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Key Concepts in VCE Business Management Units 3&4 3E & eBookPLUS

Key Concepts in VCE Business Management Units 3&4 3E & eBookPLUS
Title information
Author/s
Chapman
ISBN13 9780730318309
Pub date November 2014
Pages 312
RRP $84.95
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Key Concepts in VCE Business Management Units 3 & 4 3rd Edition 
provides an innovative way of structuring learning by solving key problems:

• How can students of all abilities be engaged and motivated (including the most able students)?
• How can current real-world examples be brought into the classroom?
• How can students be best prepared for their exams?

KEY FEATURES

• Revised and up-to-date case studies, business statistics and legislation
Case studies incorporating the latest business news, views and trends
• Latest trends in human resource management and change management
• Key knowledge points from VCAA VCE study design
• Highly visual, digestible, lesson-based sections
• Chapter summaries, school-assessed coursework tasks and review questions

Key Concepts in VCE Business Management Units 3 & 4 3rd Edition and eBookPLUS is a hard copy student text accompanied by eBookPLUS.

eBookPLUS resources include:

Videos featuring Australian businesses, with worksheets
• A glossary, crossword and missing-word glossary quiz for each chapter
VCAA VCE exam questions
School-assessed coursework designed in Microsoft Word for easy customisation
Weblinks to key business bodies and teacher support resources - eGuidePLUS
• Access from any digital device: PC/MAC/iPad/Android Tablet.

about the authors ix
how to use this book x
about eBookplus xii
ICT activities xiii
acknowledgements xiv

Unit 3 Corporate management 1
Chapter 1 Large-scale organisations in context 2
1.1 Characteristics of large-scale organisations 4
1.2 Variations in types of large-scale organisations 6
1.3 Objectives and strategies of large-scale organisations 8
Extend your knowledge: Management functions, objectives and business strategies 11
1.4 The positive contribution that large-scale organisations make to the economy 13
1.5 The negative contribution that large-scale organisations make to the economy 16
1.6 Internal and external (macro and operating) environments 18
Apply your skills: Effect of external environments 23
1.7 Performance indicators — net profi t sales and productivity 25
1.8 Performance indicators — customer and staff satisfaction, wastage and workplace accidents 28
Apply your skills: Organisational objectives and PIs 30
1.9 Stakeholders of large-scale organisations 32
Extend your knowledge: Stakeholders, ethics and social responsibility 36
Chapter 1 review 39

Chapter 2 Internal environment of large-scale organisations 44
2.1 Different management structures 46
2.2 Three basic types of management structure 50
2.3 Corporate culture and its development 54
Extend your knowledge: New and emerging management structures 56
2.4 Key management roles 58
Apply your skills: The role of management 63
2.5 Policy development and its applications 66
2.6 Management styles — autocratic and persuasive 68
2.7 Management styles — consultative and participative 70
2.8 The laissez-faire management style and situational management approach 72
Extend your knowledge: Management styles 74
2.9 Management skills — communication, delegation, negotiation and team building 76
2.10 Management skills — problem solving, technical skills, time and stress management, emotional intelligence 79
Extend your knowledge: Management skills and styles 82
2.11 Ethical and socially responsible management of the internal environment 84
Apply your skills: Ethical and socially responsible management of banks 88
Chapter 2 review 91

Chapter 3 The operations management function 98
3.1 The operations function and its relationship to business objectives and business strategy 100
Extend your knowledge: The operations function and business objectives 104
3.2 Key elements of an operations system in large-scale
organisations 106
3.3 Operations, productivity and business competitiveness 110
3.4 Facilities design and layout 114
Apply your skills: Facilities design and layout 118
3.5 Materials management 120
3.6 The management of quality 124
3.7 Use of technology 128
Apply your skills: Managing materials and quality 131
3.8 Ethical and socially responsible management of an operations system 134
Extend your knowledge: Socially responsible and ethical management 136
Chapter 3 review 138

UnIt 4 Managing people and change 145
Chapter 4 The human resource management function — factors involved 146
4.1 Relationship of human resources to business objectives and strategy 148
4.2 Expectations of people working for large-scale organisations 150
4.3 Employee expectations — conditions of employment and better work−life balance 152
4.4 Employee expectations — occupational health and safety 154
4.5 Employee expectations — job security 156
4.6 An introduction to motivation and Maslow’s motivational theory 158
4.7 Motivational theories: Herzberg and Locke 160
Apply your skills: Motivation theories — do they work? 162
4.8 Ethical and socially responsible management 164
Extend your knowledge: Ethical and socially responsible management 166
Chapter 4 review 168

Chapter 5 The human resource management function — the employment cycle 172
5.1 The establishment phase of the employment cycle — human resource planning, job analysis and job design 174
5.2 The establishment phase of the employment cycle — recruitment and selection 178
Apply your skills: Fairness in the employment process — anti-discrimination 182
5.3 The establishment phase of the employment cycle — employment arrangements and remuneration 184
Extend your knowledge: Employee remuneration — wage and non-wage costs 186
5.4 The maintenance phase of the employment cycle — induction 188
5.5 The maintenance phase of the employment cycle — training and development 190
5.6 The maintenance phase of the employment cycle — recognition and reward 193
5.7 The maintenance phase of the employment cycle — performance management 196
5.8 The termination phase of the employment cycle 200
Chapter 5 review 204

Chapter 6 The human resource management function — employee relations 208
6.1 Relationship to business objectives and business strategy 210
6.2 Stakeholders in the employee relations process 212
6.3 Historical background to employee relations in Australia 216
6.4 The similarities and differences between centralised and decentralised approaches 219
6.5 Industry-wide Awards, collective agreements and individual agreements 222
6.6 The role of human resource managers under a decentralised approach 226
6.7 Management styles and skills in employee relations 228
6.8 Conflict in employee relations 230
6.9 Resolution of conflict 233
Apply your skills: Workplace-level grievances 236
Extend your knowledge: Management skills in employee relations 238
Chapter 6 review 240

Chapter 7 The management of change 244
7.1 The concept of organisational change 246
7.2 The dynamic nature of the internal and external (operating) environments as a source of change 248
7.3 The dynamic nature of the external (macro) environment as a source of change 250
7.4 Driving and restraining forces for change in large-scale organisations 252
7.5 The Kotter theory of change management 256
7.6 Strategies for effective change management 258
7.7 Effective change management in the context of a significant issue 262
7.8 The role of leadership in change management 266
7.9 Possible impact of change on the internal environment of large-scale organisations 268
Apply your skills: Managing change 272
Extend your knowledge: Managing change 274
Chapter 7 review 278

Appendix 283
Glossary 284
Index 292

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