1. Good concept map note taking

2. Bad concept map note taking 3. Cornell style note taking 4. U3Corporate Management U3 AOS 1 LSOs in Context U3 AOS2 Internal Environment U3 AOS 3 Operations 5. U3 AOS 1 LSOs in Context Characteristics of LSOs Business Objectives Management Functions Contributions to the Economy Business Environments Performance Indicators Stakeholders 6. Characteristics of LSOs 200+ staff (100+ manufacturing) Substantial revenue/turnover/income (in the millions) Substantial assets ($200 million plus) Multi site Multi-national/trans national 7. Business ObjectivesTypes of LSO Goods vs Services- Corporation/companyPrivate vs Public- Not For Profit (NFP) Charity/Foundation- Government Organisation/Department- Government Business Enterprise (GBE)Types of Business Objectives 8. SMART Business Objectives Specific, Measurable, Achievable, Realistic and Time Framed.Financial Specific:This means have we described the objective in as much detail as possible, describing exactly what is to be - Profitachieved. Measurable:How will we know when we have achieved thisCompanyobjective? What are we measuring this against? (e.g. a %GBE ( + service) growth over last year or a dollar value to be achieved?). Achievable:Is this objective reachable, doable, practical andSocial feasible. Do we have sufficient resources to achieve this objective? - service Realistic:Is this a sensible and reasonable objective? Realistic can also be interpreted as relevant, meaning, is theNFPobjective in tune with our business focus?Government Org. 9. Objectives Format 2. Have $30,000 turnover in first year of operation 5. Have product range expand to include a variety of handmade homeware by the end of the first twelve months 10. Goods vs ServicesGoodsServicesTangible can be touchedIntangibleCan be storedCannot be storedManufactured in factory withoutPerformed/delivered withcustomer present customer presentEg. Toyota Motor Corporation Eg. Australia Post sortingAustralia making engines for the Melbourne residential mail at theVX50 Camry in Altona Dandenong Letters Centre 11. Public vs Private SectorPublic SectorPrivate SectorNFPs Private CompaniesGovernment Organisations Public CompaniesGBEsPrivatisation = selling off a public Public/Private Partnership (PPP)sector LSO to the private sector is an agreement between both eg. Citylink leased roads from Government in return for building and maintaining the roads and toll collection 12. Public vs Private CompaniesPublic CompanyPrivate CompanyLtd Pty LtdUnlimited shareholders2-50 shareholdersCompany floated and thenPermission needed to tradeshares traded on stock exchange shares(ASX) anyone can buyEg TelstraEg Aussie Disposals 401.4 million shareholdersfranchised stores around(2010 revenue $25 billion)Australia 13. Management Functions Operations/Production Human Resources Finance Marketing Research and Development (R&D) etc 14. Contributions to theEconomyCadbury has about 35per cent of the localJobs Build Industrial BaseTax confectionary marketand employs 2300people in Australia,Consumer Choice LSOGrossDomesticamong 45,000employees worldwide,Product (GDP)and runs threeAustralian factories.OverseasTurnover in 2009 Infrastructure InvestmentR&D Innovationapprox $935 million. 15. Business Environments Macro-envtGlobal UN Agreements eg. Kyoto ProtocolLegal/Political laws/elections eg. carbon taxTechnology e-commerce, communications Economic GFC, European Debt Crisis, value $AUDno controlSocial Attitudes CSR, women in work, work/life balanceEnvronmental natural disasters eg. floods and firesOperating Envt Competitors what are they doing?Government legal compliance, tax Lobby Groups RSPCA, Philip Island Action Group some control Unions representing workers interestsFinanciers/Creditors loaning $Customers what do they want? Workers Internal Envt Managers/StaffAssets/Capitall/$Facilities Equipment full control Policies & ProceduresCorporate Culture 16. A SURVEY IS NOT A PERFORMANCE INDICATOR -IT IS A DATA COLLECTION TOOLPerformance IndicatorsFinancial PIsNon-financial PIsProfit per time period Customer Satisfaction or Repeat CustomersRevenue/Turnover (annual)Staff Satisfaction or MoraleReturn on Investment (ROI) Staff TurnoverShare Price Fluctuations Product or Service QualityValue of AssetsNumber of Sales or CustomersValue of Market ShareLevel of Waste 17. StakeholdersWorkersSuppliersManagers Global Community Board of Directors Local CommunityLSO Shareholders/Invest orsLobby Groups egFinanciers/CreditorsRSPCAUnions 18. U3 AOS2 InternalEnvironment Management Structures Corporate Culture Management Roles Policy Development Management Styles Management Skills Relationship between styles and skills Ethics and CSR 19. Management StructuresFunctional StructureDivisional Structure- Product based- Customer based- Geographic basedMatrix StructureOrganic/Network/Virtual/Satellite Structure 20. Structures - StandardShareholdersBoard of Directors SPECIALISATIONCEO VERTICAL Senior Manager Middle ManagerFrontline Manager /SupervisorWorker WorkerWorkerHORIZONTALSPECIALISATION 21. Functional StructureSenior Manager HR Financial Marketing Operations 22. Structures - Divisional Senior Management AsiaAustraliaWhitegoodsHardwareMarketing Accounting Human ResourcesMarketing Accounting Human ResourcesWorkersWorkers WorkersWorkersWorkers Workers 23. Matrix Structure FUNCTIONSDIVISIONSManagersHR $ Marketing OperationsProject A WW W WProject B WW W WProject C WW W WProject D WW W W 24. Organic Structure Operations Finance Human MarketingResources LSO Administration 25. Corporate CultureDefinition Corp. Cult.Official vs Unofficial/real Corp. Cult.Strong vs Weak Corp. Cult.Indicators of Corp. Cult.Strategies to effectively change Corp. Cult. 26. Corp. Cult. Indicators 27. Organizations should strive for what is considered ahealthyorganizational culture in order to increase productivity, growth, efficiencyand reduce employee turnover and other counterproductive behavior. Avariety of characteristics describe a healthy culture, including: Acceptance and appreciation for diversity Regard for and fair treatment of each employee as well as respect foreach employees contribution to the company Employee pride and enthusiasm for the organization and the workperformed Equal opportunity for each employee to realize their full potentialwithin the company Strong communication with all employees regarding policies andcompany issues Strong company leaders with a strong sense of direction and purpose Ability to compete in industry innovation and customer service, as wellas price Lower than average turnover rates (perpetuated by a healthy culture) Investment in learning, training, and employee knowledge http://en.wikipedia.org/wiki/Organizational_culture 28. Management Roles Planning Leading Organising Controlling 29. Carlton United Brewers aspires tobecome "The beer company loved byPlanningAustralians", built upon a foundation ofa proud heritage, strong brands, andAustralian ownership.Strategic Planning 2 to 5 years- Done by senior managers- Vision and Mission statement (WHERE we want to go and HOW we will get there)- SWOTTactical Planning 1 to 2 years- Done by middle managers- Departmental planning to implement missionFrontline Planning daily, weekly to 6 mths- Done by frontline managers/ supervisors to do the actual work- Staffing rosters 30. Research current situationDraft Consult StakeholdersRedraftDistribute and implement 31. Leading Definition distinguish between manager and leader Characteristics of an effective leader Types of power Karpin Report 32. The leader always sets the trail for others to follow 33. Organising Definition Examples of activities 34. Controlling Definition Examples of activities 35. Policy Development Policy vs Procedure 6 step process Forces external and internal that may instigate policy change Example 36. Management Styles Autocratic PersuasiveConsultativeParticipativeLFstrictrelaxed Autocratic/Authoritarian Persuasive Consultative Participative/Democratic Laissez-faireDefinition, advantages and disadvantages, example 37. AutocraticPersuasive One way communication One way communication Centralised decisionNo employee involvement making Employees are sold the No employee involvement decision AdvantagesAdvantages QuickQuick Explanation could lead toAccountablegreater acceptance DisadvantageDisadvantagesLack of trustIdeas and skills of employeesNegative culture ignored Lack of trustManagement Styles 4Taken from Blair Cooper lecture notes 2010 38. ConsultativeParticipative Two way communication Democratic Employees consulted Sense of ownership Manager makes final Using employees skills, decisionknowledge and ideas AdvantagesAdvantagesEmployees in better positionImproved relationshipsPositive cultureBuilds positive culture Disadvantages DisadvantagesConsensus difficultCan ostracise staff notconsulted Employee involvement notalways beneficialTime consumingTaken from Blair Cooper lecture notes 2010 4 39. Laissez-faireVery little if any authorityInformalRequires highly motivated staffAdvantagesHigh degree of trustBuilds skills and knowledgeDisadvantagesEasy to slack offPotential lack of accountabilityManagement StylesTaken from Blair Cooper lecture notes 2010 4 40. Mgt Style - Participative 41. Management Skills Decision-making andTime Management Problem SolvingVisionary CommunicationTeam Building NegotiationEQ People/soft/feminineInterpretive Stress ManagementAnalytical DelegationLeadership 42. Stress management X 43. Stress management Look after health Exercise Quality of life work/life balance Family first Exercise brain 44. Ethics and CSREthical and unethical internal policies and practicesStrategies to demonstrate ethics:- Code of Ethics- Code of Conduct- Customer Charter- Independent Auditors- Workplace Grievance Procedures 45. U3 AOS 3 OperationsDefinition of function relation to objectivesGoods operations vs service operations (table)Three key elementsProductivity and business competitivenessStrategies to optimise operations:- Facilities Layout x 3- Materials Management x 3- Quality Management x 3 - Technology x 5Ethics and CSR 46. Operations Key ElementsINPUTS resources, skills, equipmentTHROUGHOUTS/PROCESSES ways of transforming resources intoproduct/serviceOUTPUTS products, services, goals methttp://manufacturing.stanford.edu/ 47. Systems approach Values/Objectives vision missionINPUTS Relationships OUTPUT SProcessesProduct orResources: Throughputs serviceTime Transformations$SkillsEquipmentCustomersHRFeedbackTargetsPoliciesKPIs 48. Facilities Layout Product Layout mass production Process Layout batch production Fixed position Layout custom/project production 49. AMaterials Management BJust in Time Approach: C- have supplies delivered at the right time to enter theproduction processPush n Pull System DABC Inventory Analysis:- classification systemE- A in need of most care/security/refrigeration- B needs less and so on F 50. Further materialsmanagement Master Production Schedule (MPS)Overall view of what type of materials are needed Materials Requirements Plan (MRP)Specific amounts of materials and time of deliveryKey Terms economy of scale, supply chain 51. Quality Management Quality Control Quality Assurance Total Quality Management 52. Technology Mechanisation Computer Aided Manufacturing (CAM) Automation Computer Integrated RoboticsManufacturing (CIM) Computer Aided Design (CAE) Flexible Manufacturing Systems (FMS) Computer Aided Engineering (CAE) E-commerce 3G/4G mobile communications M-commerce B2C 53. Ethics & CSR Profit People internal & external customers Place www.telstra.com.au/.weblocwww.toyota.com.au/.weblocMagnificent Australian gr#C2668 www.ford.com.au/.webloc www.fostersgroup.com/.webloc 54. U4 Managing People and Change U4 AOS1 Human Resources(Employee/Industrial/Workplace Relations) U4 AOS2 Change 55. U4 AOS1Human ResourcesDefinitionFactors involved in managing human resourcesKey phases of the employment cycle- Establishment- Maintenance- TerminationPractices and process in employee relations 56. Factors involved in HRRelationship of HR to business objectivesEmployee expectationsTheories of Motivation- Maslow- Hertzberg- LockeEthics & CSR 57. Employee ExpectationsEmployeevsEmployerFair payThe work done efficientlyMeaningful work Reliable and punctual staffSafety at workWorkers to follow policy (eg.OHS)Job securityWorkforce flexibilityWork-life balance Productive workersChallenge and personal growth Skilled workers 58. MaslowSelf Actualisation fulfilment, developing true potential((interesting jobs, creativity and self-development involved) Esteem recognition of self and competence (responsible tasks, professional recognition, promotion)Social belongingness(supportive management, opportunities for teamwork)Safety security physical and emotional(job security, safe working conditions, freedom to unioniseBasic Physical/physiological food, water, air, shelter(sufficient pay for survival, satisfactory working conditions) www.lifehacker.com.au/.webloc 59. Hertzberg 60. LockeSMART goals 61. Employment CycleRecruitmentResignation/QuitSelectionRetrenchmentStaffing NeedsRedundancyAnalysisRetiring EstablishmentJob Analysis TerminationTerminating/Firing /Selection Job EvaluationExit Interviews Job DescriptionFinancial Planning forSelection CriteriaSuperannuationInterviewCounsellingReferee CheckRetraining for new jobTesting Outplacementbiofeedback, IQ,EQ, psychological Maintenance Induction Training Careers Pathway Counselling Motivating Mentoring Relationship BuildingTeam Building Performance Management Employee Relations Contracts 360 Review Negotiation with Unions Handling ConflictSuccession Planning 62. Recruitment ProcessHR PanningAttracting ApplicantsReceive Staff Needs AnalysisSelection CriteriaApplications Job Analysis/Evaluation Job Advertisement Job Applicant Pool Job DesignInternal Recruitment Job Description External recruitment Job Specification Online Advertisements 63. Selection ProcessSelectInterviewTestingApplicantsPhone interview PsychologicalScreeningFace to FaceMedicalShortlisting for Interview Panel IQ interviewInterview CompetencyNotifying ofpreparationsSituation based interviewInterview Questions Background Check Referee Check Job Offer or Rejection Letter 64. Employee Relations (IR) Relationship to business objectives Centralised vs decentralised approaches (laws) Awards, collective agreements, individual contracts Role of an HR Manager in employee relations Styles and skills and their application to resolving conflict 65. IR LawsArbitration Act 1904Industrial Relations Act 1986 set up AIRC & AwardsWorkplace Relations Act 1996 began ent. barg.Workplace Relations Amendment Act 2005(Workchoices) fully decentralisedFair Work Act 2009 modern awards, better offoverall test & FWA 66. Work Contracts Industry Awards Enterprise Bargaining Collective Agreements Individual Contracts Common Law Contracts 67. Industrial Action Stop work meetings Go Slow Work to Rule Strike Boycott Lock out 68. http://www.youtube.com/watch?src_vid=j_OyHUqIIOU&v=cNI-LIVs-to&annotation_id=annotation_974667&feature=ivhttp://www.youtube.com/watch?src_vid=8iQvZueIBrA&feature=iv&v=j_OyHUqIIOU&annotation_id=annotation_951962 69. U4 AOS2 ChangeConcept of ChangeRole of Leadership in ChangeDynamic nature ofbusiness environmentsImpact of Change in internal environmentDriving vs RestrainingForces Ethics and CSRTheories of Change Significant Change IssueEffective ChangeManagement Strategies 70. Theories of Change Kotter Lewin Other? 71. Forces for ChangeDRIVING FORCES RESTRAINING FORCES THE NEED FOR INNOVATIONORGANISATIONFLATTER STRUCTURESINERTIARAPID GROWTHORGANISATIONALINSECURITY COMPETITIVE MARKETSMANAGEMENTPROCRASTINATIONTREND TO OUTSOURCING FINANCIAL COSTS OF RESOURCING CHANGE TECHNOLOGY PEOPLES RESISTANCESOCIETYS ATTITUDESTO CHANGEONGOING IRLEGISLATION CHANGE 72. www.kotterinternational.comJP KotterEstablish a Sense of UrgencyForm a GuidingTeam Develop a VisionCommunicate the VisionEmpower Action Create ShortTerm WinsPersevereInstitutionaliseChange 73. From Businessballs.com 74. Kurt Lewin 75. Effective ChangeManagement Strategies Change Agent Leader behaviours Participative style Management skills Use a Change Theory to guide Give warning Incremental changes Incentives, Recognition and Reward 76. Role of Leadership inChange Analyse, Diagnose, Plan action Communicate Role Model Involve others in decision making Empower others Encourage/motivate/inspire 77. Impact of Change ininternal environmentHow change from outside can impact on:- Policies- Procedures- Corporate culture- HR how people are dealt with and how they react- Operations how things get done 78. Ethics and CSR (ESM) Definition Distinguish between Advantages and disadvantages for different stakeholders Case study example 79. Significant Change IssueOptions include: Technology Globalisation Ethics and CSR Sustainability Privatisation, mergers and acquisitions Legislation Any other significant change issue 80. Exam Specifications65 Marks! 81. Exam StrategyPlan how to get there Read Questions carefullyWater Break questions upExam kitWrite across the linesWatch Write legiblyUse reading time cleverly DO NOT BULLET POINTPlan your responses Check over at end for repetition andswitchesCheck mark allocationMonitor time 82. Exam Technique State Library Videos Past exams, specifications and advice: YouTubeVCAAInsight Student videos NeapA+ Revision pig 83. Revision Strategies Summarise your textbook Make podcasts FlashcardsRemove distractions Build a glossary of Work together terminology Prac Exams Transfer information from text to diagramsRevise Outcomes Make postersAttend external lectures 84. busibods.ning.com 85. Give yourself your best chance of success Sleep Design your study area Eat Plan your study ExerciseSet your goal Remove distractions Get supportYou take care of You 86. Its up to you! You are an Expert Student! 87. GOOD LUCK!Busibods.ning.comamandar@toorakc.vic.edu.au