Business Foundation Flashcards

1
Q

Corporate Social Responsibility

A

CSR is the continuing commitment of a business to go above and beyond its legal obligations to operate in an economically, socially and environmentally sustainable manner.

• Customer that knows of socially responsible businesses are more likely to shop again and refer business to others.
• Maybe expensive however brings increased profits and sales. E.g invest in renewables.

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2
Q

Types of Business
Sole Trader

A

Single owner operating a business and is legally responsible for all aspects of the business.

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3
Q

Sole Trader Adv and Disadv

A

Advantages
Owner keeps all profit, Less expensive that other types, All decisions made by owner. (no one disputing them), Profit is taxed as personal income

Disadvantages
Unlimited liability. Owner responsible for business debt. Has to sell its own assets not only business assets to pay off debt, Harder to expand by raising capital, Needed to preform wide range of tasks ,Difficult to operate if sick

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4
Q

Partnership

A

Two-twenty co-owners or partners and involves a partnership agreement

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5
Q

Partnership Adv and Disadv

A

Adv
Low start-up costs, Shared workload, Pooled funds, Business can keep going after death of partner

Disadv
Unlimited liability, Liable for partners debts even before partnership started, Possible disputes, Difficult finding suitable partner

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6
Q

Private Limited Company

A

• Has two to fifty shareholders and shares can only be traded with permission. Has its own legal identity. (limited lability).
• Popular with sole trader and partnership businesses looking to expand.

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7
Q

Pty. ltd - Adv and Disadvantages

A

Advantages
Easier to attract finance
Limited liability
Only liable for the amount of money put into business Easier to transfer ownership
Company tax rate is lower than individual tax.

Disadvantages
Cost of formation of private limited company
Company taxed on profits and dividends
Required to produce annual audits
Public disclosure of certain information

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8
Q

Public Company

A

• A business that enables the public to be able to buy shares. (ASX) Australia Security Exchange
• Recognised by Ltd

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9
Q

Public Adv and Disadv

A

Adv
Able to raise capital through shares, Easier to transfer shares, Limited liability, Helps expansion and opportunities
Disadv
Difficult to establish and qualify for ASX could be costly, Must have high levels of transparency for public, Limited Control. Harder to maintain control, Initial financial commitment maybe higher

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10
Q

Social Enterprise

A

A business that produces goods or services for the main reason of fulfilling social need. Business main goal isn’t profit but will concentrate on community or environmental need. E.g Big Issue Magazine, society melbourne

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11
Q

Social Enterprise Adv and Disadv

A

Adv
Better customer relationship, Enhances reputation, helps society, easier to market
Disadv
difficult to focus on social and financial goals, harder to find finance because you cannot rely on making money back through business.

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12
Q

Government Business Enterprise (GBE)

A

• Established in a company model and operated in the public sector of economy
• Owned and operated by the government they are the shareholders of this business
• E.g Australia Post and VicRoads

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13
Q

GBE Adv and Disadv

A

Adv
Gives healthy competition and can lower prices, Can operate with independents from government

Disadv
Political interference, Inefficiencies caused by government, Less accountability with GBE’s resulting in less productivity, Harder to get capital must ask government for money.

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14
Q

Business Objectives

A

• Are statements which provide direction for a business

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15
Q

Types of Objectives

A

• Make a profit- Main aim is to make money. Done so in making more sales.
• Increase market share- increasing the percentage of overall sales in industry.
• Fulfil a market need- fills essential needs that may rarely see profit but needed. Goods or services that may not be available for the market. Mainly GBE
• Fulfil social need- main purpose is to concentrate on community or environmental needs. Done for the common good to make the world a better place. Social Enterprise
• Meet shareholders expectation- meet with the shareholders returns on their financial investment. Publicly listed companies.

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16
Q

Stakeholder

A

Stakeholders are individuals or groups of individuals who have a vested interest in an organisation. Stakeholders want the business they invested in to achieve its objectives.

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17
Q

Conflict

A

• Conflict refers to the differences in interests that stakeholders has with a business
• Employee and shareholders- employees require fair wages and working conditions however this reduces profit therefore reducing their dividends.
• Management and customers- manager wants to raise prices however customers expect reasonable priced products.
• Management and suppliers- management wants to keep costs down to improve profits but supplier providing ethical materials require higher price to cover costs.
• Supplier and community- suppliers expect to be paid fairly. Might reduce costs by acting unethically which will upset community.

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18
Q

Acting Ethical

A

Maybe be difficult as it is not clear cut. Sometimes unethical decisions need to be made for the greater good. E.g whistle-blowers. Most of the time managers know the right thing to do.

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19
Q

Areas of Management Responsibility- Human resource manager

A

involves the responsibility of managing employees and their working relationship with business. Business objective market share. Motivated employees produce better goods and services making quality go up and customers happy then helps reputation to attract more customers increasing market share. train employees waste reducing methods, introduce high level of training to increase their employability rate, provide working from home or flexible working hours

20
Q

• Operations

A

managing the process that transforms resources to goods and services efficiently. Business objectives profit. E.g minimising waste meaning less money lost, more products to sell. Use renewable energy sources or environmentally friendly equipment, source materials from fair trade suppliers, reduce or recycle waste during operation.

21
Q

• Finance

A

managing a business monetary aspect receiving and spending money and planning. Business objectives profit. Reducing costs while improving sale. Involves creation of budgets, paying suppliers, financial record keeping. obtain loans from a bank that operates ethically, provides funds for energy efficient machinery or sustainable products, donates a portion of profits to local charitable organisations

22
Q

• Sales and marketing

A
  • creating awareness of business products and increases customer purchase to increase customer relationship. Business objective market need and social need. Effective Sales and marketing team listens to consumers to give them what the market needs or social need. encourage consumers to buy goods and services they require, encourage consumers to buy sustainable materials, provide customers with reusable bags
23
Q

• Technology support

A

provides employees and consumers with friendly assistance when having trouble with electronic devices. Business objective shareholder. Less troubleshooting issues and quicker fixing technological issues means more time working to produce goods and services so revenue increase then profits and the share price goes up because of larger dividends. installs energy efficient equipment, reduces use of paper in workplace by encouraging digital communication

24
Q

Corporate Culture

A

• Corporate culture is the shared values and beliefs of the people within an organisation. It is important so that all employees can hold these values while completing individual tasks and fosters employee engagement. E.g of a corporate culture value productivity.

25
Q

Official v real culture

A

• Official culture is the values and beliefs that the business deliberately represents itself to the public. Done through polices, official statements, slogans and logos.
• Real culture is the actual values and beliefs that happen in a workplace. Can be observed in the way staff act towards each other, dress, talk and treat customers.

26
Q

Strategies to develop corporate culture

A

• Enforcing values in training
• Rewarding staff who show appropriate values
• Recruiting staff with good values
• Changing style of dress, language and management style
• Policies to enforce values

27
Q

Management Skills

A

Management skills are the abilities that managers use to help them complete tasks that are necessary for the achievement of business objectives.

28
Q

• Communication

A

Is the transfer of information from sender to receiver. Verbal and non-verbal. Verbal is written and orally. Nonverbal is body language and visuals. E.g arm crossed or signs without words.

29
Q

• Delegation

A

is the transfer of authority and responsibility from manager to an employee to carry out specific activities. The manager is still accountable for the work. Gives manager more free time. Employee feels valued. The 5-step delegation process. Determine task to be delegated- nominate employee for the task- define task allocated- monitor person undertaking task- revise and review.

30
Q

• Planning

A

involves the process where the manager decides where the team, department or business should be heading and how it intends to. 3 Levels of planning: Operational (Short term) day to day practises- Tactical (Medium term) implementing business objectives- Strategic (long term) organisation of resources and its business opportunity to achieve long term aims.

5 stages of Planning (SADIM) stage 1: Setting objectives Stage 2: Analysing SWOT (Strengths weaknesses opportunities and threats) Stage 3: Developing and evaluating alternatives Stage 4: Implement plan Stage 5: Monitor and review

31
Q

• Leading

A

Guiding the business towards achieving its objectives. However, there are different methods of leading. E.g Dynamic and visionary leaders. Good managers lead by example.

32
Q

• Decision making

A

A course of action purposely chosen from a set of alternatives to achieve business objectives. E.g high risk consequences, high number of alternatives and uncertainty due to limited facts. Decision making process. Step 1: Develop objectives Step 2: Outline facts Step 3: Identify alternatives Step 4: Analyse Alternatives Step 5: Chose alternative and implement
DOIAC

33
Q

• Interpersonal

A

Skills used by managers to deal with people on a personal level. Having EQ. E.g Empathetic and assertive, a good communicator, motivate and encourage each other and be ethical.

34
Q

Relationship between management style and skills

A

• Autocratic- communication, decision making, planning, leading

• Persuasive- communication, decision making, planning

• Consultative- communication, decision making, planning and interpersonal, leading

• Participative- communication, delegation, decision making, planning, leadership, EQ/interpersonal

• Laissez-faire- interpersonal, delegation, communication

35
Q

Management Style

A

the behaviour or attitude of a manager when making decisions, directing or motivating.

36
Q

Autocratic

A

Boss makes all decisions. Boss does not welcome employees’ opinions or contributions.
Downward communication. Lack of trust with employees.

37
Q

Autocratic Adv and Disadv

A

Adv
Fast because no unnecessary communication required, Only 1 person making decisions so no uncertainty about who is in charge, Good in a crisis.
Disadv
Potential conflicts increase, employees are competing for managements approval which can lead to tension, No employee input allowed, so no ideas encouraged and no chance to show their skills or be valued, Employee satisfaction decreases when given no responsibility.

38
Q

Persuasive

A

This management style attempts to convince employees. No room for flexibility. Difference with Autocratic as they explain and sell policy or decision to staff. Still downwards communication.

39
Q

Persuasive Adv and Disadv

A

Adv
Managers can gain some trust and support through persuasion, Workers believe that their feelings are being considered and may approach tasks positively, Instructions are clear as they are explained.

Disadv
Attitude and trust remain negative, Communication is still poor and limited to downwards communication, Employees still frustrated as they are denied full participation.

40
Q

Consultative

A

Manager consults before making decision. Staff can voice their opinions before decision is made. Communication is downward and upwards. Employees valued.

41
Q

Consultative Adv and Disadv

A

Adv
Better ideas from different perspectives allowing staff to contribute improves quality of management decisions, Motivation increases as they have some responsibility may produce better results with efficiency.

Disadv
Some ideas can be ignored or overlooked and could uprises conflict, Time consuming to consult with everyone, Getting not good ideas by inexperience workers.

42
Q

Participative

A

Management joins staff to make decisions. Authority can be delegated. Faith shown to staff. Everyone has a feeling of self-worth. Lateral communication. Is a boss but is one with employees

43
Q

Participative Adv and Disadv

A

Adv
Good motivation as employees play active role of allocating tasks, Employees get to acquire more skills, High level of trust improving performance

Disadv
Loss of control in management, Employees may be given too much power, More involvement can bring disagreement, Time consuming, Some co-workers can get away with not doing anything.

44
Q

Laissez-Faire

A

Also known as democracy run wild. Useful in creative jobs not in rapid changing environments where decisions need to be made quick. Lateral Communication. No boss or just supervising. Decisions made by group. Employees in control. E.g jobs like marketing, architecture.

45
Q

Laizzez-Faire Adv and Disadv

A

Adv
Employee feels sense of ownership, Encourages creativity, Communication completely open.

Disadv
Complete loss in management that could result in no control or direction and potential misuse in business resources, Can breed personal conflicts as individuals do not cooperate and want their way and no manager is there to direct, No suitable in all workplaces

46
Q

The appropriateness of Management styles

A

• Nature of task- e.g autocratic if it is a straightforward task or participative for complicated tasks
• Time, and other constraints- e.g an impending deadline will need an autocratic however for extended deadlines participative would work better.
• Manager preference- to do with managers personality, experience, values, beliefs and skills.
• Experience of employees- inexperienced staff will need autocratic however with experienced a consultative or participative will be good.

47
Q

Contingency Approach

A

• In every scenario a manager should switch styles when needed and when suited