Medienkombination, Englisch, 416 Seiten, Format (B × H): 210 mm x 280 mm, Gewicht: 2000 g
Medienkombination, Englisch, 416 Seiten, Format (B × H): 210 mm x 280 mm, Gewicht: 2000 g
ISBN: 978-0-521-75943-4
Verlag: Cambridge University Press
Essential VCE Business Management Units 3 and 4 2nd edition provides complete coverage of the new VCE study design implemented in 2010. With activities that support different learning styles, this full-colour text will develop the knowledge, skills and confidence needed for success at VCE level. This text includes: • Student friendly language • Theory made simple through visual representation • Key knowledge table that maps out what students need to know • Up-to-date statistics and case studies demonstrate how theory works in current business practices • Relevant ICT activities • Comprehensive end of chapter materials including chapter summaries that aid in the regular revision of material • Exam preparation questions in every chapter to improve student readiness for the final exam • Extensive range of teacher support materials A Student CD-ROM is included with this textbook. It offers an electronic version of the book plus crosswords to enhance student learning.
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1. Large-scale organisations; What is an organisation?; Why are organisations needed?; Characteristics of large-scale organisations; Large-scale organisations in Australia; Different types of large-scale organisations; Organisational objectives and strategies; Typical management functions; Contributions (positive and negative of large-scale organisations to the economy; 2. Environments of business; Stakeholders in large-scale organisations; Three levels of the organisational environment (internal macro & operating); 3. Evaluation of performance; The concepts of efficiency and effectiveness; Measuring organisational efficiency and effectiveness; Performance indicators used to evaluate the performance of large-scale organisations; Growing importance of non-financial measures of organisational performance; Social responsibility and evaluation of performance; 4. The internal environment; The role of management; Management structure; Organisational structure; Forms of hierarchical organisation structures; Network/organic structure; Matrix structures; Consequences of less hierarchical organisational structures; Corporate culture and its future development; Policy development and its application; Policy development process (The seven steps of policy development); 5. Effective management; Key roles of management; Management styles; 6 Operations management function; Business objectives and business strategy; Role of operations manager; The operations system; Key elements of operations systems; How operations management relates to business objectives and strategy; The productivity objective; Factors determining organisational productivity; 7. Optimising operations; Facilities design and layout (floor plan); Improving operations through technology; Materials and supply chain management; The management of quality; Ethical and socially responsible management of operations; 8. Human resource management; The role of a human resource manager; Relationship of the human resource function to business objectives and strategies; Measuring human resource management effectiveness; 9 Motivation, employee expectations and job satisfaction; The manager's role in motivating staff; Employer and employee expectations; Management theorists' approaches to motivation; Motivational theories for job satisfaction and performance; 10 Management of the employment cycle; Three phases of the employment cycle; Establishment phase; Maintenance phase; Termination phase; 11. Employee relations; Relationship of employee relations to business objectives and strategies; Participants in Australian Employee Relations; Centralised approach to employee relations; Decentralised approach to employee relations; Employee relations and human resource management under a decentralised approach; 12 Business ethics and social responsibility in large-scale organisations; Corporate social responsibility; Why do organisations need to be ethically and socially responsible?; Ethical and socially responsible management of the internal environment; Ethical and socially responsible management in times of change; 13 Management of change; The concept of organisational change; The dynamic nature of the internal and external environments as sources of change; Forces for change in large-scale organisations; The Kotter theory of change management; Tactics for effective change management; The role of leadership in change management; The possible impact of change on the internal environment; 14. Business ethics and social responsibility; Recent examples of unethical behaviour in business; What is ethical behaviour?; Organisational ethics; Business ethics as a change management issue; Business ethics as a pressure for change on an organisation; Corporate Social Responsibility; Corporate social responsibility as a change issue; The impact of CSR on organisations – case studies; Are all organisa
