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the context which contributes to the unique nature of large-scale organisations;
characteristics of large-scale organisations;
variations in types of large-scale organisations, their objectives and related business strategies;
typical management functions in large-scale organisations, including operations, finance, human
resources, marketing, and research and development;
contributions, both positive and negative, of large-scale organisations to the economy;
internal and external (operating and macro) environments of large-scale organisations;
performance indicators used to evaluate the performance of large-scale organisations, including the
percentage of market share, net profit figures, the rate of productivity growth, the number of sales,
results of a staff and/or customer satisfaction survey, the level of staff turnover, level of wastage,
number of customer complaints and number of workplace accidents;
identification and characteristics of stakeholders of large-scale organisations, including their
interests, possible conflicts and related ethical and socially responsible considerations.
management structures;
corporate culture and its future development;
key management roles:
planning: long, medium and short-term
organising: resource and task allocation techniques
leading: importance of leadership qualities, including interpersonal, informational and decisionmaking
controlling: financial and non-financial processes and control systems;
the need for, and process of, policy development and its application;
different styles of management, including autocratic, persuasive, consultative, participative and
laissez-faire, and their appropriate application to various management situations;
key management skills as appropriate to the process of effective management;
the relationship between management styles and skills;
implications of managing the internal environment of large-scale organisations in an ethical and
a socially responsible manner.
the operations function and its relationship to business objectives and business strategy;
characteristics of operations management within large-scale manufacturing and service
organisations;
key elements of an operations system (inputs, processes and outputs) in different types of largescale
organisations;
productivity and business competitiveness, their importance for and impact on the operations
system;
strategies adopted to optimise operations, including:
facilities design and layout
materials management
management of quality
extent of the use of technology;
ethical and socially responsible management of an operations system.
factors involved in managing human resources:
relationship of human resource function to business objectives and business strategy
employee expectations, including conditions of employment, occupational health and safety
(OH&S), job security and worklife balance
key principles of Maslows, Hertzbergs and Lockes theories of motivation
ethical and socially responsible human resource management;
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;
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.
the concept of organisational change;
the dynamic nature of the internal and external (operating and macro) environments as sources of
change;
driving and restraining forces for change in large-scale organisations, including management,
employees, time, competitors, low productivity, organisational inertia, legislation, cost;
key principles of the Kotter theory of change management;
a range of strategies for effective change management, including low-risk practices and high-risk
practices;
the process of effective change management in the context of a significant issue;
the role of leadership in change management;
the possible impact of change on the internal environment of large-scale organisations, including
the functional areas of operations and human resources;
ethical and socially responsible management of change.
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