1.
Unit
3
Business
Management
Outcome
2
Part
B
Revision
2014
SAC
DATE
Monday
April
28th
2.
This
assessment
task
addresses
the
following
key
knowledge
as
outlined
in
Unit
3:
Area
of
Study
2:
(Study
design)
key
management
roles:
• planning:
long,
medium
and
short-‐term
• organising:
resource
and
task
alloca:on
techniques
• leading:
importance
of
leadership
quali:es,
including
interpersonal,
informaJonal
and
decision-‐
making
• controlling:
financial
and
non-‐financial
processes
and
control
systems
• different
styles
of
management,
including
autocra:c,
persuasive,
consulta:ve,
par:cipa:ve
and
laissez-‐faire,
and
their
appropriate
applica:on
to
various
management
situa:ons
• key
management
skills
as
appropriate
to
the
process
of
effec:ve
management
• the
rela:onship
between
management
styles
and
skills.
3. The key skills that this assessment task addresses include the ability to:
• accurately use relevant management terms
• analyse business information and data
• Analyse major aspects of the internal environment of large-
scale organisations
• apply knowledge and concepts to practical and/or
simulated situations
5. POLC
-‐
Planning
• Planning
is
the
process
of
defining
objecJves
and
determining
methods
or
strategies
which
will
be
used
to
achieve
those
objecJves.
• This
is
the
primary
management
role.
It
provides
the
key
to
both
the
short-‐term
and
long-‐term
success
of
an
organisa:on.
6. Levels
of
planning
—
strategic,
tacJcal
and
operaJonal
• Strategic
(long-‐term)
planning
is
planning
for
the
following
three
to
five
years.
This
level
of
planning
will
assist
in
determining
where
in
the
market
the
organisa:on
wants
to
be,
and
what
the
organisa:on
wants
to
achieve
in
rela:on
to
its
compe:tors.
It
is
conducted
by
senior
management.
• TacJcal
(medium-‐term)
planning
is
flexible,
adaptable
planning,
usually
over
one
to
two
years.
It
assists
in
implemen:ng
the
strategic
plan
and
allows
the
organisa:on
to
respond
quickly
to
changes.
The
emphasis
is
on
how
the
objec:ves
will
be
achieved
through
the
alloca:on
of
resources.
It
is
generally
conducted
by
middle
management.
• OperaJonal
(short-‐term)
planning
provides
specific
details
of
the
way
the
organisa:on
will
operate
in
the
short
term.
Management
controls
the
day-‐to-‐day
opera:ons
that
contribute
to
achieving
short-‐term
ac:ons
and
objec:ves.
Examples
of
opera:onal
plans
are
daily
and
weekly
produc:on
schedules.
Conducted
by
frontline/supervisory
team.
7. Planning
process
• Step
1.
Define
the
objec,ve.
What
is
it
the
LSo
wants
to
achieve?
May
be
redefining
or
modifying
exis:ng
objec:ves
or
seTng
new
ones.
• Step
2.
Analyse
the
environment.
Managers
aUempt
to
work
out
exactly
where
the
organisa:on
currently
stands.
A
common
analysis
technique
is
known
as
a
SWOT
analysis
(an
acronym
for
strengths,
weaknesses,
opportuni:es
and
threats).
This
iden:fies
and
analyses
the
organisa:on's
internal
strengths
and
weaknesses,
and
also
opportuni:es
in,
and
threats
from,
its
external
environment
• Step
3.
Develop
alterna,ve
strategies.
In
response
to
the
ques:on
‘How
will
the
organisa:on
get
there?’,
managers
develop
several
strategies
and
then
agree
to
put
one
into
ac:on.
• Step
4.
Implement
an
alterna,ve.
The
strategy
which
has
been
agreed
upon
needs
to
be
put
into
place.
• Step
5.
Monitor
and
seek
feedback
on
the
implemented
strategy.
Management
must
set
targets
and
check
whether
they
are
met.
If
objec:ves
are
not
met,
then
the
planning
process
would
need
to
be
repeated.
Any
plan
formed
should
be
a
living
document,
regularly
reviewed
and
revised
if
necessary.
9. POLC
-‐
Organising
• Organising
is
the
process
management
goes
through
when
it
aUempts
to
arrange
resources
(such
as
staff)
to
match
up
with
tasks,
in
order
to
achieve
the
objec:ves
of
a
large
organisa:on.
10. The
organisa:on
process
• Determining
the
work
ac1vi1es.
The
work
ac:vi:es
required
to
achieve
management
objec:ves
must
be
determined.
Work
ac:vi:es
are
then
usually
broken
down
into
smaller
steps.
• Classifying
and
grouping
ac1vi1es.
Once
the
work
ac:vi:es
of
a
business
have
been
broken
down
into
smaller
steps,
similar
ac:vi:es
can
be
grouped
together.
This
improves
efficiency
by
enabling
the
most
appropriate
alloca:on
of
resources.
It
is
common
prac:ce,
for
example,
to
group
ac:vi:es
into
departments
or
sec:ons,
and
to
allocate
employees
and
supervisors
to
each
sec:on
or
department.
• Assigning
work
and
delega1ng
authority.
The
next
step
in
the
organisa:on
process
is
to
determine
who
is
to
carry
out
the
work
and
who
has
the
responsibility
to
ensure
the
work
is
done.
Delega:on
also
involves
ensuring
the
person
who
has
been
given
responsibility
does
carry
out
the
processes.
Effec:ve
delega:on
can
increase
produc:vity
and
efficiency,
and
increases
job
sa:sfac:on
for
the
employee.
11. Leading
• Is
the
moJvaJon
of
employees.
• Its
also
providing
direcJon
to
ensure
work
is
completed
on
:me.
• Ensuring
organisaJonal
objecJves
are
met.
Examples
• Management
must
ensure
tasks
are
delegated
to
staff
that
are
competent
to
complete
them.
• Includes
training
staff
and
providing
direc:on
to
drive
business
success.
• Recognising
good
performance,
correc:ng
poor
performance
and
ensuring
enthusiasm
in
the
workplace
is
high.
12. Leadership
Quali:es
–
Interpersonal,
Informa:onal,
Decision
Making
• Interpersonal
–
A
manager
is
seen
as
the
figurehead
of
the
organisa:on.
They
set
the
example
and
their
behaviour
reflects
the
organisa:on
as
a
whole.
A
successful
leader
is
one
that
moJvates
their
staff
to
constantly
improve
their
performance.
• Informa:onal
–
Managers
need
to
monitor
and
collect
all
informa:on
the
organisa:on
receives
to
ensure
they
have
up
to
date
knowledge
about
the
industry
in
which
they
operate
and
have
knowledge
of
the
economic
condi:ons
that
may
affect
the
organisa:on.
• Decision
Making
–
They
must
show
leadership
by
making
decisions
that
improve
the
businesses
performance
and
brings
about
change.
13. Controlling
• Controlling
sees
management
measuring
the
performance
of
the
LSO.
• This
could
be
in
financial
terms,
resource
alloca:on
and
efficient
use
of
resources,
business
processes
and
procedures
or
human
resources.
• Management
develop
standard
processes,
procedures
and
outcomes
for
workers
to
follow
to
ensure
consistent
results
across
the
LSO.
Examples
• Interim
progress
reports,
inspec:ons,
tes:ng,
audi:ng,
examining
financial
reports
or
direct
observa:on.
14. Controlling
Controlling
process
There
are
three
steps
in
the
control
process:
• Establish
the
standards
the
business
hopes
to
achieve.
• Monitor
and
evaluate
business
performance.
• Make
changes
when
necessary
to
ensure
objec:ves
are
achieved.
15. EXAM/SAC
HINT
• Management
Roles
can
only
be
POLC.
• DO
NOT
CONFUSE
them
with
management
skills
or
management
funcJons.
16. SKILL: Apply knowledge and concepts to practical and/or simulated situations
LETS PRACTICE: KOKO BLACK PTY LTD
17. • The
first
Koko
Black
salon
opened
in
2003
employing
over
230
people.
• The
vast
majority
of
Koko
Black's
finished
product
range
is
designed
and
handmade
in
Melbourne.
• Product
range
includes
fine
chocolates,
ice
cream,
desserts,
pastries,
drinks,
and
extensive
ranges
of
seasonal
speciali:es.
• Wherever
possible
Koko
Black's
products
are
handmade
using
local
ingredients.
• Technology
is
u:lised
where
necessary
but
the
intensive
nature
of
the
product
means
focus
is
on
handmade
design
and
quality.
• Koko
Black
is
a
niche
manufacturing
business,
producing
its
own
product
from
raw
ingredients
and
selling
via
their
own
retail
outlets,
online
site
and
direct
to
corporate
clients.
18. Koko
Black
would
like
to
expand
their
business
into
Asia
• This
expansion
will
require
a
new
General
Manager
to
focus
on
the
roles
of
planning
and
organising.
Define
each
of
these
roles
and
analyse
how
these
roles
will
assist
Koko
Black
to
achieve
its
objec:ve
of
expansion.
19. • Planning
–
define
• 5
step
planning
process
will
need
to
be
discussed
(include
the
following)
• Strategic
planning
will
be
required.
• SWOT
analysis
needs
to
be
undertaken
to
help
determine
whether
Koko
Black
should
proceed
with
expansion
plans.
• Planning
decisions
need
to
be
made
(&
alterna:ves
evaluated)
eg
:me
frame
for
seTng
up
new
stores,
loca:on,
how
expansion
will
be
financed.
• Other
levels
of
management
would
be
required
in
the
tac:cal
planning
&
opera:onal
planning
ensuring
these
more
detailed
levels
of
planning
result
in
strategies
that
will
achieve
specific
objec:ve
of
expansion.
20. • Organising
–
define
• Organisa:onal
process
• Management
will
need
to
organise
the
structure
of
the
Asian
branches
and
how
they
will
operate.
• Determine
what
will
be
needed.
• Establish
staff
in
produc:ve
working
environments
eg
seTng
up
new
stores.
• Assign
responsibili:es
to
staff.
• Delegate
authority.
• Communicate
among
different
levels
and
departments.
• Accumula:on
of
shopfiTngs,
equipment
and
stock.
23. Management
Style
Selec:on
of
management
style?????
Depends
on
a
number
of
factors:
(situa:onal
variables)
• The
managers
personality.
• Managers
skills.
• The
skill
level
of
employees.
• Nature
of
workforce
eg
hospital,
farm,
factory,
design
studio.
• Time
that
is
available.
• Any
changes
to
the
internal,
opera:ng
or
macro
environments.
24. Autocra:c
Management
style
Features
• Managers
make
all
the
decisions
quickly
• No
consulta:on
with
employees
• Management
gives
direc:ons
to
employees
and
does
not
allow
feedback
• One
way
or
top
down
communica:on
• Ojen
found
in
businesses
that
have
a
very
hierarchical
structure
as
power
is
centralised.
• Informa:on
is
given
on
need
to
know
basis.
25. Autocra:c
:
Advantages
• Efficient
use
of
:me
(fast)
as
there
is
no
discussion
and
instruc:ons
are
clear
&
concise.
• Clearly
defined
procedures
&
policies
• Provides
more
stability
&
consistency
as
decisions
are
only
made
by
management.
• Works
well
in
emergency/crisis/
urgent
situa:ons
where
quick
response
is
necessary.
• Provides
clear
direc:ons
and
confidence
to
inexperienced
employees.
26. Autocra:c:
Disadvantages
• Poor
rela:ons
between
management
and
the
employees.
• Employees
can
feel
threatened
and
anxious.
• No
employee
input
and
employee’s
ideas
are
not
sort
by
management,
which
could
benefit
the
LSO.
• Employees
are
not
able
to
develop
skills
&
competencies
to
enable
them
• Employees
may
resent
being
ordered
around
• Morale
may
suffer
because
employees
do
not
feel
valued
or
trusted.
(Consequence
decreased
produc:vity)
27. Persuasive
Management
Style
Features
• Managers
make
all
the
decisions
but
take
the
:me
to
explain
the
reason
behind
the
decision.
(Sell)
• No
consulta:on
with
workers.
• One-‐way
or
top
down
communica:on.
• Control
is
centralised.
28. Persuasive:
strengths
• Employees
are
likely
to
respond
more
posi:vely
to
having
a
decision
explained
to
them.
• Suitable
to
use
in
circumstances
that
need
quick
decisions
made.
• Provides
clear
direc:ons
and
confidence
to
inexperienced
employees.
• Enthusias:c
approach
can
excite
and
mo:vate
employees.
• Suits
situa:ons
where
the
decision
to
be
made
is
at
a
high
level
and
does
not
require
discussion
–
eg
if
a
branch
of
a
business
is
to
be
shut
down
workers
will
be
informed
and
reasons
explained
but
will
not
be
involved
in
the
decision.
• Managers
gain
some
trust/support.
• Workers
more
likely
to
accept
nega:ve
situa:ons.
29. Persuasive:
weaknesses
• Employees
can
feel
lej
out
as
their
opinions
are
not
sought.
• Morale
may
suffer
because
employees
do
not
feel
valued
or
trusted.
• Employees
do
not
contribute
ideas
that
could
benefit
the
organisa:on.
• Employee
talents
&
ideas
not
u:lised.
• Employee
frustra:on
may
occur
if
they
do
not
agree
with
management
decision
and
cannot
comment.
• Manager
with
poor
communica:on
skills
may
not
do
jus:ce
in
explaining
good
decision.
30. ConsultaJve
management
style
Features
•
Manager
recognises
the
importance
of
good
personal
rela:onships
among
employees
and
consults
with
staff
on
certain
issues
before
making
a
decision.
• Two-‐way
communica:on
process,
with
employees
sharing
their
ideas
with
a
manager
who
is
willing
to
listen.
• This
type
of
manager
believes
that
mo:va:ng
employees
will
help
achieve
performance
objec:ves.
• Also
believe
in
enhancing
personal
rela:onships
by
offering
job
security,
providing
social
ac:vi:es
and
offering
fringe
benefits.
• Seeks
opinions
of
employees,
holds
informa:on-‐sharing
mee:ngs
and
recognises
good
performance.
• Employee-‐centred
management
style.
• This
management
style
is
most
effec:ve
when
a
new
opera:ng
procedure
is
to
be
introduced
or
some
organisa:onal
change
implemented.
Provides
an
opportunity
for
employees
to
have
some
input
at
the
:me
of
decision
making.
31. ConsultaJve
-‐
Strengths
• Asking
for
sugges:ons
from
employees
allows
for
a
greater
variety
of
ideas,
and
should
improve
the
quality
of
management
decisions.
• Employees
begin
to
have
some
ownership
in
the
way
in
which
the
organisa:on
is
run,
so
they
take
more
of
an
interest
in
it.
This
is
reflected
in
their
levels
of
mo:va:on
and
commitment,
which
increase
substan:ally.
• When
decisions
are
discussed
and
fine-‐tuned
before
implementa:on,
tasks
are
completed
more
efficiently
and
with
beUer
results.
32. ConsultaJve
-‐
Disadvantages
• The
:me
taken
to
consult
all
the
relevant
employees
can
slow
the
en:re
process.
• Some
issues
to
be
decided
are
simply
not
suitable
for
a
widespread
consulta:on
process.
If
the
process
is
not
consistent
with
each
decision
made,
staff
can
become
uncertain
and
confused
about
their
role.
• When
a
number
of
ideas
are
shared,
some
are
bound
to
be
ignored
or
overlooked
in
the
final
decision.
This
may
cause
conflict
or
resentment.
33. ParJcipaJve
management
style
Features:
• A
where
the
manager
not
only
consults
with
employees
but
also
gives
them
some
responsibility
in
the
management
of
the
process.
• Manager
shares
the
decision-‐making
authority
with
employees.
The
degree
of
sharing
can
range
from
the
manager
outlining
a
solu:on,
with
the
possibility
of
changes
being
suggested,
to
allowing
the
team
to
ini:ate,
implement
and
monitor
its
own
solu:ons.
• Par:cipa:ve
managers
recognise
the
strengths
and
abili:es
of
employees
and
ac:vely
involve
them
in
all
the
stages
of
the
decision-‐making
process.
This
style
is
frequently
prac:sed
in
those
organisa:ons
that
have
flaUer
management
structures
and
work
teams,
and
especially
where
there
are
diverse
groups
to
be
coordinated.
The
contribu:on
of
the
employee
is
valued;
in
turn,
employees
have
a
commitment
to
the
organisa:on's
objec:ves
via
their
own
input.
• This
par:cipa:ve
management
style
is
most
effec:ve
when
an
organisa:on
is
opera:ng
in
an
environment
undergoing
rapid
change.
Individual
employees
accept
responsibility
for,
and
can
implement,
changes.
This
makes
the
organisa:on
more
responsive
to
change.
Ac:vi:es
such
as
brainstorming
generate
a
range
of
opinions
and
ideas,
and
these
may
lead
to
beUer
decisions
being
made.
• Two
way
communica:on.
• Power
is
decentralised.
34. Par:cipa:ve
-‐
Advantages
• Communica:on
is
a
two-‐way
process.
• Employer/employee
rela:ons
are
posi:ve
and
there
is
reduced
likelihood
of
industrial
disputes.
Employees
are
more
likely
to
accept
management
decisions.
• Mo:va:on
and
job
sa:sfac:on
are
op:mal
because
employees
feel
they
have
played
an
ac:ve
role
in
alloca:ng
tasks
and
implemen:ng
ac:ons
to
meet
objec:ves.
• Employees
have
a
greater
opportunity
to
acquire
more
skills.
• There
are
opportuni:es
for
employees
to
put
forward
ideas.
This
power-‐
sharing
approach
encourages
the
development
of
work
teams,
and
employees
display
high
levels
of
commitment.
• There
is
a
high
level
of
trust,
ojen
resul:ng
in
improved
employee
performance
35. Par:cipa:ve
-‐
Disadvantages
• Reaching
decisions
and
introducing
tasks
can
be
:me
consuming
when
differing
views
have
to
be
considered.
The
quality
of
decisions
may
also
suffer
because
compromises
are
made
rather
than
decisive,
clear
direc:ons
given.
• The
role
of
management,
and
the
control
of
the
manager,
may
be
weakened
and
undermined,
with
employees
given
too
much
power
in
some
cases.
• Internal
conflict
can
arise
with
so
many
views
and
opinions
being
shared.
More
involvement
may
bring
about
disagreement.
• The
importance
of
the
organisa:onal
structure
may
be
minimised,
leading
to
an
informal
system
that
could
result
in
a
complete
collapse
in
management.
• Not
all
employees
may
want
to
contribute.
36. Laissez-‐faire
management
style
Features
• Where
employees
are
responsible
for
workplace
opera:ons.
Management
has
no
central
role
and
power.
• Management
has
no
role
in
the
day-‐to-‐day
running
of
the
organisa:on.
Management
will
set
the
objec:ves,
but
the
employees
take
full
responsibility
to
implement
the
means
of
achieving
them.
In
so
doing,
employees
are
responsible
for
their
decisions
and
accountable
for
the
results.
• Decentralised
organisa:onal
structure,
with
employees
opera:ng
individually
or
in
small
groups
to
complete
projects.
• Most
effec:ve
for
crea:ve
work
or
research,
with
employees
who
are
highly
talented
or
qualified
in
the
tasks
to
be
performed
and
where
minimal
supervision
and
direc:on
is
required.
37. Laissez-‐faire
-‐
Advantages
• Employees
feel
a
sense
of
ownership,
which
can
promote
outstanding
results.
• There
is
con:nual
encouragement
for
crea:vity,
which
is
conducive
to
a
dynamic
working
environment.
• In
a
flat
structure,
communica:on
is
completely
open
and
ideas
are
both
discussed
and
shared.
38. Laissez-‐faire
-‐
Disadvantages
• There
is
a
complete
loss
of
control
by
management.
No
control
or
direc:on
means
there
is
poten:al
for
misuse
of
the
organisa:on's
resources,
including
:me
and
money,
because
these
have
been
placed
in
the
hands
of
the
employees.
• This
style
can
breed
personal
conflicts,
whereby
individuals
do
not
cooperate
or
wish
to
implement
only
their
own
ideas.
In
these
cases,
management
is
not
there
to
direct
or
nego:ate.
• The
focus
on
mee:ng
organisa:onal
objec:ves
can
be
easily
eroded.
Management
may
find
themselves
with
a
failed
organisa:on
and
nothing
to
manage.
39. Management
Skills
• Communica:on
skills
involve
the
ability
to
create
and
exchange
informa:on
between
people
to
ensure
that
the
required
response
is
produced.
• Delega1on—the
process
of
passing
authority
down
the
hierarchy
to
perform
tasks
or
make
decisions.
Responsibility
remains
with
the
person
delega:ng.
• Decision-‐making
and
problem-‐solving—the
systema:c
approach
(mul:-‐step
approach)
to
finding
and
implemen:ng
a
course
of
ac:on
to
overcome
a
problem
or
correct
an
unsa:sfactory
situa:on.
• Nego1a1on—the
process
by
which
one
party
seeks
to
obtain
something
wanted
from
another
party,
ending
either
in
a
resolu:on
or
a
compromise.
• Team
leadership—the
ability
to
func:on
as
a
coach
or
mentor
to
team
members,
encouraging
team
members
to
contribute,
and
build
a
cohesive
and
trus:ng
team.
• Time
management—the
process
of
planning
and
exercising
conscious
control
over
the
amount
of
:me
spent
on
a
par:cular
task,
in
order
to
increase
effec:veness
or
efficiency.
• Stress
management—the
skill
required
by
a
manager
to
reduce
their
level
of
stress
or
anxiety
and
that
of
their
subordinates.
• Analy1cal
skills—the
ability
to
examine
the
elements
of
something
or
study
the
nature
of
a
given
situa:on
or
set
of
circumstances.
• Technical
skills—the
ability
of
a
manager
to
perform
par:cular
tasks,
such
as
accoun:ng
skills,
skills
in
the
use
of
computer
technology,
and
skills
in
human
resources
prac:ces
and
law.
• Emo1onal
intelligence—a
set
of
competencies
that
allow
managers
to
perceive,
understand
and
regulate
emo:ons
in
themselves
and
others.
40. Problem
solving
Problem
solving
means
finding
and
then
implemen:ng
a
course
of
ac:on
to
correct
an
unworkable
situa:on.
There
are
six
steps
in
a
typical
problem-‐solving
process.
• 1.
The
first
step
is
to
clearly
idenJfy
what
the
problem
is
and
what
has
caused
it.
The
problem
might
be
an
industrial
dispute
or
a
need
to
develop
a
more
socially
responsible
organisa:on.
• 2.
Gather
relevant
informaJon.
All
of
the
facts
and
informa:on
that
are
relevant
to
the
problem
must
be
gathered.
Some
methods
to
use
might
be
simply
talking
to
people
or
comple:ng
ques:onnaires
or
surveys.
• 3.
Develop
alternaJve
soluJons.
Management
will
need
to
develop
alterna:ve
solu:ons
so
that
the
problem
can
be
solved
with
an
open
mind.
A
list
of
possible
solu:ons
should
be
made,
including
the
seemingly
ridiculous
ones.
• 4.
Analyse
the
alternaJves.
Ajer
analysing
each
of
the
alterna:ves
for
their
advantages
and
disadvantages,
the
best
op:on
should
be
chosen.
• 5.
Choose
one
alternaJve
and
implement
it.
The
solu:on
to
the
problem
will
then
be
implemented
and
subsequently
evaluated.
• 6.
Evaluate
the
soluJon.
If
the
solu:on
does
not
work,
the
process
would
have
to
start
again.
41. Management
styles:
When
would
you
use???
Management
Style
When
you
would
use:
example
Autocra:c
style?
Instant
dismissal
Persuasive
style?
Change
in
procedure
due
to
a
change
in
legisla:on.
Consulta:ve
style?
Change
in
procedure
or
policy
Par:cipa:ve
style?
Enterprise
bargaining
Laissez-‐Faire
style?
Research
42. The
rela:onship
between
management
styles
and
skills
• Manager
develops
their
own
management
style
based
on
experience,
knowledge
&
personality.
• The
specific
skills
that
relate
to
different
management
styles
Management
styles
Skills
needed
Authoritarian/Persuasive
Communica:on,
Decision
making
Consulta:ve/Par:cipa:ve
Communica:on,
nego:a:on,
problem
solving
Laissez-‐Faire
Delega:on,
Communica:on,
People
skills
43. PAST
VCAA
exam
ques:ons
Ques:on
2B
2013
ZX
Bank
is
a
large
retail
bank
that
operates
in
all
states
in
Australia.
In
response
to
a
recent
market
survey
of
its
customers,
it
is
considering
opening
its
branches
on
Saturdays
and
Sundays.
Currently,
the
bank’s
employees
feel
that
their
expecta1ons
regarding
condi1ons
of
employment
and
work-‐life
balance
are
being
met.
The
employees
have
been
asked
about
the
proposed
change
in
opening
hours
and
70
per
cent
said
that
they
would
prefer
not
to
work
on
weekends
but,
if
they
had
to,
they
would
expect
higher
pay
rates
on
those
days.
The
Human
Resource
Manager
has
responded,
saying
that
an
increase
in
pay
rates
might
make
opening
on
weekends
unprofitable.
The
bank
execu1ves
are
hoping
to
reach
an
agreement
with
the
employees
that
keeps
pay
rates
at
current
levels.
Both
sides
believe
that
it
is
important
to
discuss
this
issue
further.
To
resolve
the
issue
regarding
the
proposed
change
in
opening
hours
and
the
employees’
expectaJons
of
higher
pay
rates
on
weekends,
the
bank
execuJves
will
need
to
apply
a
range
of
management
skills.
Describe
two
management
skills
and
jusJfy
their
use
in
this
situaJon.
(4
marks)
44. PAST
VCAA
exam
ques:ons
QuesJon
3
(2013)
Alice
Smith
has
read
the
biographies
of
many
great
business
leaders.
She
would
like
to
follow
in
the
footsteps
of
these
successful
leaders.
Alice
has
just
taken
over
as
the
CEO
of
The
Traveller’s
Helpmate,
a
business
that
publishes
print
and
online
travel
guides.
Her
observa1on
is
that
her
staff
are
professional,
highly
educated
and
independent.
In
private
conversa1ons,
some
staff
have
said
that
they
felt
underappreciated
by
the
previous
CEO
as
posi1ve
feedback
was
rarely
provided.
a. Define
the
following
leadership
qualiJes
that
Alice
will
need
in
order
to
be
an
effecJve
leader.
(3
marks)
•
interpersonal
•
informaJonal
•
decision-‐making
45. 2013
QuesJon
3A
–
Examiners
report
Few
students
were
able
to
define
all
three
leadership
quali1es.
While
most
students
appeared
to
have
a
general
idea
of
what
leadership
quali1es
were,
they
were
unable
to
explain
all
three
to
a
sa1sfactory
standard.
The
interpersonal
leadership
quality
involves
liaising
or
dealing
with
people.
The
informa1onal
leadership
quality
involves
gathering
and
communica1ng
or
sharing
data
and
knowledge,
and
the
decision-‐making
leadership
quality
involves
making
choices
in
order
to
solve
problems
or
take
up
opportuni1es.
The
following
is
an
example
of
a
high-‐scoring
response.
• Interpersonal
–
Interpersonal
refers
to
having
people
and
social
skills
such
as
communicaJon,
emoJonal
intelligence
(the
ability
to
recognise
and
understand
feelings)
and
so
on
in
order
to
operate
effecJvely
in
a
social
secng.
• InformaJonal
–
InformaJonal
refers
to
obtaining
the
required
knowledge
and
being
effecJve
in
the
communicaJon
of
this
knowledge.
For
example,
being
able
to
communicate
an
appropriate
answer
to
an
employee
if
they
have
a
quesJon.
• Decision-‐Making
–
Decision-‐Making
is
the
ability
to
idenJfy
and
evaluate
possible
available
opJons
in
response
to
a
situaJon,
and
choose
the
course
of
acJon
that
is
the
most
appropriate
and
effecJve.
46. PAST
VCAA
exam
ques:ons
Ques:on
2B
2012
exam
By
nature,
Ms
Glass
is
a
consulta:ve
manager.
Iden:fy
two
characteris:cs
of
this
management
style,
and
explain
one
advantage
and
one
disadvantage
of
using
this
style.
(4
marks)
Ques:on
2C
2012
exam
Ms
Glass
has
iden:fied
that
she
will
have
to
use
the
management
roles
of
organising,
leading
and
controlling.
Define
each
role
and
explain
how
the
use
of
these
roles
will
contribute
to
the
success
of
her
new
na:onal
parcel
delivery
service.
(6
marks)
47. PAST
VCAA
exam
ques:ons
Ques:on
2B
&
2F,
2011
exam
Freda
Campbell
is
seTng
up
a
new
business
in
Melbourne
that
will
manufacture
and
sell
furniture.
b.
Many
large-‐scale
organisa:ons
use
a
mul:stage
planning
process
in
order
to
achieve
their
objec:ves.
Explain
each
of
the
steps
in
this
process.
(5
marks)
f.
Describe
and
jus:fy
two
management
skills,
other
than
communica:on,
that
Freda
could
use
while
establishing
her
business.
(4
marks)
48. PAST
VCAA
exam
ques:ons
Ques:on
2,
2010
exam
Wonderful
Toys
Company
manufactures
wooden
blocks
that
were
found
to
contain
small
amounts
of
lead
paint
that
can
be
poisonous
to
children.
The
company
recalled
all
of
this
product.
What
management
style
could
Wonderful
Toys
use
in
this
crisis?
Explain
why
you
have
chosen
this
management
style.
Refer
to
two
features
of
this
style
in
your
explana:on.
(5
marks)
