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Pearson-BTEC-Level-5-Higher-National-Diploma-in-Business-Accounting-and-Finance-Synopsis-RQF.
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  • May 14, 2021
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  • 2020/2021
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  • banking 101
  • pearson btec level 5 higher national diploma in business accounting and finance synopsis rqf

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Pearson BTEC Level 5 Higher National Diploma in Business
(Accounting and Finance)
Unit/Module Synopsis and Learning Outcomes

Unit 1: Business and the Business Environment
The aim of this unit is to provide students with background knowledge and understanding of business, the
functions of an organisation and the wider business environments in which organisations operate. Students will
examine the different types of organisations (including for profit and not for profit), their size and scope (for
instance, micro, SME, transnational and global) and how they operate.

Students will explore the relationships that organisations have with their various stakeholders and how the
wider external environments influence and shape business decision-making.

The knowledge, understanding and skill sets gained in this unit will help students to choose their own preferred
areas of specialism in future studies and in their professional career.
Summary of learning outcomes
To achieve this unit a learner must:
1. Explain the different types, size and scope of organisations
P1 Explain different types and purposes of organisations; public, private and voluntary sectors and legal
structures.
P2 Explain the size and scope of a range of different types of organisations.
M1 Analyse how the structure, size and scope of different organisations link to the business objectives and
product and services offered by the organisation.

2. Demonstrate the interrelationship of the various functions within an organisation and how they link to
organisational structure
P3 Explain the relationship between different organisational functions and how they link to organisational
objectives and structure.
M2 Analyse the advantages and disadvantages of interrelationships between organisational functions and
the impact that can have upon organisational structure.
D1 Provide a critical analysis of the complexities of different types of business structures and the
interrelationships of the different organisational functions.

3. Use contemporary examples to demonstrate both the positive and negative influence/impact the macro
environment has on business operations
P4 Identify the positive and negative impacts the macro environment has upon business operations,
supported by specific examples.
M3 Apply appropriately the PESTLE model to support a detailed analysis of the macro environment within
an organisation.

4. Determine the internal strengths and weaknesses of specific businesses and explain their interrelationship
with external macro factors
P5 Conduct internal and external analysis of specific organisations in order to identify strengths and
weaknesses.
P6 Explain how strengths and weaknesses interrelate with external macro factors.
M4 Apply appropriately SWOT/TOWS analysis and justify how they influence decision-making.
D2 Critically evaluate the impacts that both macro and micro factors have upon business objectives and
decision-making.
Unit content
1 Explain the different types, size and scope of organisations
Different types of organisations:
Differences between for profit and not for profit and non-government organisations (NGOs).
Micro, small, medium-sized enterprises (SMEs). Different business purposes, objectives and supply of goods
and services.
The range of legal structures associated with different forms of business: sole traders, partnerships and private
limited companies.
Size and scope of organisations:
Differences between large, medium-sized and small organisations including objectives and goals, market share,
profit share, growth and sustainability.
Global growth and developments of transnational, international and global organisations.
Differences between franchising, joint ventures and licensing.
Industrial structures and competitive analysis.
Market forces and economic operations e.g. scarcity and choice, supply and demand, income elasticity.
Stakeholders and responsibilities of organisations to meet different stakeholder interests and expectations.

2 Demonstrate the interrelationship of the various functions within an organisation and how they link to
organisational structure

,The various functions within an organisation:
The role of marketing, finance, human resource management and operations within an organisational context
and the interrelationships.
How functions relate to overall organisation mission and objectives.

Organisational structure:
Different structures depending upon the size and scope of the organisation, including bureaucratic and post-
bureaucratic, parent, strategic business units (SBUs), matrix and functional levels.
Organisation structures and complexities of transnational, international and global organisations.

3 Use contemporary examples to demonstrate both the positive and negative influence/impact the macro
environment has on business operations
The context of the macro environment:
The application of the PESTLE framework and how organisations need to monitor and forecast external
influences.
How the macro environment influences/impacts upon business activities: the impact of the digital revolution on
production and consumption; the impact of social technologies; cyberspace security; emerging BRICS markets,
the global shift in economic and social power and ethical and sustainable growth.
How organisations go through the transformation process and overcome resistance to change in response to
the changing market environment.

4 Determine the internal strengths and weaknesses of specific businesses and explain their interrelationship
with external macro factors
Frameworks for analysis:
Introduction to SWOT and/or TOWS analysis and how they can assist in the decision-making process within
organisations.
Key external macro factors including the competitive environment and government intervention that influence
organisations and business.

Unit 2: Marketing Essentials
This unit is designed to introduce students to the principles of marketing, enabling them to develop a basic
marketing plan and to employ elements of the marketing mix to achieve results. While they will learn the
underpinning theories and frameworks, they will also be able to relate these to real-world examples, including
products/services that they encounter in their own daily lives.

Organisations such as Apple, Google, VISA, Burberry, Zara, Cadbury, Nestle, Unilever, Coca-Cola, Unicef, BP
and small local businesses all have at least one thing in common: they all use marketing to influence us to
engage with their products and/or services. Whether it is becoming a loyal customer buying a product and
service or donating to a charity, organisations use a range of marketing techniques and tools to inform and
influence us.

The knowledge, understanding and skill sets that students will gain on successfully completing this unit will
enhance their career opportunities; whether setting up their own business or being employed by an
organisation.
Summary of learning outcomes
To achieve this unit a learner must:
1. Explain the role of marketing and how it interrelates with other functional units of an organisation.
P1 Explain the key roles and responsibilities of the marketing function.
P2 Explain how roles and responsibilities of marketing relate to the wider organisational context.
M1 Analyse the roles and responsibilities of marketing in the context of the marketing environment.
M2 Analyse the significance of interrelationships between marketing and other functional units of an
organisation.
D1 Critically analyse and evaluate the key elements of the marketing function and how they interrelate
with other functional units of an organisation.

2. Compare ways in which organisations use elements of the marketing mix (7Ps) to achieve overall business
objectives.
P3 Compare the ways in which different organisations apply the marketing mix to the marketing planning
process to achieve business objectives.
M3 Evaluate different tactics applied by organisations to demonstrate how business objectives can be
achieved.

3. Develop and evaluate a basic marketing plan.
P4 Produce and evaluate a basic marketing plan for an organisation.
M4 Produce a detailed, coherent evidence-based marketing plan for an organisation.
D2 Design a strategic marketing plan that tactically applies the use of the 7Ps to achieve overall marketing
objectives.
Unit content
1 Explain the role of marketing and how it interrelates with other functional units of an organisation.
Definitions and the marketing concept:

, Definitions of marketing and the nature of marketing.
The development of the marketing concept, including current and future trends. How the external environment
influences and impacts upon marketing activity.
The role of marketing:
The structure and operations of marketing departments.
Overview of marketing processes that include analysis, strategic planning and the marketing mix.
The different roles of marketing within both a B2C and B2B context.
The interrelationships of functional units:
Marketing as a business function.
The different roles of business units and the interrelationships between these functional units and marketing.

2 Compare ways in which organisations use elements of the marketing mix (7Ps) to achieve overall business
objectives.
The 7Ps marketing mix:
Product: Differences between products and services, importance of brands, product development and product
lifestyle.
Price: Pricing context, pricing strategies and tactics.
Place: Channel management, supply chain management and logistics.
Promotion: Integrated communication mix and promotional tools.
People: The different roles of ‘people’ in marketing, including customer interfacing and support personnel. The
different skills, attitudes and behaviour of people delivering the product or service to customers.
Physical evidence: The tangible aspects of service delivery − visual, aural and olfactory elements.
Process: Systems and processes involved in delivering a consistent service. Different types of processes used to
expedite the marketing function.
Achieving overall business objectives:
The shift from the 4Ps to the 7Ps and the significance of the extended marketing mix.
An overview of the marketing planning process (Analysis, Planning, Implementation and Control) and marketing
strategy

3 Develop and evaluate a basic marketing plan.
Marketing planning:
The importance and value of marketing plans.
The links between marketing plans, marketing objectives and marketing strategies.
Evaluating and monitoring marketing plans using appropriate control and evaluation techniques such as sales
analysis, market-share analysis, efficiency ratios and cost-profitability analysis.
Structure and development of marketing plans:
Market segmentation and target market selection.
Setting goals and objectives, situational analysis tools and techniques, creating a marketing strategy and
allocation of resources and monitoring and control measures.

Unit 3: Human Resource Management
The aim of this unit is to enable students to appreciate and apply principles of effective Human Resource
Management (HRM). People are the lifeblood of any organisation and being able to attract, recruit and retain
talented staff is at the core of all HRM activity. This unit will explore the tools and techniques used in HRM to
maximise the employee contribution and how to use HR methods to gain competitive advantage. Students will
explore the importance of training and development in building and extending the skills base of the organisation
and ensuring it is relevant to the ever-changing business environment. Students will also consider the growing
importance of becoming a flexible organisation with an equally flexible labour force, and become familiar with
techniques of job design and with different reward systems.

The unit investigates the importance of good employee relations and the ways in which employers engage with
their staff and possibly with trade unions. Students will gain an understanding of the law governing HRM
processes as well as the best practices which enable an employer to become an ‘employer of choice’ in their
labour market.
Summary of learning outcomes
To achieve this unit a learner must:
1. Explain the purpose and scope of Human Resource Management in terms of resourcing an organisation
with talent and skills appropriate to fulfil business objectives.
P1 Explain the purpose and the functions of HRM, applicable to workforce planning and resourcing an
organisation.
P2 Explain the strengths and weaknesses of different approaches to recruitment and selection.
M1 Assess how the functions of HRM can provide talent and skills appropriate to fulfil business objectives
M2 Evaluate the strengths and weaknesses of different approaches to recruitment and selection.
D1 Critically evaluate the strengths and weaknesses of different approaches to recruitment and selection,
supported by specific examples.

2. Evaluate the effectiveness of the key elements of Human Resource Management in an organisation.
P3 Explain the benefits of different HRM practices within an organisation for both the employer and
employee.
P4 Evaluate the effectiveness of different HRM practices in terms of raising organisational profit and
productivity.

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