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Business Management Units 3/4 Overview

An overview of the BusMan 3/4 VCE course

Evan Miller

on 19 October 2012

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Transcript of Business Management Units 3/4 Overview

Units 3 & 4 Overview Business Management U3O2
The internal environment of LSO's Management Structures
Corporate Culture
Policy Development
Management Roles
Management Styles
Management Skills U3O1
Large Scale Organisations in Context Characteristics of Large Scale Organisations
Types of Large Scale Organisations
Management Functions
Contributions to the economy (pos and neg)
The three environments
Performance Indicators U3O3
Operations Management Goods vs Services
Key Elements
Strategies to optimise operations U4O1
Human Resource Management Role of the HR Manager
Employee Expectations
Theories of Motivation
Employment Life Cycle
Employee Relations Employ more than 200 staff
Total Assets
Total Revenue
Market Share
Size of operations
Number of business locations Operations
Human Resources
Research and Development Gross Domestic Product
Balance of payments
Research and Development
Infrastructure Growth Functional Structure Geographic Structure Product-Based Structure Customer-Based Structure Matrix Structure
Network/Organic Structure Corporate Culture
is a system of values and beliefs
shared by the people within an
organisation. Planning
Controlling Autocratic
Laissez Faire Team Leadership
Technical Skills
Time Management
Stress Management
Emotional Intelligence
Analytical Skills
Problem Solving and Decision Making Inputs > Transformation > Outputs Facilities Layout and Design
Materials Management
Management of Quality
Technology (Process) Optimising the use of physical space
Optimising the use of equipment
Types of Layout Facility layout
Fixed position layout
Process Functional layout
Product layout
Cell production
Lean Manufacturing Quality Control
Quality Assurance
Total Quality Management Inventory Management
Supply Chain Management
Just in time (JIT)
Procurement of inputs CNC - Computer Numerical Control
CAD - Computer Assisted Design
CIM - Computer Integrated Manufacturing
Flexible Manufacturing Systems (FMS) Develop HR strategies in line with
organisational strategies.
Create policies that link strategic
planning to operational planning.
Long term planning of decisions
relating to employees.
Overall management of the
employee life cycle.
Advocate for eimployees in
negotiations with management.
Design and implement strategies to
motivate employees. SOME EXAMPLES INCLUDE:
Be paid a fair wage
Finish work on time
Gain satisfaction from the work they do
Receive positive feedback
Be given assistance when necessary
Work in a professional and respectful environment
Opportunity for promotion
Opportunity to develop their own skills
Work in safe and healthy work environment Maslow's Hierarcy of Needs
Herzberg's Motivation Hygiene theory
Locke's Goal setting theory
Full transcript