Practice Exam 1
VCE Business Management Units 3 & 4 | 15 minutes reading time, 2 hours writing time
✎ Complete ALL questions on paper before opening the Model Answers lesson. No notes permitted. This paper has two sections: Section A (short-answer and extended-answer questions, 50 marks) and Section B (short-answer and extended-answer questions based on a case study, 25 marks). Total marks: 75. Aim for approximately 1 minute per mark.
SECTION A — 50 MARKS
Question 1 (4 marks)
Explain the concept of a stakeholder in the context of a large-scale organisation. Identify two internal stakeholders and outline one interest each may have in the organisation’s operations.
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Recruitment & Selection (a)
Question 2 (3 marks)
Distinguish between internal and external recruitment, outlining one advantage of each approach for a large-scale organisation.
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Recruitment & Selection (b)
Question 3 (3 marks)
Describe two selection methods a large-scale organisation could use to assess the suitability of applicants for a management position.
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Question 4 (4 marks)
Explain the purpose of a formal induction program for new employees and outline two components that should be included.
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Training & Development (a)
Question 5 (3 marks)
Distinguish between on-the-job and off-the-job training, providing one example of each.
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Training & Development (b)
Question 6 (3 marks)
Recommend and justify which training method would be most appropriate for upskilling employees on a new inventory management system.
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Question 7 (4 marks)
Explain Maslow’s Hierarchy of Needs. Using two levels of the hierarchy, explain how a manager could motivate employees in a large-scale organisation.
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Question 8 (4 marks)
Explain Locke’s Goal Setting Theory, including two characteristics of an effective goal that supports employee performance.
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Performance Management (a)
Question 9 (3 marks)
Explain the purpose of a performance management system in a large-scale organisation.
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Performance Management (b)
Question 10 (3 marks)
Compare management by objectives and 360-degree feedback as two performance management strategies.
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Question 11 (4 marks)
Explain the role of the National Employment Standards (NES) in the workplace relations framework and outline one entitlement it provides to employees.
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Question 12 (2 marks)
Distinguish between redundancy and summary dismissal as forms of termination of employment.
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Question 13 (10 marks)
Evaluate the effectiveness of using both Maslow’s Hierarchy of Needs and Locke’s Goal Setting Theory to address declining employee morale in a large-scale organisation. In your response, recommend which theory-based approach would be more effective and justify your recommendation.
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SECTION B — CASE STUDY — 25 MARKS
Case Study — BrightWave Logistics Pty Ltd
Industry: Freight, warehousing and distribution
BrightWave Logistics Pty Ltd is a large-scale freight and warehousing company operating three distribution centres across metropolitan Melbourne, employing 340 staff. Founded in 2004, BrightWave built its reputation on fast, reliable delivery for retail and e-commerce clients. Over the past 18 months, BrightWave has invested $12 million in robotic sorting and automated pallet systems to remain competitive against larger national logistics providers. The new technology performs tasks previously completed manually by warehouse pickers and packers. Management has announced that 60 warehouse positions will become redundant over the next six months, while 25 new roles – automation technicians and data analysts – will be created, requiring different technical skills. The Transport Workers’ Union has raised concerns on behalf of long-serving employees, many of whom lack the technical skills required for the new roles. Staff morale has fallen sharply since the announcement; absenteeism has increased and several experienced supervisors have resigned. CEO Priya Nair has asked the HR Director to develop a change management plan that meets redundancy obligations, retrains willing employees for new roles where possible, and rebuilds staff morale and commitment during the transition, while still meeting the company’s productivity and cost targets.
Question 14 (4 marks)
Referring to the case study, identify one internal pressure and one external pressure driving the need for change at BrightWave Logistics.
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Force Field Analysis (a)
Question 15 (3 marks)
Using Lewin’s Force Field Analysis, identify and explain two driving forces for BrightWave’s automation change referred to in the case study.
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Force Field Analysis (b)
Question 16 (3 marks)
Using Lewin’s Force Field Analysis, identify and explain two restraining forces evident in the case study.
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Question 17 (5 marks)
Recommend and justify a low-risk change management strategy BrightWave could use to manage the redundancy process described in the case study.
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Question 18 (4 marks)
Referring to the case study, explain how BrightWave could apply one motivation theory (Maslow’s Hierarchy of Needs or Locke’s Goal Setting Theory) to rebuild the morale of employees remaining after the restructure.
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Question 19 (6 marks)
Evaluate the effectiveness of BrightWave’s approach to managing the redundancy of 60 warehouse employees, referring to specific details in the case study. In your response, recommend one improvement to the process.
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✓ Finished? Open the next lesson – Model Answers – to mark your work.
