VCAA Business Management Business foundations

Answer(s) could include:

Skilled communicator:

• process or ability to exchange information accurately and timely, active listening
• more difficult in a cross-cultural setting due to language barriers
• Harrison will need to work on his communication and adapt to a more open style of communication.

Socially aware:

• an awareness of relationships, thus leading to the ability to understand the needs of team members
• the ability to understand other social and cultural customs leads to the ability to establish trust and long-lasting business relationships
• Harrison needs to be aware of the social norms in Singapore in order to not offend any employees.

Skilled decision-maker:

• knows when to make decisions quickly if required, but also able to balance the risk in decision-making to avoid damage to the business
• needed in a new cross-cultural setting as there is no history of past actions and performance to follow or provide advice
• Harrison is highly skilled in the production process and will be able to make decisions in a timely manner.

Future thinker:

• has a long-term vision of where the business is headed, so incremental planning can take place and the business is pro-active, rather than reactive in its responses
• can see the larger global picture, implement the vision on a global scale
• Quinn needs to develop a long-term vision regarding the direction of Laffitaya so he can be pro-active not reactive.

Self-discipline:

• able to control own emotions and have intelligence in dealing with a crisis or adverse situations
• a self-disciplined leader understands the impact that their actions and decisions may have in a cross-cultural setting, as it helps to provide greater certainty for staff
• Harrison may need to adapt his direct communication style to ensure that he controls his emotions in high pressure situations.

Responsible:

• ability to be independent, accountable, accept authority and be more aware that actions have consequences
• needed in a new cross-cultural setting to understand pre-established ideas, to understand where adaptation or new ideas are required, to demonstrate they can think for themselves, often seeing new perspectives, real purpose and outcomes
• Harrison must have the ability to take control and be answerable in a new cross-cultural setting.

Motivational:

• ability to use psychological forces/motivate people to strive for certain goals rather than simply act on orders
• Quinn needs to be aware in a new cross-cultural setting to provide motivation, direction and support for staff while recognising differences in intrinsic and extrinsic motivations, rewards and punishments in different cultural settings.

Answer(s) could include:

• Autocratic leaders are typically bossy and dictatorship-like style may put new workers offside and cause resentment. Changing to situational leadership, Harrison can be more democratic which could develop positive relationships with employees, recognising their success and adding to their motivation.
• Autocratic style limits creativity and ‘out-of-the-box’ thinking – a highly structured, rigid leadership style might not fit the culture of the global workplace, hence changing the leadership style to suit the situation can help improve creativity and innovation.
• Harrison normally makes all the decisions – this may not be wise when not understanding the culture or new business landscape and does not allow for skilled workers to contribute ideas. Harrison can adapt his style by listening to team members and taking on feedback which can be beneficial for the business.
• Harrison currently uses one-way communication – this may upset new team members and does not foster good teamwork and relationships, and this can limit performance. He can adapt this to an open communication style, encouraging feedback from employees.

Answer(s) could include:

Managerial inertia:

• This may occur due to the pressure from staff being reluctant due to factors such as unfamiliarity, lack of understanding, dislike of disruptions or uncertainty, lack of security, costs or the process of change itself.
• Adapting to technology can be a factor of managerial inertia. Laffitaya may be forced to change the way it operates the business. This could be in the way they communicate, use technology to transfer data or finance, or the way that they conduct their marketing and/or distribution.
• The lack of communication from Laffitaya to management about the benefits and improvements of the merger can cause resistance to the change.

Financial costs:

• This could result in Laffitaya staff fearing job losses due to new technologies, processes or equipment being costly.
• Employees may be concerned they will be made redundant due to outsourcing functions and/or combining jobs with ExNex Outdoors.
• Employees at Laffitaya may have to undergo significant and costly training and development, which they may resist so that the business does not reap the reward of these costs.

Answer(s) could include:

Step 4: Communicate the vision

• Quinn must ensure that employees throughout the workplace understand what is happening by understanding the vision of the business.
• Clear and regular communication is important to deal with fears and concerns about the change.
• Quinn can hold meetings, talk to individuals, give regular updates and seek feedback about how the change is progressing.

Step 5: Remove obstacles

• Planning for change includes anticipating what could go wrong or delay success.
• Quinn will need to identify obstacles blocking change and identify how to remove them.
• Quinn can reward people for making change happen and identify people who are resisting change and try to convince them of its importance.
• Quinn needs to address the staff regarding their concerns, as this obstacle could block the success of the merger.

Advice to Quinn about how Laffitaya could build on the change:

• Long term success is dependent on changing the workplace culture. Therefore, providing opportunities for employees at Laffitaya and ExNex Outdoors to learn about the new policies and procedures and leadership restructure.
• Quinn needs to ensure the employees at both Laffitaya and ExNex Outdoors believe in the benefits of the merger and how it will assist the company be successful. If the employees believe in the change, it is more likely to be a success.
• Quinn also needs to continue to review and improve its policies and processes to ensure the change is working.
• Quinn and Harrison need to ensure all policies and procedures and instructions are updated and communicated to all staff clearly.
• Quinn and Harrison also need to seek feedback from employees at both ExNex Outdoors and Laffitaya in order to build on the change and adapt as necessary.
• Quinn and Harrison also need to identify where the new policies are not being followed and manage any new issues that arise due to the changes.

Answers could include:

• consistency: enables Giacomo and Chris's business to communicate a consistent message to customers in all markets, resulting in stronger brand awareness and positioning
• low risk: Giacomo and Chris could use marketing strategies, such as promotion and advertising
• lower cost: Giacomo and Chris's business will be able to achieve economies of scale by using the same advertising and packaging. Multiple teams for research and marketing strategy will not be needed, a centralised team of people will develop marketing strategies for all markets, thus saving time and money
• easier to manage: Giacomo and Chris should use a standardised approach which will be less complex than working with multiple advertising agencies, marketing teams and different strategies
• better differentiation: Giacomo and Chris should use a consistent global brand for their business so it will stand out from the competition as consumers will see the same logo, colours, product name and advertising.

Answers could include:

Adaptation:

• means Giacomo and Chris could modify their existing business slogan to better suit the needs of the target audience or to reflect changes in the business's brand identity or values
• should be done carefully by Giacomo and Chris to ensure that the modified version still maintains the essence of the original slogan of their business, while reflecting the changes that have occurred
• Giacomo and Chris's business should ensure that the adapted slogan is consistent with the rest of the brand identity and messaging, including visual elements, tone of voice, and brand personality
• can be a useful strategy for keeping Giacomo and Chris's business's brand fresh and relevant, and for maintaining a strong connection with the target audience over time.

Answers could include :

Level of demand by consumers:

• ability and number of Giacomo and Chris's business's potential customers, including frequency of purchase
• Giacomo and Chris's business's potential customers must be able to afford the product
• the lack of interest may limit Giacomo and Chris's business's products and/or size of other potential markets
• Giacomo and Chris's business would need to have sufficient potential customers to warrant investment of expansion.

Consumption patterns:

• Giacomo and Chris need to be aware of the changing trends of consumers and that consumers may be searching out more authentic cultural experiences
• consumers may be looking for more alternative regimes/treatments when it comes to wellness treatments
• wealthier countries may consume more luxury or 'wants' and this may be beneficial for Giacomo and Chris's wellness business
• Giacomo and Chris need to be aware that consumption patterns may change depending on a country's economic conditions.

Competitor activity:

• refers to the number of competitors in the market and their market share
• an analysis of Giacomo and Chris's business's competitors should include importers, local businesses and any online sellers
• competitor activity that will support Giacomo and Chris's market entry could include few competitors and the unavailability of wellness centres
• competitor activity that will hinder Giacomo and Chris's market entry could include many competitors and the presence of well-established wellness centres.

Answers could include:

Skilled communicator:

• it is important for Giacomo to identify the best method of communication in the different markets, situations and people
• Giacomo needs to process and have the ability to exchange information accurately and timely, and to actively listen
• Giacomo needs to understand that it is more difficult in a cross-cultural setting due to language barriers, but if multiple languages can be spoken to convey messages this is an important advantage.

Socially aware:

• Giacomo needs to have an awareness of relationships, thus leading to the ability to understand the needs of his team members
• Giacomo needs to develop an understanding of other social and cultural customs which will enable him to establish trust and long-lasting business relationships
• Giacomo needs to use his emotional intelligence to be able to perceive and understand complex emotions and to regulate his own emotions to communicate well in new markets.

Skilled decision maker:

• it is essential for Giacomo to know when to make decisions quickly if required, but also be able to balance the risk in decision making to avoid damage to the business
• this trait is needed in a new cross-cultural setting as there is no history of past actions and performance to follow or provide advice
• the situation/cross-cultural context is new/different/more complex; therefore, Giacomo will often be required to make decisions quickly, and often in the absence of full or limited available information.

Future thinker:

• Giacomo needs to have a long-term vision of where the business is headed, so incremental planning can take place and the business is proactive, rather than reactive in its responses
• the ability for Giacomo to see the larger global picture, implement the vision on a global scale, and being open to possibilities which would provide an inclusive work environment required in a new cross-cultural setting
• Giacomo needs to be able to motivate people by explaining to them how their daily achievements or setbacks will contribute to the future success of the business.

Responsible:

• Giacomo needs to be independent, accountable, accept authority and be more aware that actions have consequences
• this trait is needed in a new cross-cultural setting to understand where pre-established ideas or the 'same old' consensual view of reality cannot be relied upon, to understand where adaptation or new ideas are required, and to demonstrate that they can think for themselves, often seeing new perspectives, real purpose and outcomes
• Giacomo needs to have the ability to take control and be answerable in a new cross-cultural setting.

Answers could include:

Socially aware:

• allows the leader to acknowledge the differences between cultures and respect respective values
• appropriate to build long-term relationships where everyone works harmoniously alongside each other
• helps with addressing and resolving conflicts arising from cultural misunderstandings.

Future thinker:

• allows the leader to anticipate future challenges and opportunities in a global and culturally diverse context. This is an asset in the process of strategic planning for a business
• helps leaders develop strategies that consider long-term cultural shifts and trends
• encourages a forward-thinking mindset to adapt to evolving cultural landscapes.

Self-discipline:

• allows the leader to set a standard for discipline and professionalism for everyone to follow regardless of cultural background. This builds a fair ground for all staff to be treated equally
• a leader with self-discipline earns staff's trust easily and creates a sense of certainty for staff who are culturally different from one another
• tends to result in consistent behaviour and decision-making, providing stability in a culturally diverse environment.

Answers could include:

Autocratic is the leadership style in which leaders make all decisions and direct the group without the input of their employees.

Discussion:

• autocratic leaders have centralised decision-making so the decision-makers have to be culturally sensitive in a cross-cultural setting. Leaders should recognise and respect cultural differences in decision-making processes, communication styles, and hierarchical structures. Leaders should display cultural sensitivity and adapt their style accordingly
• since the autocratic leadership style can be top-heavy, clear communication with staff and stakeholders to overcome language and cultural barriers is needed. Leaders should create a culture where employees feel comfortable in expressing their opinions and concerns
• although autocratic leaders make all decisions, they should make flexible cultural adjustments, considering cultural nuances. Leaders need to be flexible and adaptable in their approach and recognise that what works in one cultural context may not work in another. They need to adjust their leadership style and behaviours based on cultural norms and preferences
• they should attempt to incorporate some employee input, especially in regard to cultural adaptations. Leaders should invest time in building relationships with employees across different cultures. They need to understand their employees' different backgrounds and values and display empathy and respect in all interactions.

Answers could include:

Skilled communicator
This trait enables a leader to effectively encode messages that transcend language
and cultural barriers. The communication itself has to be incredibly nuanced in that it
adheres to the cultural norms of people who receive the message. As well as
adhering to cultural norms, the message itself must be clear enough for a message to
be understood.

Socially aware
Cultures are socially constructed so an effective leader must understand the social
dynamics of a particular type of culture if they are to be able to be accepted within
various cultural groups, such as ethnic cultures and popular sub-cultures. A leader
who understands the way relationships are formed and maintained can help to create
a positive and effective workplace.

Skilled decision-maker
When someone makes a decision, they take action from a series of options. They
assume the implications of each decision and follow a well thought-out and
reasonable rationale as to the decision itself, despite any inherit risk. This rationale
must be in-tune with what is happening on a cultural level within an organisation
because the way in which a decision is made can be the results of one’s own cultural
values.

Future thinker
A leader who is a future thinker is someone who is able to anticipate, predict and
imagine opportunities and challenges. They can do this by investigating trends and
using their intuition to uncover potential areas of business growth. Future thinking can
also enable a leader to establish shared visions among fellow staff. Future thinking
can be the catalyst for motivation in the workplace. Thinking about the future can be
something that transcends cultural boundaries, however, there may also be variations
on the level of importance different cultures place on the future.

Self-discipline
This refers to being able to control yourself in terms of how you feel and act in
particular situations, especially ones in which there is a temptation to do (or not to do)
something else. In a cross-cultural setting this could mean being able to keep your
emotions under control, especially if there is some sort of miscommunication or
misunderstanding between people from different cultures. As a leader, it could also
mean being able to stand outside your cultural comfort zone and be able to make a
determined effort to apply and embrace cultural norms.

Responsible
The ability to be independent, accountable, accept authority and be more aware that
actions have consequences. The need in a new cross-cultural setting to understand
pre-established ideas, to understand where adaptation or new ideas are required, to
demonstrate they can think for themselves, often seeing new perspectives, real
purpose and outcomes.

Motivational
The ability to use psychological forces/motivate people to strive for certain goals
rather than simply act on orders. Leaders need to be aware in a new cross-cultural
setting to provide motivation, direction and support for staff while recognising
differences in intrinsic and extrinsic motivations, rewards and punishments in different
cultural settings.

Answers could include:

• E-commerce is the performance of transactions (buying and selling of products and services) electronically over the internet.
• Money and data are transferred online electronically between buyer and seller. The internet (with e-commerce) has provided an opportunity for local businesses to reach new markets and access a potentially wider geographic market segment.
• Websites/apps can be designed in a way that makes it easy for customers to purchase from mobile devices, as well as laptop and desktop computers.
• Local businesses create dynamic websites that have e-commerce facilities where customers can select and pay for a product/service. Their transaction facilities are usually through credit cards and, therefore, there are efforts by vendors to make these as cyber-secure as possible. As a result, consumers can purchase products and services from anywhere in the world.

A management style is the way managers organise tasks and interact with employees to achieve business objectives.
A manager with an autocratic style may impose change on the business based on their judgments and opinions only. This style ensures the decision to change is made quickly, and the change commences without the involvement of staff.
A manager with a democratic style will drive change that responds to the wishes and judgments of their staff. The open communication associated with this style will ensure the need for change is clear and all are involved.