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BUSINESS MANAGEMENT UNIT 3Business Management Unit 3: Timeline 2019WeekDate Area of studyKey knowledgeOutcomesGlossaryTerm 4Week 826- 30 Nov1Unit 3: Managing a BusinessArea of Study 1: ‘Business foundations’ Transition introduction Chapter 1, pages 2-23Types of businesses including sole traders, partnerships, private limited companies, public listed companies, social enterprises and government business enterprisesYear 12 learning journey2017 Grade distribution data analysis Annotate 2017 VCAA examination reportStudy skillsGlobal marking Tricky task words & sentence structuresLearning commitmentBegin a glossaryChapter 1 summary questions & Examination preparation questions, page 23.Groups: How would you recognise each type of business?Use LOOP acronym to distinguish characteristics of business types.Begin comparison of characteristics using LOOP.Discuss benefits of using each business structure. Sole traderPartnershipPrivate limited companyPublic listed companySocial enterpriseGovernment business enterpriseUnlimited liabilityLimited liability Term 4Week 93 – 7 Dec1Business objectives including to make a profit, to increase market share, to fulfil a market and/or social need and to meet shareholder expectationsThe areas of management responsibility including operations, finance, human resources, sales and marketing, and technology support, and how each area contributes to the achievement of business objectivesWhat is an objective?What would be Audi’s business objectives?Describe each business objective.Describe two business objectives for each type of business. [is each a primary or secondary objective?]Insight 2018, Q1a,cVCAA 2018, Q1a,bDescribe each area of management responsibility. Activity: sort ‘n’ match - what would each area do?Annotate: What ‘areas of management responsibility’ does Shandra’s Dairy have?How do these responsibilities achieve business objectives?VCAA 2017, Section B case study, Q1a,b Annotate 2018 SaC 1Begin Holiday homework bookletFinish Chapter 1 text questionsObjectiveProfitMarket shareSocial needShareholder expectationAreas of management responsibilityOperationsFinanceHuman resourcesSales and marketingTechnology supportTerm 1Week 121 – 25 JanUnit 3: Managing a BusinessArea of Study 1: ‘Business foundations’ Chapter 2, pages 24 – 42Characteristics of stakeholders including their interests, potential conflicts between stakeholders and corporate social responsibility considerations Chapter 2 summary questions 1 – 4.Examination Q1, pages 41 - 42.What is a stakeholder?What does ‘interests’ mean?You are a stakeholder – what do you want? / who could you conflict with? / what CSR?Overview of stakeholders in internal and external business environments. Describe 3 stakeholders from each environment. Explain their interests and likely conflicts.VCAA 2015, Q1bVCAA 2014, Q2bSAC 1:20 marksSAC 1 contributes 20 marks (35 minutes writing plus 5 minutes reading time) *SaC 1: 1.8 minutes writing time per mark. Following SaCs to be 1.6 minutes writing time per mark.SAC 1: Thursday 14th February, P1, SS 2.6 – 2.8Stakeholder ShareholdersManagersEmployeesCustomersSuppliersCompetitorsInterest groupsCommunityGovernmentWeek 228 Jan – 1 Feb1Australia Day Characteristics of stakeholders including their interests, potential conflicts between stakeholders and corporate social responsibility considerations Chapter 3, pages 43 - 70Management styles including autocratic, persuasive, consultative, participative and laissez-faire What am I?Why would there be conflict between stakeholders about me?VCAA 2013, 1c, ConflictOutline corporate social responsibility considerations for different stakeholders.Discuss benefits of corporate social responsibility to a business. VCAA 2018, Section B Case study, Q5Chapter 3 summary questions 3 – 6.Examination Q1 - 5, pages 69 - 70.Describe your ideal manager. Describe 3 features of each style using FUCD. Compare various management style featuresOutline 3 advantages & disadvantages of using each management style. [When justifying, make reference to the nature of the task, time available and likely employee experience]Corporate social responsibilityManagement stylesAutocraticPersuasiveConsultativeParticipativeLaissez-faireWeek 34 - 8 Feb1The appropriateness of management styles in relation to the nature of task, time, experience of employee and manager preference Management skills including communicating, delegating, planning, leading, decision-making and interpersonalThe relationship between management styles and skillsManagement skills – planning, decision-makingGroups: Analyse VCAA Describe how a management style would be chosen according to the nature of the task, time, experience of employee and manager preference.VCAA 2010, Q2VCAA 2015, Q1cVCAA 2014, Q3bVCAA 2016, Q5cVCAA 2017, sample, Q7cVCAA 2017, Q1dTeaching Bubble 2017, Q4Describe each listed management skill.Using the management styles continuum [p.44 text], outline which skills would be suitable for each management style?For each management style, describe how the use of one skill would impact corporate culture [+ or -] VCAA 2013, Q2b VCAA 2016, Q5dDescribe the 3 levels of planning. [p.57 text]Complete activity table 3.3, p. 58 textDescribe the processes: Planning [p.56 text] Decision-making [p.61 text]Management skillsCommunicatingDelegating Planning Leading Decision-making InterpersonalStrategic planningTactical planningOperational planningWeek 411 - 15 Feb1Chapter 1, pages 30 – 40Corporate culture both official and real, and strategies for its developmentRevisionChapter 2 summary questions 5 - 9Examination Q2, pages 41 – 42Explain the difference between official and real culture. Describe 3 strategies [ways / elements / indicators] to develop corporate culture.Why is it important to have a positive culture?Explain the corporate culture at Commonwealth Bank.VCAA 2013, Q3bTeaching Bubble, Q3NEAP, Section B, Q3Review the importance of answering each part of a Q plus responding to a question quoteCorporate cultureSAC 1: Thursday 14th February, P1, SS 2.6 – 2.8 ................
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