Post by: EspoirTron on June 26, 2013, 06:28:40 pm
VCE BUSINESS MANAGEMENT Q&A THREAD
To go straight to posts from 2020, click here.
What is this thread for?
If you have general questions about the VCE Business Management course or how to improve in certain areas, this is the place to ask!
Who can/will answer questions?
Everyone is welcome to contribute; even if you're unsure of yourself, providing different perspectives is incredibly valuable.
Please don't be dissuaded by the fact that you haven't finished Year 12, or didn't score as highly as others, or your advice contradicts something else you've seen on this thread, or whatever; none of this disqualifies you from helping others. And if you're worried you do have some sort of misconception, put it out there and someone else can clarify and modify your understanding!
There'll be a whole bunch of other high-scoring students with their own wealths of wisdom to share with you, including TuteSmart tutors! So you may even get multiple answers from different people offering their insights - very cool.
To ask a question or make a post, you will first need an ATAR Notes account. You probably already have one, but if you don't, it takes about four seconds to sign up - and completely free!
OTHER BUSMAN RESOURCES
CLICK ME!
* Jigsaw's Year of Business Management - A Guide to Future Students
* Acing Business Management (in Five Steps)
* I got a 50.. Here are some of my tips
* The Business Management Exam is in Three Weeks - How Should You Prepare?
* Countdown to the Business Management Exam - Part 1
* How I Got a 50 in Business Management
• Business Management 2010-2016 Guide
• Another guide on getting a good study score for BM :)
• The Ultimate guide to Business Management Success
• 50 in BusMan. Here are some random tips.
* Acing Business Management 1/2 and More
• Business Management 3/4 Summary Notes by shinny
• BM Unit 3 Resources
• BM Unit 4 Resources
• BM News Resources Thread.
* Acing Business Management (in Five Steps)
* I got a 50.. Here are some of my tips
* The Business Management Exam is in Three Weeks - How Should You Prepare?
* Countdown to the Business Management Exam - Part 1
* How I Got a 50 in Business Management
• Business Management 2010-2016 Guide
• Another guide on getting a good study score for BM :)
• The Ultimate guide to Business Management Success
• 50 in BusMan. Here are some random tips.
* Acing Business Management 1/2 and More
• Business Management 3/4 Summary Notes by shinny
• BM Unit 3 Resources
• BM Unit 4 Resources
• BM News Resources Thread.
Original post.
Hello everyone,
I see that there are questions thread for mathematics and other subjects so I thought I would make one for business management. Please feel free to leave any questions relating to business management and hopefully it can be answered. Seeing that this is a theory heavy subject hopefully this thread can enable everyone to work together in understanding the theory behind business management.
Thanks!
I see that there are questions thread for mathematics and other subjects so I thought I would make one for business management. Please feel free to leave any questions relating to business management and hopefully it can be answered. Seeing that this is a theory heavy subject hopefully this thread can enable everyone to work together in understanding the theory behind business management.
Thanks!
Post by: lala1911 on July 10, 2013, 01:36:29 am
._.
Post by: CH3ezEC4KE on July 10, 2013, 09:57:00 am
What are the similarities and difference of Locke's theory of motivation and Maslow's theory of motivation. It's going to be a question on my SAC, but I'm really.. really.. confused. I'm not sure if it was a mistake question, but they are entirely different, I've been sitting here for ages trying to identify similarities.. and they are so different that I can't even mention any differences.
._.
Well both aim to motivate employees. However Locke is more focused on motivating employees through setting and achieving goals whereas maslows is a sequential step process.
They also both recognise the need to belong. However Locke says needs are achieved through goals whereas Maslow states that once needs are met, you can move to the next level, moving from basic needs to more social needs.
With most business stuff, as long as it sounds professional and yo convey you know the content you'll be fine
Post by: götze on July 10, 2013, 10:40:31 am
You can then talk about how Locke's goal setting theory encourages feedback and recognition (as does Herzberg and Maslows, however at different stages Maslow being in the esteem stage and Herzberg as a motivating factor).
The factors that leads to positive job attitudes do so because they satisfy the individual's need for self-actualisation in their work (Herzberg and Maslow)
Both Herzberg and Maslow theories base their motivation on fulfilling human needs (instrinsic sorta). Both theories are hiearchal where the bottom level must be met before the above levels can be satisfied (to the fullest)
Herzberg and Locke base their theories on achievement and recognition of employee goals, and the work itself. Both theories are two-way meaning employees are more likely to negotiate tasks with the manager and are also more likely to be motivated to achieve them
Post by: lala1911 on July 10, 2013, 05:08:39 pm
Post by: unfamila on July 12, 2013, 01:09:30 pm
Thanks in advance.
Post by: academicbulimia on July 12, 2013, 03:16:54 pm
Apart from improved job satisfaction, can you describe two other benefits to the LSO that could be achieved through the use of Herzberg’s motivational theory?
Thanks in advance.
- Higher levels of motivation, thus resulting in increasing rates of productivity.
- Less staff turnover/absenteeism
Post by: götze on July 12, 2013, 03:54:59 pm
Post by: EspoirTron on July 12, 2013, 07:55:45 pm
If you want to discuss it more you could say that less staff turnover translates to a decrease in recruitment costs, gives the lso a good image which would make it employer of choice
- Higher levels of motivation, thus resulting in increasing rates of productivity.
- Less staff turnover/absenteeism
I think these are all excellent points, I'd just like to go a little bit further and connect it back to a previous area of study. We know that motivations theories are well...supposed to motivate workers (I love this). So basically we can correlate increased motivation with increased rates of productivity as mentioned by academicilimia and a decrease in costs as mentioned by gotze. However, there is another point I'd like to give light to, increased motivation levels in staff may result in the following:
- A smoother integration and adaptation of the organisation's corporate culture, motivated employees would promptly - for the most part - adapt new changes and be willing to foster cultures that are characterised by rapid change.
- Increased satisfactions levels among employees as they feel that their needs are being fulfilled by the organisation and increased levels of satisfaction result in higher productivity rates and a decrease in staff absenteeism; also costs associated with recruitment and training.
And as with most business management areas, the extent of the success of motivating employees could be measured using Key Performance Indicators or just P.Is as they're now called. For the aforementioned points, the following P.Is could be used: level of staff absenteeism, results of a staff satisfaction survey, rate of productivity growth and the level of staff turnover.
I hope that helped! :)
Post by: tomford on July 17, 2013, 02:22:17 pm
- WHO DID WHICH?
Abraham Maslow ‘Hierarchy of Needs’
Frederick Herzberg ‘Two-Factor Motivational Theory’
Edwin Locke‘Goal-Setting Theory’
Abraham Maslow (1943): ‘Hierarchy of needs’ (represented as a pyramid)
A five-stage hierarchy with needs ranked from the most basic needs (physiological and safety needs) situated at the bottom of the hierarchy, progressing to higher level needs at the top of the hierarchy (social, self-esteem and self-actualisation needs)
Once a particular need is satisfied it is no longer a motivator.
Similar to Locke—lower to higher level needs (cf. Locke’s less challenging to more challenging goals); but Maslow’s external/internal satisfaction of needs is unique to this theorist
Hertzberg (1959): ‘Two-factor theory’ of work motivation
Two factors:
Hygiene factors (lower level):
relate to the work environment— such as work safety, pay and working conditions, job security status, quality of supervision, administration
Motivational factors (higher level):
linked to job satisfaction and performance—achievement, recognition, responsibility, promotional opportunities, advancement
Similar to Maslow and Locke—lower level factors (cf. levels of needs and goals) are easier to achieve
Locke (1968): ‘Goal-setting theory’
A motivation technique based on what effect setting goals has on a person’s performance—easily attained goals tend to correlate with lower performance than more difficult goals
A number of factors are important:
• the goals are challenging but achievable
• the goals are understood and accepted by employees
• motivation increases with the difficulty of the task
• clearly defining the goal (goal specificity) will increase the probability of achieving it
• managers provide feedback on progress towards achieving goals
• if an individual participates in selecting workplace goals they will have a higher commitment to them
I'm sure this will help you achieve 100% on these questions.
T. Ford - Business Management Uniits 3 and 4 2012. Study Score: 48
Post by: EspoirTron on July 17, 2013, 11:03:04 pm
Post by: geemajic on July 22, 2013, 05:16:29 pm
Can anybody provide some examples, please?
I'm a bit confused..
Post by: mattjarrett on July 24, 2013, 09:12:33 pm
Post by: EspoirTron on July 24, 2013, 10:59:29 pm
My teacher's revision sheet for our AOS1 Sac A says we have to know about ESM when it comes to the establishment phase...
Can anybody provide some examples, please?
I'm a bit confused..
Do you know what ESM stands for? If you could explain that, then I might be able to help
I think 'ESM' refers to Ethics and Socially Responsible Management. So basically a HR manager would take into the following considerations (in my opinion, I think E+SRM has some form of subjectivity involved in it depending on your moral stances):
- Make sure that during the recruitment stage all candidates are dealt with in a fair an equal manner and especially avoiding any form of discrimination, for example rejecting the candidate due to their race, religion, sex, sexual preference, political opinions, etc.
- Not being biased towards one employee, this point directly correlates to internal recruitment.
- For SRM, the HR manager could implement incentive schemes for candidates in the internal recruitment phase.
These are only a very few, however, if you need any more examples please feel free to ask!
I hope that helped!
Post by: mattjarrett on July 25, 2013, 09:48:53 pm
I think 'ESM' refers to Ethics and Socially Responsible Management. So basically a HR manager would take into the following considerations (in my opinion, I think E+SRM has some form of subjectivity involved in it depending on your moral stances):
- Make sure that during the recruitment stage all candidates are dealt with in a fair an equal manner and especially avoiding any form of discrimination, for example rejecting the candidate due to their race, religion, sex, sexual preference, political opinions, etc.
- Not being biased towards one employee, this point directly correlates to internal recruitment.
- For SRM, the HR manager could implement incentive schemes for candidates in the internal recruitment phase.
These are only a very few, however, if you need any more examples please feel free to ask!
I hope that helped!
That all sounds good^, but the study design doesn't specify that you need to know ESM strategies for the employment cycle at all
Under the required knowledge, it lists this:
Management practices and processes associated with the key phases of the employment cycle:
Establishment phase:
– human resource planning related to business strategy
– job analysis and job design
– types of recruitment methods and selection processes
– employment arrangements and remuneration
Maintenance phase:
– induction
– training and development
– recognition and reward
– performance management
Termination phase:
– termination management, including entitlement and transition issues;
Post by: academicbulimia on July 26, 2013, 05:22:45 pm
That all sounds good^, but the study design doesn't specify that you need to know ESM strategies for the employment cycle at allSometimes teachers use ESM strategies in SACs in order to help students better grasp the concept of ESM as it is relevant to all areas of business management, in my opinion :P
Under the required knowledge, it lists this:
Management practices and processes associated with the key phases of the employment cycle:
Establishment phase:
– human resource planning related to business strategy
– job analysis and job design
– types of recruitment methods and selection processes
– employment arrangements and remuneration
Maintenance phase:
– induction
– training and development
– recognition and reward
– performance management
Termination phase:
– termination management, including entitlement and transition issues;
Post by: EspoirTron on July 27, 2013, 11:14:48 am
That all sounds good^, but the study design doesn't specify that you need to know ESM strategies for the employment cycle at all
Under the required knowledge, it lists this:
Management practices and processes associated with the key phases of the employment cycle:
Establishment phase:
– human resource planning related to business strategy
– job analysis and job design
– types of recruitment methods and selection processes
– employment arrangements and remuneration
Maintenance phase:
– induction
– training and development
– recognition and reward
– performance management
Termination phase:
– termination management, including entitlement and transition issues;
Page 26 of the study design states that;
"Ethically and socially responsible human resource management"
The human resource management encompasses the employment cycle and therefore this dot point - although not explicitly - indicates that students should have a knowledge of socially responsible management in respect to not only the employment cycle but human resources management as a whole. Teachers would be expected to teach this. Looking over a practice SAC I received from VCTA there is actually a question that directly relates to the aforementioned points, specifically the question was tempting you to discuss ESM relating to the maintenance phase of the employment cycle.
Ethics relates to adhering to the legal requirements; that is, abiding by the law. Laws such as anti-discrimination laws during the recruitment and selection processes all fall under the category of ethics.
Post by: unfamila on August 14, 2013, 05:39:23 pm
Do we need to know how the system has become decentralized, as in the specific history of Fair work, Awards, AWAs and other acts?
Post by: academicbulimia on August 14, 2013, 06:34:50 pm
With employee relations, what do we specifically need to know?
Do we need to know how the system has become decentralized, as in the specific history of Fair work, Awards, AWAs and other acts?
This is what the study design details:
management practices and processes associated with employee relations:
– relationship to business objectives and business strategy
– the similarities and differences between centralised and decentralised approaches
– industry wide awards, collective agreements within an individual organisation and individiual
contracts
– the role of human resource managers in employee relations under a decentralised approach
– management styles and skills in employee relations, including their application to the resolution
of conflict.
Post by: janson34 on August 14, 2013, 10:38:10 pm
Post by: lala1911 on August 15, 2013, 04:49:18 pm
SAC 1b tomorrow.
Does anyone have any advantages of training and development? I dont think mine are strong enough. I have that it builds skills and knowledge, but I cant explain it well as to why it would benefit an organisation.
Post by: academicbulimia on August 15, 2013, 05:56:02 pm
Hello.Training provides employees with the knowledge or specific skills needed to perform their jobs. And allows employees to do their job more satisfactorily which means they are less likely to fear redundancy which will improve morale and job satisfaction. And also will improve employee satisfaction in that learning new skills will make them more valuable to the organisation. In turn, this all results in increased productivity, less staff absenteeism and turnover, increasing the businesses overall performance.
SAC 1b tomorrow.
Does anyone have any advantages of training and development? I dont think mine are strong enough. I have that it builds skills and knowledge, but I cant explain it well as to why it would benefit an organisation.
8)
Post by: lala1911 on August 15, 2013, 08:36:06 pm
Training provides employees with the knowledge or specific skills needed to perform their jobs. And allows employees to do their job more satisfactorily which means they are less likely to fear redundancy which will improve morale and job satisfaction. And also will improve employee satisfaction in that learning new skills will make them more valuable to the organisation. In turn, this all results in increased productivity, less staff absenteeism and turnover, increasing the businesses overall performance.That's a very good answer thank you.
8)
Post by: academicbulimia on August 16, 2013, 05:18:01 pm
That's a very good answer thank you.Haha I try! No worries :)
Post by: lala1911 on August 16, 2013, 05:34:19 pm
How can you "analyse the link between training and performance appraisals", how are you meant to analyse (provide strengths/weaknesses) that? I think my teacher meant 'discuss'.
Post by: unfamila on August 16, 2013, 11:27:02 pm
I had my SAC I thought I did really well. The mark allocation was really poor though.Hey i had the same sac!!!
How can you "analyse the link between training and performance appraisals", how are you meant to analyse (provide strengths/weaknesses) that? I think my teacher meant 'discuss'.
I just DISCUSSED the relationship between the two, yeah the question doesn't make a lot of sense.
Post by: lala1911 on August 16, 2013, 11:45:04 pm
Hey i had the same sac!!!Same I just discussed. Was yours on the Ventnor Eco-Tourist Resort yeah? ts expected that we finish these 20 mark SACs in 40 minutes, but whoever made them have really poor mark allocation skills. Have you had your 1c sac?
I just DISCUSSED the relationship between the two, yeah the question doesn't make a lot of sense.
Post by: unfamila on August 16, 2013, 11:52:15 pm
Same I just discussed. Was yours on the Ventnor Eco-Tourist Resort yeah? ts expected that we finish these 20 mark SACs in 40 minutes, but whoever made them have really poor mark allocation skills. Have you had your 1c sac?Yeah, i rushed through the last question and lost a few marks.
I have SAC 1c on Monday and i really don't know what to expect.
Post by: lala1911 on August 17, 2013, 12:58:16 am
Yeah, i rushed through the last question and lost a few marks.I don't even know what it's on. Employer relations??
I have SAC 1c on Monday and i really don't know what to expect.
Post by: ukface on August 17, 2013, 05:15:51 pm
Same I just discussed. Was yours on the Ventnor Eco-Tourist Resort yeah? ts expected that we finish these 20 mark SACs in 40 minutes, but whoever made them have really poor mark allocation skills. Have you had your 1c sac?
I recently had the Ventnor Eco-Tourist one, but I had 50 minutes to do it - felt like I did really well, but there was some random question that we didn't learn because I have had a substitute teacher for the entire start of Unit 4, asking us to define management by objectives or something.
Previous SAC before that, I learnt everything on the morning of the SAC, and got 92%. Kind of dropkicking busman now lol.
Post by: lala1911 on August 17, 2013, 05:54:52 pm
I recently had the Ventnor Eco-Tourist one, but I had 50 minutes to do it - felt like I did really well, but there was some random question that we didn't learn because I have had a substitute teacher for the entire start of Unit 4, asking us to define management by objectives or something.Yeah I had a sub too. Was your first SAC on Telstra?
Previous SAC before that, I learnt everything on the morning of the SAC, and got 92%. Kind of dropkicking busman now lol.
Post by: ukface on August 17, 2013, 10:12:44 pm
Yeah I had a sub too. Was your first SAC on Telstra?
Honestly couldn't tell you - as soon as I finish my SAC, I try and shut off completely to stop thinking about it.
But since you brought up that name, it reminded me of the resort one and it was about some CEO or something being fired for misconduct in public.
Next SAC is employee relations. No clue what that even is. (MONDAY WEEK).
Post by: lala1911 on August 17, 2013, 10:20:34 pm
Honestly couldn't tell you - as soon as I finish my SAC, I try and shut off completely to stop thinking about it.It seems like a hard topic, I'll need to start studying for it.
But since you brought up that name, it reminded me of the resort one and it was about some CEO or something being fired for misconduct in public.
Next SAC is employee relations. No clue what that even is. (MONDAY WEEK).
Post by: EspoirTron on August 18, 2013, 10:03:27 am
Post by: lala1911 on August 18, 2013, 01:45:11 pm
Post by: academicbulimia on August 18, 2013, 01:54:25 pm
We haven't studied an organisation at all. We only just finished SAC 1b.Same, we've got 1c this week and then only 1 more SAC:O
I think we're covering our organization after this SAC :)
Post by: götze on August 19, 2013, 06:46:40 pm
cheers guys
Post by: damoz on August 21, 2013, 05:47:11 pm
It's gonna be marked out of 50. Anyone did a similar SAC style like my upcoming SAC?
Post by: janson34 on August 22, 2013, 09:17:24 pm
full marks for both sacs (a+b) together and (c) seperate
just finished all coursework in terms of chapters for chapters 13,15,17,18 and now starting practice exams as of this weekend... let the games begin.
Post by: lala1911 on August 24, 2013, 01:17:52 am
:-X
Post by: academicbulimia on August 24, 2013, 11:49:58 am
Explain why an employee requires communication and negotiation skills to resolve conflict in an organisation.Communication: good communication skills help build trust, support positive negotiations and help with the timely resolution of disputes. As information is adequately passed from the parties involved in the dispute, allowing their sides of the dispute to be heard, and with this info a conclusion can be met which is properly understood and communicated between the two parties.
:-X
Negotiation: is a process off discussion and bargaining between two or more people, with the aim of resolving conflict and arriving at a mutually agreeable outcome to produce a satisfactory agreement on a course of action. Therefore use this skill to resolve disputes as it helps to meet this satisfactory agreement, stopping the prolonging of conflict in the workplace. 8)
Post by: lala1911 on August 24, 2013, 12:04:44 pm
Communication: good communication skills help build trust, support positive negotiations and help with the timely resolution of disputes. As information is adequately passed from the parties involved in the dispute, allowing their sides of the dispute to be heard, and with this info a conclusion can be met which is properly understood and communicated between the two parties.Thanks, very helpful and your answers are clear for a noob like me to understand.
Negotiation: is a process off discussion and bargaining between two or more people, with the aim of resolving conflict and arriving at a mutually agreeable outcome to produce a satisfactory agreement on a course of action. Therefore use this skill to resolve disputes as it helps to meet this satisfactory agreement, stopping the prolonging of conflict in the workplace. 8)
Last one, do you know the relationship between Employee relations, HR and business strategy and objectives?
My response just doesn't seem like a full mark answer.
Post by: academicbulimia on August 24, 2013, 02:31:56 pm
Thanks, very helpful and your answers are clear for a noob like me to understand.Haha I guess that's a good thing!! hey no one here is a noob :P
Last one, do you know the relationship between Employee relations, HR and business strategy and objectives?
My response just doesn't seem like a full mark answer.
That was the question in my sac yesterday, haha this is what I wrote:
Employee relations (the total interaction between employees and employers in respect to establishing the working conditions of employment) is linked to HR function as they are directly involved in interacting with employees, using the business strategies of negotiating employment agreements with employees and their representatives, training other managers and supervisors to facilitate the implementation of agreements within their areas of responsibility, dealing with disputes and conflict that may arise during the life of an agreement and ensuring the implementation of all key terms of agreements to create positive employee relations. In turn giving the best chance at meeting the organization's objectives, as employees are a valuable asset of an organization, therefore creating positive employee relations increases productivity and gives the best chance towards business success.
Something like that. dunno if it's worth full marks though :P
Post by: lala1911 on August 24, 2013, 02:34:41 pm
Haha I guess that's a good thing!! hey no one here is a noob :PVery nice thanks. We may have the same SAC!
That was the question in my sac yesterday, haha this is what I wrote:
Employee relations (the total interaction between employees and employers in respect to establishing the working conditions of employment) is linked to HR function as they are directly involved in interacting with employees, using the business strategies of negotiating employment agreements with employees and their representatives, training other managers and supervisors to facilitate the implementation of agreements within their areas of responsibility, and ensuring the implementation of all key terms of agreements to create positive employee relations, dealing with disputes and conflict that may arise during the life of an agreement. In turn giving the best chance at meeting the organization's objectives, as employees are a valuable asset of an organization, therefore creating positive employee relations increases productivity and gives the best chance towards business success.
Something like that. dunno if it's worth full marks though :P
Was yours:
1) Analysing awards.. collective agreements.. industrial action.. something else
2) Relationship between HR, relations, business strategy/objectives
3) Compare centralised and decentralised ER
4) The roles of a HRM in ER
5) Two skills needed to resolve conflict
Post by: academicbulimia on August 24, 2013, 02:35:45 pm
Very nice thanks. We may have the same SAC!Yesss how do you have this info??? :P
Was yours:
1) Analysing awards.. collective agreements.. industrial action.. something else
2) Relationship between HR, relations, business strategy/objectives
3) Compare centralised and decentralised ER
4) The roles of a HRM in ER
5) Two skills needed to resolve conflict
Post by: lala1911 on August 24, 2013, 02:43:17 pm
Yesss how do you have this info??? :POur teacher gives us the SAC before the SAC, nearly literally. What was Q1 like? was it an analyse question? just definitions?
Post by: academicbulimia on August 24, 2013, 02:44:59 pm
Our teacher gives us the SAC before the SAC, nearly literally. What was Q1 like? was it an analyse question? just definitions?That is sooo unfair haha I had no idea what our was on :P
Lets just say its to do with protected + unprotected action ::)
Post by: ukface on August 24, 2013, 03:14:47 pm
Same with economics, but different subject to this thread :P
Post by: honey-corowa on September 27, 2013, 09:20:34 am
Post by: Damoz.G on September 27, 2013, 09:28:02 am
Just something little- I downloaded some notes for business on here which are AWESOME, however I don't know what the acronyms GDP and BoP stand for? Could anyone help?
GDP = Gross Domestic Product
BOP = Balance of Payments?
I'm confident about GDP being Gross Domestic Product, but I think BOP is Balance of Payments.
Post by: EspoirTron on September 27, 2013, 11:29:59 am
Just something little- I downloaded some notes for business on here which are AWESOME, however I don't know what the acronyms GDP and BoP stand for? Could anyone help?
GDP, as Damoz has mentioned, refers to Gross Domestic Product (GDP). GDP refers to the monetary value of all good and services produced in Australia within a given year (we'll keep it to Australia since we're doing the VCE).
Perhaps, BoP refers to Business Operations Processes, I am not adamant, however, that is all I could think of for that one.
Post by: unfamila on September 27, 2013, 11:54:32 am
Post by: lala1911 on September 27, 2013, 05:33:35 pm
"You must know how to define every term"
"You must know everything in every bit of detail"
crap like that.
Post by: honey-corowa on September 27, 2013, 09:12:43 pm
Lala it sames that way for EVERY subject, it just isn't faiiirrrrr!
Post by: tcstudent on September 29, 2013, 08:14:26 pm
Explain why the ‘percentage of market share’ is important for a large-scale organisation.??
Am i right when i say, percentage of market share indicates to an organisation how much of its market it owns within its industry or btw its worth 2 marks
Post by: Damoz.G on September 29, 2013, 08:20:18 pm
yallla cuzzes, i went over a couple of questions on a website and saw this
Explain why the ‘percentage of market share’ is important for a large-scale organisation.??
Am i right when i say, percentage of market share indicates to an organisation how much of its market it owns within its industry or btw its worth 2 marks
Your explanation is a start, but it doesn't fully answer the question that its asking you.
Why is it important? If Market Share increases, then the organisation has a greater percentage and control over the market, which increases Sales.
Post by: tcstudent on October 04, 2013, 03:03:02 pm
In your answer, outline the theory and discuss how managers could use it to respond to a significant change issue and then illustrate your answer with an example from a large-scale organisation that you have studied this year.
Question 2.27. Change management theories provide a template for successful change in large-scale organisations. Explain how Kotter’s change management theory could be used to
• promote driving forces for change
• reduce restraining forces for change
• promote the use of low-risk practices.
In your response, include an example from a large-scale organisation or significant change issue that you have studied this year
very unsure about both these questions. If someone could thoroughly explain these questions i will have finished every vcaa exam on their page haha.
Post by: Damoz.G on October 04, 2013, 05:02:51 pm
Question 1. Discuss how managers could use the Kotter theory of change management to respond to a significant change issue.
In your answer, outline the theory and discuss how managers could use it to respond to a significant change issue and then illustrate your answer with an example from a large-scale organisation that you have studied this year.
Question 2.27. Change management theories provide a template for successful change in large-scale organisations. Explain how Kotter’s change management theory could be used to
• promote driving forces for change
• reduce restraining forces for change
• promote the use of low-risk practices.
In your response, include an example from a large-scale organisation or significant change issue that you have studied this year
very unsure about both these questions. If someone could thoroughly explain these questions i will have finished every vcaa exam on their page haha.
Would you like me to give you a sample answer of how I would have responded to those 2 Questions, or just breakdown the question for you?
Well done on doing all the VCAA Exams for BM. Did you leave the 2012 one out though?
Post by: tcstudent on October 04, 2013, 05:30:47 pm
Post by: Damoz.G on October 04, 2013, 06:08:11 pm
Not sure which year ive completed, i put them into each topic lols, but these two are the last ones and then im gonna hit up timed practice exams. if i could get a response to both of these questions that would be great cheers
Good job! Getting prepared early is awesome - Less pressure in 2 weeks time! :)
I've got visitors coming over very soon, so is it okay if I do the responses for the two questions tomorrow morning? I would do it now, but it would be rushed and not very good, so I'd rather not do it. If its not by tomorrow morning, it will be tomorrow night at the latest. :) Hopefully that isn't a problem.
Also, could you please tell me the mark allocations for both questions? I'm thinking they are both worth about 8-10 Marks, but I just want to know so that I include enough Information. :)
Post by: Damoz.G on October 05, 2013, 09:56:07 am
I'm not saying that this is the perfect answer for a 10/10, but take from it what you wish to. :)
Happy to answer any Questions about it. ;)
Change management theories provide a template for successful change in large-scale organisations.
Explain how Kotter’s change management theory could be used to
• promote driving forces for change
• reduce restraining forces for change
• promote the use of low-risk practices.
In your response, include an example from a large-scale organisation or significant change issue that you have studied this year. (10 Marks)
Kotter’s theory of change management has a number of stages that relates to a person’s response and approach to change, in which people see, feel and change. His theory can be used for any change occurring within a large scale organisation.
Driving forces are those forces affecting a situation that are pushing in a particular direction and are supporting the goal or proposed change. When addressing the change issue, the leader must be able to use Kotter’s theory by clearly explaining the issue and its impact on the organisation’s stakeholders. For example, a recently significant change management issue is Woolworth’s decision to stop selling caged eggs by 2018. It is crucial for the leader at Woolworths who is managing the change to clearly outline the reasoning (possibly due to customer demand), and explain benefits of the change. Another principle of Kotter’s theory is for the change team to create a vision for the organisation. When the change issue has been addressed, the change team at Woolworths may clarify and further explain to its employees and stakeholders how the organisation will be better off with the change occurring. When this has been outlined, stakeholders are more likely going to support the change occurring, and will thus become a driving force because of the potential gains that arise from the change (more customers coming to an ethically and socially responsible organisation who takes responsibility for its impact on the environment).
Restraining forces are forces that act to restrain or decrease the driving forces for change. Another principle of Kotter’s change theory is to communicate the vision. It is important for Woolworths to get as many employees involved in making the change happen. Failure to understand the benefits of change happening means that the employee will not demonstrate support for the change, and will instead attempt to stop it from occurring. One particular stakeholder is the current suppliers who distribute the caged eggs to Woolworth’s stores. The suppliers would attempt to stop Woolworth’s decision because of how it negatively impacts on them (not being able to sell caged eggs and earn money from the sale).
Low-risk practices are a participative approach to the implementation of change, use of communication, work groups and support for those who are impacted. One characteristic of low-risk practices is empowering employees to make decisions, which is also one of Kotter’s change management principles. By doing this at Woolworths, will allow employees to remove obstacles. By allowing the employees at Woolworths to make decisions that will benefit the organisation, means that they are more likely going to feel supported and continue to drive the change happening. Employees who make good decisions should be recognised and rewarded for their commitment. Another principle of Kotter’s change theory is the consolidation of the changes. One factor of low-risk practices is that there is two-way communication between management and employees. Once the feedback has been received from the organisation’s stakeholders including customers, management and employees should evaluate the feedback. Employees who are part of this stage are more likely going to demonstrate further support for the change, because of their large involvement in the change process. They will feel that their input is valued, and is taken into consideration by the senior management at Woolworths.
Post by: unfamila on October 09, 2013, 10:38:44 pm
Also are there only three types of layout we should know; fixed position, Process and Product. Or would you recommend learning more?
Same with structures throughout the notes section there's only 4 appearing usually; matrix, functional, operational, divisional.
Thank you in advance, this thread has been extremely helpful :D
Post by: lala1911 on October 09, 2013, 10:41:58 pm
Post by: Frozone on October 09, 2013, 10:44:20 pm
I actually haven't spoken on here before but here I am now.
I am wondering if any of you could rank the difficulty of the commercial papers available, and the one people believe match the vcaa exams the best.
Post by: lala1911 on October 09, 2013, 11:06:55 pm
Hello all,I have a whole booklet of past exams. In terms of difficulty, most are REALLY good compared to other subjects. They test what I believe is most likely to be seen on exams. They are pretty specific to VCAA exams, not too easy and not ridiculously hard.
I actually haven't spoken on here before but here I am now.
I am wondering if any of you could rank the difficulty of the commercial papers available, and the one people believe match the vcaa exams the best.
Post by: Frozone on October 10, 2013, 08:54:02 am
I'd prefer practicing on something on par or even harder than vcaa standards.
Post by: Frozone on October 20, 2013, 12:07:36 am
Post by: lala1911 on October 20, 2013, 12:13:14 am
What are some similarities between maslow and lockes theory of motivation.Simm:
- Both aim to motivate
- Both encourage recognition and feedback (Locke's is with reviewing of the goals and making amendments and with Maslow its in the self-esteem stage where employees are recognised, e.g merit & performance review
Diff:
- Hierarchical structure vs goal setting theory
- Locke's is more dependent on the employee actually achieving the goal where as Maslow's is highly dependent on the manager, as they are the ones supplying the salary.. working conditions.. job security.. merits..
Post by: Nato on October 28, 2013, 06:14:45 pm
does anyone have any tips for these problems?
thanks.
Post by: Damoz.G on October 28, 2013, 06:21:29 pm
Hey guys I was wondering if anyone had troubles with finishing the exam on time. Doing some of the past VCAA papers under timed conditions i realised that i was really short for time towards the end. i know my content quite well, but since i was running out of time i couldn't really invest time into making quality answers, and left them very general.
does anyone have any tips for these problems?
thanks.
* Spend no more than 2 minutes per mark for a question. If it is taking you near 2 minutes or more than 2 minutes, move onto the next question.
* Do the questions that require a heavier weighting. Do the 5-10 Mark Questions before the 3-4 Mark Questions.
* And of course, just keep practicising by doing more exams as well. Its the only way that you will get better.
Good Luck!
Post by: lala1911 on October 28, 2013, 06:31:51 pm
Post by: Damoz.G on October 28, 2013, 06:53:19 pm
Just write fast, examiners are used to messy handwriting. It always helped me in business SACs. Business is the only subject where I cant finish the exam so I just scribble out words and now I can finish :P :P :P
Same here. I write really messy for BM SACs and even on my Trial Exam. Its still easy to read, but its not my normal handwriting. HAHA!
Post by: Frozone on November 02, 2013, 08:49:49 pm
1. What is the relationship between the human resource management function and the business objectives and the business strategy.
2. What is the relationship between the operations function , business objectives and business strategies?
For question 1 I said that operations management allows the strategic goal of the organization to be met.
Whilst for question 2 I said that the hr function allows the organizations employees to be more productive and consequently better achieves the objectives.
I'm not sure if these answers are right.
Post by: Jason12 on November 02, 2013, 09:57:27 pm
2. Operations function is about productivity (amount of outputs produced from a set level of inputs). The more outputs that a business is able to produce then they will be able to meet demand and achieve objectives (e.g. to sell a certain amount of items per day).
Post by: Frozone on November 02, 2013, 10:04:03 pm
1. Human resources function is all about managing the relationships of the employees in an organisation. If the right employees with the right skills and attitudes are recruited then it can result in higher productivity meaning things are done more effectively which saves costs and helps achieves business objectives.
2. Operations function is about productivity (amount of outputs produced from a set level of inputs). The more outputs that a business is able to produce then they will be able to meet demand and achieve objectives (e.g. to sell a certain amount of items per day).
But how do they relate to strategies?
Post by: Mafioso on November 02, 2013, 10:42:32 pm
But how do they relate to strategies?
The study design recognises a few operations management 'strategies'. These strategies include: facilities design and layout, quality management, materials management and the use of technology.
When answering these types of questions, it is important to state that the business must make sure that the operations strategies chosen here reflect the objectives of the business. For example, lets say the business objective is to cut down expenses by 20% within the next year. Operations management, being one of the most important functions in the organisation, must aim to adhere to this overarching objective of the business. It can do this by using a product layout, which has a constant rate of output and because of the use of technology, it can capitalise on low unit costs. Here, the low cost products are strategically manufactured so that the business objective of cutting down expenses is met.
This is the link you must make between the strategies chosen and the objectives of the business. You can apply the same reasoning to the human resource function. Good luck!
Post by: Fuze on November 04, 2013, 12:58:19 pm
Post by: anna.xo on November 04, 2013, 01:31:28 pm
what's a good definition for ethics and srm?
Ethics refers to a set of moral principles that an organisation needs to establish and follow OR Ethics refers to the application of moral standards in business activities.
Social responsibility is the extra efforts an organisation goes to for the wellbeing of its stakeholders, especially the environment and the community OR Social responsibility refers to a concept where an organisation considers the interests of society by taking responsibility for the impact of their activities on stakeholders.
Hope this helps :)
Post by: academicbulimia on November 04, 2013, 08:09:46 pm
what's a good definition for ethics and srm?I swear I've written this definition like 1000 times in practice exams...haha anyway
Anna explained ethics well
This is definition of SR that I love: The obligations a business has above and beyond it's legal responsibilities to the well-being of its stakeholders, society and the environment. 8)
Post by: Damoz.G on November 05, 2013, 07:56:08 am
I swear I've written this definition like 1000 times in practice exams...haha anyway
Anna explained ethics well
This is definition of SR that I love: The obligations a business has above and beyond it's legal responsibilities to the well-being of its stakeholders, society and the environment. 8)
Good definition. :)
Yeah, I think the Cambridge Textbook defines those two terms pretty well. :)
Post by: MnB on November 06, 2013, 01:44:43 pm
Post by: tcstudent on November 06, 2013, 06:26:42 pm
Does anybody know the benefits to both employees and management that can be obtained using performance management?
When you mean performance management, you mean performance appraisals such as 360 degree feedback review?
benfits of these is that it allows employee and employer to identify and discuss areas of weakness, therefore can determine strategies to improve their skills and knowledge.
-This can benefit the employer because staff can now be aware of their performance and will be more willing to work harder/productivity increase yeah? because they now understand areas of weakness
hopefully this has helped.
Post by: lala1911 on November 06, 2013, 06:35:12 pm
Post by: Werewolf on November 06, 2013, 08:14:40 pm
And performance management also helps a manager determine the outcome for an employee. In conclusion of performance management, performance management outcomes are determined. If an employee has proven themselves, they may get rewarded, or they may need to undertake more training or possibly termination.
Performance management refers to the strategic and combined approach to organisational success by improving the performance of employees.
I don't think you can really talk about 'rewarding' employees within performance management, unless you are combining it with reward management, or if you are just talking about intrinsic rewards as positive reinforcement, which is essentially reward management.
All you have to know for reward management is the definition and types of appraisals.
Post by: lala1911 on November 06, 2013, 08:38:42 pm
Post by: jpf299 on November 07, 2013, 09:50:31 am
Define corporate culture and describe the difference between official culture and real culture. In your answer, name two indicators of real corporate culture Harry may have observed.
Need help with this question :-\ i know how to define, but i dont know how to do the second part, i never learnt about indicators? or is it common sense? not sure what real corporate culture is either, any help would be appreciated thank you :)
Post by: tcstudent on November 07, 2013, 11:15:24 am
Harry Shaw has recently joined large computer manufacturer Buzz Computers. During induction he is taught the corporate culture of the organisation, but after a month’s employment he has noticed some differences between the culture described, and the culture he observes at work.
Define corporate culture and describe the difference between official culture and real culture. In your answer, name two indicators of real corporate culture Harry may have observed.
Need help with this question :-\ i know how to define, but i dont know how to do the second part, i never learnt about indicators? or is it common sense? not sure what real corporate culture is either, any help would be appreciated thank you :)
Real corporate culture, refers to the prevailing features within the actual organisation, this can be identified through the language used within the organsiation or the behvavious in the organisation.
Official corporate culture refers to the impression given by the organisation to external stakeholders such as customers, special interest groups
this can be identified through slogans and physical appearance of employees.
Post by: jpf299 on November 07, 2013, 11:24:13 am
Real corporate culture, refers to the prevailing features within the actual organisation, this can be identified through the language used within the organsiation or the behvavious in the organisation.
Official corporate culture refers to the impression given by the organisation to external stakeholders such as customers, special interest groups
this can be identified through slogans and physical appearance of employees.
thank you so much :) really helps
Post by: Werewolf on November 07, 2013, 12:32:27 pm
Also, does the annual revenue have to be in the 'millions' or 'billions' to be an LSO?
Post by: tcstudent on November 07, 2013, 12:41:49 pm
If you are asked to classify an LSO through characteristics, and it only says something like this. An australian based company; what would the extent of operations be? From what I know, a transnational corporation is a company that has a 'home' but operates in multiple countries, whilst a multinational corporation operations in multiple countries without a home. If it is solely an Australian company, could you say a characteristics for extent of operations is like a globalised market or something?
Also, does the annual revenue have to be in the 'millions' or 'billions' to be an LSO?
In the exam their will be no question like that, they will obviously provide you with a clear prompt that will state the organisation is large through clear characteristics such as employing over 200 employees, revenue in the millions and assets consisting of more than 200 million$$
Post by: Frozone on November 07, 2013, 03:18:33 pm
Post by: soNasty on November 07, 2013, 06:31:05 pm
How do you guys approach the 10 mark question?all i really do is break down the question and do what i'd usually do for a 4-6 mark question but write to a greater extent, linking, providing examples, showing positive and negative aspects to the question, show whats similar and different etc etc and obviously at times providing personal judgements at the end... very brief i know but its effective :D
Post by: Werewolf on November 07, 2013, 09:38:22 pm
If you guys could 'mark' these two question/answers for me to provide some sort of insight as to what the fuck is going on, I would greatly appreciate it. I've completed two exams (minus the 10 markers as I don't know how to answer them yet) and I decided to correct one against the answers. This was the COMPAK 2012 practice exam. When cross marking my answers with their answers, I am effectively wrong, not on topic or I am completely structuring it wrong which is making me extremely worried for my exam as I only started studying on the weekend and there isn't much time to go, as I more or less failed (the true meaning of fail - below 50%) the practice exam that I marked. There were some questions there that I know that I stuffed up from not reading the question, but I've compared some of my answers which have gotten me 2/6 and 0/6 respectively, as they are completely unrelated whilst my friend who has done like 50 practice exams and has barely dropped a mark all year is telling me they are right but that he 'isn't a marker.'
Question 1 -
c. Aldi and Costco understand the importance, both legally and ethically, of providing a safe and healthy workplace at their supermarket outlets.
Identify and explain the steps of a policy development process that they would need to follow in order to create an effective occupational health and safety policy. (6 MARKS - I got a 2 for listing the rights steps but all my examples and links were wrong supposedly for OHS).
''Policies provide the general framework for guiding an organisation through decision making processes or to specific actions, and policies may be developed wherever an organisation believes it is necessary. The first step is to identify a pressure for developing a new policy, which in Aldi, for example, it could be about how emploeyes have to wash their hands before they handle the food or produce or not touch it at all. The second step is where research is conducted, which is essential where Aldi establishes the legal standing for touching food with unclean hands before selling it, and how to minimise this action and if need be, develop the process for repercussions if someone breaches the policy. The third step is to notify the stakeholders of the policy, and listen for theiir feedback. Aldi management may describe the situation surrounding cleansiness, germs and diseases to employees, shareholders and customers to notify them on this state of affairs. The fourth step is that a draft policy is made and is circulated to stakeholders, and corrections are made which is where Aldi will trial the new policy within its operations and will begin to monitor the effectiveness of the policy on the issue. The fifth step is to finalise the policy and issue it to all the stakeholders of Aldi, and is also where Aldi's management will decide whether the policy was worth implementing at all as a strategy to tackle the cleansiness issue around their produce. The sixth step is where the policy is reviewed after a period of time, which could be when diseases cease to exist within human biology and you can touch food or empty your fluids on the produce, which would present no physical harm to any persons. All of these steps would essentially create a policy surrounding organisational health and safety, as management have a responsibility to remove danger from the workplace and ensure steps have been taken to minimise any harm.''
My comments on this; With the actual answers to this question, it is nothing like it. I thought I would only link it to one organisation instead of two to give a more accurate answer but knew I'd be risking some marks for not linking; They didn't do any real-life application linking, which is what I mean; whenever they spoke about a policy, they spoke about OHS and never gave any 'example insight.' They set out the answers in terms of steps, so, for example, the second step says 'Both organisations must undertake research and analysis into what guidelines must be included into the policy and what procedures and processes must be included and adhered to in the workplace. Initially, this will require them to refer to the relevant legislation. They may also refer to similar documentation prepared by other organisations.'' As you can see, their answer is fantastic and I could only aspire for mine to be like that, but even though none of what they really just said would come to my mind, nor in that order or in that level of 'specification,' I thought mine was still good,thinking I hit all the relevant points and I actually thought I was meant to create an example around OH&S instead of specifically addressing OH&S, but yep.
Question Two -
e. The Human Resource (HR) management team has appointed you as an HR consultant and has asked you to review its staff motivation strategies.
Compare two theories of employee motivation—Maslow’s hierarchy of needs theory and Locke’s goal-setting theory—that will assist the HR management team to manage staff motivation effectively in order to maximise the contribution of employees to the overall performance of the organisation. (6 marks)
''Maslow's hierarchy of needs is a physiological hierarchy developed by Abraham Maslow which states employees have ascending sets of needs in order to be motivated, which include lower order or extrinsic needs from physiological to safety/security needs, to upper order or intrinsic needs from social, esteem and self-actualisation needs. Locke's theory is a motivation theory that if management set specific, measurable and applicable goals for employees to achieve, and if their performance is up to scratch, they will be reviewed with feedback in a positive way thorugh appraisals and rewards, motivating them. (No idea how to define this, lol). The similarities between Maslow and Locke is that Maslow has intrinsic neds as the highest needs for motivation, and locke has intrinsic needs throough setting goals and achieving them, both sharing a powerful process to motivate employees. However, before Maslow reaches intrinsic needs, employees must satisfy the lower order or extrinsic needs before the employee has any motivation, whilst Locke's theory only caters to intrinsic needs.''
My comments: From this, I honestly thought it wasn't that great. It asked me two 'compare' the two theories and I didn't really know how to get into it, so I thought it I provided my lengthy definition or explanation on what they basically are, it would naturally appear as a comparison. With the rest of the similarities and comparison, I more or less drew from the same idea but flipped the coin and turned it around as a difference, if you know what I mean (:S). I also feel as though I did not really draw into or specify on any idea 'that will assist the HR management team to manage staff motivation effectively in order to maximise the contribution of employees to the overall performance of the organisation' but I feel as though that somewhat came naturally with how I structured my answer. From that, I thought I would maybe drop 1-2 marks out of 6 and I could understand why as I don't really know how to compare the motivational theories, and despite this same friend giving me a 6/6 or 5/6 minimum for not drawing on more length and specification into the similarities and differences, the answer from COMPAK was completely different than what I wrote.
If you read all this, I thank you so much! Please provide some criticism of where or if I can improve, as I'm really nervous for the exams now due to starting my study so late and this COMPAK company has got the hairs on my skin sticking up feeling absolutely horrible for the next week, as I have studied like 10 hours a day for the past 5 days. :(
Post by: ray23 on November 08, 2013, 03:34:34 pm
Post by: Jason12 on November 08, 2013, 04:35:35 pm
1b)explain how two management functions (other than HR) could be involved in the process of attracting and retaining staff?
Finance - putting more finances into employees by providing them with more rewards such as pay, fringe benefits or by dedicating more finance into training and development of employees to improve their skills and give them more interesting work to do
Marketing - Advertising for positions in newspapers, websites, making the job seem favourable to attract new staff
Post by: Frozone on November 09, 2013, 03:28:00 pm
I was reading through a thread posted about the student who received a 50 in Business Management. The question that pops out to me the most so far is "what are the differences and similarities between the structures"?
Post by: Emie on November 09, 2013, 05:01:08 pm
hey everyone,Similarities:
I was reading through a thread posted about the student who received a 50 in Business Management. The question that pops out to me the most so far is "what are the differences and similarities between the structures"?
All aim to allow work to be completed in a logical manner and to avoid duplication of work.
Both functional and divisional allow expertise to be gained in a specific area (unlike matrix structure).
Differences:
Functional - Most hierarchical of the structures, groups according to tasks that employees will perform, usually includes departments (e.g. Operations, Human resources etc.)
Divisional - second most hierarchical of the structures, used in organisations with a wide range of services.
Matrix - pooled expertise (unlike functional/ divisional), flattest structure, decentralised control.
With the differences, ensure you always compare them to an alternative structure. Obviously there are plenty more, but hopefully this should give you a start!
Post by: Werewolf on November 09, 2013, 06:06:34 pm
Similarities:
All aim to allow work to be completed in a logical manner and to avoid duplication of work.
Both functional and divisional allow expertise to be gained in a specific area (unlike matrix structure).
Differences:
Functional - Most hierarchical of the structures, groups according to tasks that employees will perform, usually includes departments (e.g. Operations, Human resources etc.)
Divisional - second most hierarchical of the structures, used in organisations with a wide range of services.
Matrix - pooled expertise (unlike functional/ divisional), flattest structure, decentralised control.
With the differences, ensure you always compare them to an alternative structure. Obviously there are plenty more, but hopefully this should give you a start!
Hi Emie,
From reading the assessors report on the 2012 exam where you had to choose an appropriate management structure, it said the options were 'functional' and 'divisional.' What about Matrix? Is Matrix only applicable when it specifically states something like explain a matrix management structure or compare and contrast against another structure? When I was doing a previous exam I wrote about matrix as an appropriate structure, but VCAA only mentioned the two. WHYYY???
Post by: EspoirTron on November 09, 2013, 07:20:03 pm
Hi Emie,
From reading the assessors report on the 2012 exam where you had to choose an appropriate management structure, it said the options were 'functional' and 'divisional.' What about Matrix? Is Matrix only applicable when it specifically states something like explain a matrix management structure or compare and contrast against another structure? When I was doing a previous exam I wrote about matrix as an appropriate structure, but VCAA only mentioned the two. WHYYY???
I haven't done the 2012 exam yet as practice! :P
However, the matrix structure is applicable during short-term projects predominately. For example when a film crew is working on a movie or something. The matrix, or cross-grid functional, structure is one that is particularly favourable in these situations as it allows for great flexibility and excellent coordination with functions! I hope that helped out!
Just a note, the phrase 'compare and contrast' no longer applies in Business questions. The term 'compare' has replaced it so it means to both compare and contrast.
Post by: Emie on November 09, 2013, 08:16:29 pm
Hi Emie,
From reading the assessors report on the 2012 exam where you had to choose an appropriate management structure, it said the options were 'functional' and 'divisional.' What about Matrix? Is Matrix only applicable when it specifically states something like explain a matrix management structure or compare and contrast against another structure? When I was doing a previous exam I wrote about matrix as an appropriate structure, but VCAA only mentioned the two. WHYYY???
^^Yep, that's right, the matrix structure is normally superimposed on top of another management structure, so the organisation would still have an underpinning functional or divisional structure.
Post by: Frozone on November 09, 2013, 10:31:31 pm
Post by: Werewolf on November 09, 2013, 10:32:59 pm
^^Yep, that's right, the matrix structure is normally superimposed on top of another management structure, so the organisation would still have an underpinning functional or divisional structure.
Thanks Emie.
Also, what exactly are we expected to know about an organisation? My school didn't study an organisation, we just had case studies for SACS and applied our knowledge according to the case study. I have absolutely no idea what I am expected to know as it does not say anywhere. All I could find on the study design was what we had to know a change issue and I'm doing globalisation. Please tell me I'm freaking out!!
Post by: ray23 on November 10, 2013, 04:34:32 pm
1B :Evaluate the effectiveness of trade unions in terms of their ability to bring about resolution to disputes in light of the current state of australian employee relations
From compak 2013 exam
Post by: Werewolf on November 10, 2013, 11:03:11 pm
Can someone please help me with these two questions :-\ :-\ :-\ :-\1A:Compare the methods for resolving conflict under a centralised system of employee relations with those under a decentralised employee relations system
1B :Evaluate the effectiveness of trade unions in terms of their ability to bring about resolution to disputes in light of the current state of australian employee relations
From compak 2013 exam
1A: It depends how many marks it is. You will have to compare similarities and differences for things like arbitration, mediation, conciliation etc.
1B. No idea. Haven't even covered employee relations.
Post by: soNasty on November 10, 2013, 11:30:00 pm
Can someone please help me with these two questions :-\ :-\ :-\ :-\1A:Compare the methods for resolving conflict under a centralised system of employee relations with those under a decentralised employee relations system
1B :Evaluate the effectiveness of trade unions in terms of their ability to bring about resolution to disputes in light of the current state of australian employee relations
From compak 2013 exam
ray, see this thread i made a while ago. i also didnt really know how to go about those questions either
dispute resolution under a centralised and decentralised employee relations
Post by: EspoirTron on November 10, 2013, 11:30:56 pm
Can someone please help me with these two questions :-\ :-\ :-\ :-\1A:Compare the methods for resolving conflict under a centralised system of employee relations with those under a decentralised employee relations system
1B :Evaluate the effectiveness of trade unions in terms of their ability to bring about resolution to disputes in light of the current state of australian employee relations
From compak 2013 exam
Okay so for 1B)
I will assume this question is 5 marks.
This is how I would approach.
Unions refer to bodies that represent employees amidst enterprise bargaining or act as representatives for employees during an industrial dispute.
During a dispute the advantages of a union may include:
- Unions can give bargaining to employees who have little negotiating skills or authority within the workplace. This can enable a fair and equitable solutions to be made for all employees allowing for an effective resolution to disputes between an employer and employee.
- Unions can also put pressure on organisations to adopt particular practices that may be favourable for the employee. For example, unions may put pressure on organisations to adopt particular policies that allow employees better leave entitlements and this can resolve conflict associated with undesirable enterprise agreements.
The disadvantages, however, include:
- Unions may be too biased towards employee needs and this may further frustrate management and cause a mutually agreeable outcome to be inaccessible.
- Unions may not properly understand the desires of employees and may resolve the conflict so it is more advantageous for the employer.
Overall, despite unions sometimes not being able to effectively negotiate, it occurs rarely and the overall benefits of unions far outweigh the negatives and they can effectively resolve disputes placing employees in an advantageous position.
:)
Post by: soNasty on November 10, 2013, 11:36:11 pm
Okay so for 1B)
I will assume this question is 5 marks.
This is how I would approach.
Unions refer to bodies that represent employees amidst enterprise bargaining or act as representatives for employees during an industrial dispute.
During a dispute the advantages of a union may include:
- Unions can give bargaining to employees who have little negotiating skills or authority within the workplace. This can enable a fair and equitable solutions to be made for all employees allowing for an effective resolution to disputes between an employer and employee.
- Unions can also put pressure on organisations to adopt particular practices that may be favourable for the employee. For example, unions may put pressure on organisations to adopt particular policies that allow employees better leave entitlements and this can resolve conflict associated with undesirable enterprise agreements.
The disadvantages, however, include:
- Unions may be too biased towards employee needs and this may further frustrate management and cause a mutually agreeable outcome to be inaccessible.
- Unions may not properly understand the desires of employees and may resolve the conflict so it is more advantageous for the employer.
Overall, despite unions sometimes not being able to effectively negotiate, it occurs rarely and the overall benefits of unions far outweigh the negatives and they can effectively resolve disputes placing employees in an advantageous position.
:)
great answer :)
Post by: Werewolf on November 11, 2013, 02:33:44 pm
Post by: EspoirTron on November 11, 2013, 03:49:13 pm
If you get a question that says 'compare' between x and x and is presumably worth four marks, should you be doing 1 similarity and 1 difference between the two and explaining the difference between the two, or should you just be starting 2 similarities and 2 differences?
I would give a quick description on what the two things are. Then follow through by stating to similarities and two differences. The word 'compare' now means to compare and contrast.
Post by: Jason12 on November 11, 2013, 06:18:24 pm
Post by: lala1911 on November 11, 2013, 06:28:22 pm
One of their advantages is to be able to make quick and strict decisions.
Post by: Jason12 on November 11, 2013, 06:59:06 pm
Post by: Frozone on November 11, 2013, 07:10:37 pm
okay and what about during a time of industrial action? Is it better to be autocratic and do a lockout to prevent further damage to the business or to be participative?I'd say participative. As it allows for 2 way communication between the employee and employer, so therefore there is negotiation.With the participative style the employees are more likely to accept the change as they are involved in the decision making. The autocratic style uses one way communication so this means that the manger isn't listening to the employees demands, therefore nothing will be done.
Did that help?
Post by: Jason12 on November 11, 2013, 07:47:10 pm
Post by: Jason12 on November 11, 2013, 07:56:53 pm
Could I say 'supply chain management' as the strategy and just talk about how suppliers need to be contacted earlier to avoid delays etc.
Post by: Frozone on November 11, 2013, 08:14:18 pm
what is a strategy that an organisation like rio Tinto can use to optimise operations in relation to their supply chain?Yeah i'd probably say that.
Could I say 'supply chain management' as the strategy and just talk about how suppliers need to be contacted earlier to avoid delays etc.
Now my question:
What is the relationship between the HRM function and business objectives and strategies?
And what is the difference between the operations function and business objectives and strategies?
I said that they both allow the organisation to better achieve their objectives. E.g the hr strategy of training to improve productivity.
Is my answer right?
Post by: Jason12 on November 11, 2013, 09:13:48 pm
Post by: Werewolf on November 11, 2013, 09:51:27 pm
Yeah i'd probably say that.
Now my question:
What is the relationship between the HRM function and business objectives and strategies?
And what is the difference between the operations function and business objectives and strategies?
I said that they both allow the organisation to better achieve their objectives. E.g the hr strategy of training to improve productivity.
Is my answer right?
This one is easy I think.
Organisational Objective = > Human Resource Objective => Human Resource Strategy.
Post by: unfamila on November 11, 2013, 10:06:50 pm
Post by: Frozone on November 11, 2013, 10:14:30 pm
Can someone explain to me what a Human Resource strategy actually is; they seem to be very broad.There are many HR strategies. In regards to what?
If it was in regards to improving productivity a hr strategy would be to train employees.
If the objective was to improve job satisfaction a HR strategy could be to reward and recognize as well as training.
Tbh training solves a lot of answers.
Post by: Frozone on November 11, 2013, 10:28:15 pm
Post by: Kayte on November 11, 2013, 10:58:45 pm
thanks :)
Post by: hs97 on November 12, 2013, 07:29:48 pm
Could someone explain to me the similarities and differences between central and decentralised?
thanks :)
Differences: centralised has industry-wide awards, whereas, in decentralised collective agreements set standards at the enterprise level
Decentralised - employers have more power, Centralised - employers do not have as much power
Similarities: Both have undermining minimum standards and remuneration which must be fulfilled
in both situations industrial disputes can occur & unions are involved
All i can think of on the spot, as i dont have my notes with me. Hope it helps!
Post by: megannn on November 12, 2013, 08:39:20 pm
Could someone explain to me the similarities and differences between central and decentralised?
thanks :)
Similarities
- Applies to australian workers
- Final document must be approval by FWA
- final document is legally binding to both parties
Differences
- type of agreement used ( centralied - awards decentralised -collective agreement)
- degree of flexibility ( centralised - less, decentralised - more)
- involved ( centralised - AIRC, unions decentralied - only employer and employee or unions.)
hope that helps :) if im wrong, please correct me
Post by: Damoz.G on November 12, 2013, 08:41:35 pm
Similarities
- Applies to australian workers
- Final document must be approval by FWA
- final document is legally binding to both parties
Differences
- type of agreement used ( centralied - awards decentralised -collective agreement)
- degree of flexibility ( centralised - less, decentralised - more)
- involved ( centralised - AIRC, unions decentralied - only employer and employee or unions.)
hope that helps :) if im wrong, please correct me
Is the final document approved by FWA for a decentralised system as well? ???
I didn't know that...=/
Post by: jessicagianelly on November 12, 2013, 08:55:39 pm
Post by: megannn on November 12, 2013, 09:06:54 pm
Is the final document approved by FWA for a decentralised system as well? ???
I didn't know that...=/
yeah, thats what i was taught
because FWA acts as a central body (took over AIRC) so they have to ensure the enterprise agreements comply with awards.
If they aren't approved then all workplace can just set any agreement and no one would know if the agreement comply with awards so slave labour and all that would happen.
does that make sense? :)
Post by: tcstudent on November 12, 2013, 09:24:19 pm
Q13) sample question 10 marks man, please help
Mario is the CEO of a large software design business, he is concerned about declining productivity grow rates and high staff turnover resulting from a large number of staff who are disillusioned and suffering low morale
Discuss how mario could address these problems through the use of
-motivation theroies
-performance management
-technology in operations management.
Post by: EspoirTron on November 12, 2013, 09:32:08 pm
yeah, thats what i was taught
because FWA acts as a central body (took over AIRC) so they have to ensure the enterprise agreements comply with awards.
If they aren't approved then all workplace can just set any agreement and no one would know if the agreement comply with awards so slave labour and all that would happen.
does that make sense? :)
Yes, that is completely right! They also act as a body to resolve dispute as long as it within the employment contract.
Post by: Damoz.G on November 12, 2013, 09:54:32 pm
DAMOZ,
Q13) sample question 10 marks man, please help
Mario is the CEO of a large software design business, he is concerned about declining productivity grow rates and high staff turnover resulting from a large number of staff who are disillusioned and suffering low morale
Discuss how mario could address these problems through the use of
-motivation theroies
-performance management
-technology in operations management.
Okay, I'll give you some points to elaborate on and combine into a flowing response. ;)
Motivation theories:
* Locke's theory is unlikely to resolve the issue because setting goals isn't the problem.
* However, Maslow and Herzberg's theories will help because the employees are likely to be on the safety level and cannot move up the hierarchy to esteem needs.
* Employees should be provided with promotions and bonuses for their hard work.
Link these two theories to Performance Management.
Performance Management:
* Mario should investigate why productivity is reduced, and why employees are disillusioned and have low morale.
* He should discuss with them a performance management system, where good work is recognised and rewarded. This in turn, will increase productivity because the employee is more likely to feel secure in their job and increase their confidence. When they do feel more confident, they should be given more challenging work, which would allow them to move up Maslow's hierarchy.
Technology:
* With staff leaving the organisation, if the attempts made to keep the remaining employees at the organisation, then there should be an increase on technology within the organisation.
* Technology would increase productivity and also ensure that the quality of the outputs (goods and services) are of a high and consistent standard.
* Increased technology means that less employees are necessary. So costs for finding new employees is reduced with better technology that doesn't need employees overlooking the production system.
There's some points to use. Have a read and then combine it into one response. :)
Good Luck!
Post by: tcstudent on November 12, 2013, 09:58:22 pm
Okay, I'll give you some points to elaborate on and combine into a flowing response. ;)
Motivation theories:
* Locke's theory is unlikely to resolve the issue because setting goals isn't the problem.
* However, Maslow and Herzberg's theories will help because the employees are likely to be on the safety level and cannot move up the hierarchy to esteem needs.
* Employees should be provided with promotions and bonuses for their hard work.
Link these two theories to Performance Management.
Performance Management:
* Mario should investigate why productivity is reduced, and why employees are disillusioned and have low morale.
* He should discuss with them a performance management system, where good work is recognised and rewarded. This in turn, will increase productivity because the employee is more likely to feel secure in their job and increase their confidence. When they do feel more confident, they should be given more challenging work, which would allow them to move up Maslow's hierarchy.
Technology:
* With staff leaving the organisation, if the attempts made to keep the remaining employees at the organisation, then there should be an increase on technology within the organisation.
* Technology would increase productivity and also ensure that the quality of the outputs (goods and services) are of a high and consistent standard.
* Increased technology means that less employees are necessary. So costs for finding new employees is reduced with better technology that doesn't need employees overlooking the production system.
There's some points to use. Have a read and then combine it into one response. :)
Good Luck!
cheers man, good luck with the exam on thursday, will it be your last exam?
Post by: Damoz.G on November 12, 2013, 11:50:18 pm
cheers man, good luck with the exam on thursday, will it be your last exam?
No problem! :)
You too, all the best with the Exam! Yup, BM is my last exam - So excited! :D
Post by: Frozone on November 13, 2013, 01:04:29 pm
Post by: Damoz.G on November 13, 2013, 01:10:13 pm
Do we have to know about conflict?
Ermm...I'm pretty sure its just about working conditions and wages.
Post by: Frozone on November 13, 2013, 01:18:07 pm
Ermm...I'm pretty sure its just about working conditions and wages.I'm talking about picketing and work bans Etc.
And how much do have to know about fair work Australia?
Post by: Damoz.G on November 13, 2013, 01:24:00 pm
I'm talking about picketing and work bans Etc.
And how much do have to know about fair work Australia?
Just need to know what FWA does and why they were formed.
Post by: Frozone on November 13, 2013, 01:26:39 pm
Just need to know what FWA does and why they were formed.Thanks a lot. I want sure how in depth I had to go.
What about types of dispute resolution?
And the differences between awards and collective agreements. I think I know the differences and similarities but I want to know how they compare to everyone else's.
Post by: Mafioso on November 13, 2013, 02:09:54 pm
Post by: Frozone on November 13, 2013, 02:17:07 pm
What exactly does FWA do and what are the roles of unions in centralised and decentralised HRM?Fair work Australia ensure are set up by the federal government but act independently.
They ensure that both parties are abiding by the law. They also set the minimum wage for Australia's lowest paid workers.
In a decentralized system unions represent the employees in efforts to improve wages and working conditions. I dint know what they do in a centralized system since wages and working conditions are set by the government.
Post by: janson34 on November 13, 2013, 02:48:19 pm
Post by: Bazinga! on November 13, 2013, 07:44:11 pm
Also could someone please explain the main purpose of controlling and how it differs from planning please? Thanks a lot for the help!
Post by: Frozone on November 13, 2013, 07:54:47 pm
Guise is it Fair Work COMMISSION now or Fair Work AUSTRALIA or does it not make a difference? lol
Also could someone please explain the main purpose of controlling and how it differs from planning please? Thanks a lot for the help!
I've never heard of fair work commission only fair work Australia.
Controlling is the process of evaluating organizational performance and taking corrective action when needed.
Whilst planning is the process of setting objectives and the strategies to achieve these objectives.
Where they differ is that planning is the setting of the objective whilst controlling is the evaluating of how well the objective was achieved.
Did that help?
Post by: megannn on November 13, 2013, 07:59:39 pm
Post by: Bazinga! on November 13, 2013, 08:00:46 pm
I've never heard of fair work commission only fair work Australia.
Controlling is the process of evaluating organizational performance and taking corrective action when needed.
Whilst planning is the process of setting objectives and the strategies to achieve these objectives.
Where they differ is that planning is the setting of the objective whilst controlling is the evaluating of how well the objective was achieved.
Did that help?
Alright all good thanks! Yes I think it did, but I think I've seen like a 4 marker about controlling, so would you basically define controlling itself, the difference between controlling and planning, and I know theres a 4 step process for controlling, and perhaps the need for it?
Post by: Frozone on November 13, 2013, 08:05:37 pm
Alright all good thanks! Yes I think it did, but I think I've seen like a 4 marker about controlling, so would you basically define controlling itself, the difference between controlling and planning, and I know theres a 4 step process for controlling, and perhaps the need for it?There are 3 steps in the controlling process not 4.
1. Establish standards
2. Monitor result
3. Make changes when necessary
And yeah depending on what the question is asking. If it says compare then you have to explain the similarities and differences.
Post by: Bazinga! on November 13, 2013, 08:14:36 pm
There are 3 steps in the controlling process not 4.
1. Establish standards
2. Monitor result
3. Make changes when necessary
And yeah depending on what the question is asking. If it says compare then you have to explain the similarities and differences.
Ohhhhh gg my textbook says 4 LOL they have the third step as identifying and investigating and deviations to the implemented plan?
But yep thanks, I think I've sort of got it now!
Post by: anna.xo on November 13, 2013, 08:17:54 pm
Question: Do you guys define the key words before you start a question?
Yup, unless I am really running out of time ! (:
Post by: Damoz.G on November 13, 2013, 08:20:32 pm
Post by: EspoirTron on November 13, 2013, 08:21:16 pm
Ohhhhh gg my textbook says 4 LOL they have the third step as identifying and investigating and deviations to the implemented plan?
But yep thanks, I think I've sort of got it now!
4! LUCKY!
I have 6.
- Establish performance standards
- Determine methods to measure performance (Performance Indicators)
- Measure actual performance
- Compare actual performance with established standards
- Take corrective action to rectify any discrepancies.
- Review performance standards.
Post by: hs97 on November 13, 2013, 08:22:06 pm
Ohhhhh gg my textbook says 4 LOL they have the third step as identifying and investigating and deviations to the implemented plan?
But yep thanks, I think I've sort of got it now!
If your textbook says a different number of steps to another text book its usually OK to use either. One is typically an expanded version. for example policy development is actually a 6-step process, however our textbook has 9 steps.
Post by: Bazinga! on November 13, 2013, 08:30:04 pm
If your textbook says a different number of steps to another text book its usually OK to use either. One is typically an expanded version. for example policy development is actually a 6-step process, however our textbook has 9 steps.
Oh my god gggg ours is 7 HAHAHAH
yep definitely, I reckon as long as you get the main ideas right they shouldnt be too adamant on the actual number of steps
Post by: Damoz.G on November 13, 2013, 08:30:51 pm
Oh my god gggg ours is 7 HAHAHAH
yep definitely, I reckon as long as you get the main ideas right they shouldnt be too adamant on the actual number of steps
Same, ours is 7 steps for Policy Development. Do you use the Cambridge Essentials textbook?
Post by: nokainvincible on November 13, 2013, 08:32:43 pm
Post by: Damoz.G on November 13, 2013, 08:33:28 pm
How should I cram from now until the exam?
Oh dear. Re-read your textbook and look at the Examiner's Reports.
Post by: nokainvincible on November 13, 2013, 08:35:28 pm
Oh dear. Re-read your textbook and look at the Examiner's Reports.
Should I try and smash out 5 practice exams? I've only done two. Thanks for your reply!
Post by: Damoz.G on November 13, 2013, 08:37:22 pm
Should I try and smash out 5 practice exams? I've only done two. Thanks for your reply!
Well I'd suggest looking at commercial and past VCAA exams, and then reading the suggested solutions to look at the types of responses given. May be do one or 2 under exam conditions. But I'd say to look at Suggested Solutions to see the types of responses needed. :)
Post by: tcstudent on November 13, 2013, 08:38:24 pm
Should I try and smash out 5 practice exams? I've only done two. Thanks for your reply!
LMFAO, whats done is done now, your not going to learn how to go from a 30-50 in one night, it will ultimately lead to you loss of quality man. ive decided to just correct my exams, nothing more.
plus im still emotional after my legal exam. my brain is so clouded right now.
Post by: Frozone on November 13, 2013, 08:39:15 pm
Should I try and smash out 5 practice exams? I've only done two. Thanks for your reply!
Skim through the study design. Don't smash 5 exams you won't have enough time for that. Just do 1 then look through examiners report. Goodluck.
Post by: Mr Keshy on November 13, 2013, 08:41:31 pm
Skim through the study design. Don't smash 5 exams you won't have enough time for that. Just do 1 then look through examiners report. Goodluck.
Yep, remember, quality > quantity!
Post by: Frozone on November 13, 2013, 08:43:46 pm
Yep, remember, quality > quantity!
Even though this is my on,y exam I can't wait for this to be f-ing over. I'll probably shed a tear after I finish my exam.
Post by: Mr Keshy on November 13, 2013, 08:45:11 pm
Even though this is my on,y exam I can't wait for this to be f-ing over. I'll probably shed a tear after I finish my exam.
It's my last exam, I'm not sure on what I want to do upon exiting the room..
Post by: Damoz.G on November 13, 2013, 08:47:10 pm
It's my last exam, I'm not sure on what I want to do upon exiting the room..
LOL! Same.
Post by: nokainvincible on November 13, 2013, 08:52:00 pm
Post by: Frozone on November 13, 2013, 08:52:56 pm
Cheers for the replies, this is my last exam too. After physics I just couldn't keep going. I'm actually rank 3 or 4 in a decently strong cohort, does me bombing out affect them?
I wouldn't see why it would.
Post by: nokainvincible on November 13, 2013, 08:53:39 pm
I wouldn't see why it would.
someone told me that sacs can scale down
Post by: Mafioso on November 13, 2013, 09:05:39 pm
someone told me that sacs can scale down
wat someone tell me this is rubbish pls
Post by: Damoz.G on November 13, 2013, 09:06:52 pm
wat someone tell me this is rubbish pls
Yeah, its rubbish.
Post by: tcstudent on November 13, 2013, 09:08:57 pm
i had one from MR WOOD, yet forgot it now LOL
Post by: anna.xo on November 13, 2013, 09:13:05 pm
Yo guys, what is a definition of TECHNOLOGICAL advancements/developments- in regards to change.
i had one from MR WOOD, yet forgot it now LOL
I'm just using 'technological development refers to the use of more advanced technology in business activities and operations to optimise productivity and competitiveness' (:
Post by: Kayte on November 13, 2013, 09:23:07 pm
thank you!
Post by: tcstudent on November 13, 2013, 09:26:04 pm
Post by: Frozone on November 13, 2013, 09:28:53 pm
can someone briefly explain to me the role of a HR manager?The role of a hr manager in a decentralised system is to resolve conflict between the employees and the emploer. another task the hr manager has in a decentralised system is to ensure the implementation of the agreement. Another role is to negotiate with the employees over the establishment of wages and working conditions.
thank you!
Post by: Jason12 on November 13, 2013, 09:38:55 pm
Post by: Frozone on November 13, 2013, 09:40:27 pm
Definition of employer of choice?The organisation that is able to attract,motivate and retain its employees.
Post by: tcstudent on November 13, 2013, 09:43:03 pm
The organisation that is able to attract,motivate and retain its employees.
remeber to include attract and retain HIGH CALIBRE EMPLOYEES.
Post by: Frozone on November 13, 2013, 09:46:21 pm
remeber to include attract and retain HIGH CALIBRE EMPLOYEES.Thanks although i'm not sure how important employer of choice will be.
Post by: tcstudent on November 13, 2013, 09:48:35 pm
Thanks although i'm not sure how important employer of choice will be.
Nah man it is, by an organisation constantly providing oppotunities for growth in the organisation plus providing like a gym in order to maintain a work life balance is important.
Post by: Mafioso on November 13, 2013, 09:49:16 pm
Post by: Frozone on November 13, 2013, 09:52:50 pm
Role of HRM in a centralised approach?I don't think a HR manager does anything in a centralized approach because the conditions aren't set by them but by the government.
Post by: tcstudent on November 13, 2013, 09:56:06 pm
Role of HRM in a centralised approach?
Where in a decentralised approach, so there is no need to worry about a centralised employee relations, when you think roles, think POLC of a HRM, thus evaluating results of performance to see if the intended outcome has been reached.
leaderships- communicating to employees. all that kinda things. just because its centralised or decentralised does not mean all the other roles are out of the window. it just means the HRM does not bargain at an enterprise level anymore.
Post by: Frozone on November 13, 2013, 09:58:15 pm
Where in a decentralised approach, so there is no need to worry about a centralised employee relations, when you think roles, think POLC of a HRM, thus evaluating results of performance to see if the intended outcome has been reached.I have no idea what you just said. Do you mean that Hr still has a role in a centralised system but just not in regards to wages and working conditions?
leaderships- communicating to employees. all that kinda things. just because its centralised or decentralised does not mean all the other roles are out of the window. it just means the HRM does not bargain at an enterprise level anymore.
Post by: Damoz.G on November 13, 2013, 10:00:43 pm
Im using Fairfax, Tiger and Officeworks. :)
Post by: tcstudent on November 13, 2013, 10:01:31 pm
Post by: soNasty on November 13, 2013, 10:02:06 pm
What organisations are we talking about tomorrow?
Im using Fairfax, Tiger and Officeworks. :)
Nokiaµsoft, KMart, Target and other retailers, and linfox!
Post by: Frozone on November 13, 2013, 10:03:36 pm
What organisations are we talking about tomorrow?Yakult and Target.
Im using Fairfax, Tiger and Officeworks. :)
Post by: Damoz.G on November 13, 2013, 10:05:18 pm
Nokiaµsoft, KMart, Target and other retailers, and linfox!
Yakult and Target.
Ahh nice work guys.
For Target, what topic?
Frozone, are you using Yakult for the operations management? The transformation process?
Post by: EspoirTron on November 13, 2013, 10:06:59 pm
I have no idea what you just said. Do you mean that Hr still has a role in a centralised system but just not in regards to wages and working conditions?
To some extent yes. However, the most pertinent thing to realise - in my opinion - is that the centralised approach was a highly favourable system as when the government controls wages it allows for a better control of the economy. However, due to rapidly changing socio-economic society, as a consequence of globalisation, the centralised system has become outdated and not as efficient as the decentralised system. Australia makes substantial money from export revenue which requires individual contracting, etc. Yet again, a centralised approach does allow for comparative wage equity across an industry.
Post by: Damoz.G on November 13, 2013, 10:07:39 pm
What topic about Target?
Post by: Frozone on November 13, 2013, 10:07:51 pm
Ahh nice work guys.
For Target, what topic?
Frozone, are you using Yakult for the operations management? The transformation process?
I'm using target for change management and globalization.
Yeah i'm using Yakult for operations, how did you know?
Post by: Damoz.G on November 13, 2013, 10:10:39 pm
I'm using target for change management and globalization.
Yeah i'm using Yakult for operations, how did you know?
Globalisation? We don't need to know that, right? We didn't cover it. =/
Ahh yes. Nice work. I did a Practice SAC for Yakult, that's how I knew. :)
Post by: Frozone on November 13, 2013, 10:12:58 pm
Globalisation? We don't need to know that, right? We didn't cover it. =/No, my school is just using it as a significant change issue.
Post by: Damoz.G on November 13, 2013, 10:17:57 pm
No, my school is just using it as a significant change issue.
Ahh okay. Fair enough. :)
We're just using Fairfax as our Case Study for Change Management.
Post by: Jason12 on November 13, 2013, 11:18:04 pm
not sure where to go with this one as both provide a service and I don't think departments aim to make a profit, that's GBEs.
Post by: Jason12 on November 13, 2013, 11:45:48 pm
Post by: Frozone on November 14, 2013, 07:50:08 am
Also is there a difference between enterprise bargaining and collective bargaining agreements?No
Post by: Damoz.G on November 14, 2013, 08:31:33 am
No
Well Enterprise Bargaining is the negotiations that take place between the employer and Trade Union whereas Collective Agreements is the final agreement with the pay and working conditions after the negotiations process.
Post by: Mr Keshy on November 14, 2013, 08:36:09 am
Well Enterprise Bargaining is the negotiations that take place between the employer and Trade Union whereas Collective Agreements is the final agreement with the pay and working conditions after the negotiations process.
Yeah from what I'd have worked out, enterprise bargaining leads to collective agreements! This is probably my weakest area!!
Post by: EspoirTron on November 14, 2013, 08:37:50 am
Post by: Frozone on November 14, 2013, 08:41:31 am
On a side note what is everyone doing to get hyped up for the exam? Like doing a Rocky moment, or what has everyone got planned?
Listen to some lose yourself and some rocky motivation
Post by: EspoirTron on November 14, 2013, 08:42:41 am
Listen to some lose yourself and some rocky motivation
Nice nice. I am thinking of some Kesha and quality Dubstep.
Post by: Frozone on November 14, 2013, 08:45:56 am
Nice nice. I am thinking of some Kesha and quality Dubstep.Kesha? C'mon son I understand dub step but not Kesha, but anyway to his their own. I just want to be hyped!
Post by: EspoirTron on November 14, 2013, 08:47:39 am
Post by: Frozone on November 14, 2013, 09:05:33 am
Kesha is awesome man! It gets me nice and pumped! Yeah getting hyped is awesome! Enjoy your first VCE exam! Don't be nervous, you will nail it!
Yeah slowly but surely I'm losing the nerves.
Hope you also nail your busman exam and get the atar you deserve .
Post by: Only Cheating Yourself on December 18, 2013, 07:11:11 pm
Post by: Sup on December 18, 2013, 07:12:43 pm
Post by: Only Cheating Yourself on December 18, 2013, 07:16:54 pm
... it's the Australian Stock Exchange.
i don't really know much about it other then, private companies are not placed on it while public companies are, do i need to know about it? Also what is the economy, i hear it everywhere but what exactly is it?
Post by: Only Cheating Yourself on December 18, 2013, 10:46:37 pm
Post by: Anchy on December 18, 2013, 10:59:57 pm
how does downsizing affect the economy?From the top of my head, downsizing results in a loss of employment.
Post by: Only Cheating Yourself on December 18, 2013, 11:11:19 pm
From the top of my head, downsizing results in a loss of employment.
but exactly how does that affect the economy.
Post by: Jason12 on December 19, 2013, 02:40:57 am
but exactly how does that affect the economy.it means less goods and services are being produced as there are fewer people working which affects GDP and less money from exporting those goods and services.
Post by: lala1911 on December 19, 2013, 03:52:49 am
Post by: Only Cheating Yourself on December 19, 2013, 10:19:57 pm
Post by: lala1911 on December 19, 2013, 11:00:49 pm
Operating environment. How are 'Suppliers and Creditors' an operating environment? They're the people and business that supply resources to an organisation, the organisation has full control of the business that get their resources from.But the organisation has limited control. They can have control by ordering the stock, communicating but they don't have full of control of them as deliveries could be late, they are external to the organisation.
Same with creditors, you have control of managing your loan but not complete control.
Post by: Only Cheating Yourself on December 20, 2013, 09:53:25 pm
The sales and revenue of some 'multinational corporations' such as Walmart are bigger than the 'economies' of several small countries. LSO's are able produce goods or services in 'bulk' at a low cost, because they have the financial mean to pay for the required technology and the huge staff needed to produce the good or service.
Would i get full marks and did i use key business terminology.
Post by: Blues Fan on December 24, 2013, 11:39:25 am
What makes LSO unique:
The sales and revenue of some 'multinational corporations' such as Walmart are bigger than the 'economies' of several small countries. LSO's are able produce goods or services in 'bulk' at a low cost, because they have the financial mean to pay for the required technology and the huge staff needed to produce the good or service.
Would i get full marks and did i use key business terminology.
It sounds good. I would avoid they have huge staff since that's not bus man terms, instead maybe say more than 200 employees. In the end link it back maybe link it back saying this is why a LSO is unique compared to a small scaled organisation.
Post by: Only Cheating Yourself on December 24, 2013, 01:02:44 pm
It sounds good. I would avoid they have huge staff since that's not bus man terms, instead maybe say more than 200 employees. In the end link it back maybe link it back saying this is why a LSO is unique compared to a small scaled organisation.
what if i keep it and have in brackets (that is 200 or more employes) as having 'huge' makes the sentence flow better.
Post by: Blues Fan on December 24, 2013, 02:06:48 pm
what if i keep it and have in brackets (that is 200 or more employes) as having 'huge' makes the sentence flow better.
I understand that you are trying to emphasise the large quantity of students, however huge isn't in business terms.
Post by: Only Cheating Yourself on December 24, 2013, 02:28:22 pm
I understand that you are trying to emphasise the large quantity of students, however huge isn't in business terms.
so what should i replace with ?
Post by: SunnyB on December 30, 2013, 09:10:20 pm
Post by: Only Cheating Yourself on January 08, 2014, 08:11:53 pm
Post by: Anchy on January 12, 2014, 09:16:26 pm
Would it be important for employees, managers and customers to be familiar with an organisation's vision or mission statements? Why?
Post by: Only Cheating Yourself on January 12, 2014, 09:53:15 pm
Unsure about a question from the textbook.
Would it be important for employees, managers and customers to be familiar with an organisation's vision or mission statements? Why?
Yes, it is important as a vision statement states what an organisation aspires to become and a mission statement expresses why an origination exits, its purpose and how it will operate. Employes need to be able to understand these statement as employes are essential for productivity, if they know the statement they may have a positive attitude towards their job hence are motivated to work, managers also need to understand the statement as managers make the everyday decisions for corporations so its important the directors communicate effectively to the employees and managers. Customers also need to be familiar with the vision and mission statement as this can develop customer satisfaction for the business. Which is important…
Post by: Anchy on January 12, 2014, 10:00:24 pm
Yes, it is important as a vision statement states what an organisation aspires to become and a mission statement expresses why an origination exits, its purpose and how it will operate. Employes need to be able to understand these statement as employes are essential for productivity, if they know the statement they may have a positive attitude towards their job hence are motivated to work, managers also need to understand the statement as managers make the everyday decisions for corporations so its important the directors communicate effectively to the employees and managers. Customers also need to be familiar with the vision and mission statement as this can develop customer satisfaction for the business. Which is important…
Cheers, appreciate it.
Post by: Only Cheating Yourself on January 12, 2014, 10:03:07 pm
Cheers, appreciate it.
No worries, if we're given that exact q in a sac, do you think that would be to long of a response, also what i gave to you was really what i would given in a sac, any tips or anything i should improve in a response?
Post by: Only Cheating Yourself on January 13, 2014, 10:59:21 pm
Post by: Nato on January 14, 2014, 03:32:31 am
How do LSO make a contribution impact on the economy?
Think about it this way: LSO's have many employees (greater than 200) and produce/sell a wide range of services and goods.
Because of this they actually make a great impact on the economy. By selling products/services they are generating income, which they will later be taxed on (this helps the economy). Also the fact that they sell services/goods (wide range) encourages spending from the public. SPENDING, clearly has an impact on the economy as it increases demand, meaning that goods/services will still be sold and employees will still be making/performing them, thus keeping them employed.
Furthermore, by having so many employees, they are providing members of the public with employment. Now this decreases the number of people WITHOUT jobs. Before, people without jobs may have gone on welfare, increasing the unemployment rate. This also affects the economy, albeit in a bad way. But, by providing employment, employees are earning an income - and what do people that earn money do? SPEND! so then again, there is an impact on the economy. Also the fact that employees will now get taxed has an impact too.
I doubt I have covered all the Busman 3/4 'impacts', but I hope you can gain some ideas from above :)
Post by: Only Cheating Yourself on January 14, 2014, 10:29:54 am
Think about it this way: LSO's have many employees (greater than 200) and produce/sell a wide range of services and goods.
Because of this they actually make a great impact on the economy. By selling products/services they are generating income, which they will later be taxed on (this helps the economy). Also the fact that they sell services/goods (wide range) encourages spending from the public. SPENDING, clearly has an impact on the economy as it increases demand, meaning that goods/services will still be sold and employees will still be making/performing them, thus keeping them employed.
Furthermore, by having so many employees, they are providing members of the public with employment. Now this decreases the number of people WITHOUT jobs. Before, people without jobs may have gone on welfare, increasing the unemployment rate. This also affects the economy, albeit in a bad way. But, by providing employment, employees are earning an income - and what do people that earn money do? SPEND! so then again, there is an impact on the economy. Also the fact that employees will now get taxed has an impact too.
I doubt I have covered all the Busman 3/4 'impacts', but I hope you can gain some ideas from above :)
Thanks, i struggle with relating to the economy largely because i don't know what the economy is. How far in the textbook have you covered?
Post by: Only Cheating Yourself on January 14, 2014, 01:37:34 pm
Thanks
Post by: Only Cheating Yourself on January 14, 2014, 05:06:30 pm
Post by: ShortBlackChick on January 14, 2014, 06:01:07 pm
Hey, i'm confused with what the government department is and private and public sectors? Is that the same thing as private and public corporations? Could someone clarify this please?
Thanks
Hey there, have you tried googling these questions? Just read a bit of general stuff, even if its a wiki page, obviously dont copy off them, but just to get a general idea.
You may find people downvote you because the questions you ask could easily be answered without the billion posts here
Post by: Only Cheating Yourself on January 14, 2014, 06:29:08 pm
Hey there, have you tried googling these questions? Just read a bit of general stuff, even if its a wiki page, obviously dont copy off them, but just to get a general idea.
You may find people downvote you because the questions you ask could easily be answered without the billion posts here
I have but often there different to what i need, and isn't this the business thread? for e.g internal environment the book is very vague and i can find it on the web, so what should i do?
Post by: ShortBlackChick on January 14, 2014, 06:32:13 pm
Post by: Only Cheating Yourself on January 14, 2014, 06:35:27 pm
What specifically do you want to know? You need to be more clear so people can answer you properly, instead of asking general questions that can be googled, PLEAAAAAASE
I'm struggling to find examples of internal environment factors, i know its those all those things over which the organisation has some degree of control, but what are some examples?
Post by: ShortBlackChick on January 14, 2014, 07:17:55 pm
Post by: Only Cheating Yourself on January 16, 2014, 08:12:47 pm
Post by: Billion on February 04, 2014, 05:26:25 pm
Last year, the subject I studied had all the definitions we needed to know in the study design, however the study design doesn't have them for business management.
I don't want to remember terms that are completely irrelevant.
Thanks. :)
Post by: Only Cheating Yourself on February 04, 2014, 07:52:08 pm
?
Post by: Emie on February 04, 2014, 07:57:34 pm
What should we be including in our glossary for Business Management?If there is a word mentioned in the study design, you should know a definition for it. You don't need to know all the glossary terms in the textbook. Basically, if you've spent more than ten minutes in class looking at a concept, you probably need to know a definition for the relevant term(s).
Last year, the subject I studied had all the definitions we needed to know in the study design, however the study design doesn't have them for business management.
I don't want to remember terms that are completely irrelevant.
Thanks. :)
Post by: Emie on February 04, 2014, 07:58:35 pm
Would i get full marks for this definition: Multinational corporation: Is an organisation that has its headquarters owned and based in one country and sells products or services in a few countries.That definition is okay, but you'd be better to state "many countries throughout the world" rather than "a few countries"
?
Post by: Only Cheating Yourself on February 08, 2014, 04:58:29 pm
Also aren't business/company/organisation/corporation the same thing?
Cheers.
Post by: Zlatan on February 08, 2014, 06:27:12 pm
Need some help please. Why do corporations get privatised? What are the benefits?
Also aren't business/company/organisation/corporation the same thing?
Cheers.
When corporation's get privatised, it means that they are sold to the private sector i.e. to private individuals or other private organisations. One benefit of privatisation are that more effort will be put into the operations in order to make it as efficient and profitable as possible.
The terms business and organisation mean the same thing, however, a corporation is an public sector organisation that has a corporate identity and can therefore run along lines of companies. A company on the other hand is part of the private sector, which is a seperate legal entity. Companies are owned by shareholders. A company can sue and can be sued,
Post by: Only Cheating Yourself on February 08, 2014, 06:32:01 pm
When corporation's get privatised, it means that they are sold to the private sector i.e. to private individuals or other private organisations. One benefit of privatisation are that more effort will be put into the operations in order to make it as efficient and profitable as possible.
The terms business and organisation mean the same thing, however, a corporation is an public sector organisation that has a corporate identity and can therefore run along lines of companies. A company on the other hand is part of the private sector, which is a seperate legal entity. Companies are owned by shareholders. A company can sue and can be sued,
A corporation is in the private sector not public and i believe it means the same this as a company.
Post by: Only Cheating Yourself on February 08, 2014, 06:56:40 pm
Post by: Zlatan on February 08, 2014, 08:05:37 pm
A corporation is in the private sector not public and i believe it means the same this as a company.
Oh alright. You know what.... First you ask a question, then I try and help, and then you say that I am wrong.... It seems that you're just wasting your time asking question if you already know what the answer is !!!!
Post by: Only Cheating Yourself on February 08, 2014, 10:35:30 pm
Oh alright. You know what.... First you ask a question, then I try and help, and then you say that I am wrong.... It seems that you're just wasting your time asking question if you already know what the answer is !!!!
Im not saying your wrong, i appreciate that you took your time to answer it, the way i answered seems like my response was rude.
Post by: Billion on February 08, 2014, 10:47:22 pm
Also do people have other explains of conflicts between stakeholders other than owners/managers, customers or employees?
Thanks :)
Post by: Only Cheating Yourself on February 09, 2014, 04:37:44 pm
Cheers.
Post by: Michael Scofield on February 09, 2014, 04:44:56 pm
What do capitals mean? Is it funds/money that businesses receive from the bank?
Cheers.
Capital refers to funds contributed by the owner
Post by: Only Cheating Yourself on February 09, 2014, 05:01:06 pm
Capital refers to funds contributed by the owner
What do you mean?
Post by: Michael Scofield on February 09, 2014, 05:22:58 pm
What do you mean?
It can mean many things depending on its context, could you be more specific?
Post by: Only Cheating Yourself on February 09, 2014, 08:27:11 pm
It can mean many things depending on its context, could you be more specific?
LSO's receive easier and enormous amounts of capitals.?
Post by: Only Cheating Yourself on February 09, 2014, 08:53:06 pm
Post by: Einstein on February 10, 2014, 05:13:38 pm
Post by: Only Cheating Yourself on February 10, 2014, 10:24:35 pm
There basically the same thing aren't they? They both provide goods,services or funds to prevent certain social problems within the community?
Post by: sjay1 on February 11, 2014, 09:15:49 pm
difference between a charity and a foundation?
There basically the same thing aren't they? They both provide goods,services or funds to prevent certain social problems within the community?
Charities aim to raise funds to support their causes.
Foundations aim to raise awareness of their causes.
I also have two questions;
1. Ownership of not-for-profits.
2. Definition of net profit figures.
Thanks
Post by: Only Cheating Yourself on February 17, 2014, 09:15:58 pm
Post by: Only Cheating Yourself on February 19, 2014, 07:44:24 pm
Post by: 2014year12 on February 19, 2014, 08:42:56 pm
In relation to LSOs (specifically for Ford!)
Thanks in advance!! :)
Post by: Blues Fan on February 19, 2014, 09:13:11 pm
E.g. Coles has a lower market share in the food sector compared to Safeway. This shows that Safeway is doing much better, this could be better customer service hence customers are coming back to Safeway to purchase more goods.
I suppose you could relate this to Ford by saying that Ford is now having a lower market share compared to other car brands. This could be due to customers knowing that the company is now shutting down.
Post by: Only Cheating Yourself on February 20, 2014, 05:29:48 pm
Post by: aiminghigh123 on February 20, 2014, 07:41:51 pm
Can somebody please tell me if we need to know about:
-The SMART principles
-TEAM
-takeover,merger,joint verture etc.
-hierachy of objectives
I've looked at many other fellow ANs notes, and most don't seem to have or have very little info
Thanks in advance.
Post by: Only Cheating Yourself on February 20, 2014, 09:07:10 pm
Post by: Einstein on February 20, 2014, 09:30:03 pm
Post by: Only Cheating Yourself on February 21, 2014, 09:46:51 pm
Post by: Einstein on February 22, 2014, 11:59:34 am
Post by: Only Cheating Yourself on February 22, 2014, 03:40:25 pm
Post by: Einstein on February 22, 2014, 09:38:47 pm
Stakeholders however, are individuals or groups that have a vested interest in the activities and performance of an organisation.
Post by: TimewaveZero on February 27, 2014, 10:28:25 pm
I can't find anything on this in my textbook (Key Concepts) nor online (I'm probably not searching for the right thing)... I'm quite confused as to what the "organisational levels" refers to?
Post by: Only Cheating Yourself on February 28, 2014, 07:20:21 pm
Post by: Einstein on February 28, 2014, 09:21:47 pm
Post by: Only Cheating Yourself on February 28, 2014, 10:24:17 pm
They are directly affected by the businesses actions, but rather indirectly through sales
i think you've been memorising to much.
Post by: Zlatan on March 01, 2014, 07:07:42 pm
y aren't competitors stakeholders?
Competitors ARE DEFINITELY STAKEHOLDERS. I don't know where you got that kind of information from, but I'm like 300% sure competitors are stakeholders. (Woolworths, which is a competitor of Coles, would have to constantly monitor and react to Coles' activites. If they launch an offer, discount or promotion etc, Woolworths would have to respond my launching something of their own).
I don't think this is a good example, but I hope you get the point ...
Post by: Einstein on March 01, 2014, 08:52:19 pm
Post by: Only Cheating Yourself on March 02, 2014, 12:24:12 pm
Competitors ARE DEFINITELY STAKEHOLDERS. I don't know where you got that kind of information from, but I'm like 300% sure competitors are stakeholders. (Woolworths, which is a competitor of Coles, would have to constantly monitor and react to Coles' activites. If they launch an offer, discount or promotion etc, Woolworths would have to respond my launching something of their own).
I don't think this is a good example, but I hope you get the point ...
My teach said competitors aren't stakeholders, plus there not in the book as stakeholders.
Post by: Only Cheating Yourself on March 02, 2014, 12:25:48 pm
Post by: Zlatan on March 02, 2014, 02:19:03 pm
My teach said competitors aren't stakeholders, plus there not in the book as stakeholders.
I think your teacher is wrong. Which textbook are you using ??
Post by: Anchy on March 02, 2014, 03:06:38 pm
Post by: Zlatan on March 02, 2014, 04:06:02 pm
Post by: Zlatan on March 02, 2014, 04:08:16 pm
Cheers
Post by: Only Cheating Yourself on March 02, 2014, 04:56:25 pm
What does autonomy in the workplace mean ?? I know it's got to do with employee responsibilities. Examples would be great !!
Cheers
Autonomy means self govern, so in the workplace id assume it would mean employees are autonomy and basically managers have a laissez fair management style, which means the managers don't interfere with the employees work and they trust the employees to whats right being ethical.
Post by: Only Cheating Yourself on March 04, 2014, 05:42:50 pm
Post by: Einstein on March 04, 2014, 08:53:07 pm
Post by: Only Cheating Yourself on March 07, 2014, 06:00:26 pm
did you receive your result and find you lost half a mark, or is that all you know so far?
38/40
Post by: Einstein on March 07, 2014, 09:18:42 pm
Post by: PsychoT on March 07, 2014, 11:05:54 pm
Post by: Zlatan on March 08, 2014, 09:05:16 am
Got 24/27 in my SAC, spose that's ok.
Yeah, its not bad, but it really depends on your rank ..
Post by: PsychoT on March 08, 2014, 10:26:48 am
Yeah, its not bad, but it really depends on your rank ..
I know i'm second in my class, after going round to people. Just a matter of the other business class that runs. Person who was first in my class got 25/27, so i'm not far behind.
Post by: Only Cheating Yourself on March 08, 2014, 01:40:08 pm
nott bad, do you go to a public 'crappy' school, or a good school. Haha a bit generalised there but oh well
not the strongest cohort.
Post by: Only Cheating Yourself on March 08, 2014, 05:33:12 pm
nott bad, do you go to a public 'crappy' school, or a good school. Haha a bit generalised there but oh well
not bad? What is a good score? Do you think 40+ is doable
Post by: EspoirTron on March 08, 2014, 09:36:03 pm
not bad? What is a good score? Do you think 40+ is doable
Hey guys, could we please keep this topic related to theory questions. If you want to discuss scores please post in the Victorian Technical Discussion Board.
Post by: 2014year12 on March 19, 2014, 08:51:47 pm
When a question asks to choose a structure and list 2 features of it?
What is it specifically asking for when it asks for 2 features of it???
And to
Explain how another company taking over can effect the organizations corporate culture?
Any help would be much appreciated!!
Thanks in advance :)
Post by: Only Cheating Yourself on March 19, 2014, 09:05:45 pm
Okay so I have my second BM sac tomorrow and some questions I think are going to be on it, that I am not sure how to answer, are
When a question asks to choose a structure and list 2 features of it?
What is it specifically asking for when it asks for 2 features of it???
And to
Explain how another company taking over can effect the organizations corporate culture?
Any help would be much appreciated!!
Thanks in advance :)
When a question asks to choose a structure and list 2 features of it?
Characteristics/qualities. For e.g. a functional structure is able to group employees together according to the tasks they will perform e.g. all the accounts in the finance department, using the functional structure can increase efficiency as grouping people who have the required skill/knowledge into the department that their responsible for can increase efficiency. A negative feature of a functional structure is that employees such as accountants lack flexibility and cooperation due to its bureaucratic nature.
Explain how another company taking over can effect the organisations corporate culture?
The takeover of an organisation can affects a businesses corporate culture. The previous senior management team such as the CEO may have different values compared to the one that is in charge now, for e.g. their strategic management could increase net profits so shareholders can receive a larger dividends as this will satisfy them. However when a company takes over another organisation values change, the new senior management team can have different values through undertaking different strategic plans, for e.g. in 4 years improve staff satisfaction and reduce staff turnover through implementing new machinery and increase pay, this indicates a contrast in the values between the previous and current senior management team, as result corporate culture can change.
Post by: Incise on March 21, 2014, 12:02:28 am
Post by: EspoirTron on March 21, 2014, 07:52:59 pm
Where can we get practice SACS for each AOS?
Hey in sharing SACs, due to copyright restrictions no copyrighted material can be shared on this forum. If you have practise SACs that are non-copyrighted, then feel free to share. However, let's please keep this thread to questions relating to theory.
Post by: Only Cheating Yourself on March 21, 2014, 09:00:05 pm
Hey in sharing SACs, due to copyright restrictions no copyrighted material can be shared on this forum. If you have practise SACs that are non-copyrighted, then feel free to share. However, let's please keep this thread to questions relating to theory.
hey, tbh there is little to no contribution in this forum when i ask q's?
Post by: EspoirTron on March 22, 2014, 11:58:10 am
hey, tbh there is little to no contribution in this forum when i ask q's?
Hey, contribution in this foroum is in the hands of the users of this website. If you want to ask questions feel free to ask them here, and someone will try to reply as long as they know the answer. However, sometimes it may take some time but please just be patient for now since many users may be caught up in University work or with Year 12 work. Feel free to ask questions and I will try my best to answer them as well!
Post by: Einstein on March 22, 2014, 01:44:39 pm
Post by: EspoirTron on March 22, 2014, 10:30:38 pm
Do you suggest working ahead? did you try this method?
Hey Photon,
I didn't work ahead of the class myself, until the last month or two before classes concluded. I felt keeping at the pace of the class was the way to go. Although, I should mention that I had a fantastic teacher who taught everything thoroughly which allowed us to finish the course about a month early. It is in your hands how much time for exam revision you would like to allow yourself. Again, it's not about the number of practise exams as much as it is about the depth to which you understand that content. I hope that helped! :)
Post by: 2014year12 on March 26, 2014, 09:47:27 pm
The case study states that the organisation is expanding into another country (Singapore),
And the question asks to,
Identify TWO management skills that allow the organisation to keep/maintain its cultural background, justify.
What would the answer be? I'm very confused...
Thanks in advance!
Post by: Einstein on March 26, 2014, 10:03:23 pm
Post by: 2014year12 on March 26, 2014, 10:17:36 pm
They would need decision making skills to be appropriately identify problems and make the best decisions. Also would need communication skills to be able to talk to those who live in Singapore and also be able to conduct the operations. Could also do with analytical skills be able to solve complex problems, you could expand on these etc..
Thanks for the response!
I don't understand how those skills help the organisation keep/maintain their cultural background though?
Post by: 2014year12 on March 27, 2014, 06:44:44 pm
Need some help...
The case study states that the organisation is expanding into another country (Singapore),
And the question asks to,
Identify TWO management skills that allow the organisation to keep/maintain its cultural background, justify.
What would the answer be? I'm very confused...
Thanks in advance!
I think that this question^^ is likely to be on my sac tomorrow and I don't know how to answer it :((((
If anyone knows it would be greatly appreciated!!!!! Thanks in advance!!
Post by: Einstein on March 27, 2014, 07:23:23 pm
Post by: Mafioso on March 29, 2014, 01:34:37 pm
How does everyone go about memorizing all the content in 3\4 Business Management?
For me, it was more about understanding the content than memorising.
You have to be careful because there's stuff you can memorise (Kotter's 8 Steps, 6 step problem solving process) but there is plenty that you have to understand (ethical and socially responsible management, the employment cycle, centralised vs decentralised approached to employee relations).
If you understand what's going on, you don't need to waste time memorising paragraphs from your textbook.
Maintaining a list of key terms helps with definitions.
Post by: Only Cheating Yourself on April 02, 2014, 08:32:49 pm
Post by: Einstein on April 03, 2014, 11:08:31 am
Post by: Only Cheating Yourself on April 03, 2014, 05:54:06 pm
What is an example of a tactical planning objective for social media?
Could be anything, it depends on their strategic plan, a tactical plan should be used to assist the long term plan, but with the info you gave you say something like, the Herald Sun aim to provide staff with employee benefits such as
gym memberships
paid vacations etc
The business can have this as their tactical planning e.g. Herald sun will implement this over the next 12 month, this will enable staff to work harder!
Post by: Einstein on April 03, 2014, 06:19:07 pm
Post by: Anchy on April 04, 2014, 07:29:19 pm
I'm quite confused about the way the textbook explains it and there's not much about it.
Thanks.
Post by: Einstein on April 04, 2014, 08:25:00 pm
Post by: Einstein on April 11, 2014, 11:35:22 am
Post by: mc1234 on April 11, 2014, 04:13:23 pm
With regards to management skills, how 'in depth' should I go with regards to knowing them all? E.g. in terms of time management, would you recommend knowing the systematic approach for it, or just a definition and types of time management.
Thanks!
Post by: Jawnle on April 14, 2014, 11:42:26 pm
Hey everybody,
With regards to management skills, how 'in depth' should I go with regards to knowing them all? E.g. in terms of time management, would you recommend knowing the systematic approach for it, or just a definition and types of time management.
Thanks!
I think it'd be good to have a broad understanding of each skill, enough so that you'd be able to apply it to questions. Because the study design doesn't state any skills we need to know specifically.
For the time management one, I think you should remember a few steps of the process. Because if a case study states that a manager has this many tasks and that they have trouble completing all of these tasks, you would then need to apply the steps to case.
For example if the case study says Manager x has tasks to do throughout his day and they were
a) A meeting with senior management/middle management
b) Sending emails notifying employees about certain information
c) Lunch with a colleague
To structure this answer you would
. Define time management
. How the manager would use time management to assist them
"Manager X would need to priortise tasks in order to remain productive and efficient. He would need to list the tasks he would need to do, and assign priorities to these tasks. In relation to prioritising, manager X should have the meeting and have lunch postponed." See how you would include the systematic approach "list the tasks" and "assign priorities"? It doesn't need much detail in it but it's very important that you always relate back to the case and use the facts given to you in the case to further prove your point and to get the required marks.
Hope that helps!
Post by: Jawnle on April 15, 2014, 01:25:51 am
What management skills would a manager who adopts the laissez-faire style need/have?
Post by: Mafioso on April 15, 2014, 07:49:40 pm
Hey guys!
What management skills would a manager who adopts the laissez-faire style need/have?
Delegation, stress management, time management.
Post by: Einstein on April 15, 2014, 10:06:19 pm
Post by: Jawnle on April 15, 2014, 10:41:05 pm
Delegation, stress management, time management.
I understand how stress management would be one because of the lack of direction may cause concern. But for delegation, wouldn't the manager leave employees to do most of the decision making anyway? So there wouldn't be any delegating happening?
Post by: Einstein on April 16, 2014, 09:47:23 am
Post by: gs on April 16, 2014, 01:58:21 pm
Post by: Einstein on April 16, 2014, 02:56:04 pm
discuss 3 difficulties mr smith will face when merging organisations etc..
what three strategies can mr smith use to establish a positive culture?
describe any three practical strategies that Mr smith can do to encourage ethical org behaviour by managers and employees?
Post by: Billion on April 16, 2014, 03:13:51 pm
discuss 3 difficulties mr smith will face when merging organisations etc..
When merging two organisations together, you're going to have two different corporate cultures. One company may have a more relax corporate culture, while the other may have a much more formal/strict corporate culture in which these opposing culture could cause confusion and conflict, leading to a decrease in productivity, profitability etc.
Other difficulties can include poor workplace synergy (new employees), confusion of employee roles and responsibilities etc.
what three strategies can mr smith use to establish a positive culture?
Positive corporate culture can be establish through many things such as:
- Management providing an example of the culture in action
- Management recognising and rewarding the appropriate action.
- Management communicating aspects of the desired culture.
- Recruiting employees that fit in with the desired culture.
- Management need to provide training.
- Providing a clearly defined vision and mission statement.
describe any three practical strategies that Mr smith can do to encourage ethical org behaviour by managers and employees?
- Have a strong corporate culture.
'Organisations can encourage, develop and establish a strong, ethical and socially responsible culture. Management can set the tone of what is acceptable and what is unacceptable behaviour through carefully developing policies and programs. Senior management can reinforce a commitment to the highest standards by rewarding ‘saints’ and openly discouraging ‘sinners’. Not only does the official corporate culture need to support ESM, but the organisation’s real culture has to reflect the same standards'
- Have strong leadership
'ESM relies on leadership by senior management. When senior managers do not exhibit honesty and integrity, then these ethical values are unlikely to be found in other parts of the organisation. Employees take their lead from the behaviours that are modelled.'
- Correct and effective management styles
'Organisations that are committed to ESM typically apply more democratic management styles such as consultative or participative styles. Democratic styles are more inclusive of employees and automatically value the contributions they can make to the decision-making process. While democratic styles are seen as the most consistent with ESM, other styles of an employer-centred nature can also reflect ethical values such as fairness and integrity.'
- Correct and effective management skills
'A commitment to ESM brings several management skills into play. Communication is important to ensure that ESM policies are known and understood throughout the organisation. ESM gives rise to many situations that require negotiation skills and negotiated settlements, particularly in more democratic organisations.'
I've included my responses under your questions in your quote.
Hope this helps!
Post by: Einstein on April 16, 2014, 04:58:52 pm
Just a few more questions, could you give me some examples of strategic, tactical and operational objectives
and just as an overall, when it asks about describe ways you can create a positive workplace (through positive corporate culture, how would i go about answering things like this.
im struggling with questions that ask stuff like, give two strategies that mr smith can use to show customers he is being ethically responsible (customers don't believe he is mining diamonds ethically) etc
thanks heaps :0
Post by: Jawnle on April 16, 2014, 05:24:55 pm
Vertical Specialisation is the
. Bureaucratic Structure
. Flatter structure
Horizontal Specialisation is the
. Functional
. Divisional
. Matrix
And do these have the same meaning in relation to the vertical specialisation?
Centralised structure (Tall, Traditional, Bureaucratic, Hierarchical)
Decentralised structure (Flat, Modern, Horizontal)
Thanks!
Post by: EspoirTron on April 16, 2014, 05:56:49 pm
Could someone please clarify this for me?
Vertical Specialisation is the
. Bureaucratic Structure
. Flatter structure
Horizontal Specialisation is the
. Functional
. Divisional
. Matrix
And do these have the same meaning in relation to the vertical specialisation?
Centralised structure (Tall, Traditional, Bureaucratic, Hierarchical)
Decentralised structure (Flat, Modern, Horizontal)
Thanks!
You're quite right. I am sorry though, what did you mean by your last question?
Post by: Jawnle on April 16, 2014, 06:23:33 pm
You're quite right. I am sorry though, what did you mean by your last question?
Sorry let me rephrase that,
Do the following mean the same thing?
Tall, Traditional, Bureaucratic and Hierarchical structures
Flatter, Modern, Horizontal structures
Post by: Billion on April 16, 2014, 07:35:34 pm
hey, thanks heaps for that! +1 ;D
Just a few more questions, could you give me some examples of strategic, tactical and operational objectives
and just as an overall, when it asks about describe ways you can create a positive workplace (through positive corporate culture, how would i go about answering things like this.
im struggling with questions that ask stuff like, give two strategies that mr smith can use to show customers he is being ethically responsible (customers don't believe he is mining diamonds ethically) etc
thanks heaps :0
Frontline (operational) objectives focus on ensuring the successful operation of the organisation through day to day activities such as the management of resources, employees etc.
Strategic planning provides intermediate goals to reach overall organisation goals, planning of this area could consist of labour resourcing, diving human resources, storage of materials and finished products etc.
Finally, strategic planning are the long term strategies to turn organisation goals into realities. This can consist of deciding how quality will be achieved and maintained, facilities location, overall design of operation processes etc.
In regards to your second question, with the list of ways I gave you in my other post, you just expand on those ideas.
For example, management could help influence positive corporate culture through rituals, rites and celebrations – these provide a sense of belonging and acknowledge what is important in the organisation, increasing employee job satisfactory, job morale and obviously productivity within the organisation.
For your third question, it sounds like a more social responsibility issue, rather than ethical responsibility. However, if it's part of a case study look for ethical dilemmas such as is he employing local workers and paying them ethically? Is he making them work ethical and suitable hours? Does he provide them with holidays and breaks? Are the conditions ethical? Does he care about their overall wellbeing and their families security (he might often invest in occupational health and safety visits for the workers) etc.
Hope this helps!
Post by: Jawnle on April 16, 2014, 07:56:09 pm
So I would have talked about:
• Company logo
• Uniform
• Symbols and slogans
• Physical appearance of employees and furniture
• Policies and procedures
• Language
• Behaviour
• Customer relations
• How people address each other
• Management styles exhibited
• Rituals (what they celebrate)
But my teacher said that there were other indicators. She showed me in our textbook (Cambridge) and they were under the heading "Differences in corporate culture". It had:
- Degree to which people are encouraged to become risk takers and innovators
- Attention to detail
- People orientation
- Task or process orientation
- Team orientation
- Level of competitiveness
- Degree of emphasis on ethical and social responsibilities
- Diversity among employees
- Age of the organisation
Which indicators do you think I should use in my answers? The ones with the "•" or "- " ? Thanks!
Post by: Billion on April 16, 2014, 08:25:17 pm
Indicators of corporate culture include
- rituals, rites and celebrations – these provide a sense of belonging and acknowledge what is important in the
organisation
- heroes – these are the organisation’s successful employees who are held up as an example for others
- dress code, traditional, casual, uniform – this shows the degree of formality within the organisation
- structures and management styles – these show the relationships between staff and managers
- layout of working environment – open plan fosters teamwork, whereas closed offices do not.
Many of these overlap in your first list, however there are many, many more.
Post by: Einstein on April 16, 2014, 08:55:22 pm
Post by: Jawnle on April 16, 2014, 08:59:58 pm
I don't really see the problem if you don't lose any marks. She may be just letting you know of other indicators. However, I'd personally use the first list that you have. However, if the teacher wants you to use the second list, use that for your sacs, as she will ultimately be the one who is marking the sacs. Come exam time, you should use your first list as VCAA have explicitly said on the 2013 exam question 3b)
Indicators of corporate culture include
- rituals, rites and celebrations – these provide a sense of belonging and acknowledge what is important in the
organisation
- heroes – these are the organisation’s successful employees who are held up as an example for others
- dress code, traditional, casual, uniform – this shows the degree of formality within the organisation
- structures and management styles – these show the relationships between staff and managers
- layout of working environment – open plan fosters teamwork, whereas closed offices do not.
Many of these overlap in your first list, however there are many, many more.
Yeah I agree with you, thanks.
Another question, when a question asks "How does an employee learn the corporate culture of an organisation?", would you talk about how they recognise it (the list above) or how a manager develops it (teaches them)?
Post by: Jawnle on April 16, 2014, 09:01:31 pm
we didn't cover heroes at my schoolWhat textbook does your school use? And I think heroes goes under "stories".
Post by: Einstein on April 17, 2014, 03:52:42 pm
Post by: Only Cheating Yourself on April 18, 2014, 10:44:27 am
Post by: Jawnle on April 18, 2014, 10:56:30 am
Does your schools use QAT?
What's that?
Post by: Only Cheating Yourself on April 18, 2014, 08:12:24 pm
What's that?
A company that makes sacs.
Post by: Einstein on April 20, 2014, 06:40:38 pm
Surely the definition would be enough and then you can expand on that relating to case study?
Post by: Einstein on April 23, 2014, 06:51:06 pm
Post by: EspoirTron on April 23, 2014, 06:53:39 pm
Does anyone know if we should know the processes for management skills eg problem solving etc.
Surely the definition would be enough and then you can expand on that relating to case study?
I would suggest that you know. It gives you that extra depth and allows you to provide that extra detail in your answer.
Post by: Einstein on April 23, 2014, 10:14:53 pm
Post by: Einstein on April 25, 2014, 06:40:06 pm
Post by: Zlatan on April 27, 2014, 08:50:26 pm
For instance, I wrote that a new employee could perhaps understand the corporate culture through observation of the dress code, material symbols within the workspace or the rituals or traditions that take place.
yeah I'm a bit confused on how it works. Any help on it would be awesome ! I have my SAC on wednesday.
Cheers :D
Post by: Einstein on April 28, 2014, 05:47:13 pm
thanks
Post by: Einstein on April 28, 2014, 09:17:16 pm
Post by: Jawnle on April 28, 2014, 10:07:42 pm
Post by: Einstein on April 28, 2014, 10:29:21 pm
I got rank 1 for the first SAC, tomorrow is our second.
Post by: Jason12 on April 29, 2014, 12:10:40 pm
how do you go about remembering all the advantages and disadvantages features of structures, it just doesn't come to me, for styles you can come up on the spot.
I got rank 1 for the first SAC, tomorrow is our second.
Is there a certain way to go about it? I just read my notes and try to remember, reading them aloud is better than in your head. Also try doing some questions involving structures as it will help with memory if you apply knowledge
Post by: Einstein on April 29, 2014, 04:42:28 pm
Do you do questions with notes with you?
Sac was quite easy today I think I lost 1-2 marks. How many marks did you lose in sacs through out year?
Post by: Joseph41 on April 30, 2014, 05:37:01 pm
Another (more clinical, I suppose) technique is using acronyms. For example, for POLC (itself an acronym!), I used an acronym for the five stages of planning:
1. Establish objective
2. Identify present situation
3. Develop planning alternatives
4. Select and implement the plan
5. Monitor results
I then related EIDSM back to what I know - sport - to form "Eagleton Is Dogs' Slowest Midfielder," which meant that I could just think of Nathan Eagleton and I would be set for the five-step planning process.
Best of luck! :)
Post by: Emie on May 02, 2014, 08:22:35 am
Out of curiosity, time and effort is it worth still pursuing the business management textbook questions? Since theoretically it is relatively easy, would notes and practice SAC's be better? I have asked one student who got 41, and he said that he never did textbook questions after chapter 1. Alas, this individual I regard as someone who is more talented than I am, and I am not sure if students who studied business management and received 35+ feel the same way... Ultimately I want to get in the 40's, and will listen to any feedback on this matter.Practice SACs will always be a better use of your time as they are more relevant to the actual exam than textbook questions. The latter are useful to reinforce your understanding of new concepts but I wouldn't bother completing them if you feel you comprehend the course content well. You are much better off revising your notes and completing past exam questions :)
Thank you!
Post by: Emie on May 02, 2014, 06:54:05 pm
Thanks Emie! On a side note, congratulations on your superb scores in every subject. How did you get a 50 in Bus. Man? Is it natural talent or a specific way of going about it, thanks.Not a problem! :) I think natural talent only goes so far in VCE, hard work is the only way to achieve your absolute best. Try to seek as many resources as possible, through teachers, tutors, textbooks etc., learn the content well and practise your application! Don't underestimate the importance of practice SACs and exams in guiding your learning. Good luck!
Post by: Zlatan on May 11, 2014, 06:08:04 pm
And also, is it worth it to stay ahead of the class ??
Post by: Einstein on May 11, 2014, 08:09:44 pm
Post by: Einstein on May 11, 2014, 09:43:17 pm
Post by: Anchy on May 13, 2014, 07:32:13 pm
1. Could someone please explain the 'process layout' and 'work cells'? Need a bit of clarification about these
2. What are high margin products, high draw items and power items?
Thanks :)
Post by: Zlatan on May 18, 2014, 10:22:20 am
Does anyone know roughly how many students do Business Management every year ??
Also, do you have to be in the top 2% of the state to get a 45+ in Bus Man or even any other subject ?
Thanks in Advance
Post by: Einstein on May 18, 2014, 12:27:41 pm
Hi guys :)
Does anyone know roughly how many students do Business Management every year ??
Also, do you have to be in the top 2% of the state to get a 45+ in Bus Man or even any other subject ?
Thanks in Advance
Hey :)
Last year 13,788 people sat the exam (http://www.vcaa.vic.edu.au/Documents/statistics/2013/section3/vce_business_management_ga13.pdf) and about 0.15% get 50. It is around 2% for 45+ so yeah, competition near the top end is really hard. Hope that answered your questions :)
Post by: Jason12 on May 19, 2014, 10:25:05 pm
Hi guys, two questions ere'
1. Could someone please explain the 'process layout' and 'work cells'? Need a bit of clarification about these
2. What are high margin products, high draw items and power items?
Thanks :)
process layout where the product is taken to each piece of equipment e.g. if something is being packaged it will be wrapped then taken to a machine to put sticker/labels on it (random example). I think work cells are when workers are divided into teams? I'm not sure if it's part of the study design since I never got taught it. I don't think high margin product, high draw items and power items are part of the study design either because I've never heard of those before
Post by: Einstein on May 23, 2014, 09:53:24 pm
- Explain the relationship between the operations function and x companies overall business objectives. Identify one level of planning that would be relevant to x operations manager. Provide examples in your answer.
Post by: Jawnle on May 24, 2014, 08:54:25 pm
Post by: TimewaveZero on May 27, 2014, 06:28:55 pm
Difference between efficiency and productivity?
Productivity refers to the RATIO between inputs and outputs whereas efficiency is more so about ENERGY OR TIME. Keep in mind that time and energy is are inputs, so being more efficient is also being more productive. It is also important to remember that these two terms are relative. What I mean by this is, an organisation cannot simply be efficient nor can simply be productive. It has to be relative to something. For example, making 1 pie with 2 cups of flour is more productive than making 1 pie with 4 cups of flower.
Post by: TimewaveZero on May 27, 2014, 06:31:52 pm
Can someone provide an example of continuous improvement?
Post by: Zlatan on May 27, 2014, 07:07:29 pm
So continuous improvement would refer to an organisation's continuous and ongoing effort to make their products (goods and services) or operations better. I'm not too sure if this would count as an example, but app developing organisations generally have updates for their app to make it better, faster and what not.
For instance, you could take Nike, and they have the Nike+ app and you could say that they continuously aim to improve their app to make it easier and more beneficial for their users by releasing updates, or maybe even having better sports equipment, maybe with the Nike Fuel Band.
Post by: Zlatan on May 27, 2014, 07:12:12 pm
Post by: Einstein on May 27, 2014, 09:10:08 pm
Post by: mc1234 on May 29, 2014, 11:52:14 am
Post by: Only Cheating Yourself on June 02, 2014, 11:43:27 pm
What is operations? Honestly what is it, i know op management etc etc, but what is operations?
Post by: Einstein on June 03, 2014, 08:29:55 am
Post by: Only Cheating Yourself on June 03, 2014, 08:43:30 am
transforming inputs into outputs in an ethical and socially responsible manner
thats operations manager?
Post by: Einstein on June 03, 2014, 08:44:56 am
Post by: Geetee on June 03, 2014, 06:00:06 pm
Post by: Einstein on June 03, 2014, 06:22:29 pm
hey guys had a business sac today an one of the questions asked to select a strategy for material management/ supply chain and explain how it could be used to increase sales.... it was 2 marks.... i answered the question with the just in time strategy and i gave the definition and explained how because costs will be cut from storage needs, the organisations could purchase new facilities and technology that could improve quality, and thus increase sales..... is this full marks... or is my response to far fetched
id give that full marks!
howd you go on your first and second sac?
Post by: Geetee on June 03, 2014, 07:29:14 pm
Post by: Einstein on June 03, 2014, 07:50:25 pm
Post by: Einstein on June 04, 2014, 08:30:11 am
Post by: Only Cheating Yourself on June 06, 2014, 07:49:13 pm
95/96/100 respectively in the three sacs thus far
lol, smh. Dude its not a team or some shit, don't need to say respectively. Smh, these guys stealing cliches from athlete quotes
Post by: Reckoner on June 06, 2014, 08:15:05 pm
lol, smh. Dude its not a team or some shit, don't need to say respectively. Smh, these guys stealing cliches from athlete quotes
By respectively, I believe Skyline means on the first SAC they got 95, 96 on the second and 100 on the third.
What sport cliche is this from? Genuinely curious.
Post by: Einstein on June 06, 2014, 10:22:44 pm
Post by: Zlatan on June 07, 2014, 12:06:51 pm
Magnificant, why did you undervote me?
Hey, sorry for the late reply. I have been busy lately. And btw, i was actually going to upvote you and i think i may have clicked undervote instead. Sorry about that :( . Keep up the great work !!! :)
Post by: EspoirTron on June 07, 2014, 12:16:09 pm
Post by: Zlatan on June 08, 2014, 11:31:22 am
"Identify and discuss one ethical issue Village Cinemas could consider in the management of their operations. (2 marks)
Personally, i would talk about the massive amounts of energy consumed which can increase their environmental impact and their carbon footprint and also how they could be more eco-friendly and stuff.
Post by: Einstein on June 08, 2014, 12:38:10 pm
Ethics is a set of moral principles that an organisation needs to establish and follow. An ethical issue that may arise in the management of their operations is ensuring that technology does not overtake work within the cinemas. (those people who play the movies at the back of the cinema - soon technology will be doing this, resulting in redundancies). Technology can offer efficiency savings, improve quality due to being resistant to human errors, however they can take control of work processes, such as playing the movies, making the popcorn etc.. - they can result in job losses.
- On my phone here, but hopefully you get the jist of it, only worth 2 marks - is this a question from your textbook?
Post by: polynomials on June 15, 2014, 01:43:57 pm
Post by: LiquidPaperz on June 15, 2014, 08:10:56 pm
Post by: LiquidPaperz on June 15, 2014, 10:44:20 pm
Post by: ornellam on June 16, 2014, 07:29:40 pm
Post by: Zlatan on June 17, 2014, 07:48:41 pm
Have you guys started receiving Holiday homework yet for the holidays ?? :)
Post by: LiquidPaperz on June 19, 2014, 11:25:47 pm
Post by: Zlatan on June 20, 2014, 06:37:20 pm
It's because my teacher told us that it really depends upon the performance of the state.
Post by: LiquidPaperz on June 20, 2014, 10:58:33 pm
Post by: El-Baba on June 25, 2014, 08:17:07 pm
I'm not sure if this question has been mentioned before, but here goes.
What on earth do the task descriptors (e.g. explain, evaluate, analyse, describe, discuss) really want you to do?
I know exactly what define means, but task descriptors vary in meaning from subject to subject and, as such, I find it extremely confusing/irritating, you name it. Can someone please end the ambiguity once an for all?
For instance, does 'explain' require you to define a term, outline its characteristics, and add an example?
For evaluate or analyse is it a must to outline the strengths and weaknesses of what ever the question is referring to?
It will be greatly appreciated if someone can provide a specific and detailed answer.
Post by: LiquidPaperz on June 25, 2014, 09:43:22 pm
All Bunning’s staff members, regardless of rank, must wear the red shirt in store, and hence be prepared to serve customers. Evaluate this policy in terms of its impact on the motivation of all staff.
Post by: Blues Fan on June 25, 2014, 10:49:05 pm
Quote
Can someone please explain how i can answer this:The idea of all Bunning's staff members wearing red t-shirts in store, is to increase the overall motivation at the workplace. This is demonstrated as all staff are unified as a whole group. Junior staff feel included with the senior staff, which leads to the whole staff working towards a common objective/ the organisation objective. Thus, staff motivation is increased.
All Bunning’s staff members, regardless of rank, must wear the red shirt in store, and hence be prepared to serve customers. Evaluate this policy in terms of its impact on the motivation of all staff.
Post by: Blues Fan on June 25, 2014, 11:15:36 pm
Quote
Hey guys,Task words
I'm not sure if this question has been mentioned before, but here goes.
What on earth do the task descriptors (e.g. explain, evaluate, analyse, describe, discuss) really want you to do?
I know exactly what define means, but task descriptors vary in meaning from subject to subject and, as such, I find it extremely confusing/irritating, you name it. Can someone please end the ambiguity once an for all?
For instance, does 'explain' require you to define a term, outline its characteristics, and add an example?
For evaluate or analyse is it a must to outline the strengths and weaknesses of what ever the question is referring to?
It will be greatly appreciated if someone can provide a specific and detailed answer.
Analyse
Identify the main features then examine closely; examine in parts; show how the parts relate to the whole, e.g. analyse the essential components in decision-making or in the problem-solving process
Apply
Use the information provided or knowledge in a particular situation and make links and connections; use theory to help in a practical example
Compare
Bring together for noting the points of likeness and difference, e.g. compare management theory and practice
Define
Accurately state or explain the meaning of the term
Describe
Provide a detailed account of something; give the facts about something and if the question refers to a process, provide a detailed account in sequential order
Discuss
Examine an issue or response and state arguments or opinions covering both sides of the issue or response covered in the stimulus material
Distinguish
Recognise or show points of difference; note the distinctive characteristics
Establish criteria
Determine criteria or measures to conduct an evaluation
Explain
Make the meaning of something clear and understandable
Evaluate
Apply a weighted criteria to the relative strengths and weaknesses of the arguments raised in the stimulus material, as well as provide your opinion
Identify
Determine or establish as being a particular thing, or determine the key characteristics or features
Illustrate
Provide an example to support your statement or comment
Label
Describe or designate, e.g. label the organisational chart with the appropriate management levels
List
Enter in a list with others
Outline
Provide a brief description of the term or topic
Provide reasons/justify
Justify your choice or selection
Recommend/suggest
Present and state facts, ideas or feelings appropriate to the issue or response covered in the stimulus material
Select
Choose one in preference to another
Post by: El-Baba on June 30, 2014, 12:09:04 am
Further, does anyone have know what intrinsic and extrinsic factors are? Definitions please?
Post by: Blues Fan on June 30, 2014, 12:32:00 am
e.g. you enjoy working with children because it brings a smile to your face everyday, this motivates you to keep working everyday.
Extrinsic factors are tangible.
e.g. a promotion or a company car.
Post by: Sendoh on July 06, 2014, 08:35:54 pm
Post by: TimewaveZero on July 12, 2014, 11:54:54 am
This question is worth 4 marks and this is what I wrote, I know this would not get me 4 marks so if someone could please expand on or just rewrite a response that would get 4 marks that would be much appreciated :)
To ensure they produce high quality shoes, Nike could adopt a Total Quality Management (TQM) approach. TQM refers to an on-going, organisation wide commitment to excellence that is applied to every aspect of the organisation. By utilising a TQM approach, Nike could ensure all aspects of their operations are undertaken correctly. This would significantly minimise the risk of error and also ensure there are no defects in their products.
Thanks :)
Post by: LiquidPaperz on July 15, 2014, 08:25:53 am
Hey guys,
Teacher handed out a practice SAC and I'm stuck on 1 question, that being:
"All employees have expectations - some are shared by all, others are the result of our diversity' said the CEO.
Discuss the quote in relation to modern human resource management. (5 marks)
You can just talk about generational expectations, how with varying generations they have different expectations - this would come under the result of our diversity. Talk about how, say, GEN Y are more teach savvy and are after more promotions and moving up the corporate laddy, whereas baby boomers (older ones in the workforce) just want to keep their job and get job satisfaction
Secondly for the shared by all part, you can talk about OH & S - they all want to feel safe and the employee must follow the correct steps to minimise harm. You can also talk about Job Security, and Work life balance.
:)
Post by: TimewaveZero on July 15, 2014, 12:47:17 pm
Post by: El-Baba on July 15, 2014, 10:22:06 pm
Not sure about my answer, but that was just off the top of my head. I'll do a little bit of research to see what I can find to help you.
Post by: El-Baba on July 15, 2014, 10:25:22 pm
With regard to 'modern human resource management' I added job security and the recent tendency to downsize and move overseas (ford, toyota, holden) and also the need to disallow all forms of discrimination (anti-discrimination legislation).
Post by: El-Baba on July 15, 2014, 10:29:30 pm
Here you go:
http://www.slideshare.net/tutor2u/buss4-2012-research-bullet-5
Post by: LiquidPaperz on July 17, 2014, 04:03:03 pm
This is a query related to the "relationship of the HR Function to business objectives and strategies."
When one is discussing the objectives and the role of the HRM, do you have to mention POLC?
Is it sufficient enough to say general things? E.g. this manager X is the change agent of the organisation and as such is responsible for setting objectives that fit with corporate objectives?
yeah mate thats fine, polcs not needed really. just talk about how the HR manager is responsible for setting objectives that fit with corporate objectives.
Also, does one need to know all the five steps of Maslow's theory??
I would say yes to this, but you really dont need to know much more depth. As long as you know each stage/needs and what it means thats more then great. For example
Physiological - survival needs such as pay and work
Safety: are desire to be safe, and away for internal and external harm, eg job security , OH&S policies set in place
Social: being able to have a relationship with colleagues, e.g. parties (celebrating birthday party), organised events
Esteem: things such as status and recognition and achievement, e.g promotion, more responsibilities
Self-actualisation: achieving your full capabilities, moreso, it is being able to achieve your full capabilities, really, this is asking what can help you achieve your full capabilities? challenging work, and participative decision making (being able to discuss stuff and so on, improving communication and etc)
Hope that helped
Post by: Michael Scofield on July 18, 2014, 10:11:28 am
1: How do you answer an 'analyse' question?
2: Analyse the relationship between the human resource function and the setting and achievement of business objectives.
3: What is the link between employer or choice and ethical and socially responsible management?
Thanks!
Post by: LiquidPaperz on July 18, 2014, 03:57:28 pm
Hey guys, I got three questions
Hey :)
1: How do you answer an 'analyse' question?
2: Analyse the relationship between the human resource function and the setting and achievement of business objectives.
3: What is the link between employer or choice and ethical and socially responsible management?
Ill keep it short and sharp
1) Analyse is breaking it down into parts, so if we look at question number two, theirs no structure (as in evaluate is pro,cons opinion etc) with analyse you need to look at key words and define and answer them
2) So here, you just talk about the relationship, many people neglect this, talk about how the HR manager will need to initiate strategies and activities that assist with HRM objectives, of which is aligned with organisation objectives etc.
3) not sure about this, but a tip is: this is the only AOS really where ethics and social responsibility isnt need. There might be a question but it is very unlikely, if your doing AOS1A like me, they will ask questions on the theories of motivation, employee expectations and establishment phase.
Thanks!
Hope i helped!! :)
Post by: LiquidPaperz on July 18, 2014, 07:39:45 pm
3) not sure about this, but a tip is: this is the only AOS really where ethics and social responsibility isnt need. There might be a question but it is very unlikely, if your doing AOS1A like me, they will ask questions on the theories of motivation, employee expectations and establishment phase.
Yeah I 100% agree. Except we received a 3 marker based on ethics and social responsibility towards the end of the SAC without a case study. Little weird but oh well
if you look at past exams (our teacher did this) their is none based on AOS1 in last 7 years, and our sacs dont contain it either.
Post by: anna.xo on July 18, 2014, 10:19:46 pm
Yeah I don't understand it, it just appeared on our SAC for some reason
It also appeared as a 6 marker on our school's SAC.
Post by: LiquidPaperz on July 18, 2014, 11:20:34 pm
Post by: Michael Scofield on July 19, 2014, 06:42:04 pm
Post by: LiquidPaperz on July 19, 2014, 07:45:17 pm
motivation, trust, loyalty just to name a few....
;)
Post by: Zlatan on July 20, 2014, 03:54:09 pm
What chapter are you guys up to for AOS 1 ??
Also, when is/are your SAC/s for AOS 1 ??
Just want to see how our cohort is going in comparison with others :)
Thanks
Post by: Zlatan on July 20, 2014, 04:01:21 pm
What effects does job insecurity have on the organisation?
well, first of all, employees would lose trust in the organisation (as mentioned by LiquidPaperz) and would result in demotivation. This would in turn affect productivity and the organisation's ability to achieve their corporate objectives.
Another effect that could perhaps occur is an increase in staff turnover so as to join competitors. This would come at a huge cost to the organisation as they would have to advertise the vacancy, spend time on designing the job and the interview period.
there are a lot more things that could be affected but these are the first few things that come to mind .... :)
Post by: Michael Scofield on July 20, 2014, 04:05:22 pm
well, first of all, employees would lose trust in the organisation (as mentioned by LiquidPaperz) and would result in demotivation. This would in turn affect productivity and the organisation's ability to achieve their corporate objectives.
Another effect that could perhaps occur is an increase in staff turnover so as to join competitors. This would come at a huge cost to the organisation as they would have to advertise the vacancy, spend time on designing the job and the interview period.
there are a lot more things that could be affected but these are the first few things that come to mind .... :)
Thanks a lot Zlatan!!
Post by: LiquidPaperz on July 20, 2014, 05:49:56 pm
cheers
Post by: Zlatan on July 20, 2014, 06:14:07 pm
Thanks a lot Zlatan!!
My pleasure :)
Post by: PsychoT on July 20, 2014, 10:41:15 pm
Hey guys,
What chapter are you guys up to for AOS 1 ??
Also, when is/are your SAC/s for AOS 1 ??
Just want to see how our cohort is going in comparison with others :)
Thanks
My class finishes the last part of the first AOS 1 SAC tommorow with Termination Management (chapter 10). It's planned we do 10 mark question practice thursday, then revision friday. SAC on Monday.
How bout you mate?
Post by: LiquidPaperz on July 21, 2014, 03:55:09 pm
Post by: Zlatan on July 21, 2014, 06:33:37 pm
Post by: LiquidPaperz on July 21, 2014, 06:41:51 pm
Post by: Zlatan on July 21, 2014, 06:44:07 pm
Post by: LiquidPaperz on July 21, 2014, 09:42:55 pm
Post by: LiquidPaperz on July 22, 2014, 09:12:59 am
Post by: polynomials on July 25, 2014, 09:32:47 am
Post by: Zlatan on July 26, 2014, 11:38:11 am
Post by: LiquidPaperz on July 27, 2014, 11:45:54 am
all the marks i have lost this year is due to lack of reference :(
Post by: sjay1 on July 27, 2014, 07:17:05 pm
The job analysis and job designs are very similar.
Would someone be able to outline the key similarities and differences that could be mentioned to answer a compare and contrast question of the two?
Thanks
Post by: TimewaveZero on August 03, 2014, 09:39:59 pm
Post by: biggs026 on August 07, 2014, 01:00:50 pm
What are some of the key differences and similarities between the motivation theories of Maslow and Herzberg ?
There was a very similar question to this one on a practice SAC I recently completed, but it focused only on similarities.
In terms of similarities, both focus on the needs that should be met in order for employees to be motivated (Maslow's theory is based completely on needs, while Herzberg separates our intrinsic and extrinsic needs - intrinsic needs are 'motivators' that must be met so employees can be fully motivated). Both theories also suggest that aspects such as pay and job security will only partially motivate employees, or not motivate them at all. Organizations must look beyond these factors and provide challenging and fulfilling jobs with opportunities for responsibility, advancement and personal growth & development if they want workers to be motivated.
For differences a few you could say would be:
- Maslow's theory is separated into a sequence of five steps to represent different types of needs. In comparison, Herzberg's theory is separated into two categories: hygiene and motivation factors.
- Herzberg focuses on how factors can cause satisfaction or dissatisfaction in the workplace.
- Maslow's theory is a lot broader, whereas Herzberg's theory focuses specifically on the needs of employees in the workplace.
There's a lot more and a lot better similarities and differences out there, but these are all I can think of atm.
Post by: biggs026 on August 07, 2014, 01:25:19 pm
How does everyone link the case study in their responses? like do you mention it after you have said a key point?
all the marks i have lost this year is due to lack of reference :(
I lost marks for this in the first couple of SACs too!
I think it's important to look at what the question is asking and how it is worded. If you're asked about how the organization is being ethically and socially responsible, or about how they are using HR planning etc., then the answer is probably in the case study and you just need to define key terms and link your answer to the case study e.g. 'the organization is being socially responsible by doing so and so...'
If it's asking something more like 'suggest how the HR manager could use HR planning' then the answer won't necessarily be in the case study, but you could link it back with something in the case study. For example, if the organization in the case study is planning on expanding their operations, then you'd link back HR planning with this by mentioning that they'd need to use HR planning to determine how many employees they'd need to hire to meet growing demand in the future.
There is always relevant information that you can link & apply to your answer.
I find it really helpful to read then re-read the case study with a highlighter in hand. I highlight any important and key information so that when I'm going through the questions a lot of the info I need to refer to is easy to identify and link my answer to.
Post by: EsBee- on August 12, 2014, 10:37:23 pm
my results for my sacs so far are 90% / 92.5% / 88% / 98% respectively
Post by: LiquidPaperz on August 13, 2014, 08:31:44 am
Post by: Joseph41 on August 13, 2014, 10:59:00 am
dont focus on percentages, focus on your rank within the cohort. The best chances of 40+ is going to be to rank 1!
Yep. Fantastic scores, though, EsBee-! Keep working hard and I'm sure you'll ace the exam and get a great study score. :)
Post by: EsBee- on August 13, 2014, 11:56:33 am
Yep. Fantastic scores, though, EsBee-! Keep working hard and I'm sure you'll ace the exam and get a great study score. :)
I'm pretty sure i'm ranked like second ;( will that decrease my chances even if I do really well in the exam?
Post by: LiquidPaperz on August 13, 2014, 02:35:11 pm
Post by: EsBee- on August 13, 2014, 02:50:49 pm
Not at all! As long as the person above you will perform well on the exam it might actually be of great benefit to you, obviously if you've been getting these awesome scores, then the person above you will no doubt do well as well :)
Oh awesome! Thanks :)
Post by: Billion on August 16, 2014, 02:49:16 pm
Under the study design dot point; "the process of effective change management in the context of a significant issue", are we meant to learn one or two significant issues in detail, or do we need to know all of them ( approximately 7).
Thanks
Post by: LiquidPaperz on August 16, 2014, 06:34:58 pm
Post by: Zlatan on August 21, 2014, 07:08:24 pm
Why are industrial disputes inevitable ?
Post by: Michael Scofield on August 24, 2014, 02:30:19 pm
Post by: biggs026 on August 24, 2014, 03:28:07 pm
What is the difference between conciliation and mediation?
Mediation involves two parties attempting to resolve a dispute with the presence of an independent third party. The third party will facilitate discussion and encourage parties to cooperate to reach a mutual decision, however, they will not make suggestions or solution.
Conciliation is similar in that it involves two parties discussing issues with the presence of a third party, but the third party can make potential suggestions and offer solutions to the dispute (this is the key difference). Even though the conciliator can make suggestions/solutions, it doesn't mean that the parties are required to follow them.
Under both methods the two parties reach a formal decision to resolve the dispute (a decision isn't imposed/forced upon them - they mutually agree on one).
Post by: Jono_CP on August 24, 2014, 03:57:18 pm
Post by: Jawnle on August 24, 2014, 04:09:48 pm
How does one evaluate and recommend an industrial agreement? (Provided via photo).
I have solutions to that prac sac if you want them. What's your email?
Post by: Jono_CP on August 24, 2014, 04:42:17 pm
I have solutions to that prac sac if you want them. What's your email?
Thank for the offer, but I already have the answers. I just don't really understand the answer itself, especially the recommendations...
Post by: Jawnle on August 24, 2014, 05:00:06 pm
Thank for the offer, but I already have the answers. I just don't really understand the answer itself, especially the recommendations...
The answer basically goes through the options that Elise could take, and the advantages and disadvantages of one of the options.
So the structure is
Definition - industry-wide award (1 mark)
Definition - collective agreement (1 mark)
Definition - individual contracts (1 mark)
Your choice of what option elise should take - justify why you chose this option
Advantage (1 mark)
Disadvantage (1 mark)
The solutions provide you with 3 evaluations of each agreement. You only need to choose one. Neither is wrong, you just need to justify your answer
Post by: LiquidPaperz on August 24, 2014, 08:10:19 pm
Post by: Jono_CP on August 24, 2014, 08:34:35 pm
when justifying in a 4-5 mark questions do you need to list disadvantages? i thought you were justifying why that one is the best
I think to completely validate a 'justify' response, it is necessary to provide both ends of the spectrum purely to showcase knowledge.
Post by: TimewaveZero on August 27, 2014, 05:11:45 pm
Post by: LiquidPaperz on September 25, 2014, 06:31:24 pm
Post by: Jawnle on October 12, 2014, 05:00:12 pm
Post by: PsychoT on October 12, 2014, 09:12:08 pm
What's the difference between the 7th step: consolidate all of the changes and 8th step: Institutionalise new approaches of Kotter's theory? I find them both to have the "embed it in the organisation's operations" theme
To consolidate is to support the enforced change with new resources and to continually reinforce that the change is for the better.
To institutionalize is to make this change apart of the corporate culture of the organization so it becomes normal practice.
That's what i'd say anyway.
Post by: kash88 on October 16, 2014, 07:28:55 am
Post by: PsychoT on October 17, 2014, 06:15:41 pm
can we refer to any stakeholders as driving and restraining forces or is it limited to those specific facts e.g. time and organisational inertia
I'd say you could, but i'd be more specific by saying customers, suppliers, competitors etc.
Post by: LiquidPaperz on October 17, 2014, 06:50:05 pm
can we refer to any stakeholders as driving and restraining forces or is it limited to those specific facts e.g. time and organisational inertia
not really, it is a very vague link. Although there are certainly stakeholders that are not mentioned in that driving vs restraining force table that are in fact driving and restraining forces.
this part of the course is my weakest, i dont know how to apply my knowledge to the situation?
Post by: Jono_CP on October 17, 2014, 07:03:53 pm
not really, it is a very vague link. Although there are certainly stakeholders that are not mentioned in that driving vs restraining force table that are in fact driving and restraining forces.
this part of the course is my weakest, i dont know how to apply my knowledge to the situation?
Employees can be seen as a restraining force for change, as they may fear for there job security due to potential redundancies within the internal environment.
Post by: LiquidPaperz on October 17, 2014, 07:16:19 pm
Post by: Jawnle on October 17, 2014, 08:22:01 pm
Post by: LiquidPaperz on October 17, 2014, 09:46:52 pm
Post by: Jawnle on October 18, 2014, 01:39:08 pm
im scoring about 60/65 - 62/65. There all quite easy, i lose my marks for not enough application sometimes, and not linking back to question. But easiest to hardest would be engage, vcta, insight and then tssm in my opinion
nice, is that in exam conditions?
Post by: LiquidPaperz on October 18, 2014, 03:58:17 pm
Post by: kash88 on October 18, 2014, 07:53:39 pm
Employees can be seen as a restraining force for change, as they may fear for there job security due to potential redundancies within the internal environment.
I understand that, but that is one that is already listed as a driving and restraining force so are competitors and managers. However, I'm curious if i can use ones like shareholders with an appropriate link as to why it is a driving and restraining fore?
Post by: Jawnle on October 18, 2014, 08:05:23 pm
I understand that, but that is one that is already listed as a driving and restraining force so are competitors and managers. However, I'm curious if i can use ones like shareholders with an appropriate link as to why it is a driving and restraining fore?
I pretty sure you can because a driving force is anything that supports and encourages the change, or something that can influence an organisation to change. You're not limited to the driving forces listed on the study design but their case study is most likely going to contain a few of them.
I understand where you are coming from as I have done practice exams that have driving forces excluding from the ones in the study design. Hope that helps :)
Post by: andrewmen on October 20, 2014, 06:41:22 pm
How do you apply the ideas surrounding bureaucratic structure or matrix structure for example?
Post by: LiquidPaperz on October 20, 2014, 08:16:28 pm
When stating a management structure for an organisation e.g. functional, product based....
How do you apply the ideas surrounding bureaucratic structure or matrix structure for example?
dont think you ever need to talks about bureaucratic and flatter structures. just talk to the structure it self and you'll be good, unless your are asking something else?
Post by: Jobelle on November 02, 2014, 11:51:07 am
Post by: Shyam995 on November 02, 2014, 11:59:16 am
I just wanted some feedback regarding the 10 marker on VCAA 2013 Bus man,
My teacher would have given it a 9 or 10, just wanted your opinion.
No ones replying to me so far, so i came here in hope that someone would have a look
Here it is:
VCAA 2013 Business Management Exam Q6 (10 marks)
The movement of staff into, through and out of an organisation (the employment cycle) is generally managed by the
Human Resource Manager.
With reference to management practices and processes that are associated with each phase of the employment cycle,
discuss
• how the management role of planning could be used in the establishment phase
• how performance indicators could be used in the maintenance phase
• how the choice of management style could impact on the termination phase.
In any organisation, an employee goes through what is called the employment cycle. In this cycle, three stages are evident, the establishment phase, maintenance phase and the termination phase.
The establishment phase is the first stage and describes the initial stages of the employees life in that particular business. Managers can use the management role of planning to set objectives as to improving the performance of new recruits in the business, to ensure that new employees are productive from day one. However, if the manager does not plan effectively and cannot establish any alternate strategies to implement, then the manager’s time is wasted and the employee will just simply become another new employee.
The next stage of the cycle is the maintenance phase, and deals with the effective management of the employee during their time in the business. To maintain the employee in the current job, they must have frequent performance evaluations to ensure that the targets objectives are being met, as well as being linked to the objectives of the organisation. Additionally, employee surveys may be undertaken in the maintenance phase of the employment cycle to check whether or not the work that they are doing is being satisfied by them. If not, this can be reflected on the staff turnover rates of the organisation and can indicate whether or not the organisation has the capability to retain its employees.
Eventually an employee comes to the termination phase of the employment cycle, where the cessation of the employee’s employment is necessary and nearing. An employee can either resign (voluntary termination of employment) or retire (withdraw themselves from the workforce). Other methods of termination that could occur are when the business does not have suitable space for that employee to work and is therefore dismissed (Retrenchment) and when a job of the employee does not exist anymore due to organisational restructure (Redundancy). The management style can impact on the termination phase as it leaves the person to leave on either a position where they have learnt a lot, or where they have learnt barely little. An autocratic managerial style would assume the tiny growth of the employee, as they have had to listen to the manager. A consultative manager on the other hand would have prepared the employee to a greater depth, as they were able to contribute and gain valuable skills that may be of use in other positions (ie communication skills.)
NB: this was done under exam conditions and i had just typed it up.
Thanks :)
Post by: Michael Scofield on November 02, 2014, 12:10:40 pm
Post by: stephgreggxxoo on November 02, 2014, 12:25:44 pm
What are the five human resource strategies?
The human resource strategies are all the activities done throughout the employment cycle so there aren't just 5 it is everything from job analysis to selection to rewards and recognition to assistance in resume writing after being terminated.
I used to have a lot of trouble with this whenever a question regarding human resource strategies came up but it's just all the parts of the employment cycle as they are implemented to assist an organisation in completing it's objectives.
I don't know if this helps but I hope it did and good-luck on the exam tomorrow :)
Post by: stephgreggxxoo on November 02, 2014, 12:28:35 pm
Hi Guys
I just wanted some feedback regarding the 10 marker on VCAA 2013 Bus man,
My teacher would have given it a 9 or 10, just wanted your opinion.
No ones replying to me so far, so i came here in hope that someone would have a look
Here it is:
VCAA 2013 Business Management Exam Q6 (10 marks)
The movement of staff into, through and out of an organisation (the employment cycle) is generally managed by the
Human Resource Manager.
With reference to management practices and processes that are associated with each phase of the employment cycle,
discuss
• how the management role of planning could be used in the establishment phase
• how performance indicators could be used in the maintenance phase
• how the choice of management style could impact on the termination phase.
In any organisation, an employee goes through what is called the employment cycle. In this cycle, three stages are evident, the establishment phase, maintenance phase and the termination phase.
The establishment phase is the first stage and describes the initial stages of the employees life in that particular business. Managers can use the management role of planning to set objectives as to improving the performance of new recruits in the business, to ensure that new employees are productive from day one. However, if the manager does not plan effectively and cannot establish any alternate strategies to implement, then the manager’s time is wasted and the employee will just simply become another new employee.
The next stage of the cycle is the maintenance phase, and deals with the effective management of the employee during their time in the business. To maintain the employee in the current job, they must have frequent performance evaluations to ensure that the targets objectives are being met, as well as being linked to the objectives of the organisation. Additionally, employee surveys may be undertaken in the maintenance phase of the employment cycle to check whether or not the work that they are doing is being satisfied by them. If not, this can be reflected on the staff turnover rates of the organisation and can indicate whether or not the organisation has the capability to retain its employees.
Eventually an employee comes to the termination phase of the employment cycle, where the cessation of the employee’s employment is necessary and nearing. An employee can either resign (voluntary termination of employment) or retire (withdraw themselves from the workforce). Other methods of termination that could occur are when the business does not have suitable space for that employee to work and is therefore dismissed (Retrenchment) and when a job of the employee does not exist anymore due to organisational restructure (Redundancy). The management style can impact on the termination phase as it leaves the person to leave on either a position where they have learnt a lot, or where they have learnt barely little. An autocratic managerial style would assume the tiny growth of the employee, as they have had to listen to the manager. A consultative manager on the other hand would have prepared the employee to a greater depth, as they were able to contribute and gain valuable skills that may be of use in other positions (ie communication skills.)
NB: this was done under exam conditions and i had just typed it up.
Thanks :)
This looks a lot like my answer I gave to my teacher and she gave it a 9 out of 10 so I would say it's pretty good :) good-luck on the exam tomorrow :)
Post by: stephgreggxxoo on November 02, 2014, 12:35:09 pm
Does anyone know what to write under transition issues (termination management) section? Please help!!!!
Transition issues in the termination phase refer to how a fired employee will make their transition into another organisation, to assist with the transition organizations can offer assistance in resume writing or providing them with job hunters or even helping them develop new skills so that they can enter another industry of work.
For example with Ford, with all the people they are hiring have probably worked in that industry for most of their lives and considering that car manufacturing is dying in Australia they would need either assistance in writing up a resume as they have been in the same job for a long time or help with developing new skills so that they can go work in another industry.
I hope this helped you understand oh and also exit interviews are always a good one as employees may feel upset, scared or even angry about leaving the organization and the managers want to find out why they are leaving if the case is that they have resigned.
I hope this makes sense if it doesn't you can message me
Good-luck on the exam tomorrow :)
Post by: Shyam995 on November 02, 2014, 01:14:01 pm
This looks a lot like my answer I gave to my teacher and she gave it a 9 out of 10 so I would say it's pretty good :) good-luck on the exam tomorrow :)
Thanks Stephgreggxxoo!! Much appreciated!!
I hope you do well tomorrow as well!!
Post by: DominusIlluminatioMea2015 on November 03, 2014, 06:15:21 am
Post by: stephgreggxxoo on November 03, 2014, 10:22:39 am
Last minute but does anyone a comparison of functional and divisional management structures? Or an evaluation or discussion?
well functional is based on the functions of the org. while divisional bases them on either location, processes, product or customers. Functional has a narrow departmental focus and less lines of communication while divisional has a greater team focus an expertise at every division.
sorry I couldn't help much but good luck on the exam only an hour and a bit to go now !
Post by: Jawnle on November 07, 2014, 04:38:39 pm
Post by: Callum@1373 on February 09, 2015, 08:19:33 pm
Post by: e_k1234567 on February 14, 2015, 02:14:56 pm
Can anyone explain the differences between a government department, government business enterprise, statuatory authority and provide examples of each? thanks ;D
Government departments are owned by the the government and they focus on providing a service rather than earning profit. These fall under the public sector. Examples are the Department of Foreign Affairs and Trade, and the Department of Health.
Government Business Enterprise are owned by the government and provide a service while making a profit at the same time. Usually they would fall under the public sector, but I'd say that they fall under both. Sometimes they go through privatisation, which is moving to the private sector. Examples are Medibank Private and NBN co.
Statutory Authorities are bodies that are created by an act of parliament (delegated legislation). They fall under the public sector. Examples are VicRoads and Post Office.
Post by: bae on March 12, 2015, 05:14:02 pm
I can't find a good definition for NGO on the internet, and it's not in my textbook glossary, could somebody please help me out?
Thanks :)
Post by: Callum@1373 on March 12, 2015, 06:34:51 pm
Post by: bae on March 13, 2015, 08:24:27 am
Post by: Rachelle on March 14, 2015, 02:16:26 pm
And in reference to the network structure how does it offer cost savings through reduced input costs?
Also does outsourcing generate economies of scale?
Thank you.
Post by: Callum@1373 on March 14, 2015, 02:45:27 pm
Can someone please explain how a functional structure allows for possible economies of scale?So economies of scale means that as a large organisation mass produces goods it creates a large amount of revenue that it can use to charge less per unit. If you have a functional structure, management are exercising more power and focus into the different departments of an organisation. This means that with focus put towards the operations function, resources are invested to ensure that there is success in the production of goods. With greater results from the operations function, a large scale organisation is therefore making more goods and thus allowing for an economy of large size.
And in reference to the network structure how does it offer cost savings through reduced input costs?
Also does outsourcing generate economies of scale?
Thank you.
With the network structure, a business is essentially getting it's activities by other organisations, in other words leaving the responsibility to others. This means, that input costs such as employees, wages, manufacturing facilities, machinery, time, raw materials are not being paid for by the organisation with the network structure and instead they are just paying a fixed fee for the activities being outsourced, and therefore they are saving money.
As economies of scale is cost savings due to mass producing goods, if a business leaves manufacturing to another organisation, it may mean that the new manufacturing business is more specialized and is able to be more efficient. This could mean that more quantities of products are made at a lower price and thus leading to an economy of scale.
Post by: Rachelle on March 15, 2015, 02:14:07 pm
Is it also because with more employees (for functional structure) in different departments who are focusing in their own area, leading to a higher production of goods and generating economies of scale?
I just remember the teacher saying something along those lines.
Thankyou :)
Post by: Callum@1373 on March 15, 2015, 05:00:20 pm
For say a geographic structure your putting say 25% (for say 4 geographic divisions) focus into a geographic division, with say 5 functions within that meaning that's like 5% focus on operations (manufacturing).
But in a functional the structure is split up into 25% focus on operations so therefore it's probably more likely to lead to higher production of goods :D
Post by: Rachelle on March 16, 2015, 09:14:11 pm
Post by: Rachelle on March 16, 2015, 09:15:41 pm
Yeah, so if you think of it this way:
For say a geographic structure your putting say 25% (for say 4 geographic divisions) focus into a geographic division, with say 5 functions within that meaning that's like 5% focus on operations (manufacturing).
But in a functional the structure is split up into 25% focus on operations so therefore it's probably more likely to lead to higher production of goods :D
Cool! That makes sense! Thanks
Post by: Callum@1373 on March 17, 2015, 07:22:13 am
I realised I forgot to compare and contrast two functional structures I mentioned in a sac- althought i did compare the two I forgot to note the contrast bit. Does anyone know roughly how much marks will be taken off given it was a 6 mark question? :'(I'd guess the mark breakdown was 1 mark for definition of first structure, 1 mark for definition of second structure, 2 marks for 2 similarities and 2 marks for 2 differences. So provided you did the rest well, I'd say 4/6 :-\
I made the same mistake on my unit 2 exam haha didn't know that comparing involved differences as well.
Post by: Rachelle on March 18, 2015, 06:00:30 pm
I'd guess the mark breakdown was 1 mark for definition of first structure, 1 mark for definition of second structure, 2 marks for 2 similarities and 2 marks for 2 differences. So provided you did the rest well, I'd say 4/6 :-\
I made the same mistake on my unit 2 exam haha didn't know that comparing involved differences as well.
Will there be a mark or two for justification of the structure recommended? Because it also asked which structure do you recommend to [this] company; justify your answer.
Post by: Callum@1373 on March 18, 2015, 06:51:30 pm
Will there be a mark or two for justification of the structure recommended? Because it also asked which structure do you recommend to [this] company; justify your answer.Ah forget what I said about 2 marks for the 2 definitions, change that 2 marks for the justification. So nothing changes probably. Don't worry though that's the past look into the future! ;D
Post by: pinklemonade on March 19, 2015, 03:02:49 pm
I know that planning is the process of setting objectives and formulating strategies to achieve objectives, whereas organising is the process of the coordinating resources (employees, equipment and money) and allocating tasks to achieve objectives
However I understand that when it says 'compare and contrast' they want more in the answer (such as similarities and differences), but I'm just not too sure on how to write this in my answer
I'm pretty sure this is going to be on my SAC tomorrow so if anyone could help it would be much appreciated!
Thank you
Post by: pinklemonade on March 19, 2015, 04:19:42 pm
Hey guys, I'm just stuck on how to answer the question 'compare and contrast planning and organising'
I know that planning is the process of setting objectives and formulating strategies to achieve objectives, whereas organising is the process of the coordinating resources (employees, equipment and money) and allocating tasks to achieve objectives
However I understand that when it says 'compare and contrast' they want more in the answer (such as similarities and differences), but I'm just not too sure on how to write this in my answer
I'm pretty sure this is going to be on my SAC tomorrow so if anyone could help it would be much appreciated!
Thank you
For this question, you can compare and contrast any 2 of the management roles so if anyone could provide an example answer for any 2 that would be really great!!
Post by: Callum@1373 on March 19, 2015, 05:09:34 pm
Hey guys, I'm just stuck on how to answer the question 'compare and contrast planning and organising'To be quite honest I doubt that you would ever get this question - it's quite ridiculous as the whole idea of management roles is that you get all of the stuff management do and you split it into 4 areas (POLC) therefore they are different and thus comparing/contrasting is not a suitable question for it. However:
I know that planning is the process of setting objectives and formulating strategies to achieve objectives, whereas organising is the process of the coordinating resources (employees, equipment and money) and allocating tasks to achieve objectives
However I understand that when it says 'compare and contrast' they want more in the answer (such as similarities and differences), but I'm just not too sure on how to write this in my answer
I'm pretty sure this is going to be on my SAC tomorrow so if anyone could help it would be much appreciated!
Thank you
(For Planning and Organizing)
Similarities
- Both are performed by management
- Both are done to achieve objectives
- They are both done formally and careful decisions are made when allocating tasks/planning
- They both involve monitoring if the goals were achieved
- Both are quantitative
- Both are ongoing
Differences
- Planning is done before organizing
- Planning involves determining objectives while organizing is determining the people to achieve the tasks for an aim
- Organizing is followed after planning
E.g
Planning is an ongoing process by which management determine objectives for an organisation and then develop and monitor strategies to achieve those objectives. Organizing is a process by which management allocates it's resources to achieve tasks that need to be completed.
Planning is similar to organizing as they are both ongoing processes that need to be done. A business will be constantly planning and monitoring the achievement of objectives and always allocating tasks or managing their resources. Also, Planning and organizing occur at all three levels of management, being senior, middle and front line. Planning and organizing will also be formal processes that get monitored regularly.
Planning is different to organizing in that Planning typically comes before organizing. A good manager will develop strategies to achieve objectives and then use organizing to allocate tasks to work groups in turn to achieve those objectives. Planning can also be different in that Planning can be done for up to 5 years in advance whereas organizing is never done to manage resources that far into the future.
Post by: pinklemonade on March 19, 2015, 05:30:21 pm
To be quite honest I doubt that you would ever get this question - it's quite ridiculous as the whole idea of management roles is that you get all of the stuff management do and you split it into 4 areas (POLC) therefore they are different and thus comparing/contrasting is not a suitable question for it. However:
(For Planning and Organizing)
Similarities
- Both are performed by management
- Both are done to achieve objectives
- They are both done formally and careful decisions are made when allocating tasks/planning
- They both involve monitoring if the goals were achieved
- Both are quantitative
- Both are ongoing
Differences
- Planning is done before organizing
- Planning involves determining objectives while organizing is determining the people to achieve the tasks for an aim
- Organizing is followed after planning
E.g
Planning is an ongoing process by which management determine objectives for an organisation and then develop and monitor strategies to achieve those objectives. Organizing is a process by which management allocates it's resources to achieve tasks that need to be completed.
Planning is similar to organizing as they are both ongoing processes that need to be done. A business will be constantly planning and monitoring the achievement of objectives and always allocating tasks or managing their resources. Also, Planning and organizing occur at all three levels of management, being senior, middle and front line. Planning and organizing will also be formal processes that get monitored regularly.
Planning is different to organizing in that Planning typically comes before organizing. A good manager will develop strategies to achieve objectives and then use organizing to allocate tasks to work groups in turn to achieve those objectives. Planning can also be different in that Planning can be done for up to 5 years in advance whereas organizing is never done to manage resources that far into the future.
Thank you! I know it's a stupid question but I know it's going to be on my SAC so just had to have an idea of what to write about haha :)
Post by: Callum@1373 on March 19, 2015, 06:04:56 pm
Post by: chansena on April 02, 2015, 04:07:51 pm
I'm struggling with this question:
How is corporate social responsibility defined ?
Does anyone have a simple straight forward definition on how ?
Thanks !
Post by: Callum@1373 on April 02, 2015, 08:56:36 pm
E.g donation to charity, reducing their environmental impact
I've heard other teachers say and examiners say that it's really good to have the 'above and beyond law' part because that's what is really being socially responsible. For example, littering waste in the river is illegal but ensuring that the minimal amount of waste is produced is beyond law.
Post by: iClinton on April 29, 2015, 11:52:06 pm
For example a secondary school, what would be the input process Nd output ?
Post by: Callum@1373 on April 30, 2015, 07:01:33 am
Processes: Giving homework, giving feedback, teaching content
Output: Educated student
Post by: chansena on May 05, 2015, 05:26:48 pm
thanks in advance :)
Post by: Callum@1373 on May 06, 2015, 05:46:10 pm
I'm confused about understanding the operation management functions. Is it the same as the operation management? Also how would i relate the operations function to business objectives and business strategy?Sorta confused by this. Operations management is a function - along with marketing, hr....etc.
thanks in advance :)
Operations management relates to business objectives and strategy because:
- It produces the necessary goods to gain profit from customers
- It involves maximizing productivity so financial objectives can be achieved
- Ethical and socially responsible activities are incoorporated into it so corporate objectives related to esr are met
Does anyone know if there are any other strategies in materials management aside from JIT?
Post by: bizman on May 06, 2015, 06:26:03 pm
I have a business management sac on Mars for AOS 3 unit 3 . What sort of question can I expect to see in this area of study ??
Post by: iClinton on May 10, 2015, 03:07:55 am
If a question asks you "Which management style would you recommend (Relating to the case study)"
Could you write any of the management styles as long as you could justify ?
Post by: stockstamp on May 10, 2015, 01:39:22 pm
Hey guys quick question,
If a question asks you "Which management style would you recommend (Relating to the case study)"
Could you write any of the management styles as long as you could justify ?
There is freedom as to which style you recommend, but you can't use any style at all - justification is essential though!
What you will find is that the examiners (or SAC assesors) will want you to land at one end of the spectrum, and will give you hints in the case study to determine this.
This is the order of the spectrum, just in case you weren't aware
1. Autocratic
2. Persuasive
3. Consultative
4. Participative
5. Laissez-Faire
For example, if your case study has someting like this...
Richie is the manager of a manufacturing LSO which uses heavy and dangerous machinery to produce its goods...
In this case, You will be expected to land at the top end of the spectrum, as the Autocratic and Persuasive styles both "suit high-risk or difficult decisions" (an advantage) which could arise from the heavy machinery. Because the examiners want you to land at one of the spectrum, if you decided to recommend the Laissez-Faire style from this study, it would be wrong, no matter how well you think you have justified it.
As a general rule these questions can be answered like this:
Step 1: Read the question carefully and decide which end of the spectrum you should be on (keep in mind that its unlikely you should ever recommend consultative)
Step 2: I.D.L. - Identify the style that you are recommending. Define it. Link it back to the case study.
Step 3: If the question also says "justify your choice", provide an advantage of the style, then link the advantage to the case study. EG One advantage of the persuasive style is its suitability for high risk and difficult decisions, where the manager can take charge and respond quickly in times of crisis without wasting time considering subordinate input. Becuase Richie works with dangerous machinery, the suitability for high-risk decisions will allow him to quickly make decisions in the best interest of his LSO to overcome any danger that may arise from faulty machinery, or sustained injuries.. Basically, show them you understand the theory, and know how it relates to the case study.
Post by: iClinton on May 10, 2015, 06:40:05 pm
There is freedom as to which style you recommend, but you can't use any style at all - justification is essential though!
What you will find is that the examiners (or SAC assesors) will want you to land at one end of the spectrum, and will give you hints in the case study to determine this.
This is the order of the spectrum, just in case you weren't aware
1. Autocratic
2. Persuasive
3. Consultative
4. Participative
5. Laissez-Faire
For example, if your case study has someting like this...
Richie is the manager of a manufacturing LSO which uses heavy and dangerous machinery to produce its goods...
In this case, You will be expected to land at the top end of the spectrum, as the Autocratic and Persuasive styles both "suit high-risk or difficult decisions" (an advantage) which could arise from the heavy machinery. Because the examiners want you to land at one of the spectrum, if you decided to recommend the Laissez-Faire style from this study, it would be wrong, no matter how well you think you have justified it.
As a general rule these questions can be answered like this:
Step 1: Read the question carefully and decide which end of the spectrum you should be on (keep in mind that its unlikely you should ever recommend consultative)
Step 2: I.D.L. - Identify the style that you are recommending. Define it. Link it back to the case study.
Step 3: If the question also says "justify your choice", provide an advantage of the style, then link the advantage to the case study. EG One advantage of the persuasive style is its suitability for high risk and difficult decisions, where the manager can take charge and respond quickly in times of crisis without wasting time considering subordinate input. Becuase Richie works with dangerous machinery, the suitability for high-risk decisions will allow him to quickly make decisions in the best interest of his LSO to overcome any danger that may arise from faulty machinery, or sustained injuries.. Basically, show them you understand the theory, and know how it relates to the case study.
Thanks sir, i finished my SAC for this area of study last week and received my SAC back.
The only one mistake in the SAC i did was this question.
The question asked which management style would you recommend for this manager to adopt instead of autocratic , i wrote persuasive.
The case study was something about People working in the bank and the staff did not know the mission/vision etc , and they didnt know the objectives either.
I wrote persuasive and justified it but she didn't give me any marks, she said the correct one was Consultative.
Is this correct?
Post by: stockstamp on May 10, 2015, 08:47:22 pm
If your teacher wanted you to specifically give the consultative style, then the case study would have needed to have made very explicit reference to features of the consultative style.
It is possible that case studies might want you to recognise a specific style, though it is very rare, and unlikely to be assessed.
The VCE 2014 exam has an example of this:
The case study for Question 3 was...
Shackleton Pty Ltd is a large-scale business producing and installing state-of-the-art security systems. Its headquarters is in Melbourne and it has numerous offices across Australia. The organisation employs 1000 people. Shackleton has grown into a leader in its field. Shackleton believes in using products of the highest possible quality to ensure that the customer has many years of problem-free use. Shackleton’s CEO, Zac Shackleton, believes that if he employs capable staff, they will motivate themselves to do a good job. However, last month Zac noticed a drop in productivity and a rise in the number of customer complaints. Zac knows he must act swiftly or face competitors gaining a larger market share.
According to the examiners report, this case study had enough information to show that Zac was using the Laissez-Faire style. (The case study hinted at this by referencing motivation and capable staff).
From the report:
"Based on the information provided, Zac is using a laissez-faire management style"
But! Although students were expected to recognise that the Zac was using a Laissez-Faire style, this wasn't actually what was assessed. The question asked students to discuss an alternative style.
The accepted styles were (again, taken directly from the examiner's report)
"Management styles include:
autocratic
persuasive
consultative
participative."
This means that you could get full marks by discussing any of these styles.
So, to give you a more general answer, it is good to be able to recognise which style (or which end of the spectrum) the case study is referring to, but it is unusual that you would be expected to answer a question referring to one specific style. Usually a range of responses is accepted.
In the case of your SAC, it might be a little bit harsh here, but come the exam you are unlikely to be penalised for something like this.
Post by: Rob16 on May 30, 2015, 05:50:59 pm
Post by: iClinton on May 30, 2015, 09:18:47 pm
In a discuss question that is worth 4 marks would you provide 2 advantages and 2 disadvantages or 1 advantage with and explanation and 1 disadvantage with an explanationIf it says discuss, you discuss 1 advantage and disadvantage (with explanation)
if it says list, you list 2 advantages + 2 disadvantages.
Post by: chansena on June 09, 2015, 07:48:11 pm
A question from textbook relationship of human resources to business objectives and strategy. The words policies and practices are throwing me off (I get what they mean btw)
7. A company has an objective of "increasing export to Asian market". What HR policies and practices would be put in place to achieve this objectives?
Thanks !!
Post by: leu0017 on June 12, 2015, 10:19:44 am
This question could be answered like this:
In order to achieve the objective of increasing export to the Asian market, the establishment of new employees and training of existing employees is essential. Firstly, language barrier is knowledge of the Asian culture and buyer behavior will be solved through employing new staff from the targeted Asian countries as the first step. Secondly, a practice that could be implemented would be transferring the existing employees that are can communicate with an Asian language to a new team, which specializes with the communication of the Asian branches and the head office. Policies that could be implemented would be staff training in basic business communication courses in different Asian languages. the new staffs will need to have basic understanding of the export laws and regulation to prevent unethical conducts. Under these procedures the staff will be able to have sufficient understanding of the Asian market and be able to have effective communication to achieve their goals.
Hope this response will be adequate to solve this question. :)
Post by: calculatedrisk on June 27, 2015, 04:59:14 pm
Does anyone know if there are any other strategies in materials management aside from JIT?
Bar-coding: Allows for greater control over order assembly, stock availability and monitoring of stock.
Would materials planning count too? The Master Production Schedule (MPS) and the Materials Requirement Plan (MRP) that outline what/how many of a product must be made within a given time frame + what/how many materials will be required. (From A+ Notes)
Post by: Callum@1373 on June 28, 2015, 10:04:46 am
Bar-coding: Allows for greater control over order assembly, stock availability and monitoring of stock.Yeah it's a bit of a grey area seeing as it's not lists in the SD, but for my sac we only had to know JIT.
Would materials planning count too? The Master Production Schedule (MPS) and the Materials Requirement Plan (MRP) that outline what/how many of a product must be made within a given time frame + what/how many materials will be required. (From A+ Notes)
Post by: pinklemonade on June 29, 2015, 05:56:06 pm
Can't find a text book answer anywhere! If anyone could give me a good answer it would be greatly appreciated!
Post by: Callum@1373 on June 29, 2015, 06:50:18 pm
How might diversity of employees be relevant to motivation and job satisfaction?I guess that a diverse range of employees makes for a working environment of people with different experiences and backgrounds. This may mean greater job satisfaction because there are more interesting people to talk to and work with, sharing ideas and experiences in a collaborative way? Also, a diverse range of employees may make for a diverse range of skills in a workplace, hence work is more likely to be achieved as other employees can give help and assistance, allowing for greater job satisfaction.
Can't find a text book answer anywhere! If anyone could give me a good answer it would be greatly appreciated!
As for motivation, a diverse workplace may mean that younger employees are motivated to work to a similar standard to that of more senior and experienced workers. On the other hand, senior workers may be motivated to work productively and show off their skill set in order to be a role model for younger employees.
Hope that helps?!
Post by: AlexMarks on June 30, 2015, 05:35:01 pm
Post by: pinklemonade on July 16, 2015, 04:09:06 pm
Post by: Callum@1373 on July 22, 2015, 07:58:15 pm
From Maslow and Lockes theory, which one is better to motivate part time workers to become full time workers? and explainHmmmm...I would definitely pick Maslow's theory.
This is probably because Lockes is only setting challenging goals - which may motivate employees but not necessarily motivate them to undergo new tasks which may involve them moving to full-time work. Also, moving from part-time to full-time work is completely personal, what I mean is it is completely up to an employee and is specific for them. Locke's theory is a bit if a 'one size fits all' theory, which won't allow for the individualisation needed.
But Maslow's will mean employees can be treated individually and on a personal basis. This is probably a good thing because it means they get their own feelings heard and also maslows theory stipulates that career advancement is a motivating factor - which could be used to guide employees to make the shift from part time to full time work
Post by: Royalli on July 28, 2015, 04:08:15 pm
All I have is that they are both part of the establishing phase in the employment cycle.
Thanks in advance!
Post by: Adiamond on July 29, 2015, 07:15:16 am
Job analysis is the phase in which the organisation will analyse the actual work required for the job that needs to get done. The organisation needs to determine the exact nature of the job before they can recruit the right person for it. The job analysis is actually made up of the job description (What an employee would need to do) and the job specification (list of the optimal employee specifications)
A job description would include:
- Actual job activities
- The equipment necessary for completion
- The working conditions
Whereas thejob design concentrates on the work required for the job to be completed. Job design would detail the number, kind and variety of tasks that individual employees perform in their jobs. Job design takes the satisfaction of the employee into consideration (so that instead of designing a job to do one repetitive task an employer may have two people switch every so often so that the task does not get too boring).
I know that this may have been confusing but i'm here to explain it more if you need.
Post by: Callum@1373 on July 30, 2015, 06:24:58 pm
Does anyone know how to compare job analysis/job design with recruitment and selection? I thought this was quite an odd question, but it's been given to us as revision.The other answer wasn't very clear at all, but here is an answer ;)
All I have is that they are both part of the establishing phase in the employment cycle.
Thanks in advance!
Similarities[/b
- Both strategies of the establishment phase of the employment cycle
- Both involve looking at how the current job is being performed and use it as a guide for developing job specification/interview questions
- They both are necessary to having the most suitable candidate hired
Differences
- A job design doesn't deal with any specific applicants, but selection does
- A job design is typically conducted before a selection process
- Selection is done by looking at an applicants skills, a job analysis is completed by looking at a current employees skills
Post by: pinklemonade on August 03, 2015, 07:17:08 pm
Explain how the Selection process and recruitment process would assist an organisation in hiring the right person?
Post by: Callum@1373 on August 04, 2015, 08:11:52 pm
Could someone please help me answer this question....I'll split it up into recruitment and selection for clarity...
Explain how the Selection process and recruitment process would assist an organisation in hiring the right person?
Recruitment will assist an organisation to hire the most appropriate candidate as they will be able to determine whether internal or external recruitment is needed. For example, if the new employee needed to be very familiar with an organisation products/services as well as culture, an organisation will recruit internally as it would be an employee already acquainted with an organisation. However, if the new position required an applicant to potentially bring new ideas into an organisation or have qualifications that are not currently present in it's employees, then external recruitment would be necessary to recruit the most suitable applicant.
Selection will form a multistep process involving screening/shortlisting applicants, conducting interviews, and carrying out background checks. If applicants are short listed, then an organisation can ensure that it will be only looking at applicants who have met prerequisite degrees and qualifications needed for a job as illustrated in its job design, hence an appropriate employee will be found. If an interview is conducted, an employer will be able to get greater insight into an applicants personality, motivation, and past experiences, thus ensuring that the characteristics of the new employee for the job are seeked for applicants. Also, carrying out background checks will involve contacting an applicants previous employers/teachers. In doing so, an organisation will have primary data on that applicants work and history, ensuring that they are valued highly and have not lied about any information that was necessary for the job. Hence, the most appropriate candidate for the job will be identified.
Hope that helps! : )
Post by: calculatedrisk on August 11, 2015, 03:47:31 pm
Post by: Callum@1373 on August 11, 2015, 09:18:46 pm
There is no difference between enterprise bargaining and collective bargaining. They are synonymous for each other. This is because the word 'enterprise' was used previously in a centralised system to mean an organisation, and the word 'collective' just means between members of an organisation, thus they are the same.
Just a tip though, you can feel free to use which ever one you prefer, but for simplicity I would use the same term (even though they have the same meanings) in an answer, otherwise it will seem rushed/ambiguous.
Royalli, please refrain from posting incorrect answers as it may mislead someone into losing marks on a SAC, which is the anti-purpose of this thread : )
Post by: Rob16 on August 17, 2015, 04:45:00 pm
Post by: calculatedrisk on August 17, 2015, 10:20:34 pm
Is retrenchment and redundancy the same thing?
My teacher kept stressing that they are essentially the same thing, it's just a matter of wording. 'An employee is said to be "retrenched" when his or her job becomes redundant.' From what I gather, it's a really subtle difference you don't have to worry about.
Post by: iClinton on August 20, 2015, 03:35:19 pm
The relationship to business objectives and business strategy (Chapter 11 key knowledge 1)
If a sac question asked you that, how would you go about answering the question ?
Post by: Callum@1373 on August 21, 2015, 08:53:02 am
Don't quite understand this question -Depends on what topic it is asking you to find the relationship to business obj's and strategy?
The relationship to business objectives and business strategy (Chapter 11 key knowledge 1)
If a sac question asked you that, how would you go about answering the question ?
But otherwise, strategies are set by management which aim to achieve the objective...
e.g
Objective: Gain 20% Market Share
Strategy: Grow business into other states of Australia
Post by: Adiamond on August 22, 2015, 06:28:48 pm
Is retrenchment and redundancy the same thing?Basically yes as calculatedrisk* said, they would allow for the ex employee to receive the same severance package, but retrenchment is when there is not enough work to be considered profitable to pay the employee, while redundancy is when the job becomes completely redundant.
e.g. If the job that people were doing is not going to be done by robots, they would be made redundant. Whereas if there was a person working as a retailer in a luxury store and something like the 2008 GFC occurred they would not have as much work so the employee may need to be retrenched.
Post by: Rachelle on August 22, 2015, 09:48:20 pm
Here's my list:
The classic compare/contrast decentralised/centralised approach to ER.
The role HRM plays in ER under decentralised approach
Advantages/disadvantages of different methods of wage determination (enterprise bargaining etc)
Not sure what else...any thoughts/questions? :)
Post by: pinklemonade on August 23, 2015, 12:04:10 am
Recommend and justify the most appropriate management style a human resource manager should use when implementing a Collective Agreement.
I think I would choose the persuasive management style but I just don't know how to justify this well enough, all i can think about writing is that 'it allows the employees to understand why the agreement has been put into place, leading to less confusion and allows them to become more likely to follow it'
Post by: Rachelle on August 23, 2015, 10:45:28 am
Post by: Callum@1373 on August 25, 2015, 05:54:52 pm
Any predictions of questions regarding employee relations (ER)? Not exam predictions, like if any questions have propped up into your head!Take a look at the practice SACs for more questions, but here is what I have off the top of my head : )
Here's my list:
The classic compare/contrast decentralised/centralised approach to ER.
The role HRM plays in ER under decentralised approach
Advantages/disadvantages of different methods of wage determination (enterprise bargaining etc)
Not sure what else...any thoughts/questions? :)
- Various definition
- Compare awards
- Dicuss how decentralised approach will affect certain businesses
- Conflict resolution methods
- Relationship to business objectives
- distinguish protected/unprotected action
- distinguish arbitration and conciliation
- Relationship between decentralised approach and motivation
- Role of fair work australia
- importance of leadership under a decentralised approach
Could someone help me answer this question?I think the reason you are having difficulty in justifying this is because you have chose a strange style haha.
Recommend and justify the most appropriate management style a human resource manager should use when implementing a Collective Agreement.
I think I would choose the persuasive management style but I just don't know how to justify this well enough, all i can think about writing is that 'it allows the employees to understand why the agreement has been put into place, leading to less confusion and allows them to become more likely to follow it'
First off, a collective agreement will be made where two-way communication occurs and employees have a 'say' in what gets put into the agreement. For that very reason, the conditions of the agreement are tailored towards both employees and management. SO, if employees are happy with the conditions of the agreement, and they had a say in what was in it, then they deserve to get a say in how it is implemented, hence a participative management style.
For example, if employees decided they wanted to always finish work at 6pm and that was put into the collective agreement, it should be part of not only the employers responsibility but also the employees responsibility to determine how that will be implemented, e.g having shorter meal breaks to allow for work to be completed by 6pm.
So basically, the conditions that employees wanted are useless unless they get to take part in the decisions that implement the conditions. There is no point letting employees decide how many hours they want to work in the collective agreement if they are not then allowed to decide with managers how they will achieve all that work in the time period they suggested.
Try justifying it with a participative management approach, then post up the response here : )
Post by: iClinton on September 04, 2015, 01:37:05 pm
Q. Analyse the role of the Human Resource Manager under a decentralised approach in employee relations.(3)
I wrote something along the lines:
- The role of the HRM under the decentralised approach is to negotitate agreements which may include a group of employees or individual employees. The HRM is also responsible for keeping up to date and informed of any legal requirements or work agreements, such as minimum wage and annual leave. And then i explained the benefits, i can't clearly remember what i wrote for this part but i wrote something about increased job satisfaction,
The teachers (it got crossed marked) gave me 0 marks for this and said when it asks for role POLC (Planning, organising, leading and controlling) is the only acceptable answer, i'm currently arguing, persisting that i should gain full mark.
In addition, this question was on last years exam,and i illustrated the exact same points, however i did not receive any marks.
What should i do ?
Post by: Callum@1373 on September 09, 2015, 07:36:50 pm
Just a question in regards to the SAC i've done.Yeah that's pretty rough, I gave the exact same answer and scored 4/4. You'll have probably noticed in past exams that when they want you to SPECIFICALLY use POLC, they will say something like 'choose planning or controlling' etc. Definitely show the past exam question and the answer provided in the exam report.
Q. Analyse the role of the Human Resource Manager under a decentralised approach in employee relations.(3)
I wrote something along the lines:
- The role of the HRM under the decentralised approach is to negotitate agreements which may include a group of employees or individual employees. The HRM is also responsible for keeping up to date and informed of any legal requirements or work agreements, such as minimum wage and annual leave. And then i explained the benefits, i can't clearly remember what i wrote for this part but i wrote something about increased job satisfaction,
The teachers (it got crossed marked) gave me 0 marks for this and said when it asks for role POLC (Planning, organising, leading and controlling) is the only acceptable answer, i'm currently arguing, persisting that i should gain full mark.
In addition, this question was on last years exam,and i illustrated the exact same points, however i did not receive any marks.
What should i do ?
Post by: iClinton on September 09, 2015, 09:06:04 pm
Yeah that's pretty rough, I gave the exact same answer and scored 4/4. You'll have probably noticed in past exams that when they want you to SPECIFICALLY use POLC, they will say something like 'choose planning or controlling' etc. Definitely show the past exam question and the answer provided in the exam report.Finally an answer, thanks appreciate it !
Yep i showed the past exam AND the answer from the text book - said exact same thing as i said in the SAC.
HOWEVER, they're insisting that both sources are wrong, i even got my hands on another textbook which also supported my answer, again, they're insisting that answer is wrong.
So yeah.... these teachers....argh so frustrating
That was the only question i apparently got wrong, which costed me 15% in the SAC
Post by: calculatedrisk on September 10, 2015, 04:53:59 pm
This is what I have but I don't think they're the best:
Technological dev: The application of science to industrial objectives. This involves either
Computerisation: Taking tasks not previously done on the computer and shifting them so they are.
or
Automation: The use of machines and technology to make processes run on their own w/o manpower.
Any help is much appreciated!
Post by: Callum@1373 on September 11, 2015, 08:59:07 am
Does anyone have any solid definitions for technological development, computerisation and automation?What I have...
This is what I have but I don't think they're the best:
Technological dev: The application of science to industrial objectives. This involves either
Computerisation: Taking tasks not previously done on the computer and shifting them so they are.
or
Automation: The use of machines and technology to make processes run on their own w/o manpower.
Any help is much appreciated!
Technological development: The application of scientific research and innovation to streamline a production process
Computerisation: The progressive use of computers to complete tasks
Automation: Your definition looks spot on : )
Post by: Rob16 on September 11, 2015, 07:54:48 pm
Post by: Callum@1373 on September 11, 2015, 09:07:17 pm
For the end of year exam, do we only need to know about one significant change issue e.g. globalization? or is it advised to know more than one?You should only need to know one, most likely there will be none or one question on the exam asking for any change issue that YOU have studied so knowing just one is fine. I would however, know a couple examples of organisations that changed because of your particular issue, just in case one organisation lends itself to a question better than another does ;)
Post by: pinklemonade on September 13, 2015, 02:28:56 pm
I'm feeling fairly confident that my next SAC will ask for more than one but all i can think of is 1 for each! ???
low risk advantage - better in long run as employees feel valued in the org
low risk disadvantage - time consuming
high risk advantage -saves time as employees are not consulted, leading to a more efficient workforce
high risk disadvantage- can potentially damage employer and employee relationship, leading to distrust in management and change -> creating low morale against employees
Post by: iClinton on September 13, 2015, 05:12:38 pm
Can anyone name more than 1 advantage and disadvantage for high risk and low risk strategies?Low Risk = Two way communication = Staff can ask questions if unsure = higher job satisfaction
I'm feeling fairly confident that my next SAC will ask for more than one but all i can think of is 1 for each! ???
low risk advantage - better in long run as employees feel valued in the org
low risk disadvantage - time consuming
high risk advantage -saves time as employees are not consulted, leading to a more efficient workforce
high risk disadvantage- can potentially damage employer and employee relationship, leading to distrust in management and change -> creating low morale against employees
Disadv for high risk -
Use of force = employees unhappy = low staff satisfaction/morale
Thats what i can think of on the spot
Post by: idris on September 30, 2015, 04:56:23 pm
thankyou
Post by: Callum@1373 on October 01, 2015, 11:43:32 am
Hey Guys, for Change, kotters theory step number 7 and 8 is too vague and i dont understand it properly, can someone please rephrase it in an easier manner asap plsStep 7
thankyou
Consolidate the changes: What this step means, is to sort of review where an organisation wanted to go with the change and what have they then achieved. Is the change adequate? This step is also all about not stopping short of the finish line and thinking a change is over. You can sort of think it like the management role of controlling. All about continuing to promote driving forces.
Step 8
Institutionalize the change: This step is talking about making it the 'norm' and part of the culture. Not view change as the new strange thing of an organisation, but the present situation. It's about reinforcing the need for the culture, reminding employees of how successful ad crucial it has been. It's aimed at ensuring that employees do not feel that the change was pointless and then give up on it, but instead, embrace it.
Hope I helped :)
Post by: Callum@1373 on October 01, 2015, 11:45:45 am
- Establish sense of urgency
- Create a vision
- Empower others
- Institutionalize the change
Post by: idris on October 01, 2015, 12:21:29 pm
And ye I get what u mean I'll steer away from step 7 but have a brief overview of wht it means just incase :D ;D
Post by: pinklemonade on October 05, 2015, 09:11:28 pm
Post by: Callum@1373 on October 06, 2015, 09:59:34 am
Can anyone describe the relationship between a job analysis and job design?So a job analysis involves tasks concerned with gathering specific information about a job. It could involve looking into other organisations and gather information about the description of that job and its specifications. Now, an organisation might use that information to create a job of their own - Job Design
So it's kinda like:
Job Analysis - find out what is needed in the job
Job Design - Use this information to create the job
Post by: Callum@1373 on October 09, 2015, 05:03:28 pm
Post by: idris on October 15, 2015, 05:49:13 pm
is there a specific order for job design,description,specification and analysis
i know description and specification come after the job analysis has been finalized
but where does job design fit in?
ty
Post by: AlexMarks on October 17, 2015, 12:34:16 pm
Post by: Rob16 on October 21, 2015, 07:48:40 pm
Post by: iClinton on October 21, 2015, 09:27:46 pm
I'm still unsure about whether you should be providing 2 advantages and 2 disadvantages or 1 detailed advantage and 1 detailed disadvantage for a 4 mark discuss question? What has your school said or what have you heard from an examiner?
To be safe, i would provide 1 detailed advantage and disadvantage and just a brief second advantage/disadvantage
Post by: Kindergarten on October 21, 2015, 09:28:44 pm
I'm still unsure about whether you should be providing 2 advantages and 2 disadvantages or 1 detailed advantage and 1 detailed disadvantage for a 4 mark discuss question? What has your school said or what have you heard from an examiner?
My teacher says either is acceptable, but I personally would encourage the former.
Post by: Callum@1373 on October 21, 2015, 09:29:44 pm
I'm still unsure about whether you should be providing 2 advantages and 2 disadvantages or 1 detailed advantage and 1 detailed disadvantage for a 4 mark discuss question? What has your school said or what have you heard from an examiner?Hmmmm...I haven't ever specifically heard an answer to this however, in all the responses I have seen, it would be two advantages and two disadvantages. This is probably so examiners can see you have a breadth of knowledge and haven't just learnt one advantage/disadvantage in detail.
Post by: idris on October 23, 2015, 11:00:00 am
1 mark for identification and 1 mark for explanation for each advantage/disadvantage
but this is my imo
cause i think writing 2 pros and 2 cons for a 4 marker will make your answer lack the depth worthy of giving 4 markers
Post by: iClinton on October 23, 2015, 11:48:40 am
He suggested 1 detailed advantage and disadvantage
Post by: AlexMarks on October 24, 2015, 12:35:13 pm
Post by: idris on October 25, 2015, 10:12:00 pm
so can anyone give me a runthrough of what they do when justifying these kinds of questions
thanks
Post by: iClinton on October 25, 2015, 11:30:04 pm
Hey guys, im having a hard time getting my head around justifying a management structure and layout,
so can anyone give me a runthrough of what they do when justifying these kinds of questions
thanks
Glad I wasn't the only one.
Told one of the BM teachers at my school, he looked at me as if I'm a retard.
Anyways
Management Structure - Divisional / Matrix / Functional
Divisional - Employees are grouped into departments (divisions) - May be Customer/Geographic/Product/Process
Functional - Employees are grouped together based on the tasks they perform - E.g. Operations, HR, Marketing, Finance, R&D
Matrix - Specialists from different parts of the organisation brought together to work on a project
Facilities Design and Layout - Process / Product / Fixed
Process - Used where there are a variety of products manufactured in limited amounts (batch production), with equipment and machinery which perform similar functions grouped together
Product - Used to manufacture goods in mass volume using an assembly line, where components are added in a series of steps
Fixed position - Used for large-scale processes such as the construction of bridges, ships, aircraft and building.
Maybe use an acronym ?
M.S -> FMD
FDL -> PPF
Hope that helps
Post by: idris on October 26, 2015, 12:11:57 am
appreciate it
Post by: Rob16 on October 30, 2015, 03:14:20 pm
Post by: pinklemonade on October 30, 2015, 06:40:50 pm
Post by: Rob16 on October 30, 2015, 10:42:12 pm
Post by: iClinton on October 30, 2015, 10:49:06 pm
If for example a question states outline one practice from the establishment phase could you just talk about just job analysis or would you talk about job analysis and job design together?Together because they're under the same dotpoint in the study design
Hope that helps
Post by: Callum@1373 on October 31, 2015, 10:22:48 am
Could someone explain how the divisional structure offers flexibility?hehe tricky one, but flexibility refers to the ability of an organisation to adapt to change (environmental pressures)
So therefore it would need to have:
- Teamwork across functions
- Vertical specialisation
The divisional structure allows for this because functions are closely working together in each division so if a change occurs, they can combine the expertise of the entire organisations areas together to work on adapting to the change. Also, if a pressure is only going to affect certain products or geographic locations, than the divisional structure is flexible enough to have one division work on the change whilst the other divisions continue operations as normal so that productivity does not decrease.
If for example a question states outline one practice from the establishment phase could you just talk about just job analysis or would you talk about job analysis and job design together?Disregard the above answer, it is perfectly fine to just talk about a job analysis and not a job design.
e.g "A practice from the establishment phase is a job analysis. This refers to....
Post by: tmso on November 01, 2015, 10:50:54 pm
Post by: Kindergarten on November 01, 2015, 11:06:22 pm
Together because they're under the same dotpoint in the study designYou are 100% incorrect.
Hope that helps
They are two very separate thing that should not be confused
same with recruitment and selection.
Post by: iClinton on November 02, 2015, 11:05:10 am
You are 100% incorrect.
They are two very separate thing that should not be confused
same with recruitment and selection.
Oh, sorry my bad
Post by: AndyCau on January 31, 2016, 11:07:06 am
A) its employees
B) it's stakeholders
C the broader community ?
Post by: brabray on February 03, 2016, 08:39:10 pm
my teacher is only providing 1 prac sac and want a few to do and then get marked to make sure i know everything before i do the actual sac
Post by: upandgo on February 14, 2016, 12:10:06 am
Post by: natalie.shaw on February 21, 2016, 05:28:33 pm
So basically I have my Area of Study 1 SAC tomorrow and no one in my class knows the answer to a revision question she gave us.
the question is:
"identify two interal enviornements. Explain one internal and one external (operating or macro) environmental pressure that may affect the way a LSO operates"
any help would be great! thank you
Post by: lauraaleee on March 02, 2016, 10:57:32 am
Post by: melissaromeo on March 02, 2016, 07:32:32 pm
I already have that both uses two way communication but I couldn't think of anything else, if anyone could help me out that would be great!
Post by: Callum@1373 on March 03, 2016, 07:11:44 pm
What are some similarities between the consultative and participative management style?Sure thing melissa :)
I already have that both uses two way communication but I couldn't think of anything else, if anyone could help me out that would be great!
These are the ones off the top of my head:
- Employees can participate in the decision making process
- They are both common to flatter management structures
- Feedback on decisions is acquired from employees
- They both increase morale in employees as they get a say
- They are both suitable for situations where time is not a factor
- They both cost time as management speak with employees before decisions are made
Hope that helps!
Post by: melissaromeo on March 13, 2016, 04:02:03 pm
im struggling to find distinct similarities and differences so if anyone could help me that would be great!
thanks ;D
Post by: Woodworking on May 05, 2016, 10:33:40 pm
Post by: upandgo on May 06, 2016, 12:12:03 am
What does kpl mean
not sure if you mean kpl or kpi :P but a KPI stands for 'key performance indicator', which refers to a set of data or statistics that indicate how an organisation is performing in a set area.
Post by: Porta22 on August 06, 2016, 05:06:08 pm
Post by: Glasses on August 16, 2016, 10:41:28 pm
Can advantages and disadvantages of Centralised or Decentralised Employee Relations be asked on a SAC or VCAA Exam?
Under the key skills section of the study design (for Unit 4 AOS 1), students need to be able to:
- Evaluate key aspects of human resource management theory.
- Evaluate different practices and processes for managing human resources.
Therefore, I'm fairly confident advantages/disadvantages questions regarding Centralised/Decentralised Employee Relations can be in the exam or a SAC. As well as this, even if you're not explicitly asked to "identify strengths/weaknesses...", questions with the task word "evaluate" will be based on advantages and disadvantages - so you'll need to know the advantages and disadvantages in case this kind of question turns up :)
Post by: geminii on August 20, 2016, 07:01:30 pm
Despite the help of my textbook I'm still struggling to understand the difference between advertising and public relations. Could anyone help out?
Thanks! :)
Post by: Glasses on August 20, 2016, 11:48:10 pm
Hey guys! This is a Unit 2 question :)
Despite the help of my textbook I'm still struggling to understand the difference between advertising and public relations. Could anyone help out?
Thanks! :)
So basically advertising is about promoting and marketing a product (good or service) offered by a business, whilst public relations is concerned with promoting a positive reputation and image of the business, to the wider public.
So:
Advertising = Product.
Public Relations = Image/reputation of business itself.
Hope that helps! (If not, let me know and I'll try to make things clearer!) :)
Post by: geminii on August 21, 2016, 12:49:05 pm
So basically advertising is about promoting and marketing a product (good or service) offered by a business, whilst public relations is concerned with promoting a positive reputation and image of the business, to the wider public.
So:
Advertising = Product.
Public Relations = Image/reputation of business itself.
Hope that helps! (If not, let me know and I'll try to make things clearer!) :)
Thanks that helps :) But just to make sure I completely understand it, what would be an example of public relations? Like would an example be a business associating itself with a different ethical business to make itself look good to the public?
Thanks again :)
Post by: Glasses on August 21, 2016, 01:45:23 pm
Thanks that helps :) But just to make sure I completely understand it, what would be an example of public relations? Like would an example be a business associating itself with a different ethical business to make itself look good to the public?
Thanks again :)
Just some examples of positive public relations:
- Sponsoring local sporting clubs.
- Donating profits to, or establishing a charity (e.g. - Ronald McDonald Foundation).
- Promoting the business as environmentally friendly
etc.
However I will just note that there is a difference between positive and negative PR. Positive PR is beneficial for the business' image, whilst negative PR (such as public relations crisis') can damage the business' image.
:)
Post by: ffs1234 on August 24, 2016, 09:22:31 pm
Hi
So basically I have my Area of Study 1 SAC tomorrow and no one in my class knows the answer to a revision question she gave us.
the question is:
"identify two interal enviornements. Explain one internal and one external (operating or macro) environmental pressure that may affect the way a LSO operates"
any help would be great! thank you
The internal environment includes all activities, pressures or forces from within the organisation - the factors intrinsic to an organisation that can influence a change over which management has the most degree of control over. For example, employees, stakeholders and managers.
you could talk about employees and how motivation can affect their productivity in the workplace and the ability to produce goods and services as an internal factor.
same thing with external, depending on the macro or operating environment you choose just link it to an example and explain further.
Post by: jayleno on September 26, 2016, 02:52:30 am
Post by: Glasses on September 26, 2016, 02:19:49 pm
How much marks can you lose in the exam in order to score an A plus or a in bus man? :P
It can change, but last year the A+ cutoff was 70%, so 19 marks.
Post by: rtops on October 15, 2016, 10:31:21 am
Moderator edit: Merged with questions thread.
Post by: Skumzy on October 26, 2016, 06:09:26 pm
Thanks!
Post by: Glasses on October 26, 2016, 06:26:53 pm
Sorry if this is a bit of a random/dumb question, but I was wondering if anyone can tell me why the mean score for the Business Exam is so low (~42%)? I saw that both the SAC averages in Unit 3 and 4 are around 66-67%, so I was curious as to why the average drops so much for the exam. Is there anything I should avoid doing to not repeat the same trend?
Thanks!
I'd assume it would have something to do with:
a) The exam being more difficult or holistically marked than SACs (although one would imagine that statistical moderation evens this out ::))
b) Students possibly giving up towards the end of the year, and not having teachers there to 'make' them complete the exam and study.*
* E.g. - Business is generally perceived as an 'easy' subject, which a lot of people who don't care about their ATAR complete; so it wouldn't surprise me if said people don't study or put effort into the exam, because they aren't being forced to by a teacher who has 'made' them study throughout the year for SACs - if that makes sense?
I'm really not 100% sure, VCAA are weird, but those two points may have some relevance? Haha
Post by: Skumzy on October 26, 2016, 06:31:38 pm
I'd assume it would have something to do with:
a) The exam being more difficult or holistically marked than SACs (although one would imagine that statistical moderation evens this out ::))
b) Students possibly giving up towards the end of the year, and not having teachers there to 'make' them complete the exam and study.*
* E.g. - Business is generally perceived as an 'easy' subject, which a lot of people who don't care about their ATAR complete; so it wouldn't surprise me if said people don't study or put effort into the exam, because they aren't being forced to by a teacher who has 'made' them study throughout the year for SACs - if that makes sense?
I'm really not 100% sure, VCAA are weird, but those two points may have some relevance? Haha
That definitely makes sense and is probably the case. Hopefully I can take advantage of that and possibly get ahead of the others by a bit :P
Post by: Glasses on October 26, 2016, 06:38:18 pm
That definitely makes sense and is probably the case. Hopefully I can take advantage of that and possibly get ahead of the others by a bit :P
That being said, don't read too much into the statistics and everything - with regards to the errors people make and how to avoid them, the very best thing you can do is go through the previous examiner's reports, because they'll outline what common errors there were in each exam :)
Post by: qwertyu1234567 on October 27, 2016, 06:28:30 pm
Post by: Glasses on October 27, 2016, 10:03:26 pm
What level of planning (strategic, tactical or operational) would be used when an organisation is reviewing is policies?
It would probably depend on what the policy is regarding, but I'd say either strategic or tactical - probably strategic if I had to pick, but you could justify either one.
Post by: 100.00 on October 28, 2016, 08:00:48 am
How is organisational inertia a driving force?
Moderator edit: Merged with questions thread.
It's not. This one is solely a restraining force (at least that's how VCAA want you to see it). You could argue that lack of employee mental toughness may see management determined to implement something to get them out of their comfort one (i.e implement a policy that will show organisational inertia) to develop more stable employees. However I would stay clear of this, it's like trying to justify a productivity performance indicator in a financial case study. There are better driving forces to choose from! :)
Post by: Sanasafi on October 29, 2016, 05:49:56 pm
What are the similarities and differences between the centralised and decentralised approach in employee relations?
Post by: 100.00 on October 29, 2016, 06:34:02 pm
What is the role of the Human Resource Manager under the centralised and decentralised approach?
What are the similarities and differences between the centralised and decentralised approach in employee relations?
Hi there,
Role of HRM under decentralised approach falls within any task under the management roles of organising, leading, controlling and planning.
For example, HRM need to CONTROLL all collective agreements to ensure the conditions of employment are adequate and not too generous/ too inferior for the skillset of the worker, by monitoring them and evaluating where necessary.
For example, HRM's need to organise times for employees to come and discuss collective agreements. Likewise, they need to organise suitable training sessions for T+D.
For example, HRM'S need to PLAN their future staffing needs (HR planning) to best coincide with future organisational objectives. (Set goals of base amount of staff needed to accomplish decision making)
Similarities:
-Both include union presence
-Both have awards as the basis of conditions of employment
-Both can have disputes resolved by a third party member
Differences:
-Decentralised is more flexible than centralised due to the ability to offer elevated conditions of employment beyond the basic awards (I.e rewards, performance based pay)
-Wages and conditions are negotiated at the workplace level for decentralised ER, as oppose to the whole industry for Centralised where they are set out by awards with no enterprise bargaining.
- Level of union involvement differs via decentralised ER industries having less ability to generate funds for unions due to the individual condition features, whereas in centralised Union pressures are more evident due to the same conditions for everyone in the industry, meaning inferior conditions result in mass dissatisfaction and union pressures.
Post by: Mubink51 on October 29, 2016, 06:35:43 pm
What is the role of the Human Resource Manager under the centralised and decentralised approach?
What are the similarities and differences between the centralised and decentralised approach in employee relations?
So the main role of a human resource manager is to manage the relationship between the employees and employer within an organisation.
In a decentralised system of employee relations, a HR Manager has the role of co-ordinating the negotiation of the collective bargaining agreement on behalf of the organisation.
The HR manager has to take into account employee interests and desires such as an increase in wages or annual leave during the negotiations of the agreement as well as the financial situation of the organisation.
The HR Manager also needs to help bring about dispute resolution through communication, negotiation and problem solving if any conflicts arise. THis is relevant for both decentralised and centralised systems of employee relations.
A HR manager working under both systems of employee relations also needs to ensure that once new collective bargaining agreements or awards are created and established, that all necessary changes are successfully implemented into the organisation by the due date.
Similarities of the centralised and decentralised systems of employee relations is that they both have a fair work commision who oversees workplace relations. This was the AIRC under the centralised system and Fair work Australia in our modern decentralised system.
Both systems also use awards to set out the minimum wages and conditions for employees within a given industry.
Differences include that under a decentralised system of employee relations, an employee can be hired under either the industry award, a collective bargaining agreement or an individual contract, whilst in a centralised system, employees can only be employed under an industry wide award.
Another difference between the two systems is that in a centralised system of employee relations, governments have greater control over the economy as each employee in a particular indsutry was earining the same wage and had the same working conditions whereas in a decentralised system, employees wages and conditions will generally differ within the industry due to workplace agreememnts
Hope this helps
Post by: Sanasafi on October 29, 2016, 09:37:57 pm
So the main role of a human resource manager is to manage the relationship between the employees and employer within an organisation.
In a decentralised system of employee relations, a HR Manager has the role of co-ordinating the negotiation of the collective bargaining agreement on behalf of the organisation.
The HR manager has to take into account employee interests and desires such as an increase in wages or annual leave during the negotiations of the agreement as well as the financial situation of the organisation.
The HR Manager also needs to help bring about dispute resolution through communication, negotiation and problem solving if any conflicts arise. THis is relevant for both decentralised and centralised systems of employee relations.
A HR manager working under both systems of employee relations also needs to ensure that once new collective bargaining agreements or awards are created and established, that all necessary changes are successfully implemented into the organisation by the due date.
Similarities of the centralised and decentralised systems of employee relations is that they both have a fair work commision who oversees workplace relations. This was the AIRC under the centralised system and Fair work Australia in our modern decentralised system.
Both systems also use awards to set out the minimum wages and conditions for employees within a given industry.
Differences include that under a decentralised system of employee relations, an employee can be hired under either the industry award, a collective bargaining agreement or an individual contract, whilst in a centralised system, employees can only be employed under an industry wide award.
Another difference between the two systems is that in a centralised system of employee relations, governments have greater control over the economy as each employee in a particular indsutry was earining the same wage and had the same working conditions whereas in a decentralised system, employees wages and conditions will generally differ within the industry due to workplace agreememnts
Hope this helps
Thank you, this is very helpful
Post by: melissaromeo on October 30, 2016, 11:57:54 am
Post by: MarinaB on October 30, 2016, 01:10:43 pm
Generally when I think about Maslows theory I think a hierarchy moving from bottom to top (like a pyramid) :
Self-actualisation
Esteem
Social
Safety and security
Physiological
The bottom 3 are your intrinsic or essential needs the top 2 are extrinsic needs
Remember though in Maslows theory needs are sequential which means employees climb them like a ladder starting at Physiological at the bottom and progressing to self actualisation at the top
Maslow says that striving to meet each need is what motivates an employee and every need plays a part in producing motivation
I hope that kinda answers your question???
Post by: Mubink51 on October 30, 2016, 01:23:00 pm
Social needs are intrinsic needs to answer your question
Post by: JaidynLuke on October 30, 2016, 01:34:51 pm
- the possible impact of change on the internal environment of LSOs, including the areas of operations and human resources.
My textbook has four impacts of change:
- impact on management structures
- impact on corporate culture
- impact on human resources management
- impact on operations
Does this mean we only need the latter two, and we don't require 'management structures' or 'corporate culture'?
(If a question were to come up, I could use my common sense to answer them right?)
Post by: gamma032 on October 30, 2016, 01:54:36 pm
The study design details that we need to know:You can certainly go beyond just those two functions. In fact, VCAA gave us a list in Q5 2014. Here it is:
- the possible impact of change on the internal environment of LSOs, including the areas of operations and human resources.
My textbook has four impacts of change:
- impact on management structures
- impact on corporate culture
- impact on human resources management
- impact on operations
Does this mean we only need the latter two, and we don't require 'management structures' or 'corporate culture'?
(If a question were to come up, I could use my common sense to answer them right?)
Factors from within the internal environment that may possibly be affected by change may come from the following
areas:
- operations management
- human resources
- management style
- corporate culture
- management structure
- management roles
- policy.
(page eight, 2014 Examination Report, VCAA)
Post by: bellak1479 on October 30, 2016, 05:36:16 pm
Post by: 100.00 on October 30, 2016, 05:58:35 pm
Does anyone have a guess on what the 10 mark question this year is going to be?
Lol impossible to say.
Last year it was sources of change. This year they may decide to throw something different such as linking of 3 different areas of study like in 2014. Or they may simply throw a Kotter in there.
Considering its the last year of the study design, I feel like they will be a little creative.
Post by: noahbald on October 30, 2016, 06:14:56 pm
Considering its the last year of the study design, I feel like they will be a little creative.
That's what they said about English, which was pretty average :P
Post by: bellak1479 on October 30, 2016, 06:32:59 pm
i do agree with them doing something out of the ordinary considering its the last year of the study design.
Thanks for the answers :)
Post by: geminii on November 24, 2016, 10:25:23 am
I'm doing 3/4 business in Year 12 next year but our school has a transition program meaning we start our 3/4 subjects at the end of the year, hence I am doing 3/4 business currently.
Something I am struggling to understand is the impact of limited liability on shareholders. So far, I have heard two possibilities:
1. It is a benefit for the shareholders, because limited liability means that the shareholders cannot be held accountable for the debts of the business.
2. It is a disadvantage for the shareholders, because limited liability means that rather than the owners of the business having to pay for their debts, the shareholders lose the value in their shares which are used to pay for the debts of the business; essentially, the shareholders pay to cover the debts of the business (rather than the owners) through the loss or lower value of their shares.
Could someone please clarify how limited liability actually affects shareholders?
Many thanks! :)
Post by: geminii on December 03, 2016, 11:23:20 am
Hey everyone,
I'm doing 3/4 business in Year 12 next year but our school has a transition program meaning we start our 3/4 subjects at the end of the year, hence I am doing 3/4 business currently.
Something I am struggling to understand is the impact of limited liability on shareholders. So far, I have heard two possibilities:
1. It is a benefit for the shareholders, because limited liability means that the shareholders cannot be held accountable for the debts of the business.
2. It is a disadvantage for the shareholders, because limited liability means that rather than the owners of the business having to pay for their debts, the shareholders lose the value in their shares which are used to pay for the debts of the business; essentially, the shareholders pay to cover the debts of the business (rather than the owners) through the loss or lower value of their shares.
Could someone please clarify how limited liability actually affects shareholders?
Many thanks! :)
Bump!
Post by: manutd on March 01, 2017, 06:00:29 pm
Post by: NAT0003 on March 10, 2017, 04:21:31 pm
Post by: Stairs on April 21, 2017, 11:31:52 pm
Is business management 1/2 mainly about memorising?
That plays a component but I would say structuring the answer is just as important. You can't just regurgitate the textbook and expect to do well.
Post by: dribeiro on April 29, 2017, 03:22:00 pm
Hi, for Maslow's theory is belonginess and love an extrinsic or intrinsic need?
Hey,
I would say feeling a sense of belonging falls under the 'social' element of Maslow's Hierarchy of Needs, therefore making this an extrinsic factor (as the first 3 levels of his hierarchy are extrinsic, and the upper 2 are intrinsic). Love could go both ways I guess - it could boost your esteem (therefore making it an intrinsic need in Maslow's hierarchy) and/or it could satisfy your social needs (therefore making it an extrinsic need). However, I would be steering more towards love being an extrinsic (social) need.
Post by: DodoBird on May 10, 2017, 06:05:59 pm
Mod Edit [Aaron]: Merged with primary question thread.
Post by: kbanks on May 14, 2017, 01:13:50 pm
Distinguish between a Social Enterprise and a Government Business Enterprise. 3 marks
Hey!
The most important thing to remember when you're answering a question like this is that you need to start with definitions of both of the terms. This will provide you a mark or two as well, so then you don't need to talk about as many differences!
A question that is asking you to 'distinguish' between two terms is asking you to solely concentrate on the differences, no need to discuss the similarities between the two.
Some key differences between a government business enterprise and a social enterprise are:
- A social enterprise exists to provide a service to the community that is normally of a charitable nature, whereas a government business enterprise exists to provide a governmental service to the community (e.g. the Red Cross compared to VCAA).
- The money that is earned by a social enterprise will always go back INTO that social enterprise (profit does not go to the owners) whereas in a government business enterprise, the money earned will go back into the government, and therefore not necessarily straight back into that particular GBE.
Hope this helps! Let me know if you have any further questions - and, remember, definitions are important :)
Post by: Mariamnourine on May 16, 2017, 06:10:13 pm
I haven't been doing well in my SAC"S lately and am really deflated. Not because I fi d it hard but because I stress and get overwhellmed. Is ther any chance for redemption in unit for and exams for a SS of 41?
Post by: kbanks on May 21, 2017, 10:29:30 am
Hey Karly,
I haven't been doing well in my SAC"S lately and am really deflated. Not because I fi d it hard but because I stress and get overwhellmed. Is ther any chance for redemption in unit for and exams for a SS of 41?
Hey :)
There are a couple of things in that that I'll talk about - firstly though, I want to just give some general advice on the idea of being stressed and overwhelmed in the lead up to SACs.
Absolutely everyone gets that way, and having some level of nerves prior to a SAC is actually quite useful, because it makes the body and the brain function at a higher level (brings everything into focus, almost).
If those levels of nerves and stress are getting in the way of you performing well, though, it becomes more of an issue.
I've been sitting exams for years, both in high school and in Uni, and I still get that way sometimes! But the most important thing is to be able to overcome it when it actually comes to sitting the SAC.
I've found some things that have worked well in the past are things like:
- Don't study on the day of the SAC. Use the time beforehand to go for a walk around the school, or just sit outside and breathe in the fresh air - not cramming with your head in a book up until the very last second, because then your stress is likely to follow you into the room when you're doing your SAC.
- Keep everything in perspective! Every SAC is only ONE part of ONE subject of ONE year of your life. Yes, it seems as though your score in VCE is the be all and end all of your future career and prospects, but I can absolutely guarantee you it's not. Yes, you need a certain score to get into certain degrees, but even then, there are pathways to get you where you want to go. I can PROMISE you, not a SINGLE person has asked me my VCE score since I graduated.
- Practice some deep breathing exercises during the SAC if you find yourself getting overwhelmed. In for 4 counts, hold for 4 counts, out for 4 counts. This will slow your heart rate and clear your mind (your brain needs huge amounts of oxygen to function, so breathing deeply into your stomach can help to focus you).
- If you find a certain question in your SAC that you're stumped over, and you find yourself getting worked up about it, the best thing that you can do is to leave it and come back to it. The most detrimental thing is to focus on one question that you can't answer for 20 minutes of a SAC, which potentially takes up time that you could be using to answer questions that you CAN answer. In every SAC or exam, there's usually going to be that one question that you can't seem to wrap your head around - it happens to everyone! Just move past it, and come back to it at the end if you have time.
SECONDLY! In relation to SAC marks and getting a study score over 40, it's ABSOLUTELY still possible. This is for two reasons - firstly, we're only in Term 2! If you can implement some relaxation techniques and keep your study up the way I'm assuming you already do (because you're focused enough on your studies to be freaking out and posting here!) you should be able to bring your marks up for the rest of the year. And you have 3 more terms to do that! So much time. :)
Also, the most important part of the year is the exam. This is because your exam mark is used to moderate your SAC marks (either brings them up or down depending on your exam mark), so if you focus on knocking that out of the park, a SS of 40 and over is totally attainable. (For more information on the nitty-gritty of the way that moderation works, there's a board in the forums that you can check out if you want to).
I hope this helps. Remember to breathe!
Karly :)
Post by: bronteokeefe on June 07, 2017, 08:16:09 pm
Just wondering if anyone could tell me the benefits of MPS and MRP??
Post by: Mariamnourine on June 08, 2017, 04:36:45 pm
Hi everyone,
Just wondering if anyone could tell me the benefits of MPS and MRP??
Hello and welcome to the forum!!!
Of course, it's quite self-explanatory:
MPS Benefits:
- assists in determining accurate ordering quantities and timings. Which helps prevent wastage in costs and time
-Works best for standardized products
MRP benefits:
-Reduces waste and storage space
-Resources are available in sufficient quantities, on time
If these were a bit too brief for you, try watching this video: https://www.youtube.com/watch?v=J9fNmDbe-os ( it goes through the entire dot point for materials management)
Post by: dannyphoenix on June 14, 2017, 06:59:48 am
Post by: kbanks on June 18, 2017, 11:47:41 am
Hi, if a teacher says to put in definitions but it says nothing about definitions on the criteria sheet is my teacher allowed to mark me down?
Hi,
First and foremost I would always attempt to follow a teacher's instructions or advice when completing a piece of assessment, because they will be the ones marking it. Therefore, if your teacher says to put in definitions, definitely try!
As to whether or not they can mark you down, the criteria sheet gives a teacher an indication of where the marks should be allocated but is not the be all and end all, therefore if that is what they have asked you to do, they can use their discretion to deduct or add marks where they see fit.
Also, defining terms is huge in the Business exam, so the more practice you can get doing that, the better!
Karly.
Post by: Ashjames on June 30, 2017, 08:07:37 am
Post by: Joseph41 on June 30, 2017, 08:31:39 am
Okay- so I'm freaking out because I haven't started revising for unit 3 and I also haven't finalized my notes!!! Someone tell me how I'm supposed to start studying???? Also, have any of you started started revising for exams? :-\ :-\
No need to freak out. :)
I reckon you just go by the study design. Go through it, highlight the dot points you're least comfortable with, and write some summaries for those points. :)
Post by: Ashjames on July 12, 2017, 02:56:24 pm
I was just wondering what an example of business that had to undergo change recently would be? For some reason my school never used examples and we are already up to unit 4 area of study 2.
Post by: kbanks on July 13, 2017, 04:26:40 pm
Hello!!
I was just wondering what an example of business that had to undergo change recently would be? For some reason my school never used examples and we are already up to unit 4 area of study 2.
Hi :)
There are a couple of things I would suggest if your school hasn't discussed an example of a business that has recently undergone a change - the first step would be to ask your teacher! Check if they are perhaps waiting until you get through all the theory, and then discussing a change example to complement it?
Otherwise, your textbook should have some current examples - or the failsafe option, Google!! If a major business has recently undergone a change, there will be newspaper articles about it, as well as information on the company website, which you would be able to use to link to some of the theory in your course.
But my first step would be to discuss it with your teacher - they're around to help, and perhaps they have a different plan in mind for introducing it :)
Karly
Post by: Ashjames on August 18, 2017, 08:09:55 pm
Today my teacher gave me a practice trail exam and onw of the 10 marks questions requires us to apply to 5 steps of senges learning organization to a business we have studied. I really don't know how to apply this and I have searched everywhere but I found no articles that would assist me in doing this!!!!
Any suggestions?
Post by: Ashjames on September 19, 2017, 06:50:00 pm
I was just wondering, for termination management do we need to know transition issues and entitlements for every type of termination methods, or do we just need to know them briefly for all types of termination.
Post by: kbanks on September 24, 2017, 02:39:02 pm
hey everyone,
I was just wondering, for termination management do we need to know transition issues and entitlements for every type of termination methods, or do we just need to know them briefly for all types of termination.
Hey :)
I would always suggest knowing as much detail as possible, so I would suggest knowing entitlements and transitions issues specifically related to different types of termination! It's hard to pinpoint ones that would be relevant for every type of termination, and if you can show the examiner that you know specific ones (e.g. letters of reference for resignation, compared to superannuation advice for retirement) it will add another layer of sophistication to your answers.
Karly.
Post by: Ashjames on October 01, 2017, 02:19:47 pm
I was a bit confused on the awards and agreements as methods of determining wages. Can someone briefly explain this to me?? Like what are awards and agreements?
Post by: Jigsaw on October 01, 2017, 03:40:38 pm
hey Guys,
I was a bit confused on the awards and agreements as methods of determining wages. Can someone briefly explain this to me?? Like what are awards and agreements?
Hey there. Under the business management study design, the two ways to determine an employee's pay and working conditions are Awards and Enterprise/Collective Agreements (as you already know :))
Awards are the legally binding, minimum requirements for wages and working conditions, and are applicable to all employees in a trade, occupation or industry. Under the Workplace Relations Amendment Act 2008, the system of awards were modernised, meaning that the awards were reviewed, reduced and rationalised, to create awards pertaining to industries/occupations. There are 122 in total, and are known as modern awards. (They have the same function as awards!) They contain the 10 NES, and act as safety net for employmenet condtions, as no employment agreement can be lower than the standards set in the awards. They are generally reviewed every 4 years by the Fair Work Commission.
Collective/Enterprise Agreements are employment agreements that have been negotiated under a system of 'good faith' collective bargaining, between employers and employees, and their representatives (trade unions, employer associations), and apply to individuals at the enterprise level. What this means, is that if an employee works for a business that has negotiated an enterprise agreement, the award no longer applies to that business, and their conditions are based of the enterprise agreement. An employer will undergo collective bargaining with trade unions to determine specific employment conditions for employees of the business. Collective agreements also must be in line with the 10 NES, but they also have a nominal expiry date, clauses for individual flexibility, terms for consulting employees about major change, and dispute resolution policies.
Hence, the clear differences is that awards only apply to workers in an industry, trade or occupation that do not have an enterprise agreement. If a business has negotiated an enterprise agreement, the award no longer applies. Whilst awards are determined by the FWC, enterprise agreements are determined through a system of collective bargaining.
Hope this helped; feel free to clarify if I didn't make sense anywhere :)
Post by: Ashjames on October 01, 2017, 05:25:35 pm
Hey there. Under the business management study design, the two ways to determine an employee's pay and working conditions are Awards and Enterprise/Collective Agreements (as you already know :))
Awards are the legally binding, minimum requirements for wages and working conditions, and are applicable to all employees in a trade, occupation or industry. Under the Workplace Relations Amendment Act 2008, the system of awards were modernised, meaning that the awards were reviewed, reduced and rationalised, to create awards pertaining to industries/occupations. There are 122 in total, and are known as modern awards. (They have the same function as awards!) They contain the 10 NES, and act as safety net for employmenet condtions, as no employment agreement can be lower than the standards set in the awards. They are generally reviewed every 4 years by the Fair Work Commission.
Collective/Enterprise Agreements are employment agreements that have been negotiated under a system of 'good faith' collective bargaining, between employers and employees, and their representatives (trade unions, employer associations), and apply to individuals at the enterprise level. What this means, is that if an employee works for a business that has negotiated an enterprise agreement, the award no longer applies to that business, and their conditions are based of the enterprise agreement. An employer will undergo collective bargaining with trade unions to determine specific employment conditions for employees of the business. Collective agreements also must be in line with the 10 NES, but they also have a nominal expiry date, clauses for individual flexibility, terms for consulting employees about major change, and dispute resolution policies.
Hence, the clear differences is that awards only apply to workers in an industry, trade or occupation that do not have an enterprise agreement. If a business has negotiated an enterprise agreement, the award no longer applies. Whilst awards are determined by the FWC, enterprise agreements are determined through a system of collective bargaining.
Hope this helped; feel free to clarify if I didn't make sense anywhere :)
I get agreements, but I still don't get awards, like is the NES a type of award? Also, do we need to know both collective and enterprise agreements, if so what is the difference?
Post by: Jigsaw on October 01, 2017, 06:00:36 pm
I get agreements, but I still don't get awards, like is the NES a type of award? Also, do we need to know both collective and enterprise agreements, if so what is the difference?
Awards set out the minimum entitlements on top of the 10 NES. So, the NES aren't a type of award; rather, they are minimum requirements that act as a basis for the awards. The awards cant set out conditions that aren't in line with the NES; and enterprise agreements cant set out conditions lower than the relevant awards (of which the 10 NES still apply). Collective and enterprise agreements are terms for the same concept. Does this make a bit more sense? Feel free to ask for clarification. :)
Post by: Ashjames on October 01, 2017, 10:31:20 pm
Awards set out the minimum entitlements on top of the 10 NES. So, the NES aren't a type of award; rather, they are minimum requirements that act as a basis for the awards. The awards cant set out conditions that aren't in line with the NES; and enterprise agreements cant set out conditions lower than the relevant awards (of which the 10 NES still apply). Collective and enterprise agreements are terms for the same concept. Does this make a bit more sense? Feel free to ask for clarification. :)
Okay, so collective and enterprise agreements are the same thing, but thy just have different names? But on the study design in just says 'agreements', I'm still really confused, my gosh this dot point is doing my head in really. [and I'm doing your head in with questions]
So awards are just the minimum standard for wages and working conditions and agreements can be higher then that, but they have to comply with the minimum standard of the NES [is that right?]
Soooo Sorry but I even tried reading articles for that and I still don't get it [my brains frozen atm]
Post by: Jigsaw on October 02, 2017, 07:11:34 pm
Okay, so collective and enterprise agreements are the same thing, but thy just have different names? But on the study design in just says 'agreements', I'm still really confused, my gosh this dot point is doing my head in really. [and I'm doing your head in with questions]
So awards are just the minimum standard for wages and working conditions and agreements can be higher then that, but they have to comply with the minimum standard of the NES [is that right?]
Soooo Sorry but I even tried reading articles for that and I still don't get it [my brains frozen atm]
Not a problem at all! Don't stress about asking; that's what we are all here for. :) Anyway, to answer your question, yes! The two terms are the same thing. And yes, in terms of the study design, it just says agreements, but it is referring to the enterprise/collective agreements. (There can be individual employment agreements,(which is just an individual employment agreement between an employer and one employee), but I don't think we are expected to know this - somebody else may be able to clarify this. I haven't seen it in any of the practice exams I've attempted). And for your last question; that is correct. Enterprise agreements must comply with the 10 NES, as well as the minimum conditions set out in the awards; enterprise agreements can not be lower than conditions contained in awards, or neglect the 10 NES.
Hope this helped!
Post by: Ashjames on October 07, 2017, 12:35:27 pm
I was just wondering what are the differences in the inputs of a service and a manufacturing business?
Post by: Jigsaw on October 07, 2017, 06:36:57 pm
Hey guys,
I was just wondering what are the differences in the inputs of a service and a manufacturing business?
A manufacturing business will make use of of inputs that are predominantly raw materials (components/parts that are required for production), as well as capital equipment (such as any automated production lines or machinery, as well as the premises/warehouse of the business). A service business will use inputs that are predominantly labour based (employees who provide a service) and information/research conducted by the business. You could use examples to support your answers, eg a manufacturing business is IKEA, and a service business could be law firms.
Post by: Ashjames on October 07, 2017, 09:33:54 pm
A manufacturing business will make use of of inputs that are predominantly raw materials (components/parts that are required for production), as well as capital equipment (such as any automated production lines or machinery, as well as the premises/warehouse of the business). A service business will use inputs that are predominantly labour based (employees who provide a service) and information/research conducted by the business. You could use examples to support your answers, eg a manufacturing business is IKEA, and a service business could be law firms.
Thank you so much!!
Post by: abbychambers on October 15, 2017, 10:01:40 am
What are the business objectives of a government business enterprise?
Post by: Jigsaw on October 15, 2017, 11:33:45 am
Hey GuysA government business enterprise is a business that is owned and operated by government; hence operating in the public sector of business. Its main objective is to make a profit so that it can continue operating through providing government services; in order to satisfy its shareholders; the government. Therefore, I'd say that it would mainly aim to make a profit, and meet shareholder expectations.
What are the business objectives of a government business enterprise?
Post by: Nomi16 on October 29, 2017, 10:23:54 pm
Is it compulsory to know a business case study for the current study design.
And also i was struggling with the sample exam, Section A question 8. Can anyone provide a solution to that question. It will be really helpful.
Mod edit (Glasses): Merging posts
Post by: GuZz on October 30, 2017, 04:56:22 pm
Hi everyone,
Is it compulsory to know a business case study for the current study design.
I am not sure if the study guide specifies that it is compulsory, however I would highly recommend knowing 2-3 businesses in depth. I am personally focusing on Foxtel (Business change) and Yakult (Operations management). Be sure that your examples have taken place in the last 4 years, in order to be classified as 'contemporary'.
Post by: Father on November 02, 2017, 04:55:20 pm
Post by: GuZz on November 02, 2017, 06:09:42 pm
Hey guys, does the contemporary business example we use have to be Australian?It does not have to be Australian. Side note: To be classified as contemporary, examples must be drawn from the last 4 years, as per the study design.
Post by: pingupongu on November 02, 2017, 06:53:52 pm
Post by: GuZz on November 02, 2017, 07:22:43 pm
What are some points of comparisons between Maslow’s theory and Lawrence & Nohria’s theory? (Similarities and differences) Thanks! :)Maslow's motivational theory is one that places employees needs on a hierarchy. Managers must seek to fulfil a need before moving up to a higher order need in the hierarchy. Once a need in satisfied, it no longer acts as a motivator. Lawrence & Nohria's four drive theory states that employees are motivated by four key drives. These are the drive to acquire, the drive to bond, the drive to learn and the drive to defend. All these drives act upon an individual at the one time, however one drive may be more dominant then the others.
Similarities:
- Both theories are satisfied through opportunities provided by management i.e Self-actualisation = Career advancement
& Drive to defend = Adequate grievance procedures (Source = Me)
- Both theories have a pursuit of satisfaction (Maslow = needs, L&N = Drives) (Source = Vic Uni lecture)
Differences:
- Maslow's hierarchy of needs follows a sequential order, whereas the drives of Lawrence & Nohria's four drive theory act simultaneously. (Source = Me)
- Once an individuals need is satisfied in Maslow's hierarchy it no longer acts as a motivating force, where as Lawrence & Nohria's drives are continually motivating individuals (Source = Me)
- Maslow's theory has 5 levels wheras Lawrence & Nohria's has 4 drives (Source = Vic Uni lecture)
Post by: kevinhuynhh on November 02, 2017, 09:54:38 pm
How do we apply the Learning Organisation to the process of change?
Thanks!!
Post by: GuZz on November 02, 2017, 10:10:12 pm
Hi guys,Here is a rough response covering the 5 principles. I found it quite challenging trying to link each principle back to change, but I hope I gave a decent overview.
How do we apply the Learning Organisation to the process of change?
Thanks!!
Senge states that in order for a business to be deemed a learning organisation it must facilitate the learning of its members, whilst continuously transforming itself. This can be achieved by fostering an environment that is flexible and adaptive to change.
Systems thinking is the ability to see the big picture rather then things in isolation. As such, the business will be able to observe the overall impact that change will have on the business. If for example a business wishes to address the KPI of net profit figures and attempts to achieve this by cutting costs, systems thinking will allow the organisation to understand this may negatively impact quality, resulting in lower customer satisfaction and the possibility of a reduction in net profit.
Personal mastery is where the people within the business undergo continual learning. By continually working towards a personal vision, a business will be able to better cater to the passions and learning of its employees. A business can achieve this principle by offering training programs and challenging the status quo, doing so will better prepare employees for the challenges that change may present.
Mental models are the deeply ingrained assumptions, generalisations and images of how people see the world. By developing a better understanding of who they are and their impact on the business, employees will be better equipped to scrutinise their behaviours. This will allow for a business to establish more effective plans for change and continually improve changes that are being implemented.
Building shared vision is being able to develop a vision that the people within the business believe in. A business that can build a shared vision can create a culture of 'commitment over compliance', ensuring that employees are on the same page subsequently creating long term drive. This approach encourages experimentation and innovation, both of which are vital to strong and successful change.
Team learning is the process of aligning and developing the capabilities of a team to create the results its members truly desire. This principle builds on the concept of personal mastery, but instead focuses on the relationships of members in a team. It is expected that members will work and learn together, strengthening both their relationships and knowledge. If teams can work together more effectively, change and growth will occur more faster, more frequently and more successfully.
Post by: ataroo on November 02, 2017, 10:12:01 pm
Could someone please provide a sample response to this ten mark question I'm having difficulty on. Most notably I don't understand the "discuss" part as I can't see how you're supposed to list the strengths and weaknesses of being ethical and socially responsible in this case.
Outline four strategies that can be adopted in operations management. Discuss how the ethical and socially responsible management of an operations system applies to each of the four strategies.
Many Thanks! :)
Post by: kevinhuynhh on November 03, 2017, 10:14:34 am
In terms of termination management strategies, what some examples of entitlement and transition issues. My textbook doesn't really mention it and it isn't really clear on the study design.
Thanks in advance :))))
Post by: ataroo on November 03, 2017, 12:26:33 pm
Hi all,
In terms of termination management strategies, what some examples of entitlement and transition issues. My textbook doesn't really mention it and it isn't really clear on the study design.
Thanks in advance :))))
entitlement issues could include accrued entitlements such as annual leave and long service leave along with superannuation. Transition issues are like counselling, financially advice services, training etc
Post by: ataroo on November 03, 2017, 04:10:40 pm
Post by: kevinhuynhh on November 03, 2017, 04:38:51 pm
does anyone know if a private listed company is put on the ASX as well?
Not for a private listed company because its shares are limited to 2-50 shareholders and are private shareholders. The general public can only purchase shares if the company is listed on ASX.
Post by: ataroo on November 03, 2017, 05:36:35 pm
Not for a private listed company because its shares are limited to 2-50 shareholders and are private shareholders. The general public can only purchase shares if the company is listed on ASX.
cheers
Post by: ataroo on November 03, 2017, 05:38:02 pm
Using a contemporary business case study from the past four years, evaluate business practice against theory, considering how corporate social responsibility can be incorporated into the change process.
thanks
Post by: QueenSmarty on November 04, 2017, 02:58:13 pm
Which company's past exams are most similar to VCAA exams?
Post by: pingupongu on November 04, 2017, 06:56:47 pm
Post by: ely0004 on November 04, 2017, 10:53:01 pm
Post by: GuZz on November 05, 2017, 09:18:01 am
Do we actually need to know our own case studies? If so how many and what for? Our teacher hasn't mentioned it being on the exam :-\There is the possibility of a question or questions, asking for theory to be applied to a contemporary case study. This requires you to apply the question to a business example from within the last 4 years.
For example, I am doing Foxtel (for business change) and Yakult (operations management)
Post by: snoz11 on November 05, 2017, 11:34:55 am
Ataroo, my teacher said that question is not part of the study design and will not be assessed..
Which company's past exams are most similar to VCAA exams?
not that many out there seemed to be real crash hot, obviously the VCAA sample exam but other than that I found nothing else really to be much similar to that
Post by: reganconnor16 on November 05, 2017, 03:33:58 pm
It asks "Explain how following a change model can assist a business with implementing a change successfully."
Post by: GuZz on November 05, 2017, 03:47:16 pm
In the sample exam, how would question 2 be answered?I would probably make reference to Lewin's three step change model? Explaining how it acts to reduce the influence of restraining forces, whilst maximising the forces driving towards business change. It also allows a business to challenge the status quo and overtime, ingrain changes to be apart of the businesses new status quo. Furthermore, it provides an opportunity for the business to provide continual support for stakeholders (i.e managers/employees) that may be finding the change challenging.
It asks "Explain how following a change model can assist a business with implementing a change successfully."
Post by: lucieeysseric on November 05, 2017, 03:48:03 pm
"With reference to a business case study from the past four years, outline the driving and restraining forces for change in that business and explain how the business has used Lewin's Three Step Change Model to plan for new business opportunities in domestic and global markets." (10 marks)
Post by: lucieeysseric on November 05, 2017, 03:49:06 pm
[/quote]
Post by: reganconnor16 on November 05, 2017, 03:57:43 pm
I would probably make reference to Lewin's three step change model? Explaining how it acts to reduce the influence of restraining forces, whilst maximising the forces driving towards business change. It also allows a business to challenge the status quo and overtime, ingrain changes to be apart of the businesses new status quo. Furthermore, it provides an opportunity for the business to provide continual support for stakeholders (i.e managers/employees) that may be finding the change challenging.
Cheers. It confuses me as the following question regards the three-step change model, and asks to provide an example in the application.
Post by: stunner05 on November 05, 2017, 04:02:03 pm
Post by: Jigsaw on November 05, 2017, 04:07:18 pm
Last min question haha.. so what is the difference between management by objectives and performance management strategies in terms of definitions.
Performance Management is the heading of which strategies fall below; it focuses on improving both business and employee objectives, by linking business performance objectives with individual employee objectives, generally through assessment.
Management by Objectives is a type of performance management strategy; it refers to employees and management agreeing on a set of goals, with each individual employee goal contributing to the overall business objectives. (Eg- a business of 10 architects might give each architect 10% of a certain task. Each architect has their individual goal, but all the goals are contributing to the 100% completion of the task)
Good luck tomorrow! :)
Post by: GuZz on November 05, 2017, 04:10:08 pm
Hey, is anyone able to help me out with this question? Would be greatly appreciated :))Quite a rough answer. I think I nailed the first part of the question (forces) but found it a little tricky to smoothly include and explain the second part. Please provide any feedback :)
"With reference to a business case study from the past four years, outline the driving and restraining forces for change in that business and explain how the business has used Lewin's Three Step Change Model to plan for new business opportunities in domestic and global markets." (10 marks)
During 2017, Foxtel lowered the price of their Foxtel Now service and closed their streaming service Presto. In order to initiate and implement this change, Foxtel had to combat restraining forces; the people, activities and structures opposed to business change and improvements and maximise their driving forces; the people, activities and structures in support of business change and actively work to make change possible.
One driving force that acted upon Foxtel is managers. The managers of Foxtel were in support of the changes, after monitoring a loss of profit and market share, particularly due to the increased popularity of rival steaming services Netflix and Stan. Therefore, the managers acted as an enabler for change, actively supporting, leading, influencing and directing stakeholders whilst the changes were explored and implemented. Another driving force that acted upon Foxtel was competitors. Foxtel's main competitors were Netflix and Stan, both of which were increasing their market share, reducing Presto's competitiveness and subsequent profitability. Foxtel responded with change, by closing the service and amending their current service Foxtel Now, as they did not believe that their current business model was successful.
One restraining force that acted upon Foxtel is its employees. During times of change, employees whilst critical to the implementation of change, may be confused as to why the change is implemented or feel as if their security is threatened. In the case of Foxtel's closure of Presto, many employees were opposed to the change due to the inevitable restructuring that would occur due to the loss of jobs. Another restraining force that acted upon Foxtel was organisational inertia. This is a businesses failure to respond to the external environment, instead opting to continue in its entrenched way. Due to the fact that Presto had been active for several years and heavily marketed, it was difficult for the managers of Foxtel to scrutinise the product and understand that change was necessary for Foxtel's overall competitiveness and longevity.
By implementing these changes, Foxtel was exploring new business opportunities domestically and globally through research and development. In doing so, Foxtel conducted a through investigation, ensuring that the change would benefit the competitiveness of the business and aid in the achievement of future business objectives. Subsequently, Presto was closed and development ensued to ensure Foxtel Now was at a high standard of quality for consumers. By implementing Lewin's three step change model, Foxtel was able to build momentum towards the change, ensure a smooth transition whilst the change was implemented and ingrain the change in their culture and business model. Firstly, Foxtel had to challenge the status quo. This was achieved by preparing their employees for change, particularly the employees of Presto who were most effected by the proposed changes. Foxtel ensured that its employees were aware of the changes importance and the steps that would be taken to achieve said changes. Secondly, Foxtel began the unfreezing stage. This was evident when Foxtel announced the closure of their Presto service and began implementing amended Foxtel Now packages for consumers. During this stage, support was provided for employees that found the change difficult and needed guidance. Finally, Foxtel began the refreezing stage. This stage saw the total closure of the Presto streaming service and the reduction in price for Foxtel Now. These changes became the norm and were ingrained in Foxtel's culture and business model. Additionally, Foxtel remained open to the possibility for future adjustments if necessary, highlighting an increased focus on proactive change in the future. Foxtel also continued to support its employees, especially those who were retrenched, through the implementation of outplacement services, assisting employees in finding alternative roles outside of Foxtel.
Post by: anon_1 on November 05, 2017, 04:31:47 pm
Post by: 31415926535 on November 05, 2017, 04:32:19 pm
Quite a rough answer. I think I nailed the first part of the question (forces) but found it a little tricky to smoothly include and explain the second part. Please provide any feedback :)
During 2017, Foxtel lowered the price of their Foxtel Now service and closed their streaming service Presto. In order to initiate and implement this change, Foxtel had to combat restraining forces; the people, activities and structures opposed to business change and improvements and maximise their restraining forces; the people, activities and structures in support of business change and actively work to make change possible.
One driving force that acted upon Foxtel is managers. The managers of Foxtel were in support of the changes, after monitoring a loss of profit and market share, particularly due to the increased popularity of rival steaming services Netflix and Stan. Therefore, the managers acted as an enabler for change, actively supporting, leading, influencing and directing stakeholders whilst the changes were explored and implemented. Another driving force that acted upon Foxtel was competitors. Foxtel's main competitors were Netflix and Stan, both of which were increasing their market share, reducing Presto's competitiveness and subsequent profitability. Foxtel responded with change, by closing the service and amending their current service Foxtel Now, as they did not believe that their current business model was successful.
One restraining force that acted upon Foxtel is its employees. During times of change, employees whilst critical to the implementation of change, may be confused as to why the change is implemented or feel as if their security is threatened. In the case of Foxtel's closure of Presto, many employees were opposed to the change due to the inevitable restructuring that would occur due to the loss of jobs. Another restraining force that acted upon Foxtel was organisational inertia. This is a businesses failure to respond to the external environment, instead opting to continue in its entrenched way. Due to the fact that Presto had been active for several years and heavily marketed, it was difficult for the managers of Foxtel to scrutinise the product and understand that change was necessary for Foxtel's overall competitiveness and longevity.
By implementing these changes, Foxtel was exploring new business opportunities domestically and globally through research and development. In doing so, Foxtel conducted a through investigation, ensuring that the change would benefit the competitiveness of the business and aid in the achievement of future business objectives. Subsequently, Presto was closed and development ensued to ensure Foxtel Now was at a high standard of quality for consumers. By implementing Lewin's three step change model, Foxtel was able to build momentum towards the change, ensure a smooth transition whilst the change was implemented and ingrain the change in their culture and business model. Firstly, Foxtel had to challenge the status quo. This was achieved by preparing their employees for change, particularly the employees of Presto who were most effected by the proposed changes. Foxtel ensured that its employees were aware of the changes importance and the steps that would be taken to achieve said changes. Secondly, Foxtel began the unfreezing stage. This was evident when Foxtel announced the closure of their Presto service and began implementing amended Foxtel Now packages for consumers. During this stage, support was provided for employees that found the change difficult and needed guidance. Finally, Foxtel began the refreezing stage. This stage saw the total closure of the Presto streaming service and the reduction in price for Foxtel Now. These changes became the norm and were ingrained in Foxtel's culture and business model. Additionally, Foxtel remained open to the possibility for future adjustments if necessary, highlighting an increased focus on proactive change in the future. Foxtel also continued to support its employees, especially those who were retrenched, through the implementation of outplacement services, assisting employees in finding alternative roles outside of Foxtel.
ace answer. how long did it take you to write?
Post by: 31415926535 on November 05, 2017, 04:34:22 pm
Hi I was wondering if we have to use Australian businesses in our examples?, or can we refer to others like McDonald's and Cadbury, that are sold in Australia, but not an Australian brand? Thank you!!
yes I'm 90% sure you can
Post by: GuZz on November 05, 2017, 04:35:00 pm
ace answer. how long did it take you to write?
I would say about 15-20 min. I didn't proof read it like I would with time left over in exam.
Post by: GuZz on November 05, 2017, 04:35:52 pm
yes I'm 90% sure you canThe study design does not specify if examples have to be Australian or not.
Post by: 31415926535 on November 05, 2017, 04:41:20 pm
I would say about 15-20 min. I didn't proof read it like I would with time left over in exam.
did you type it though?
Post by: GuZz on November 05, 2017, 04:44:29 pm
did you type it though?Yes, so that obviously sped up the process. As a guide 90sec should be dedicated to each mark. This would mean about 15 min should be spent completing the 10 mark question. Personally, I would recommend spending 5 minutes of reading time planning your answer and getting straight into it if confident.
Post by: 31415926535 on November 05, 2017, 04:47:42 pm
Yes, so that obviously sped up the process. As a guide 90sec should be dedicated to each mark. This would mean about 15 min should be spent completing the 10 mark question. Personally, I would recommend spending 5 minutes of reading time planning your answer and getting straight into it if confident.
Thank you. I was thinking about doing the exam in the order it's set out, but I think I might change my mind and do the 10 marker first.
Post by: GuZz on November 05, 2017, 04:50:23 pm
Thank you. I was thinking about doing the exam in the order it's set out, but I think I might change my mind and do the 10 marker first.Good idea. I'd recommend 10 mark, 8 mark, then any case study questions. Don't worry too much about the 1 mark defines or even any 2 markers until the end. By then, you'll be more then confident to smash them out. Good luck!
Post by: 31415926535 on November 05, 2017, 04:54:10 pm
Good idea. I'd recommend 10 mark, 8 mark, then any case study questions. Don't worry too much about the 1 mark defines or even any 2 markers until the end. By then, you'll be more then confident to smash them out. Good luck!
Good luck to you too, but I don't think you'll need it seeing the quality of your answers!!
Post by: anon_1 on November 05, 2017, 04:57:21 pm
Thanks
Post by: GuZz on November 05, 2017, 04:58:37 pm
Hi, do we need to use an example of an Australian business, or ca we talk about McDonald's and Cadbury???The study design does not specify if the examples need to be Australian. Therefore any example from the last 4 years should be accepted.
Thanks
Post by: kjade on November 05, 2017, 07:02:24 pm
Is it safe to assume all the new content to the study design will be featured at some point in the exam? (Such as Porter's generic strategies, Learning Organisation etc) Because I'd rather spend more time on the newer information than waste time on old stuff that will barely be mentioned on the exam
Here's to laziness and average performance!!
Post by: Jigsaw on November 05, 2017, 07:04:35 pm
I decided to leave studying to the weekend before the exam (Great idea, I know) and as a result have decided to cut some corners with the key knowledge.
Is it safe to assume all the new content to the study design will be featured at some point in the exam? (Such as Porter's generic strategies, Learning Organisation etc) Because I'd rather spend more time on the newer information than waste time on old stuff that will barely be mentioned on the exam
Here's to laziness and average performance!!
As an estimate, I feel its pretty safe to assume that VCAA will more likely examine new content in the study design, over content that it has tested previously. That's not to say that 'old' content that featured on previous study designs (and is on the current study design) won't come up, but if you're pressed for time, then I would recommend studying the new areas in the study design!
Good luck for tomorrow!
Post by: Cactus Jack x Huncho on November 05, 2017, 07:45:06 pm
Quite a rough answer. I think I nailed the first part of the question (forces) but found it a little tricky to smoothly include and explain the second part. Please provide any feedback :)you destroyed this. GG.
During 2017, Foxtel lowered the price of their Foxtel Now service and closed their streaming service Presto. In order to initiate and implement this change, Foxtel had to combat restraining forces; the people, activities and structures opposed to business change and improvements and maximise their driving forces; the people, activities and structures in support of business change and actively work to make change possible.
One driving force that acted upon Foxtel is managers. The managers of Foxtel were in support of the changes, after monitoring a loss of profit and market share, particularly due to the increased popularity of rival steaming services Netflix and Stan. Therefore, the managers acted as an enabler for change, actively supporting, leading, influencing and directing stakeholders whilst the changes were explored and implemented. Another driving force that acted upon Foxtel was competitors. Foxtel's main competitors were Netflix and Stan, both of which were increasing their market share, reducing Presto's competitiveness and subsequent profitability. Foxtel responded with change, by closing the service and amending their current service Foxtel Now, as they did not believe that their current business model was successful.
One restraining force that acted upon Foxtel is its employees. During times of change, employees whilst critical to the implementation of change, may be confused as to why the change is implemented or feel as if their security is threatened. In the case of Foxtel's closure of Presto, many employees were opposed to the change due to the inevitable restructuring that would occur due to the loss of jobs. Another restraining force that acted upon Foxtel was organisational inertia. This is a businesses failure to respond to the external environment, instead opting to continue in its entrenched way. Due to the fact that Presto had been active for several years and heavily marketed, it was difficult for the managers of Foxtel to scrutinise the product and understand that change was necessary for Foxtel's overall competitiveness and longevity.
By implementing these changes, Foxtel was exploring new business opportunities domestically and globally through research and development. In doing so, Foxtel conducted a through investigation, ensuring that the change would benefit the competitiveness of the business and aid in the achievement of future business objectives. Subsequently, Presto was closed and development ensued to ensure Foxtel Now was at a high standard of quality for consumers. By implementing Lewin's three step change model, Foxtel was able to build momentum towards the change, ensure a smooth transition whilst the change was implemented and ingrain the change in their culture and business model. Firstly, Foxtel had to challenge the status quo. This was achieved by preparing their employees for change, particularly the employees of Presto who were most effected by the proposed changes. Foxtel ensured that its employees were aware of the changes importance and the steps that would be taken to achieve said changes. Secondly, Foxtel began the unfreezing stage. This was evident when Foxtel announced the closure of their Presto service and began implementing amended Foxtel Now packages for consumers. During this stage, support was provided for employees that found the change difficult and needed guidance. Finally, Foxtel began the refreezing stage. This stage saw the total closure of the Presto streaming service and the reduction in price for Foxtel Now. These changes became the norm and were ingrained in Foxtel's culture and business model. Additionally, Foxtel remained open to the possibility for future adjustments if necessary, highlighting an increased focus on proactive change in the future. Foxtel also continued to support its employees, especially those who were retrenched, through the implementation of outplacement services, assisting employees in finding alternative roles outside of Foxtel.
Post by: RubyH on December 03, 2017, 12:14:48 pm
Our school does a headstart thing for the new year for two weeks and I already want to drop french. I'm going into y11 and the only subjects that work with the blocking are things like art or physics, both of which I hate. Others are all year 12 subjects, one of which is business management. From your own experience do you think I could manage without the 1 and 2. I am also doing year 12 bio and I am of reasonable intelligence, I'm just wondering if I would already be too behind? Also any general info on the subject and what it covers would be much appreciated. :)
Post by: Jigsaw on December 06, 2017, 10:40:10 pm
Hey guys,
Our school does a headstart thing for the new year for two weeks and I already want to drop french. I'm going into y11 and the only subjects that work with the blocking are things like art or physics, both of which I hate. Others are all year 12 subjects, one of which is business management. From your own experience do you think I could manage without the 1 and 2. I am also doing year 12 bio and I am of reasonable intelligence, I'm just wondering if I would already be too behind? Also any general info on the subject and what it covers would be much appreciated. :)
Having completed busman this year without undertaking the 1/2 units, I can confidently say that you can definitely manage business management 3/4, without having completed the 1/2 units! Everything that you are required to know for the final examination is taught in the 3/4 course, so you will not need to catch up on any information taught in the 1/2. Furthermore, units 1/2, whilst somewhat related to units 3/4, the 3/4 course does not explicitly build on such knowledge, rather, it introduces new content; so you won't be disadvantaged in that regard.
Business management, I believe, is a great subject to study in year 12. You'll learn about different types of businesses, management styles, different motivational theories, numerous stakeholders and their role within the business, and the notion of change and how this can impact businesses; to name a few. More information can be found in the study design; give it a read if you want more information.
If you have any more questions, feel free to ask them. :)
Post by: vceme on February 04, 2018, 04:41:37 pm
Just wondering if anyone can answer my question:
Why is having a large market share important to a business?
Thank you in advance ;D :)
Post by: Jigsaw on February 04, 2018, 05:52:23 pm
Hey guys,
Just wondering if anyone can answer my question:
Why is having a large market share important to a business?
Thank you in advance ;D :)
A business' marketshare is simply the percentage of the market they 'control.' A larger market share means that the business controls more of their industry in terms of sales, thus receiving a greater amount of sales over its competitors. This is important to a business, as a larger market share generally increases a business' profit levels, and thus, their survivability within their industry.
Post by: lilyachty on February 16, 2018, 08:00:37 pm
Why might a business want to become a public company? (that is they already are a business and are planning to convert to be public) (excluding the financial benefits of an increase in capital)
And what benefits does limited liability hold from the perspective of a business?
Thanks for your time! : )
Post by: snowisawesome on February 22, 2018, 06:01:45 pm
And can someone please explain what the stakeholders "shareholders" are interested in?
Also, does anyone know how to improve the way you structure your answers, as it's something i'm weat at
Thanks :)
Post by: Glasses on February 23, 2018, 12:47:06 pm
And can someone please explain what the stakeholders "shareholders" are interested in?
Shareholders will primarily be interested in the business returning a profit - as the profitability of the company generally results in them receiving greater dividends. That being said, however, some ethical shareholders may have other interests; for example, that the business behave in an environmentally friendly way. But ultimately, it's safe to assume that the primary interest of shareholders will be the business maximising its profit.
Post by: snowisawesome on February 23, 2018, 01:45:07 pm
Shareholders will primarily be interested in the business returning a profit - as the profitability of the company generally results in them receiving greater dividends. That being said, however, some ethical shareholders may have other interests; for example, that the business behave in an environmentally friendly way. But ultimately, it's safe to assume that the primary interest of shareholders will be the business maximising its profit.Thanks
Do know the best way to study/revise for a sac? And how to improve the structure and quality of your answers, especially for case study questions?
Post by: Omarrr_2163 on March 13, 2018, 12:54:56 am
My new business teacher (previous one left; sadly :'( ) decided that we must know the relationship between motivational theories and how they link to management styles and skills!? Im not sure, as it is not outlined in the study design, neither is it mentioned in our text book. Nevertheless, he is the one marking my SACS so i must conform to his demands :/
Anyways, can someone kindly yet thoroughly explain to me the relationship between management styles/skills and motivational theories; if it exists...
I've kind of formulated a conjecture on that an autocratic manager would most likely opt for a goal setting theory as they are copiously task-oriented and place great importance on achieving the task following the established process. Additionally, they are more concerned with the achievement of the task rather than the motivation of employees, placing little value on the employees.
However, I notice you can justify other theories that will work just as well... Thoughts? ???
Post by: dsabeta on April 28, 2018, 06:47:38 pm
Can someone please explain the difference, or the link, between redundancy and retrenchment?
Thanks!!
Post by: vceme on April 28, 2018, 08:41:30 pm
Hey guys,
Can someone please explain the difference, or the link, between redundancy and retrenchment?
Thanks!!
Hey,
Redundancy is when there is a reduction/termination of particular jobs due to factors, mostly relating to technology. Retrenchment is when employees are dismissed, often due to commercial and economic conditions.
Soo....
Redundancy targets job positions. Retrenchment targets people.
Eg. Redundancy: Factory workers are made redundant due to machines taking over in factory. They are no longer needed because machines can take over, so the job position they once had is unneeded
Retrenchment: A milk-bar is currently facing a lack of customers due to a local supermarket opening up across the street. The employee is not fully occupied nor can the business afford to keep the employee, so the business retrenches the employee.
Hope this helps :P
Post by: vceme on April 28, 2018, 08:43:51 pm
VCAA 2017 Exam:
Distinguish between mediation and arbitration as a means of dispute resolution (3 marks)
Thought you would do a definition for each, and then identify two differences but the high-scoring answer doesn't really have a definition ???
Thanks heaps in advance!!! ;D :D
Post by: accountingpro on April 28, 2018, 09:40:02 pm
Anyone able to tell me what should be the structure of the answer to this question:
VCAA 2017 Exam:
Distinguish between mediation and arbitration as a means of dispute resolution (3 marks)
Thought you would do a definition for each, and then identify two differences but the high-scoring answer doesn't really have a definition ???
Thanks heaps in advance!!! ;D :D
I'd define both. And then talk about how mediation is used when the dispute is unable to be solved by simpler means, and how a common agreement can be reached that both parties are satisfied with. Then talk about how arbitration is last resort and will likely favour 1 party over the other and is legally binding.
Post by: vceme on April 29, 2018, 11:18:32 am
I'd define both. And then talk about how mediation is used when the dispute is unable to be solved by simpler means, and how a common agreement can be reached that both parties are satisfied with. Then talk about how arbitration is last resort and will likely favour 1 party over the other and is legally binding.
Ooh thank you!!
If a term has more than 2 advantages and disadvantages is it enough to just memorize 2 advantages and 2 disadvantages?
Yes, 2 advantages and 2 disadvantages should be sufficient as they are usually 4 mark questions when asked to compare and contrast.
Post by: dsabeta on June 06, 2018, 08:04:04 pm
Post by: DoctorTwo on June 07, 2018, 07:43:11 pm
I was just wondering if someone could properly break down the relationship between operations management and business objectives? I honestly suck at these questions and feel as if I don't provide enough detail :-/ thanks!!
I hate these types of questions too, yet they always seem to show up on SACs! :)
Basically, operations involves the production of goods and services, which should be the main aspect of the business. Business can achieve their objectives through operations management in many ways. For example, the objective to increase net profit can be met by using quality control to ensure that goods are the best quality, and that customers return and potential customers buy from us. The objective to decrease waste can be met using lean management, which involves eliminating all types of waste. One way to do this is reusing scrap material, or trading waste with other businesses.
I hope this makes it clear. :)
Post by: vceme on June 07, 2018, 09:07:18 pm
I was just wondering if someone could properly break down the relationship between operations management and business objectives? I honestly suck at these questions and feel as if I don't provide enough detail :-/ thanks!!
I hate these types of questions too, yet they always seem to show up on SACs! :)
Basically, operations involves the production of goods and services, which should be the main aspect of the business. Business can achieve their objectives through operations management in many ways. For example, the objective to increase net profit can be met by using quality control to ensure that goods are the best quality, and that customers return and potential customers buy from us. The objective to decrease waste can be met using lean management, which involves eliminating all types of waste. One way to do this is reusing scrap material, or trading waste with other businesses.
I hope this makes it clear. :)
I like this!!! ^
This is my take on this type of question:
Operation management affects the task, activities, procedures and processes that occur in the operation system, thereby affecting the quality, quantity and price of products or services. If operation management is able to implement procedures and processes that make the operation system more effective and efficient, the business productivity level would be very high. Hence, this would increase the competitiveness of the business compared to their competitors, therefore giving them a competitive advantage and subsequently more sales, market share etc, allowing the business to achieve their business objectives. If operation management is not able to administer an effective and efficient operation system, the business will not be able to compete against other competitors and will be forced out of the market.
disclaimer: still a year 12 busman student and i develop my answers from watching edrolo, checkpoints and other resources.
Post by: Trisrix on June 13, 2018, 05:34:47 am
Post by: Globe on June 24, 2018, 10:38:49 pm
i havent even done the operation managemt sac cause of absence, but can anyone explain to me the wuality assurrance, qualty controll and tqm
Hey! Might be a bit late to this question, but I'd hate to see it left unanswered.
So basically the three strategies you listed above are strategies that improve the efficiency and effectiveness of operations related to quality; Quality Control, Quality Assurance, and Total Quality Management. Each one of these strategies aims to improve the quality in a business' operation process.
So firstly, Quality Control - A quality management strategy that sets a quality standard for production, carries out inspections of the product, and compares outputs to that standard, rejecting any substandard outputs. Basically think about quality control strategy in three parts - setting a quality standard for production for the products (or even services) a business is producing, comparing finished outputs to that standard, and rejecting any substandard outputs, and thus eliminating them from being purchased or consumed by customers.
Quality Assurance is a system established to ensure predetermined quality standards are achieved by building quality into the work processes by involving use of an external certification body to set quality standards. For example, adjusting processes in line with the standards expected by the ISO 9000 series. Basically this strategy involves building quality into the work processes of a business, and aims to thus eliminate substandard outputs before they are even created, eliminating wastage and hence improving quality. May not be necessary to mention the ISO 9000 series, but its a common example of an external certification many businesses use. Quality assurance also allows a competitive advantage to be established for many businesses, as customers are enticed to purchase products with guaranteed quality.
Finally, TQM - A holistic approach to quality which promotes an ongoing business-wide commitment to excellence that is applied to every aspect of the businesses operations. It has a three way focus on customers, employee empowerment and continuous improvement.
Employee Empowerment usually involves Quality Circles, which are a group of workers who meet regularly to discuss quality and production issues. Any proposed changes to production methods are then put forward to management.Teams of up to ten employees introduce ideas from all areas of the organisation, that will drive improvements in quality and in the process, increase productivity. These groups often make presentations to management with their ideas in order to improve the performance of the business.
Continuous Improvement involves higher and higher standards are set for the continual pursuit of improvement. All employees from all areas of the business continuously seek ways to improve work performance. Practices are also benchmarked against world standards.
Customer Focus involves focusing on the needs of the customer to provide exceptional service and quality of a product.
Hopefully this helps. I'd recommend knowing the advantages and disadvantages of all three, and also similarities and differences, as DICUSS and COMPARE questions are pretty frequent regarding this topic!
Post by: vceme on October 22, 2018, 08:43:45 pm
So silly me didn't realise that I had to build up a bank of business contemporary examples over the year, besides U4 AOS 1& 2 :'( :'(. How imperative is it for me to know all these examples. Will VCAA ask me to use an example to demonstrate my knowledge for Unit 3. For example, use an example to demonstrate a strategy that increases the effectiveness and efficiencies of an operation system? ((I know that you're allowed to use real-world examples to demonstrate your knowledge))
Post by: 80fik on October 24, 2018, 11:02:22 am
Hey everyone,Contemporary business examples should be relevant to the specific question and should be recent, not obsolete. For example, if a question regarding CSR is asked and it is required to use an example of a studied business, you could mention the abandoning of plastic bags by Woolworths this year in an effort to operate in a more environmentally friendly manner. Last year's exam did not contain any question that asked for an example to be incorporated in the answer. In my opinion, if the use of a contemporary business example is required this year, I think it will be integrated in the 10 mark question.
So silly me didn't realise that I had to build up a bank of business contemporary examples over the year, besides U4 AOS 1& 2 :'( :'(. How imperative is it for me to know all these examples. Will VCAA ask me to use an example to demonstrate my knowledge for Unit 3. For example, use an example to demonstrate a strategy that increases the effectiveness and efficiencies of an operation system? ((I know that you're allowed to use real-world examples to demonstrate your knowledge))
Post by: vceme on October 25, 2018, 11:46:46 am
Contemporary business examples should be relevant to the specific question and should be recent, not obsolete. For example, if a question regarding CSR is asked and it is required to use an example of a studied business, you could mention the abandoning of plastic bags by Woolworths this year in an effort to operate in a more environmentally friendly manner. Last year's exam did not contain any question that asked for an example to be incorporated in the answer. In my opinion, if the use of a contemporary business example is required this year, I think it will be integrated in the 10 mark question.
Hey! Thanks for replying.
Yeah as I was looking at the 2017 exam, I noticed the lack of questions that needed a contemporary business example so I got a bit confused, especially with the questions in the sample 2017 exam. Also can we just take notice how different the structure of the sample 2017 exam is different to the actual exam :-X :)
Post by: dymski on October 28, 2018, 11:56:23 am
Thanks :)
Post by: 80fik on October 28, 2018, 12:30:47 pm
Does anyone know if there are answers for the 2017 VCAA Sample exam and where to find them?VCAA don't publish answers for sample exams and I haven't come across any made externally. Is there a specific question you require assistance with?
Thanks :)
Post by: PopcornTime on November 13, 2018, 04:24:16 pm
Post by: potato722 on February 10, 2019, 12:01:45 pm
Post by: vceme on February 11, 2019, 11:04:27 am
Can private limited companies and public listed companies have only one owner or shareholder?
Private- maximum of 50
Public- unlimited
Post by: Monkeymafia on February 23, 2019, 08:18:28 pm
How can the goal setting theory be implemented in the workplace?
or
How can Maslow's hierarchy of needs be implemented in the workplace?
or
How can the four drive theory be implemented in the workplace?
Post by: HonoraryStudent on March 07, 2019, 09:36:00 pm
I don't wanna do stupid mistakes on the exam and lose a study score. :'(
so is business management fun, enjoyable , chill....not boring
worth picking up in year 12 without any 1/2 knowledge?
lemme know
Post by: PolySquared on March 08, 2019, 08:53:34 am
doesn't really relate but is business management competitive as other subjects such as further 3/4 and legal 3/4
I don't wanna do stupid mistakes on the exam and lose a study score. :'(
so is business management fun, enjoyable , chill....not boring
worth picking up in year 12 without any 1/2 knowledge?
lemme know
You can definitely pick up busman in year 12 without 1/2 knowledge. Units 3 and 4 only involve some ideas that were covered in 1/2, but they're retaught anyway. In terms of competitiveness, all subjects are competitive at the top end and it changes every year depending on the exam difficulty. If you're willing to put in consistent work throughout the year, busman is a rewarding subject.
Post by: HonoraryStudent on March 09, 2019, 01:05:17 pm
You can definitely pick up busman in year 12 without 1/2 knowledge. Units 3 and 4 only involve some ideas that were covered in 1/2, but they're retaught anyway. In terms of competitiveness, all subjects are competitive at the top end and it changes every year depending on the exam difficulty. If you're willing to put in consistent work throughout the year, busman is a rewarding subject.
thanks pretty sure I'm gonna pick it up next year
seems to me u did pretty well in it. (congrats :) )
thanks for your advice
Post by: Heyyyy on March 21, 2019, 09:52:46 pm
What's the best way to answer a question like:
How can the goal setting theory be implemented in the workplace?
or
How can Maslow's hierarchy of needs be implemented in the workplace?
or
How can the four drive theory be implemented in the workplace?
to implement these theories into the workplace, you should pick a few of the needs for maslow and a few of the drives from lawrence and norhia and talk about how they work for a business. for example, ,for maslow, you can say physiological needs can be implemented in a workplace by providing employees ith pay. safety needs can be met with a pernamenet contract and job security and social needs can be implementded with an open plan seating arrangement.
for the fouor drive theory. the drive to bond can be implemented with weekly gatherings and opportunities for friendships to form through aspects such as teamwork. the drive to acquire can also be implemented through promotion and career advancemenet as it can involve acquireing status in the workplace.
Post by: lst1103 on March 23, 2019, 12:33:45 pm
Post by: Monkeymafia on April 08, 2019, 06:55:09 pm
Post by: Jimmmy on April 08, 2019, 07:04:22 pm
If you highlight questions in the final exam, will the examiner be able to see the highlighting (because the exams are scanned)?Most likely, but it doesn't have any impact on how they mark.
I know it isn't the case for BusMan, but some subjects (eg. Global Politics) still have their exams marked physically.
Post by: JenniS21 on April 15, 2019, 04:48:47 pm
doesn't really relate but is business management competitive as other subjects such as further 3/4 and legal 3/4Yes, business management can be quite competitive considering it is one of the more popular VCE subjects that many students tend to choose. It is however, the type of subject that can definitely be picked up in Units 3/4 if you are willing to put in the work to learn the theory and enjoy the subject.
I don't wanna do stupid mistakes on the exam and lose a study score. :'(
so is business management fun, enjoyable , chill....not boring
worth picking up in year 12 without any 1/2 knowledge?
lemme know
Post by: leonbr264 on June 07, 2019, 07:37:23 pm
I'm new to this and was wondering if someone could tell me the advantages and disadvantages on Total Quality Management, Materials Management and Lean Management. Would also like to know the best way to get full marks on a 10 mark question.
Thanks very much and would appreciate it.
Post by: Monkeymafia on June 09, 2019, 11:01:03 pm
Hey Guys
I'm new to this and was wondering if someone could tell me the advantages and disadvantages on Total Quality Management, Materials Management and Lean Management. Would also like to know the best way to get full marks on a 10 mark question.
Thanks very much and would appreciate it.
I think you should download some of the ATAR notes documents in the notes section because they are great! But what I can offer you is just to make sure you understand which each strategy goes under (so a mind map). For example:
There are different strategies that could be implemented by operations:
- quality strategies
- technology strategies
- materials management strategies
- waste minimisation strategies
Quality strategies include:
- quality control
- quality assurance
- total quality management
Technology strategies include:
- automated production lines
- computer aided design
- computer aided manufacturing
- website development
Materials management strategies include:
- forcecasting
- materials requirement planning
- master production schedule
- just in time
Waste minimisation strategies that you need to know:
- lean management principles such as:
- Timwood
- pull and push principle (don't know if this is the exact principle I'm just learning timwood),
In terms of a 10 marker - just make sure that you can break up what the question is asking into small manageable sections.
Post by: tycusto on June 25, 2019, 09:10:03 am
Post by: Jigsaw on June 25, 2019, 01:31:33 pm
a bit of stretch seeing as my sac is in two hours but does anyone know the role of the operations manager and how they help a business to improve their competitiveness ????? thank you in advance !!
Hope your SAC went okay! For future reference, the role of an operations manager is to simply coordinate all the activities involved in transforming a business' inputs into outputs. Well coordinated operations procedures will improve business competitiveness, as a business may be able to
- make more outputs using fewer inputs, saving costs
- improve the quality of their products
- decrease wastage / related expenses
- utilise technology for productivity gains etc.
In a SAC/Exam setting, I'd pick one or two examples, and explain in a bit of detail.
Post by: PolyMath on July 01, 2019, 10:07:00 am
So I've already finished my operations sac, but I just had a question about website development.
They say that website development is an operations strategy but the definition, at least in jacplus, is "the creation and/or improvement of a connected group of pages on the internet that will be maintained by a business to promote and sell its products".
As it promotes and sells a business's product wouldn't it be a sales and marketing tool (from the sales & marketing area of management responsibility)?
Any and all answers would be appreciated.
Post by: rcabdi on July 05, 2019, 07:52:53 pm
Post by: magdichi on August 03, 2019, 09:29:40 pm
Unit 3:
SAC 1 - A+ (95%)
SAC 2 - A+ (93%)
SAC 3 - A (85%)
Also, what would I have to get in my last 2 SACs as well? Thanks!
Post by: vceme on August 03, 2019, 11:12:27 pm
Hey,
So I've already finished my operations sac, but I just had a question about website development.
They say that website development is an operations strategy but the definition, at least in jacplus, is "the creation and/or improvement of a connected group of pages on the internet that will be maintained by a business to promote and sell its products".
As it promotes and sells a business's product wouldn't it be a sales and marketing tool (from the sales & marketing area of management responsibility)?
Any and all answers would be appreciated.
Yes your right, creating a website is part of a marketing and sales tool. But notice how its referring to website development, the process of creating/maintaining it would be part of operations management.
When referring to a business is it better to call it a business or organisation, or does it not matter?
Doesn't really matter IMO.
I was wondering what I would need to get in the exam to get a 45... or a 40 something or if it is even possible.You shouldn't focus too much on your quantitative score, but rather your rank. Aim for A+ for the remaining sacs and definitely for the exams. :)
Unit 3:
SAC 1 - A+ (95%)
SAC 2 - A+ (93%)
SAC 3 - A (85%)
Also, what would I have to get in my last 2 SACs as well? Thanks!
Post by: magdichi on August 07, 2019, 09:22:38 pm
Post by: PolySquared on August 08, 2019, 05:10:12 pm
OK... so i had a question before asking about my score... if i am also in the top ranks and getting 90s... should i be getting a 40?
Yes, if your rank is high and you get >90 in the exam then you should get a 40+.
Post by: Mandi.s on August 28, 2019, 01:43:27 pm
Post by: ChiaraS on August 28, 2019, 01:59:58 pm
Is it really important to know Senge's learning organisation principals?
Hey,
It hasn't been on the exam last year or the year before , but it is possible it could be on this years.
As it is specifically on the study design, it is important to know.
Post by: Zappi on August 31, 2019, 12:25:08 pm
Post by: fakebitch01 on September 07, 2019, 04:41:19 pm
Trying really hard to understand the effects of change on stakeholders but i'm unsure how to study this!!
Edrolo, the textbook and summary notes are all so different!!
Thanks so much!!
Post by: Monkeymafia on September 26, 2019, 05:37:57 pm
Would I be wrong or could I still get some marks?
Post by: NavyBlues9 on November 02, 2019, 08:53:07 pm
When asked what the principles of lean management are am I correct if I say Pull, One Piece Flow, Takt, Zero defects?
Thanks!
Post by: wildsivanna on November 02, 2019, 10:29:54 pm
i remember attending atarnotes busman lecture and being told we should be using AUSTRALIAN businesses for our contemporary case studies? can someone please confirm!
tysm
Post by: brookesos on March 01, 2020, 07:14:12 pm
I was wondering if anyone knew where I could access practise sacs for business management unit 1 aos 1.
Post by: brookesos on March 01, 2020, 10:41:17 pm
Does anyone know what the relationship between business opportunity and business concept development is??
Post by: seraytes on May 29, 2020, 08:42:29 pm
What would you advise in terms of structuring answers, identifying what the question is actually asking and how much I should be writing?
Also, I feel as though with subjects like BusMan, or any other subjects considered 'easy', its actually quite more effort to obtain a perfect study score. I have gone through many of the threads on here relating to ex-business students and their journey in getting a perfect study score. I really just want this year to count as I am only doing one other Unit 3/4. It would be extremely useless if I couldn't get Business Management in my top 4.
I also do practice SACs but I think I don't mark myself harshly, maybe they haven't benifitted me as much?
Thank you in advancee :)
Post by: doubleS on July 02, 2020, 12:36:36 pm
Was wondering how you structure your answers for operations management questions relating to efficiency and effectiveness. I'm trying to make my answers clear and concise but I'm finding I ramble on for quite a bit and my answers turn out to be really long. For example how would you answer 'Explain how Quality Control can be used to improve the efficiency and effectiveness of a business relating to the operations system.'
Thanks :)
Post by: john842 on August 30, 2020, 02:19:27 pm
i just received my sac result and it turned out to be much lower than I expected. i really want like a 38 scaled business management study score.
my sac results have been these so far...
sac1: 97
sac2: 86
sac3:90
sac4: 74
what do u think my study score will be
Post by: trqltea on November 10, 2020, 12:29:12 pm
My teacher explained that APL is a series of CAM machines, including other technology like robotics, conveyor belts, etc. while CAM is just 1 individual machine out of all of them. The AN lecturer from last yr said something different though: that CAM is a computer software that controls other machines, including conveyor belts, from the start to finish of the production. Which is true/are either of them correct?
any help is appreciated <3
Post by: hmemail on November 13, 2020, 04:47:57 pm
I'm struggling to understand the difference between automated production line and CAM in AOS 3, can anyone help?
My teacher explained that APL is a series of CAM machines, including other technology like robotics, conveyor belts, etc. while CAM is just 1 individual machine out of all of them. The AN lecturer from last yr said something different though: that CAM is a computer software that controls other machines, including conveyor belts, from the start to finish of the production. Which is true/are either of them correct?
any help is appreciated <3
Hi,
In my notes I explain the difference as automated-production line can be employee free, no/minimal human contact is required. For example, a water bottle factory can operate by filling bottles, packing etc. and it is only when ready for delivery that human contact is required.
For Computer-aided manufacturing, software is used to "aid" the production process, usually using this software to perform a specific task, such as uses CAD to create measurements and then CAM to produce individual car parts. This would also mean more human contact as the entire process is not automated, it simply uses computer software to perform a particular task.
This is simply how I believe it is, so I may be wrong (happy to hear any other thoughts).
Another way I remember it as is like this:
If either system stopped workings, for an APL I would look more at an engineering fault, machinery break-down, using screws and bolts to fix. Whereas for CAM, I would look towards the software itself, to recode a program.
Hope this helps. I had the same question only a week ago. Good luck with the exam ! :)
Post by: annietaneja15 on February 20, 2021, 03:39:52 pm