Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

VCE Unit 3 - Business Management - AOS 2a

No description
by

Jessica Hall

on 24 March 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of VCE Unit 3 - Business Management - AOS 2a

Internal Environment
of
LSOs

Good Luck!
Chain of Command
Vertical Management Structure
Corporate Culture
Mrs Hall
Span of Control
Division of Labour
(cc) image by anemoneprojectors on Flickr
Traditional
New
+
-
Division Models
Used by corporations with a range of products or services.
Centralised
Task orientated
Rigid
Power Exclusive
Communication top down
Decentralised
Employee centred
Flexible structure
Power sharing
Communication by consensus
The way in which parts of an organisation are formally arranged to achieve objectives. The structure must assist in reaching organisational goals
Management Structures
Determines responsibility, supervision and accountability of members of the organisation. Vertical lines of authority within an organisation hereby instructions and authority are passed down the organisation through each level.
Indicates the number of people for whom a manager is directly responsible for.
The division of labour refers to the way tasks and duties are set out within an organisation. Organisations group together tasks to form a job. Some more traditional or centralised structures have highly specialised tasks and division of labour and tasks.
Functional
Divisional
Customer
Geographic
Product
Process
Horizontal Management Stuctures
Function Management Stucture
+
-
 Divides employees by their functions.
Defined career pathway for employees.
Efficient use of resources.
Specialist in charge of each functional area.
Expertise ensures high productivity and work practices.
Issues can be solved within functional areas.
Lack of flexibility
Narrow departmental focus instead of on the wider scheme of things, for the whole organisation.
Empire building may occur.
Slow response to changes in the environment due to the separation of functions.
 Expertise on the division is greater.
 Encouragement of cooperation between departments.
 Greater flexibility in adapting to changes in the market and environment, quicker response time.
 Specialists in each area.
Reduced benefits for corporation as work may be doubled up between divisions.
Rivalry between each division.
Difficulties in communication are more obvious.
Matrix
+
-
Flexible.
Good communication between departments.
Enhanced decision making.
More skills can be learnt.
Pooled expertise.
Control is decentralised.
Horizontal and vertical career paths.
Undermines the authority and challenges the principle of unity of command.
Bringing specialists from different parts of the organisation based on the functions that they perform.
 Creates a grid over the existing structure.
 Team approach to different projects.
greater organisation focus, rather than purely a functional focus, which means employees, will strive to achieve both function specific and organisation –wide objectives
P - Planning
O - Organising
L - Leading
C - Controlling
Management Roles
1. Identify an issue
2. Analyse business environment (SWOT)
3. Consult stakeholders
4. Develop new policy
5. Prepare draft
6. Revise policy
7. Approve and distribute policy
8. Monitor policy
9. Evaluate
Policy Development
High level written statement
Broad framework for an organisation’s rules and regulations
EG: Ave Uniform Policy
POLICY
PROCEDURE
Detailed and written statement
Describes the steps required to achieve the polices.
EG: Demerit Card
Corporate culture refers to the shared values and beliefs within an organisation. They can influence the management style, communication within the organisation and the working relationship amongst staff
Official
What an organisation says they are
Expressed in mission and vision statements sometimes in slogans
Predominately stated to serve as a public relations tool.
EG: Australia Post: "Delivering more than ever"
EG: Woolworths: "The fresh food people"
Real
What the organisation is really like
Usually unwritten but indicators can be found within an organisation:
EG: The way the employees dress and the language they use.
Relationship between staff
Attitudes towards mangement
Management styles
Budgets
Customer Relations
Symbols
Rituals
Evaluating
Changing or developing
Staff are highly motivated
Productivity levels are high.
Low levels of staff turnover. Staff are loyal.
Positive staff relationships.
Morale is high with employees experiencing high job satisfaction.
Achieving organisational objectives
Lower productivity.
Employees have little to no job satisfaction.
High absenteeism rate and staff turnover.
Low morale with staff experiencing workplace conflict.
Strong Corporate culture
Weak Corporate culture
Training and development - Inductions
Promotion
Appraisals or "Employee of the month" Awards
Rituals - social gatherings
New employees / managers
Change management style
Alter priorities Eg: budgets
Change style of dress or language.
PLANNING
LEVELS OF PLANNING
PLANNING PROCESS
ORGANISING
LEADING
CONTROLLING
Arranging resources to meet organisational objectives
Organising process:
Determining what is needed to meet objectives (time, resources, materials, labour)
Establishing a positive work environment
Assigning responsibility.
Task Allocation.
Communication among different staffing levels and departments.
Leadership qulaities:
A visionary
Self disciplined and able to lead by example
Be less controlling and strive for integration
Work collaboratively and share decision-making and authority
An excellent communicator
Work well in a team
Directing and coordinating tasks and/or motivating staff towards the achievement of the organisation’s objectives. Modelling appropriate behaviour and establishing goals and expectations of staff.
Monitoring and evaluating performance and processes and taking corrective action to ensure that the set objectives are achieved.
Comparing actual performance with planned performance

Controlling Process:
E. Establish standards
M. Measure performance
M. Make changes
Strategic
level (long-term) planning – for three to five years. Top Management, concerned with long-term objectives and the direction of the organisation. EG: Introduction of new products.

Tactical
level (medium term) planning – one to two years. Middle management, linked to strategic plans. Function heads with work to develop a plan within their division to achieve this. EG: Finance - budget for new product and marketing. Marketing - develop new marketing plan. R & D - research new market and possible new products.

Operational
level (short-term) planning – day to day, month to month. Lower level management with direction of higher levels of management. EG: Supervisors will schedule production of the new products.
1. Define the objective
2. Get the facts - Analyse the environment (or situational analysis) SWOT (Strengths , Weaknesses (internal) Opportunities, Threats (external)
3. Develop alternative strategies
4. Implement one of the strategies
5. Monitor and seek feedback
Planning is the process of setting objectives and deciding on the methods to achieve them.
Formulating vision and mission statements.
It is often referred to as the primary management role.
It provides the key to short-term and long term success of the organisation.
Full transcript