ATAR Notes: Forum
VCE Stuff => VCE Business Studies => VCE Subjects + Help => VCE Business Management => Topic started by: ngRISING on September 21, 2009, 04:14:59 pm
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hey guys, since its close to the exams, why not start a thread on questions to help each other out =D . and i need hlep anyways ^^.
im working on checkpoints + prac exams and got a little bit tight when i was faced with the question the 2benefits of large scale organisations. i wrote that they provide employment + earn export income however i kinda forgot the full purpose of earning export income. =S . anyone wanna explain to me what earn export income means?
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(i) Because of Australia's balance of payments difficulties, government is keen to promote exports for the foreign currency they earn; Large corps, are generally large exporters.
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Well id say for the export income, LSO's in particular for the goods they export such as secondary products allow more and more money to enter our country and circulate within it. Consequently this generates the wealth within the country in addition to improving the standards of living. Furthermore, it can stabilize the nation's trade account if there is a surplus and deficit to thereby establish an efficient economy
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ohh great idea for a thread by the way
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also with earning export income, it means less money is spent on inports, and more on other beneficials eg health and education
if you find it hard to explain export income, you could use the other main 2:
develop an industrial base
stimulate infrastructure growth
:)
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I find it hard to conceptualise all this jazz about driving and restraining forces in relation to benefits and outcomes of the change. I was hoping someone could just clarify this area for me, because from what I read, my teacher's notes and several of the course books conflict on this matter. To be specific, what is actually changing, the environment or the organisation itself? How are driving forces different from the benefits of the proposed change? Aren't the benefits driving forces in of themselves. Are the driving and restraining forces factors or purely stakholders? Why is initiating change proactive?
Thanks.
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Specific aspects of the organisation is changing i.e. the internal environment so to answer Q1, both.
The key benefits of change generally revolve around things like increasing sales, increasing efficiency and most importantly increasing profit. A driving force such as changing customer tastes, is clearly different to the benefits of change.
You could say benefits are driving forces, but driving forces aren't benefits.
Driving and restraining forces can be both factors, such as technological change and stakeholders, such as pressure from employers to improve their policy on working hours.
Look in the dictionary the words initiation and proactive, they pretty much revolve around the same concept.
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I find it hard to conceptualise all this jazz about driving and restraining forces in relation to benefits and outcomes of the change. I was hoping someone could just clarify this area for me, because from what I read, my teacher's notes and several of the course books conflict on this matter. To be specific, what is actually changing, the environment or the organisation itself? How are driving forces different from the benefits of the proposed change? Aren't the benefits driving forces in of themselves. Are the driving and restraining forces factors or purely stakholders? Why is initiating change proactive?
Thanks.
Infact both areas are changing. Organisational structure will be changed, as responsibilities, activities & such will be changed therefore the org. much confine to these. For change to be sucessful, it will need to impact on many internal aspects of the org. These internal impacts of change are facilities & technology, management structure, objectives, planning, management style, corporate culture, recruiting & training, & task.
I believe that change also effects the orgs environments as customers, suppliers, technology factors, competitors need to confine to those changes but thats what i think? so im not really sure bout the environments.
To answer your last question bout initiating change as being proactive, well if you look back to the definition of proactive : 'Antisipating events' & planning ahead for them, initiating change is like the owner has "kick start" the drive for change because they have maybe antisipated a trend, or a market problem, a customer demands etc.
hope that helped? lol
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whats a good definition of socially responsible behaviour?
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whats a good definition of socially responsible behaviour?
Behavior that is made in the context or intention of having a positive impact on the external entities or communities that it effects and interacts with.
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whats a good definition of socially responsible behaviour?
Behavior that is made in the context or intention of having a positive impact on the external entities or communities that it effects and interacts with.
Probably best not to use the actual word behavior in the definition.
Maybe replace it with 'actions' or 'activities' or 'conduct' exhibited by an organisation.
Rest is good but :D
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very nice. ty i like this thread lOL. ^^ .
hmm idk what best pratice is and am having troubles defining supply chain. =S
also here is my definition for outsourcing
Outsourcing is the process of an organisation handing certain tasks/jobs to other third party organisations. is this okay?
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very nice. ty i like this thread lOL. ^^ .
hmm idk what best pratice is and am having troubles defining supply chain. =S
also here is my definition for outsourcing
Outsourcing is the process of an organisation handing certain tasks/jobs to other third party organisations. is this okay?
yeah something along those lines is good for outsourcing, such as allocating business functions or proceedings to an external organisation is how i would put it. Try including examples, e.g. Optus outsource over 1000 customer service functions to Convergy's in the USA
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someone please define supply chain? thanks
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^^^^^
"The system that covers the flow of material and information from an organisation to its customers"
thats for Unit 3 AOS 3 right?
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Awesome.
Can someone please distinguish between REASONS for change (for instance in privatisation) and DRIVING FORCES for change?
Thanks
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I don't think there is really much difference, I just put a little pedantic reason in here.
All reasons for the change are driving forces. But not all driving forces for change are reasons.
A driving force is something that promotes the change, it can be either beneficial effects of the change or people who want to see the change occur.
Similarly reasons for change are perceived benefits of the change, but this does not encompass peoples baseless opinions.
A persons opinion is not a reason for change rather their own argument(reasons) which brought them to the conclusion are reasons for the change.
This answer seems really dodgy but I typed it all up so I'll post anyway...
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i think someone raised this in another thread, but can someone elaborate on the pro's and con's of ethical and socially responsible management:
Ive got:
Advantages:
-Fosters a positive corporate culture
-Generates a positive public image (e.g. Body Shop forming an alliance with Green Peace in the 80's)
-Higher CSR ranking --> more business opportunities
-Preferential government treatment
Disadvanages:
-Decreased efficency/effectiveness
-Loss of shareholder profits
-Increased input costs (e.g. not obtaining supplies from third world countries)
anything else i should include?
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Disadvanages:
-Loss of shareholder profits
I'd say potential loss instead. Many companies have consequently increased their profits after adopting CSR, and the idea that CSR is now becoming an integral part of running a business is a core part of what the BM course is trying to teach.
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^^^^^
"The system that covers the flow of material and information from an organisation to its customers"
thats for Unit 3 AOS 3 right?
ye it is,
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I don't think there is really much difference, I just put a little pedantic reason in here.
All reasons for the change are driving forces. But not all driving forces for change are reasons.
A driving force is something that promotes the change, it can be either beneficial effects of the change or people who want to see the change occur.
Similarly reasons for change are perceived benefits of the change, but this does not encompass peoples baseless opinions.
A persons opinion is not a reason for change rather their own argument(reasons) which brought them to the conclusion are reasons for the change.
This answer seems really dodgy but I typed it all up so I'll post anyway...
Yeah thanks that really cleared it up.
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^^^^^
"The system that covers the flow of material and information from an organisation to its customers"
thats for Unit 3 AOS 3 right?
It wouldn't start with the organisation itself, rather extend to its suppliers and follow on to the organisation which is the first involved with harvesting materials or producing services(or intellectual property), and continue through to the final sale.
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also for management styles, is laissez-faire listed under the study design or is it just the usual 4?
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in addition
how would one simply define the term "service"?
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Service: 'An act designed and performed with the intent of sale by an organisation, and is carried out upon consumer request.'
Just came up with that... sounds dodgy, could probably be simplified as well.
Of course if it is in a NFP organisation a price may not exist.
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From my notes:
o Services: Services involve the provision of facilitating a change in a customer’s physical possessions or intangible assets
which you can compare then with o Goods: Goods are physical items that have been processed to give them more than their raw material or original value
That's just it in terms of it being an output though. In terms of offering a service, you can extend it a bit more in terms of the business side of things such as exchanging it for its perceived monetary value etcetc.
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Hi guys :)
Can someone please give me a clear definition of infrastructure? ta.
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Hi guys :)
Can someone please give me a clear definition of infrastructure? ta.
i think based on shinny's notes or either the barille textbook its something along the lines of "the framework of services needed for an organisation to operate" e.g. gas, telecom, transport
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Hi guys :)
Can someone please give me a clear definition of infrastructure? ta.
i think based on shinny's notes or either the barille textbook its something along the lines of "the framework of services needed for an organisation to operate" e.g. gas, telecom, transport
buh doesnt it have to do with government aswell? :S
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generally government plans and funds infrastructure, improvements are essential to continue business growth. If infrastructure is lacking the organisation will not be able to expand upon current projects, as these may require better roads, communication, or better connection to resources eg. electricity, gas, water.
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good definition of Financial KPI's and Non Financial KPI's anyone? !
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Financial KPIs- Are quantative measures that indicate how the organisation is performing/going.
Non-financial KPIs- Are qualitative measures that indicate how the organisation is performing/going.
Very simplistic answer but covers the essential bits
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Financial KPIs- Are quantative measures that indicate how the organisation is performing/going.
Non-financial KPIs- Are qualitative measures that indicate how the organisation is performing/going.
Very simplistic answer but covers the essential bits
Non-financial KPI are not always qualitative, they can be both. Financial KPI are ALWAYS quantitative but must relate to monetary data
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hey will we need to know work choices for the exam or is it not part of the study design???
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when giving examples when answering questions
is it best to use examples directly from the provided case study, a sepparate real life example, or both?
hope that sorta makes sense lol
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when giving examples when answering questions
is it best to use examples directly from the provided case study, a sepparate real life example, or both?
hope that sorta makes sense lol
good question ! idk either lol!
a few more questions
1) the purpose of an organisational structure,
2) explain how policy development is a process and identify reasons why policies change.
both of these questions are defining and explaining WITHOUT a case study.
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when giving examples when answering questions
is it best to use examples directly from the provided case study, a sepparate real life example, or both?
hope that sorta makes sense lol
well i reckon both, or thats what my teachers have been saying,
just aslong as you trace it back efficiently enough to the case study, & maybe use another example to make your response stronger;
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i try to provide an example for every single question where possible even one-markers, even for globalization i talked about how its origins lay in Ancient Rome haha
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hey will we need to know work choices for the exam or is it not part of the study design???
no, only the workplace relations act of 1996
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what sort of questions would they ask u about "change management issues"? - e.g. globalization, legislative compliance. From what ive heard they tend to be 6-8 markers or more
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apply a change management theory using the 3 or 8 step process? something like that i guess.
has management structures occured in the VCAA exams yet?
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3 change management theory, that has been asked as i have read through assesors report etc. they often use lewin's as an example, J.K pothead or something like that is harder i guess.
management has been asked i think, something along the lines of flatter structure or something . all on top of my head. havnt really done much for bm :S . starting prac exams next week.
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hey
whats the difference between management roles and funtion
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management roles are POLC
planning, organising, leading and controlling
while functions are departments such as Accounting, HRM, Operations, Research and Development etc etc, i think thats what management functions are
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is there a proper definition for functions?
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have a look in shinnys notes if there is any
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hey
whats the difference between management roles and funtion
Hello,
"Management functions are areas of key responsibility. They are marketing/sales, human resources, production/operations management and finance. The management roles of planning, leading, organising and controlling are incorporated under each individual functions, and managers carry out activities that fall under each category. Due to the complex nature of today's L.S.O's, managers usually specialise in one function."
Pretty much taken from the Insight '08 Trial exam.
Hope this helps,
Sutti.
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Another management function which is often not mentioned is public relations.
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anyone done any recent trial exams? i did neap 09 - got mine back today = 59/60 :D
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noice,
what does this mean
with reference to the situation/contigency factors. what are these factors o_O?!
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noice,
what does this mean
with reference to the situation/contigency factors. what are these factors o_O?!
from my understanding, its the elements or factors that are taken into consideration by management before deciding on the most appropriate style to use
such factors could include: the skills/capabilities of management and that of subordinates, time constraints, the nature of the task ahead, etc.
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anyone done 05-08 VCAA papers? are there any trend in them?
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ey guys, just wondering.. how can quality management strategies apply to a service firm such as a bank?
cheers
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ey guys.. how could you apply qualtiy management and other strategies to a service firm like a bank?
cheers
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ey guys just wondering how you could apply quality management and other strategies to a service firm.. would they accept internet banking for technology and total and for quality, just guaranteeing customer satisfaction(no win, no pay for civil disputes)
cheers
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a general question
identify and explain two tatics that could be implemented to ensure effective change management in an organisation. wtf? i don't remember this LOL
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a general question
identify and explain two tatics that could be implemented to ensure effective change management in an organisation. wtf? i don't remember this LOL
tactics such as change agents iirc
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a general question
identify and explain two tatics that could be implemented to ensure effective change management in an organisation. wtf? i don't remember this LOL
tactics such as change agents iirc
right right. i remember now. Change agents to assist in implementing and/or leading the change by motivating employees or explaining the reasons for change, thus it may reduce or eliminate any potential restraining forces for change.
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hmmph, whats a good example of globalisation.
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BHP?
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Manufacturers are always good such as Nike.
Managed in the US
Raw materials from 'x'
Processed in Indonesia (?)
Sold everywhere
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Whats an advantage for AWAs and enterprise bargaining agreements?
cheers
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flexibility. contracts can be tailored to the individual business's needs.
easy to negotiate and find an outcome that benefits both parties.
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What are they asking for when they say suggest a "human resource strategy" that could be implemented?
Can someone give me a list of examples of these?
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What are they asking for when they say suggest a "human resource strategy" that could be implemented?
Can someone give me a list of examples of these?
-Training and Development
-Performance Management and Reviews
-Reward Management
basically stuff under the maintenance phase of the employment cycle
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Hmm i think in the VCAA 2007 exam, it asked to suggest two human resource strategies and the assessor's report had job description and job analysis in the "very good student response" example. Also, in the 2008 VCAA, the two example strategies were retrenchment and relocatement.
This is kind of confusing me.
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Hmm i think in the VCAA 2007 exam, it asked to suggest two human resource strategies and the assessor's report had job description and job analysis in the "very good student response" example. Also, in the 2008 VCAA, the two example strategies were retrenchment and relocatement.
This is kind of confusing me.
maybe because it was to do with the termination or closure of a plant or something, hence retrenchment would make sense
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So on the exam, a human resource strategy is basically like a process or technique concerned with HR you could employ relevant to the case study?
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Hmm i think in the VCAA 2007 exam, it asked to suggest two human resource strategies and the assessor's report had job description and job analysis in the "very good student response" example. Also, in the 2008 VCAA, the two example strategies were retrenchment and relocatement.
This is kind of confusing me.
HR Strategies, theres 3 main catergories correct
establishment, maintainence and termination
establishment ->selection by conducting a job analysis and job specifications, or induction programs to introduce the new employee to the corporate culture of the lso
maintainence -> training, performance appraisal, reward/management system to reward those who do good,
termination -> programs to help those who've resigned find a job or assist retirement, exit interviews
now choose the ones that are most relevant to the case study. those are a few , i have not studied this AOS1 Unit4 in depth yet!. will start tomorrow/sunday.
finish aos 2 :D
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So on the exam, a human resource strategy is basically like a process or technique concerned with HR you could employ relevant to the case study?
yeah pretty much, something you could do is identify which phase of the employment cycle they're in, then point out 2 strategies and expand on those .
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Yeah i thought so, but it's clearer now. Thanks
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So on the exam, a human resource strategy is basically like a process or technique concerned with HR you could employ relevant to the case study?
When we understand why HR utilize such strategies it makes things clearer.
Each function (HR, Operations etc...) is an area of key responsibility, and only through effective management of each function can strategic/long-term goals of the organisation be achieved.
HR Management develop these strategies to promote efficiency and effectiveness and to allow employees to achieve organisational objectives.
HR strategies/tactics are necessary for effective management of the human resource function and different strategies are used depending upon context. So for instance, a problem at an organisation may be high levels of absenteeism and staff turnover. In order to rectify this problem, strategies which could be used include:
Training and development of employees- problems could be traced back to an unenthusiastic, unmotivated corporate culture, which may stem from staff lacking the competency to cope with responsibilities of the job. Training and development builds a efficient and an effective workforce capable of fulfilling organisational objectives. It also acts as a motivator for employees as development enriches future job opportunities within the organisation
Adopt an employee centred management style- Through use of a consultative or participative management style, employee involvement in decision making is emphasised. This promotes the notion that staff input is valued will thus help to alleviate negativity in the corporate culture.
I'm sure you could think of several other strategies, but what I'm trying to show you here is that:
Problem => Use strategies => Fix problem => So that function (eg.HR or Operations) can achieve goals => So that strategic goals can be fulfilled.
They could also ask you about "Operations strategies" (eg. Facilities design and layout, Technology)
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taken from compak 05, 2nd prac exam paper.
Q 3B, outline 2 HRM strategies that could be used in support or encourage ethical and socially responsible behaviour in LSO's.
1- implement recruitment policies that offer equal employment opportunities.
i need a few more ^^. appropriate answers are all welcomed. !
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taken from compak 05, 2nd prac exam paper.
Q 3B, outline 2 HRM strategies that could be used in support or encourage ethical and socially responsible behaviour in LSO's.
1- implement recruitment policies that offer equal employment opportunities.
i need a few more ^^. appropriate answers are all welcomed. !
=> Cultivate the corporate culture which is ethical. This is done through effective communication of a vision.
=> Reward, provide incentives for "whistle-blowing"
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whistle blowing? lol . expand pl0x. :D
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whistle blowing? lol . expand pl0x. :D
Whistle-blowing => When you rat someone out for doing something wrong/unethical. For instance an employee stealing from the donations basket at work.
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Oh and... do any of you guys have newer exams? like 09 08 exams? thx.
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since you've hleped me so much. i'll return the favour
these are all hard copies but i probaly have these on my comp somewhere, just havnt touched them for yonks
compak 05
vcaa 05
neap 06
tssm 06
insight 06
compak 06
cse 06
vcaa 06
insight 07
tssm 07
compak 07
vcaa 07
insight 08
compak 08
leading edge 08
tssm 08
vcaa 08
compak 09
insight 09
cse 09
vcaa 09 in 6 days :P
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can you upload some of them?
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http://vcenotes.com/forum/index.php/topic,9547.0.html
have you done those. i'll see if i can put some on tonight .
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Yeah, i've done most of those. Would be good if you can post some up (with solutions too). thanks
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hey guys,
I was wondering if you could give me 2 characteristics of each organisational structure (simple, functional, divisional, geographical, organic, matrix)?
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Yeah, i've done most of those. Would be good if you can post some up (with solutions too). thanks
i'll chuck on insight o9+compak o9.
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hey guys,
I was wondering if you could give me 2 characteristics of each organisational structure (simple, functional, divisional, geographical, organic, matrix)?
Functional(traditional)
=>groups employees to tasks they perform
=>usually centralised, decision making left to the guys at the top
=>one way communication (downward)
Divisional: product or geographical:
Similar to functional, the difference being there are added sub-divisions (for instance, China, Europe or Phones and Internet services)
=>Groups jobs/people according to location or activity.
=>There is more room for evaluation because the the jobs/people are further defined. Not sure if this is clear, but there are ultimately more managers responsible and thus more room for evaluation.
Organic Structure
=> Outsources non-core functions
=> This allows more focus for core functions
Matrix Structure:
=> Cross-functional communication between departments and the specific product/activity group
=>Emphasis is on team-work. Makes use of pooled expertise
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hmmph. can't find compak o9. i'll do it after my methods exam tomorrow.
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HERE IS CSE 09 :)
Questions
Solutions
Quick Questions
What is the situational approach and do we have to know how policies are made. i can define it but would we have to know the processes in developing a policy?
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Management skills. emotional intelligence, how would i come about to explaining that.
Mr X could use emotional intelligence skills to assist his role as a manager. Emotional intelligience refers to the level to which an individual can understand and restrain their own emotion, and understand the emotions of others.
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Situational approach basically refers to adopting a management style that is suitable for the current conditions. It's not a style of management but it is a way of using the styles. When employing this approach, management do not have a set style of management that they have to use. Instead, they decide on a suitable style of management to use depending on the problems faced. For example, if there is a need for quick decisive actions to be taken, then an autocratic style will be used. If the manager is then faced with a problem concerning employee relations, it would be appropriate for management to make use of the participative style to ensure negotiations can be made.
And as for the steps in policy development, i suggest you do memorise these just in case it appears on the exam. I would rather be on the safe side.
A brief outline of this would be:
- need for policy development to exist (such as a new law)
- conduct research
- consult stakeholders
- draft policy written and circulated
- policy finalised and communicated to stakeholders
- amendments made if needed
And i don't see any problems with your explanation of emotional intelligence
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sweet. thanks :). i'll put up more bm exams once i finish change management. lol.
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If you're only putting them up because i asked then dw because i've got plenty now. But yeah others might want them.
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lol. nah. i got a majority of my exams from here. time to return the favor :D
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Personally, I dislike alot of the company exams(neap, insight, tssm etc.). Their wording of questions is sometimes confusing and misleading. The VCAA ones are sooooooo much better, but i've done them all so yeh.
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wow. compak o5 is such a bitch
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hey ngRising
can you upload insight 09 please solutions particulary
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im ninja :)
Insight 09
Questions
Solutions
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steps in negotiation, i was trying to define this on top of my head but have not been unable to define the steps in it. I can define negotiation no probs. anyone wanna have a go?
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preparation
opening
bargaining
closing
implementing
i think those are the steps
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uh.. im a bit confused between sources of change and driving forces of change?..
cause they both come from the internal and external environments and they both cause change..
^^
so whats the difference between them?..
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yeah. i know those steps. they're in the notes. but like. preparation for what? opening what? like expand it further. :)
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ohhh
1. both parties gather and prepare their negotiation
2. present their cases
3. both parties try and make a mutual agreement
5. both parties come into an agreement
6. each party implement their result
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noice. ty
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functional layout, product layout. needs a quick line to define each :D
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funtional: equipment and workstations are grouped together according to their function.
product: equipment and workstations are arranged in a line to provide a sequence of specialised tasks
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HERE IS CSE 09 :)
Questions
Solutions
Ta for the trial exams mate.
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nw. hmmph btw. does anyone know a LSO with a exact amount of employees?
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LOL, well, when i applied for maccas it said some thing like "Mcdonalds Australia employs over 56,000 people nationwide". Don't know if this will be necessary though
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lol. does anyone know which countries BHP billiton export to. i bsed in my cse 06 prac exam, otherwise 57/60 :D
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i'm pretty sure its China but just say they export to asian countries, examiners wouldnt care
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is decision making and problem solving 2 seperate skills or one, i take it that they're two!
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is decision making and problem solving 2 seperate skills or one, i take it that they're two!
My teacher on mny occasions has told me that they are similar, it's better to use one.
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bump. !