IB Business Management – Fachbegriffe & Definitionen

163 englischsprachige Lernkarten aus den einzeln geprüften Canvas-Seiten und Folien zu Business Foundations, Business Entities, HRM, Finance, Marketing, Stakeholders, Business Plan, Organizational Culture, Hofstede, Employee Relations und Business Tools. Für Unit 2 ergänzt: Widerstand gegen Veränderungen, Finanzierungsquellen mit Vor- und Nachteilen, Marktführerschaft und Decision Trees.

Business

An organization that combines resources to produce goods or services that satisfy consumer needs or wants.

Factors of production

The resources used to produce goods and services: land, labour, capital and entrepreneurship.

Land

Natural resources used in production, including resources on, above or below the earth.

Labour

The human effort used in production, measured by its quantity and quality.

Capital (factor of production)

Man-made resources used to produce goods and services, such as machinery and equipment.

Entrepreneurship

The skills and initiative used to combine factors of production and run a business, usually while taking financial risk.

Goods

Tangible products that can be seen or touched and are sold by businesses.

Services

Intangible activities or benefits provided to consumers, such as banking or education.

Added value

The difference between the selling value of output and the cost or value of inputs used to make it.

Primary sector

Businesses that extract, harvest or convert natural resources for use by other firms.

Secondary sector

Businesses that manufacture products from raw materials or components.

Tertiary sector

Businesses that provide services to consumers or other organizations.

Quaternary sector

Knowledge and information-based activities such as research, ICT, consultancy and scientific work; often treated as a part of the tertiary sector.

Entrepreneur

A person who starts and manages a business while taking financial risk in the hope of earning profit.

Business function

A specialist area of a business, such as HR, finance, marketing or operations, that contributes to organizational objectives.

Human resource management (HRM)

The strategic management of people to help an organization achieve its objectives.

Finance and accounts

The business function that manages money, records financial activity, budgets and cash flow.

Marketing

The function that identifies and satisfies consumer needs and wants, profitably.

Operations management

The function that obtains resources and manages production, quality and efficiency.

Interdependence of business functions

The reliance of one business function on information or decisions from other functions to achieve shared objectives.

Dismissal

The termination of an employee’s job, usually because of poor performance or misconduct after a formal process.

Redundancy

When a job is no longer required and the employee is let go for business reasons rather than personal fault.

Human resource planning

Forecasting the number of employees and the skills an organization will need.

Labour turnover

The proportion or percentage of an organization’s workforce that leaves during a given period, commonly a year.

Labour mobility

How willing and able workers are to move between locations, jobs or occupations.

Immigration

The movement of people into a country to live or work, potentially increasing the available labour supply.

Gig economy

An economy in which organizations rely on temporary, freelance or task-based workers, often through digital platforms.

Teleworking

Working remotely from a location outside the usual workplace, using communication technology.

Job sharing

An arrangement in which two or more employees share the responsibilities and hours of one full-time role.

Capital (finance)

Financial or economic resources available to a business.

Source of finance

A method by which a business obtains money to fund its activities or investment.

Capital expenditure

Spending to acquire or improve long-term fixed assets, such as buildings, vehicles or machinery.

Revenue expenditure

Day-to-day operating spending, such as wages, rent, utilities and office supplies.

Working capital

Funds available to meet a business’s short-term, day-to-day operating needs.

Capital market

A market where businesses raise long-term finance, often by issuing shares or debt securities.

Internal finance

Finance raised from within the business or generated by its existing activities.

External finance

Finance obtained from sources outside the business.

Personal funds

The owner’s own savings invested in the business.

Retained profit

Profit kept and reinvested in the business instead of being distributed to owners as dividends.

Sale of assets

An internal source of finance raised by selling assets the business owns.

Loan capital

Money borrowed, usually from a bank or lender, that must be repaid with interest.

Bank overdraft

A short-term facility allowing a business to withdraw more money than is in its account, up to an agreed limit.

Trade credit

An arrangement allowing a business to receive goods or services now and pay the supplier later, often within 30–90 days.

Microfinance

Small-scale financial services, especially loans, for people or small businesses with limited access to conventional banking.

Share capital

Finance raised by selling shares that represent ownership in a company.

Business angel

A wealthy individual who invests personal funds in a small or start-up business, often adding advice and contacts.

Venture capital

Investment by a specialist fund in businesses with high growth potential and high risk, often in return for equity and some influence.

Crowdfunding

Raising small amounts of money from many people, usually through an online platform.

Leasing

Paying to use an asset over time instead of buying it outright.

Initial public offering (IPO)

The first sale of a company’s shares to the general public, usually enabling it to become publicly listed.

Opportunity cost

The value of the next best alternative given up when a choice is made.

Equity finance

Finance raised by selling ownership in a business, such as shares; it can dilute existing owners’ control.

Debt finance

Finance borrowed from lenders that must be repaid, usually with interest.

Short-term finance

Finance intended to be repaid or used within one year.

Long-term finance

Finance intended to be available or repaid over more than one year.

Market

Any setting in which buyers and sellers interact to exchange goods, services or information.

Marketing mix (7Ps)

The controllable marketing elements: Product, Price, Promotion, Place, People, Physical Evidence and Process.

Product orientation

An approach that prioritizes product development and quality, then seeks customers for the product.

Market orientation

An approach that researches customer needs and wants first, then develops products to meet them.

Unique selling proposition (USP)

A distinctive feature or benefit that differentiates a product from competitors and gives it an advantage.

Market share

A business’s sales as a proportion of total sales in the market; sales revenue ÷ total market sales revenue × 100.

Market growth

The percentage change in total market sales between periods: (current sales − previous sales) ÷ previous sales × 100.

Market leader

The business with the largest market share in a particular market.

Economies of scale

Reductions in average costs that may occur as a business increases its scale of production.

Stakeholder

An individual or group with an interest in, or affected by, a business and its decisions.

Internal stakeholder

A stakeholder within the business, such as an employee, manager or shareholder.

External stakeholder

A stakeholder outside the business, such as a customer, supplier, government, bank or competitor.

Shareholder

A part-owner of a company who holds shares and may receive dividends and voting rights.

Stakeholder conflict

A situation in which the objectives or interests of different stakeholder groups are incompatible.

Stakeholder mapping

A method for prioritizing stakeholders according to their power or influence and their interest in a decision.

Power–interest grid: high power, high interest

Engage closely: these stakeholders can influence the decision and care strongly about it.

Power–interest grid: high power, low interest

Keep satisfied: these stakeholders can influence the decision but have less interest in its details.

Power–interest grid: low power, high interest

Keep informed: these stakeholders care about the decision but have limited influence.

Power–interest grid: low power, low interest

Monitor: these stakeholders currently have limited influence and interest.

Business plan

A written outline of a business’s objectives and the strategies, resources and forecasts for achieving them.

Business plan forecast

An estimate of future business performance, such as sales, costs, cash flow or profit, based on assumptions.

Organizational (corporate) culture

The shared values, beliefs, norms and ways of working that shape behaviour in an organization.

Charles Handy’s culture model

A framework describing four organizational cultures: power, role, task and person culture.

Power culture

Handy’s culture type in which influence is concentrated around a central person or small group and decisions can be made quickly.

Role culture

Handy’s culture type based on formal roles, rules and hierarchy, with authority linked to position.

Task culture

Handy’s culture type that organizes people into teams to solve problems or complete projects, valuing expertise and flexibility.

Person culture

Handy’s culture type in which the organization exists mainly to serve the interests or needs of its individual members.

Edgar Schein’s culture model

A model that analyzes culture through visible artifacts, espoused values and underlying basic assumptions.

Artifacts

The visible signs of organizational culture, such as dress, workspace, rituals, symbols and language.

Espoused values

The stated strategies, goals and values that an organization says it believes in.

Underlying assumptions

Deeply held, often unconscious beliefs that shape how members of an organization perceive and behave.

Cultural clash

Conflict caused when groups with different organizational values, assumptions or ways of working must work together.

Hofstede’s cultural dimensions

A framework comparing national cultures across six dimensions to understand differences in values and workplace expectations.

Individualism vs collectivism

Whether a culture emphasizes personal independence and individual goals or group loyalty and shared goals.

Masculinity vs femininity

Whether a culture emphasizes competition, achievement and material success or cooperation, care and quality of life.

Power distance

The extent to which members of a culture accept unequal distributions of power and hierarchy.

Uncertainty avoidance

The extent to which a culture feels uncomfortable with ambiguity and seeks rules, structure and predictability.

Long-term vs short-term orientation

Whether a culture prioritizes future rewards and perseverance or more immediate results and established traditions.

Indulgence vs restraint

Whether a culture permits relatively free enjoyment of life and gratification or regulates it through stricter social norms.

Industrial relations

The relationships and interactions between employers and employees, often including trade unions and collective negotiation.

Trade union

An organization that represents workers and seeks to protect or improve their pay and working conditions.

Collective bargaining

Negotiation between an employer and a trade union representing employees over pay, working hours or other employment conditions.

Industrial action

Action taken by employees to put pressure on an employer during a workplace dispute, such as a strike or work-to-rule.

Strike

A form of industrial action in which employees stop working, usually to press for changes in pay or conditions.

Work-to-rule

Industrial action in which employees follow every rule strictly and do no extra tasks, slowing normal operations.