business concepts, issues and terminology.
0 marks
The candidate makes no attempt to apply knowledge and understanding to the investigation.
 
0 marks
The candidate makes no attempt to state conclusions nor analyse and evaluate evidence.
 
 

 

 

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