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Key Concepts in VCE Business Management Units 3&4 3E & eBookPLUS
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New or Used: 2 copies from $30.00
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.
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Table of Contents

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

About the Author

Matt Richardson is the Humanities Leader and a senior Business Management teacher at Ballarat High School. He has taught VCE Business Management for 17 years. Matt was a member of the VCAA Business Management Review Panel and is an experienced Business Management examination assessor. He has presented professional development sessions for Business Management teachers at Comview, the annual VCTA conference, and has contributed articles to the VCTA journal Compak. Graeme Smithies has over 40 years' experience in secondary education in Victoria. During that time he has taught Legal Studies, Business Management, Economics, English, History and a variety of other Humanities and Commerce subjects. He spent over nineteen years in assistant principal and principal positions in government secondary schools. He has created a range of educational resources for VCE Commerce subjects, as well as the Years 7-10 National Curriculum learning areas of Civics and Citizenship, Economics and Business, and History. Stephen Chapman is an active teacher, author, external examination marker and consultant, with over 28 years' experience in high schools as a classroom teacher and coordinator. He has authored/co-authored 27 textbooks in the areas of Commerce, VELS Economics, Business Management and Economics. He has won awards for teaching excellence and pedagogical writings as well as a Commonwealth Parliamentary Teaching Fellowship. As a consultant, he works with schools in developing teaching programs and educational resources.

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