I&E- AOS 1 (Unit 3)

Unit 3 AOS 1

Chapter 1- Enterprise Culture

Enterprise Culture

Enterprise culture encourages employee communication, involvement in decision making and problem solving to foster innovation and collaboration within organizations.

Characteristics

Values and Beliefs Core: principles that guide an organisation's behavior and decision-making. These principles are reflected in the way employees interact with each other, customers, and stakeholders.

Organisational Structure: The hierarchical arrangement of roles, responsibilities, and reporting lines within an organisation. Structures can be flat or hierarchical, centralised or decentralised, and matrix-based.

Communication and Leadership: Effective communication is crucial for success. Leaders play a vital role in setting the tone and promoting positive interactions.

Worlds best Practice

Producing goods and services that match or exceed global quality and productivity benchmarks. This often involves employees, managers, owners and customers work together to improve outcomes.

Worlds Best Practice (Results)

•May lead international competitiveness due to revenue generated from increased export and decreased dependence on imports

•Enterprise culture can improve the living standards of stakeholders leading to lifestyle benefits.

Work-related skills (Enterprise Capabilities)

• Adaptability : The ability to adjust effectively to new situations, challenges, or changes.

• Learning and developing skills: Continuously improving knowledge and abilities to grow personally and professionally.

• Managing and leading: Guiding, motivating, and organizing others to achieve shared goals.

• Acting proactively and autonomously: Taking initiative and making independent decisions without waiting for direction.

• Problem-solving: Identifying challenges and finding effective solutions to overcome them.

• Connecting and working with others: Building positive relationships and collaborating to achieve common outcomes.

Work-related skills (Employability skills)

• Communication: The ability to clearly express and understand ideas through speaking, writing, and listening.

• Teamwork: Working cooperatively with others to achieve shared goals.

• Problem-solving: Identifying issues and developing practical solutions.

• Planning and organizing: Setting goals, prioritizing tasks, and managing resources effectively.

• Self-awareness: Understanding your strengths, weaknesses, values, and impact on others.

• Learning: Continuously gaining knowledge and skills for personal and professional growth.

• Technological: Using digital tools and systems effectively to complete tasks and solve problems.

• Initiative and Enterprise skills: Taking proactive action and applying creativity to turn ideas into opportunities.

Benefits of EC

Being adaptable and flexible

Searching for opportunities rather than focusing on pressures

Developing vision and demonstrating leadership

Constraints

Being resistant to change, nor promoting the need for a change at all times

Being unwilling to deal with feedbacks

Taking unexpected risks

Work-setting sectors

Private sector profit-oriented business

Private sector not-for-profit organisation

Public sector- for a government service-provider or agency

Work-setting

Traditional Offices- Structured workplaces with assigned desks, cubicles, and meeting rooms. These settings offer a sense of stability and structure.

Remote Work- Employees working from home or other locations outside of the traditional office setting. Remote work offers flexibility and a more personalized work environment.

Hybrid Work A combination of traditional office work and remote work. This approach offers employees flexibility while maintaining a sense of community and collaboration.

Enterprise in commercial settings

People look to find enterprising individuals amongst profit-making businesses. Businesses of all sizes and types are contributing to an enterprise culture, from both goods-producing and service-producing industries, as well as from small, local and large, multinational organisations.

Enterprise in non-commercial settings

People who are working for not-for-profit-organisations, in welfare and community work settings performing voluntary or unpaid work,must still be enterprising. There is a growing number of successful business people opting to simplify and downsize their lives by working in community organisations for a far less pay.

Work Expectations

Expectations help foster an enterprise culture. Expectations can be influences by peoples values, attitudes and behaviors.

Values

Values are the guiding principles upon which a person lives their life. They help develop relevant social competencies and personal competencies.

Attitudes

An attitude can be described as the stance or position taken by a person and is influenced by their expectations and values. People bring their attitudes with them to the workplace and these attitudes influence their behaviour.

Good attitude: People are usually adaptable

Poor attitude: People are often inflexible

Behaviors

Behaviours are the actions taken by a person a result of their values and attitudes and be the manifestation of a persons work expectations.

Types of work expectations

Personal: Enterprise culture encourages employee participation and involvement in the workplace and helps boost employee morale and job satisfaction leading to workers being personally motivated.

Social- Enterprise culture helps foster an expectation of a rich and rewarding social experience that goes beyond simply working to earn a living. It helps to improve emotions, intelligence,empathy and understanding others.

Community- Enterprise culture expects people to give back to their community, by volunteering and helping community organisations.

Economic- Enterprise culture requires workers to boost productivity by using and managing resources more efficiently. This will help Australian firms and industries become more competitive both domestically and internationally.

Structured workplace learning

Workplace learning provides an ideal opportunity to relate the theory you learn in a classroom setting to educational, community or industry work settings.

Enterprise Projects (Process)

1 Define Identify the project goals, objectives, and scope, outlining the key deliverables and expected outcomes. This involves research, analysis, and stakeholder engagement.

2 Plan Develop a project plan, outlining tasks, timelines, resources, and responsibilities. This involves scheduling, resource allocation, and risk management.

3 Execute Implement the project plan, carrying out tasks, managing resources, and monitoring progress. This involves teamwork, communication, and problem-solving.

4 Close Complete the project, deliver the final deliverables, and document lessons learned. This involves evaluating performance, documenting outcomes, and transitioning to ongoing operations.

Chapter 2-Stakeholders

5-Stage industry Classification

Primary Involves the extraction and production of raw materials. This includes industries like agriculture, fishing, mining, and forestry.

Secondary Involves manufacturing and processing goods. It turns raw materials into finished products. This happens in places like factories and refineries, where machines and technology are used to process materials. For example, an oil refinery turns crude oil into petrol.

Tertiary Known as the services sector, includes businesses that provide services to consumers rather than making physical products. This sector covers areas like retail, healthcare, education, banking, tourism, and entertainment.

Quaternary It focuses on knowledge-based activities, like research, development, and IT.

Quinary The quinary sector is an extension of the tertiary sector, focusing on high-level decision-making and services that require advanced skills. It includes roles like top executives, professors, healthcare professionals, and government officials.

Stakeholder

A stakeholder is an individual, group, organisation, community or other interested party that is affected by a decision.

Roles of key stakeholders

Employees: Responsible for the production of goods and services, maintaining quality standards. In return they expect fair working conditions.

Customers: Purchase goods and services in exchange for money. they expect high quality, and high customer service.

Managers: Required to effectively plan, organise, lead and control an organisations resource. Responsible to make decisions.

Lobby groups: Operate to give voice and power to like-minded people, communities and sections of our society who share common societal values.Influence commercial decisions to reduce harm to particular stakeholders.

Owners: Own and operate businesses. Also aim and expect to generate profits.

Government: Sets laws and operates policy to try and achiever outcomes for the general well being of society.

ANZSIC 2006 (The Australian & New Zealand Standard Industrial Classification)

ANZSIC 2006 provides a framework for classifying industries. It ensures consistent data collection and analysis. This standard supports economic planning and policy development. Accurate industry data is critical for informed decision-making.

Industry stakeholders

Government

Governments are stakeholders in every commercial decision either through direct or indirect, influence of commercial decision-making.

Local Councils

Local councils provide essential services. They manage zoning, permits, and local infrastructure. They also support local businesses through grants and initiatives. Local councils play a vital role in community development and economic growth.

Unions

Unions represent workers' interests. They negotiate for better wages and conditions. Unions also advocate for workplace safety and fairness. Collective bargaining can lead to improved outcomes for employees.

Industry associations

Industry associations / groups advocate for their members. They lobby government and provide industry-specific support. They also promote best practices and facilitate networking. Strong industry associations can enhance sector competitiveness.

The Role of Trade Unions in Industry

Trade unions can advocate and negotiate for better pay and conditions. Unions can also push for legislation that protects vulnerable workers. They work with the government in industrial relations (the relationship between employers, employees, and their unions or representatives.

How Industry Associations Can Promote Ethical Business Practices?

Industry associations can set ethical standardsfor their members. They can provide training and resources to promote responsible business conduct. They can also investigate and address unethical behaviour. This enhances the reputation of the sector.

Community

A community is a group of people who share common characteristics, interests, values, attitudes or a geographical location.

Community Groups

Community groups are form in response to a particular issue based on where people live, what they believe in, or what they do (stakeholders with a common interest).

Community Stakeholders

Local councils Represent the community, advocate for residents' needs. i.e building a school or a new park

Pressure / Action groups Focus on specific issues, like environmental protection or social justice. i.e Youth Activating Youth, Green Peace, Amnesty International

Neighbourhood watch groups Enhance security and build community cohesion.

Societal Value (Community groups)

Community groups play an important role in shaping societal values. As these values continue to change different stakeholders bring their own perspectives on what is important.

For example:

• Climate awareness → has pushed companies to adopt sustainable business practices

• Focus on diversity & inclusion → has forced businesses to implement equal opportunity policies

Levels of government

Federal Government – Sets national workplace laws, wages, and conditions (Fair Work Act 2009).

• Example: National minimum wage set by Fair Work Australia.

State Government – Manages public sector jobs (teachers, police) and workplace disputes.

• Example: Victorian government setting teacher salaries.

Local Government – Regulates council jobs and enforces workplace safety (WHS).

• Example: Ensuring safe conditions for local construction sites

Chapter 3- Leadership and teamwork

What is leadership?

Leadership is the ability to motivate others to move toward a desired goal.

What is the role of leadership in Enterprise Culture

• Influence organisational values and behaviour.

• Shape communication, decision-making, and innovation.

• Drive change and adapt to market conditions.

Traditional View

Traditional View

: • leadership was seen as a trait you were born with

• charismatic, authoritative, and natural-born.

Modern View

• Leadership is a skill that can be developed by learning.

• Anyone with the right attitude and commitment can become a leader.

Key traits of a good leader

• Ethical: Acts honestly, fairly, and with integrity,

• Communicates a Vision: Shares the company's goals and future plans clearly, motivating and guiding the team.

• Seeks / Acts on Feedback: Listens to others and making improvements based on their suggestions, helping the company grow.

• Develops / Trains People: Supports and helps people learn and grow in their roles.

• Makes Decisions: Makes smart, timely decisions that help the team and company succeed.

Leaders vs Managers

Mentoring

Mentoring is a relationship where an experienced leader provides guidance, advice, and support to help develop others' skills and careers. Mentoring fosters personal growth, career development, and organisational knowledge transfer.

Mentoring in relation to enterprise culture

Supports Leadership Development

• Promotes Knowledge Sharing

. • Encourages Employee Growth

• Fosters teamwork and mutual support

Transactional Leadership

• is task-oriented

• Transactional leaders give clear expectations and motivate employees with rewards for success and discipline for failure. Strengths • Clear Expectations • Rewards and punishments are clearly defined

Limitations • lack of Innovation & creativity • Potential for Micromanagement

Transformational Leadership

• It is people-oriented.

• They focus on long-term vision and personal development. Strengths • Improved employee motivation and loyalty • A high level of workplace integrity, honesty, and equal treatment • Encouragement of professional development

Limitations • Building relationships and growth takes time (which is tough in fast-paced environments) • Drain on the leader • Potentially exhausting for everyone involved.

Synergy

Synergy is when teamwork produces better results than individual efforts alone.

Skill development

Technical skills: Developed through competency-based training (CBT).

Soft skills: Intrapersonal & interpersonal skills, key to emotional intelligence and effective teamwork.

Emotional Intelligence

Emotional intelligence is the ability to recognise, understand, and manage emotions in oneself and others, including skills like selfawareness, empathy, and effective communication.

Emotional intelligencies (Categories)

Interpersonal skills relate to interactions between people (e.g., communication, empathy).

Intrapersonal skills refer to abilities within oneself (e.g., self-awareness, self-regulation).

Team roles

1 The Innovator Generates creative ideas. Challenges the status quo.

2 The Implementer Transforms ideas into action. Ensures practical execution.

3 The Finisher Focuses on details. Ensures timely completion.

4 The Coordinator Manages the team. Facilitates communication.

Multiple Intelligence

1.       Interpersonal- Dealing with people

2.       Intrapersonal- Managing yourself

3.       Verbal-Linguistic- Using woks and languages

4.       Visual-Spatial- Shape, pattern and drawing

5.       Bodily Kinesthetic- Physically using your body and hands

6.       Musical-Rhythmic- Music and sound

7.       Naturalistic- Outdoor environment in the natural world

8.       Logical- Mathematical- Problem-solving, maths and using logic

Chapter 4-Enterprising approaches to safety

OH&S

Occupational Health and Safety (OH&S) refers to the practice of ensuring a safe and healthy working environment for employees by identifying, assessing, and controlling workplace hazards and risks.

High Risk Industries

Agriculture & Fishing Highest frequency rate

Construction 13,820 serious male claims

Healthcare 15,645 serious female claims

Manufacturing High frequency per hours worked

Common Workplace injuries

Body stressing 36% of serious claims

Falls & Slips 23% of serious claims

Being Hit 3 Objects striking workers

Mental Stress Growing concern in workplaces

Key Stakeholders in Safety

WorkSafe: Manages Victoria’s workplace safety system and is responsible for promotion and enforcement of relevant OH&S laws.

Employers Provide safe work environments, proper training & have insurance.

Employees Follow safety procedures and report hazards. As well as carrying out tasks and duties in the safest manner.

Unions & Associations Advocate for worker safety and industry standards

Improving Workplace Safety Safety

Identify Hazards Spot risks before incidents occur

Consult Stakeholders Get input from all parties

Implement Controls Put safety measures in place

Review Effectiveness Monitor and improve safety systems

Automated Safety Systems

Machine Intervention Automated shutdown sequences prevent accidents. Systems detect unsafe conditions before humans can. AI-Driven Monitoring Computer vision identifies safety violations. Machine learning adapts to new hazards over time.

Preventative Maintenance Predictive analytics forecast equipment failures. This reduces unexpected breakdowns and associated risks.

Wearable Safety Technology

Smart PPE Connected helmets monitor impact and location. Safety glasses provide augmented reality hazard warnings. Biometric Monitoring Wearables track fatigue and stress levels. They alert supervisors when workers show signs of impairment. Environmental Sensors Wearable devices detect toxic gases and radiation. They vibrate or sound alarms when thresholds are exceeded.

Exoskeletons Supportive frames reduce strain during lifting. They prevent musculoskeletal injuries in physical roles

Real-Time Hazard Tracking

Continuous Monitoring Sensors track environmental conditions constantly. Nothing escapes detection.

Instant Alerts Notifications reach relevant personnel immediately. Response time is dramatically reduced.

Data Collection Systems build safety performance histories. This supports evidencebased improvements.

Process Refinement Continuous improvement based on collected data. Systems grow smarter with each incident.

Integrating Technology with Workplace Skills

Problem-Solving Digital tools provide data for informed decisions. Safety issues are addressed before becoming incidents. Adaptability Technology adjusts to changing workplace conditions. Workers learn to integrate safety tech into daily routines.

Proactive Management Leaders use predictive analytics to prevent hazards. Resources are allocated based on real risk data.