Transcript VCE Business Management
Towards 2010 – VCE Business Management
2010 -2014
© Victorian Curriculum and Assessment Authority 2007
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What ’ s new, what ’ s different?
• • • • • • Overview of Minor Review process Unit 1 & 2 Overview of key changes Unit 1 & 2 Focus on specific changes Unit 3 & 4 Overview of key changes Unit 3 & 4 Focus on specific changes Unit 3 & 4 Sample activity/case study approach
What’s new, what’s different?
2005 - 2009
Unit 1: Small business management
1.
2.
3.
AOS 1: Business concepts AOS 2: Small business decision making, planning and evaluation AOS 3: Day-to-day operations
Unit 2: Communication and management
1.
2.
3.
AOS 1: Communication in business AOS 2: Managing the marketing function AOS 3: Managing the public relations function 2010 - 2014
Unit 1: Small business management
1.
2.
3.
AOS 1: Introducing business (mainly name change) AOS 2: Small business decision making, planning and evaluation AOS 3: Day-to-day operations
Unit 2: Communication and management
1.
2.
3.
AOS 1: Communication in business AOS 2: Managing the marketing function AOS 3: Managing the public relations function
What’s new, what’s different?
2005 - 2009
Unit 3: Corporate management
1.
AOS 1: Large-scale organisations in context 2.
3.
AOS 2: Internal environment of large-scale organisations AOS 3: The operations management function
Unit 4: Managing people and change
1.
2.
AOS 1: The human resource management function AOS 2: The management of change 2010 - 2014
Unit 3: Corporate management
1.
AOS 1: Large-scale organisations in context 2.
3.
AOS 2: Internal environment of large-scale organisations AOS 3: The operations management function
Unit 4: Managing people and change
1.
2.
AOS 1: The human resource management function AOS 2: The management of change
Minor Review Process
• Feedback from teacher focus groups, conferences, reports: “generally content with what we have, just fine tuning please” • Some re-phrasing of outcome statements and key knowledge statements to make them clearer to both teachers and students
Key Changes to Unit 1
• • • AOS1 – Introducing business (title change) • • the content has been clarified and some dot points moved to AOS 2 Approximate time: 3 weeks (9 hours) down from 4 weeks AOS2 – now includes
motivation for starting a business, initial market research, business support services, innovation & entrepreneurship, key performance indicators
• Approximate time: 11 weeks (30 hours) up from 10 weeks AOS3 – •
6 options down to 4,
but still only required to study ONE Approximate time: 4 weeks (11 hours)
1. Introductory accounting for small business 2. Management of staff in small business 3. Information and communication technology (ICT) in small business 4. Introduction to legal requirements of small businesses offering goods and services
Key Changes to Unit 2
• AOS 1 - Communication in business • Basically the same with some minor rephrasing • An additional point on
ethical communication
• Approximate time: 5 – 6 weeks (16 hours) as before • AOS 2 – Managing the marketing function • Basically the same •
Product life cycle
added • Approximate time: 6 weeks (17 hours) as before • AOS 3 – Managing the public relations function • Basically the same • Minor rephrasing so that the uniform term
strategies
is used to replace strategies and tactics • Approximate time: 6 weeks (17 hours) as before
Key Changes to Unit 3
• Generally minor changes • Key knowledge more specific – note use of ‘including’ indicates that what follows must be studied • AOS 1 - Large-scale organisations in context • Outcome statement changed –
discuss
a higher order understanding is expected replaces describe to indicate • Contributions of LSO’s both
positive and negative
• Performance indicators - financial/non-financial distinction has been removed and specific indicators to be studied listed • Note: Students may be taught other performance indicators in addition to those listed, but those listed must be taught
Key Changes to Unit 3
• AOS 2 – Internal environment of large-scale organisations • Outcome statement changed –
discuss
replaces describe to indicate a higher order understanding is expected • Management roles are stated as planning, organising, leading, controlling • Styles of management are stated as autocratic, persuasive, consultative, participative and laissez faire • AOS 3 – The operations management function • Outcome statement changed – identify and evaluate practices and processes to indicate a higher order understanding is expected
discuss and analyse strategies
• Characteristics of OM within large-scale replaces
manufacturing and service
organisations • Weighting of SAC assessment tasks has changed from 25, 50, 25 to
20, 40, 40
Key Changes to Unit 4
• AOS 1 – The human resource management function • Outcome statement changed –
analyse
replaces identify to indicate a higher order understanding is expected • Employee expectations now includes
work life balance
• Key principles of the
Maslow, Hertzberg and Locke
theories of motivation are specified
Key Changes to Unit 4
• •
Maslow (1943) - Hierarchy of Needs (see pages 37-38 of study design)
Key Changes to Unit 4
Hertzberg (1959) - Two Factor Theory
(see page 38 of study design) • • • • •
Maintenance factors (hygiene factors)
pay job security working conditions interpersonal relations in the workplace organisational rules and policies • • • • •
Motivational factors (satisfiers)
achievement the work itself recognition responsibility opportunities for advancement
Key Changes to Unit 4
•
Locke (1968) - Goal Setting Theory
• •
(see pages 38-39 of study design)
Goal Setting Theory
is a motivational technique that is concerned with the effect that setting goals has on a person’s performance Two factors are thought to be important -
and goal specificity goal difficulty
Key Changes to Unit 4
continued
• AOS 1 – The human resource management function • The key phases of the employment cycle have been clearly defined • Employee relations: a more general approach has been taken as specific acts/legislation may change over the duration of the study
Key Changes to Unit 4
• AOS 2 – The management of change • Outcome statement extended to include –
of change on the internal environment of a large-scale organisation …and evaluate the impact
• The
process
of change management is important and not the significant issue itself • Teachers can select any significant issue to teach the process of change and to provide a context • A list of possible significant issues has been included to assist teachers
Key Changes to Unit 4
• AOS 2 – The management of change • Driving and restraining forces for change in large-scale organisations
including management, employees, time, competitors, low productivity, organisational inertia, legislation, cost
• one change management theory has been specified for study:
Kotter’s 8 Step Theory
(see page 39 of study design) • the possible impact of change on the internal environment of large-scale organisations,
including the functional areas of operations and human resources
Key Changes to Unit 4
KOTTER’S THEORY OF CHANGE MANAGEMENT
• • • • • • • • Step One: Create Urgency Step Two: Form a Powerful Coalition Step Three: Create a Vision for Change Step Four: Communicate the Vision Step Five: Remove Obstacles Step Six: Create Short-term Wins Step Seven: Build on the Change Step Eight: Anchor the Changes in Corporate Culture
Acknowledgements
The VCAA would like to thank the VCTA for their assistance in the management of these workshops.
http://www.vcta.asn.au/
Contact Details
Victorian Curriculum and Assessment Authority
(VCAA) Jennifer Quick Curriculum Manager, Business Studies Ph: (03) 9651 4436 Fax: (03) 9651 4324 [email protected]
www.vcaa.vic.edu.au