business unit 4 AOS 3

Question 1

leadership

Answer 1

the ability to influence or motivate people to work towards the achievement of business objectives.

Question 2

change management

Answer 2

the process of implementing strategies that prepare an organisation/business to undergo transformation

Question 3

leaders should be able to

Answer 3

Identify opportunities and threats in the external environment

Assess the strengths and weaknesses of the internal environment

Have in their heads a clear vision of the path the organisation needs to take

Reasonably foresee any obstacles that may occur, and develop realistic contingency plans to deal with them quickly if they eventuate

Question 4

‘good’ leadership

Answer 4

they may have fulfilled a desperate social need

they may have turned the fortunes of a company around from the brink of failure to success

they may be an “employer of choice” where many wish to work because they treat staff so well

Question 5

bad leadership

Answer 5

they might have acted unconscionably and pressured people into making decisions they wouldn’t have usually made

they might be known for treating their staff very poorly and making unreasonable demands on them

they might have embezzled funds or committed corporate fraud, collapsing a company

Question 6

Effective leadership

Answer 6

simply refers to the ability of that leader to achieve their outcome

Question 7

management strategies

Answer 7

STAFF TRAINING
INITIATING LEAN PRODUCTION TECHNIQUES
STAFF MOTIVATION
REDEPLOYMENT OF RESOURCES
CHANGE IN MANAGEMENT STYLES/SKILLS
INNOVATION
INCREASED INVESTMENT IN TECHNOLOGY
GLOBAL SOURCING OF INPUTS
IMPROVING QUALITY IN PRODUCTION
OVERSEAS MANUFACTURE
COST CUTTING
GLOBAL OUTSOURCING

Question 8

staff training

Answer 8

Training refers to the process of teaching staff how to do their job efficiently, boosting their knowledge and skills. It can be completed on the job or off the job

Question 9

Management might decide to introduce training in response to key performance indicators that relate to managing employees, such as:

Answer 9

the level of staff turnover
the number of workplace accidents
the number of staff complaints

Question 10

staff training achieves

Answer 10

Management teams who understand and know their employees better
Employees who are equipped with better skills and knowledge to carry out their job
Employees who feel like they are valued and appreciated

Question 11

staff motivation

Answer 11

Refers to the desired drive and willingness to do something usually unprompted and volunteered

Question 12

staff motivation a workplace should offer examples

Answer 12

Job security
sufficient pay
goals to strive for
fulfilment of personal drive

Question 13

specific motivation strategies include

Answer 13

support
sanction
investment in training
career advancement
performance related pay

Question 14

staff motivation benefits

Answer 14

Management teams who understand and know their employees better

Employees who are equipped with better skills and knowledge to carry out their job

Employees who feel like they are valued and appreciated

Question 15

management styles include

Answer 15

Autocratic
Persuasive
Consultative
Participative
Laissez-faire

Question 16

Management skills include:

Answer 16

Communicating
Leading
Delegating
Decision-making
Planning
Interpersonal

Question 17

An increased investment in technology can come from:

Answer 17

Automated production lines
Computer-aided design (CAD)
Computer-aided manufacturing (CAM)
Website development

Question 18

Investing in technology brings with it a number of benefits, including:

Answer 18

Increased speed of production (which leads to lower costs per unit)
Increased levels of productivity (which also leads to lower costs per unit)
Less product wastage (which also leads to lower costs per unit)

Question 19

Quality management can be administered and strengthened in different ways:

Answer 19

Quality Control
*Quality Assurance
*Total Quality Management

Question 20

Improving quality in production benefits a business by:

Answer 20

Gaining a better customer reputation for goods and services
Allowing a business to market the fact that quality is a focus for them (e.g. advertising the quality assurance tag)
Strengthening the value proposition of a business’ output

Question 21

Innovation

Answer 21

Innovation is a way that a business can seek new opportunities. It involves the business either creating news goods or services or processes or significantly improving an existing one.

Innovation can also be a management strategy to respond to KPI’s including percentage of marketshare net profit figures and rate of productivity growth

Question 22

KPI percentage of marketshare and it’s relevant business management strategies

Answer 22

Business can seek to increase its share of a new market through innovation and investment in new technology

Question 23

KPI net profit figures and it’s relevant business management strategies

Answer 23

To improve net profit figures a business manager can increase revenue or decrease expenses from a business. A clear way a business can increase its revenue is by decreasing its expenses this can be found through changing suppliers and reducing wage costs

Question 24

KPI rate of productivity growth and it’s relevant management strategy

Answer 24

Improving production methods, minimising waste, staff training and improving staff motivation

Question 25

KPI number of sales and it’s relevant management strategy

Answer 25

Quality management and price

Question 26

KPI level of wastage and it’s in relevant management strategy

Answer 26

Introduce quality control or increase investment in technology

Question 27

KPI rate of staff absenteeism and it’s relevant management strategy

Answer 27

Training or support

Question 28

KPI level of staff turnover and it’s relevant management strategy

Answer 28

Improving motivation through introducing motivational strategies such as performance related pay or teamwork

Question 29

KPI number of customer complaints and it’s relevant management strategy

Answer 29

Enroll staff in training programs to better equipped them for their role or introduce quality management to improve the quality of the product

Question 30

Corporate culture and change management

Answer 30

When implementing change the corporate culture of a business will often be the first thing to be considered if a change can be possible transformation of a business requires a positive corporate culture to support it a positive culture will guide the businesses people in acting appropriately and making decisions to support the attainment of business objectives

Question 31

Examples of developing corporate culture

Answer 31

Creating values, implement policies reflecting values, communicate desired values to staff and empower staff

Question 32

The learning organisation

Answer 32

Senge developed a concept in the 1990s that businesses should become learning organisations to excel in the future
He suggested that businesses must be dynamic in order to adapt and improve to develop into the business they aspire to be, as outlined in their vision and mission statements.
learning organisations are “fast on their feet,” action-oriented, and able to adapt quickly to a changing environment.

Question 33

The learning organisation principles

Answer 33

Five principles or disciplines that he believes are necessary to generate a learning organisation are:
Systems thinking
Personal mastery
Mental models
Building shared vision
team learning

Question 34

Systems thinking

Answer 34

the ability to see the big picture and to look beyond what is occurring within a business at the time

System thinking allows a business to implement solutions that are more oriented towards the long-term view.

Question 35

Personal mastery

Answer 35

Personal mastery refers to the practice of an individual undertaking personal growth and learning

Mastering one’s personal and professional life includes:
Developing competence and skill
Developing the ability to focus energy
Looking objectively at one’s abilities and weaknesses

continual learning or development to continually show improvements

Question 36

Mental models

Answer 36

Mental models are the deep assumptions and beliefs held by individuals and organisations. It is the way people view and interpret the world, and the way they believe things ‘should be’.

Question 37

Building shared vision

Answer 37

Building a shared vision creates a common goal that provides focus and energy.
When everyone is headed in the same direction, ‘synergy’ is created because they will be working together to bounce ideas and solutions to problems off each other, and this process enables new learning to take place for everyone involved.

Question 38

team Learning

Answer 38

Team learning is described as a process of aligning and developing the capacities of a team to create the results its members truly desire.
People within a business need to be able to act together to improve and achieve results

Question 39

Leading the learning organisation

Answer 39

Learning organisations require a new view of leadership this being leaders are designers, stewards and teachers they are responsible for building businesses where people continually expand their capabilities to understand the business

Question 40

Managing employee resistance low risk strategies

Answer 40

Low risk strategies such as communication, empowerment, support and incentives are the best way to affectively manage change. They are considered low risk because of their use is more likely to generate positive outcomes in both the short-term and long-term

Question 41

Communication Low risk strategy

Answer 41

Communication is a low risk strategy for overcoming employee resistance. Communication refers to the management transferring information about the change to employees this overall builds employee trust and maintains a good relationship

Question 42

Empowerment low risk strategy

Answer 42

Empowerment refers to the involving employees in the change process, providing them with greater responsibility and decision-making power. It is crucial that employees feel they have the opportunity for input into those decisions that have a direct effect on them.

Question 43

Support low risk strategy

Answer 43

Support refers to the management providing employees with assistance in moving from the current state to a new state i.e. training or counselling

Question 44

Incentives low risk strategy

Answer 44

Incentives refers to any financial or non-financial reward provided to employees to encourage them to embrace change e.g. providing bonus or offering promotion

Can be negative in the Long term

Question 45

Disadvantages of low-risk strategies

Answer 45

Time consuming and can be expensive

Question 46

Advantages of low-risk strategies

Answer 46

provides opportunities for employees to put forward ideas and fears and anxieties can be reduced

Question 47

high risk strategies

Answer 47

They considered high-risk because their failure may generate negative outcomes the strategies are manipulation and threat

Question 48

manipulation high risk strategy

Answer 48

Manipulation occurs when a manager selectively leaves out relevant information about a change so that it appears more favourable or necessary

Question 49

Threat high risk strategy

Answer 49

The suggestion that some sort of negative consequence will occur if an employee fails to follow request a change

Question 50

+ and - of hight risk

Answer 50

+
Appropriate for critical situations or a time of crisis
-
Negative corporate culture and poor employee relationships

Question 51

The three step change model

Answer 51

Theory on best way to approach change

kurt lewin developed a systematic framework to ensure the change process is structured, and handled well.

By dealing with any change in a structured and relatively predictable manner, Lewin says managers can:
minimise the chances of change causing huge disruptions and disasters
maximise the likelihood that change will be successful

Unfreeze change refreeze

Question 52

Three step change model process practical steps

Answer 52

Unfreeze- determine what needs to change, ensure there is support from upper management and create the need for change

change - here that new processes or practices are introduced to the business.

Refreeze- anchor the change into the culture and develop ways to sustain the change

Question 53

Corporate social responsibility

Answer 53

The obligations of business has over and above its legal responsibilities to the well-being of employees and customers, shareholders and the community as Well as the environment

Question 54

The environment when implementing change

Answer 54

Businesses will need to consider the environment when implementing change to ensure that it goes above and beyond in reducing the impact of pollution, wildlife and worlds resources the health of the natural environment has a direct impact on society’s life

Question 55

Employees and managers when implementing change

Answer 55

The business will need to make sure that any change introduced is not negatively impact the health and well-being of staff are socially responsible approach is to inform staff of the situation and provide a timeline of the coming period when implementing change

Question 56

Suppliers when implementing change

Answer 56

Businesses will also need to consider suppliers when implementing change it will be considered socially responsible to source resources and materials from local suppliers this would ensure that job opportunities are created in the local community

Question 57

Evaluating transformation

Answer 57

It is necessary to review KPI’s following a businesses transformation as a part of the businesses processes of evaluation and review of the change introduced.

if not done it is very hard to determine whether change was successful.

business transformation is the new form or structure of a business after change has been introduced

Question 58

Reviewing KPI’s to evaluate transformation

Answer 58

Establish objectives, develop strategies, evaluate performance, implement management strategies and review KPIS