BUSINESS Flashcards

STUDY (55 cards)

1
Q

what is a sole trader

A

a business that is owned and run by one person.
-> simple and inexpensive
-> unlimited liability (personally responsible for all business debts)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

partnership

A

Partnership: a business that is owned by 2-20 people
-> inexpensive, shared workload and responsibility
-> unlimited liability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

private limited company

A

business that is owned by private shareholders which aren’t available to the public.
Minimum of one shareholder, and maximum of 50. At least one director
-> limited liability (when shareholders will not be held personally responsible for business debts)
-> higher establishment costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

public listed company

A

an incorporated business with a minimum of one shareholder, no max, and whose shares are openly traded on Australian Securities Exchange.
-> limited liability, easier to raise money through selling extra shares
-> highly complex and time consuming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

social enterprise

A

a business that exists with the objective of fulfilling a social need.
-> encourages community support
-> difficult to obtain finance to begin business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

example of a social enterprise

A

The Big Issue Magazine
-> works to alleviate poverty
-> employs homeless and disadvantaged people
-> they sell the magazine on the street.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

government business enterprise

A

business that is government owned and operated. Objective is to make a profit.
-> relies on government for investment
-> management of GBE may be less effective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

profit?

A

profit is what is left after all the business expenses have been deducted

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

market share?

A

expenses have been deducted
Market Share: proportion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

efficiency?

A

how well a business uses resources to achieve objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

effectiveness?

A

the degree to which a business has achieved its stated objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

fulfil market need?

A

business may exist to meet customer expectations that isn’t available in market.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

fulfil social need?

A

selling goods/services with purpose of making the world a better place.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

meet shareholder expectations

A

shareholders expects to make a return on their investment. If part of the profit is returned to shareholder, the value of company’s shares increase.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

stakeholders?

A

individuals/groups with an interest in a business’s activities

e.g: owners, managers, employees, customers, suppliers, community

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

owners

A

sole traders, partners, shareholders. Directly involved in business decisions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

managers

A

Responsible for running profitable business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

employees

A

vital for production of goods/services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

customers

A

expect quality products at reasonable prices

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

suppliers

A

Provide resources for production. Need good relationships for timely delivery of quality resources & prompt payment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

general community

A

Businesses expected to be good corporate citizens and to give back to society, whilst adopting sustainable policies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

example of conflict 1

A

management vs customers

Management may want to increase profit, so they’ll increases prices. This will upset customers as they expect high quality products for reasonable prices.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

example of conflict 2

A

suppliers vs community

suppliers may use unethical practices to reduce costs, upsetting the community.

24
Q

CSR

A

Going beyond legal requirements to improve the community, environment and workplace.
-> builds trust and loyalty, supports long term business sustainability

25
example of CSR in real world
BODY SHOP  advocates for fair trade, environmental protection and human rights. Campaigns against animal cruelty
26
management style
a manager’s ways of doing things. Managers adapt their styles based on business environment and team dynamic.
27
autocratic style
centralised decision making, one way communication. -> Quick decisions -> Risk of conflict and resentment
28
persuasive style
manager convinces employees that managements way is right. -> Builds some trust -> Limited employee input
29
consultative style
manager consults employees before decisions (two-way) -> increases employee commitment and motivation -> time-consuming/resentment if ideas are ignored
30
participative style
management unites with employees to make decisions together -> high employee satisfaction and trust -> conflict with differing opinions/time-consuming
31
laissez-fair style
employees have full responsibility for workplace operations -> encourages innovation and ownership -> can lead to conflict without clear management guidance
32
situational management
practice of adapting management styles to for specific business circumstances. -> choice depends on situations and objectives
33
factors influencing management style
nature of task, time constraints, inexperienced and experiences staff, manager preferences
34
nature of task
-> simple-routine tasks = autocratic style effective -> complex-creative tasks = participative or laissez-faire style
35
time constraints
-> tight deadlines = autocratic ensures quick decisions -> extended timeline = consultative/participative allows for collab
36
inexperienced & experienced staff
-> autocratic style provides clear instructions and supervision -> consultative/participative styles leverage employee expertise and ideas
37
manager preferences
-> personality, values, beliefs, experience, skills/most comfortable style -> effective managers adapt their preferred style to the situation
38
situational management/Contingency management theory
most appropriate style is the one that helps achieve business objectives e.g: crisis situation: autocratic for immediate decisions e.g: team brainstorming: participative to encourage creativity
39
management skills
abilities managers use to achieve business objectives -> effective managers adapt and apply these skills based on situation
40
-
-
41
communication skills
transfer of information between a sender and receiver. -> builds relationships -> miscommunication can lead to conflict (can be verbal and non verbal)
42
delegation skills
assigning authority and responsibility to employees while remaining accountable for outcomes -> improves time management/builds trust -> risk of misuse of authority
43
44
planning skills
setting objectives and determining methods to achieve them 1. strategic: long term, 2-5yrs 2. tactical: medium term, 1-2yrs 3. operational: short term, daily/weekly -> (DADIM) DEFINE, ANALYSE, DEVELOP, IMPLEMENT, MONITOR
45
leadership skills
influencing and motivating employees to achieve business objectives 1. transactional: focus on rewards for compliance 2. transformational: inspired through vision and individual consideration -> risk of misuse of authority
46
decision making skills
1. define goal 2. analyse situation (swot) 3. generate alternatives 4. evaluate and choose 5. implement and monitor
47
interpersonal skills
building relationships and effectively dealing with people -> inspires trust and respect -> misuse for manipulation
48
corporate culture
refers to the values, ideas, expectations and beliefs shared by staff and managers. -> shapes how people interact and perform within the business environment
49
official corporate culture
values and beliefs a company wants to convey to the public --> slogans, logos
50
real corporate culture
the ACTUAL values and beliefs present in a company --> dress code, behaviour, communication
51
element: values & practices
honesty, teamwork, quality customer service, innovation
52
element: symbols
objects/events that represent the business values
53
element: rituals/celebrations
Routine behaviours that build a sense of belonging (weekly activities/company holiday parties)
54
element: heroes
Successful employees who embody company values
55
impact of corporate culture
-> Positive impacts: encourages teamwork, boosts employee morale, enhances customer satisfaction, creates consistent brand image -> Negative impacts: misalignment between official and real culture can lead to confusion or dissatisfaction