Business Management JACARANDA Units 3 & 4 VCE

Cover page
Title Page
Copyright Page
Contents
How to use this resource suite
About ebookplus and studyon
About the authors
Acknowledgements
Unit 3 Managing a business
	Chapter 1 The nature of business
		1.1 Types of businesses — small, medium-sized and large businesses
		1.2 Types of businesses — sole traders and partnerships
		1.3 Types of businesses — private limited companies and public listed companies
		1.4 Types of businesses — social enterprises and government business enterprises
		1.5 Business objectives
		Apply your skills: Business objectives and KPIs
		1.6 Business stakeholders in the internal environment
		1.7 Business stakeholders in the external environment
		1.8 Potential conflicts between stakeholders and corporate social responsibility considerations
		Extend your knowledge: Stakeholders and corporate social responsibility
		Chapter 1 Review
	Chapter 2 The nature of management
		2.1 Management responsibilities
		2.2 Management styles — autocratic and persuasive
		2.3 Management styles — consultative and participative
		2.4 The laissez-faire management style and situational management approach
		Apply your skills: Management styles
		2.5 Management skills — communicating, delegating and planning
		2.6 Management skills — leading, decision making and interpersonal
		2.7 Corporate culture and its development
		Apply your skills: Styles, skills and corporate culture
		Extend your knowledge: The relationship between corporate culture, management styles and management skills
		Chapter 2 review
	Chapter 3 Human resource management — motivating employees
		3.1 The relationship between managing employees and business objectives
		3.2 An introduction to motivation and Maslow’s hierarchy of needs
		3.3 Motivational theories: goal-setting theory
		3.4 Motivation theories: four drives theory
		Apply your skills: Motivation theories — do they work?
		3.5 Motivation strategies — financial
		3.6 Motivation strategies — non-financial
		Extend your knowledge: Financial and non-financial motivation
		Chapter 3 Review
	Chapter 4 Human resource management — managing employees and workplace relations
		4.1 The employment cycle
		4.2 Training and development of employees
		4.3 Performance management strategies
		4.4 Termination of employment: retirement, resignation and redundancy
		4.5 Termination of employment: dismissal, entitlement and transition issues
		4.6 Workplace relations: participants in the internal environment
		4.7 Workplace relations: participants in the external environment
		4.8 Awards and agreements
		4.9 Disputes in workplace relations
		4.10 Resolution of disputes
		Apply your sKills: Workplace-level disputes
		Extend your knowledge: Management skills in employee relations
		Chapter 4 Review
	Chapter 5 Operations management
		5.1 The relationship between operations management and business objectives
		5.2 Key elements of an operations system
		5.3 Technological developments
		5.4 Materials management
		5.5 The management of quality
		5.6 Waste minimisation
		Apply your skills: Managing materials, quality and waste minimisation
		5.7 Corporate social responsibility considerations in an operations system
		Extend your knowledge: Socially responsible operations management
		5.8 Global issues in operations management
		Chapter 5 Review
Unit 4 Transforming a business
	Chapter 6 Reviewing performance — the need for change
		6.1 The concept of business change
		6.2 Key performance indicators as sources of data to evaluate the performance of businesses
		6.3 Key principles of the Force Field Analysis theory (Lewin)
		6.4 Driving forces for change in business
		6.5 Restraining forces in business
		6.6 The two key approaches — lower cost and differentiation — to strategic management by Porter’s Generic Strategies (1985)
		Apply your skills: Forces affecting change
		Extend your knowledge: Using data to drive change
		Chapter 6 Review
	Chapter 7 Implementing change
		7.1 The importance of leadership in change management
		7.2 Management strategies to respond to key performance indicators
		7.3 Management strategies to seek new business opportunities both domestically and globally
		7.4 The principles of the Learning Organisation (Senge)
		7.5 Low-risk strategies to overcome employee resistance
		7.6 High-risk strategies to overcome employee resistance
		7.7 Key principles of the Three Step Change Model (Lewin)
		7.8 The effect of change on stakeholders including managers, employees, customers, suppliers and the general community
		7.9 Corporate social responsibility considerations when implementing change
		Apply your skills: Sources of change
		Extend your knowledge: The importance of reviewing key performance indicators to evaluate the effectiveness of business transformation
		Chapter 7 review
Glossary
Index