Common Planner
K–12 Standards

CTE Business Administration, Management & Operations - Technical Standards

Other Michigan CTE sets

Employ information management techniques and strategies in the workplace to assist in decision-making.a

  • 1

    Use information literacy skills when accessing, evaluating and disseminating information.a.1

  • 2

    Describe the nature and scope of information management.a.2

  • 3

    Maintain records to facilitate ongoing business operations.a.3

Employ planning and time management skills and tools to enhance results and complete work tasks.b

  • 1

    Develop goals and objectives.b.1

  • 2

    Prioritize tasks to be completed.b.2

  • 3

    Develop timelines using time management knowledge and skills.b.3

  • 4

    Use project-management skills to improve workflow and minimize costs.b.4

Access, process, maintain, evaluate, and disseminate information to assist in business decision-making.c

  • 1

    Use information literacy skills to increase workplace efficiency and effectiveness.c.1

    1. a

      Assess information needsc.1.a

    2. b

      Obtain needed information efficientlyc.1.b

    3. c

      Evaluate quality and source of informationc.1.c

    4. d

      Apply information to accomplish a taskc.1.d

    5. e

      Store information for future usec.1.e

  • 2

    Acquire a foundational knowledge of information management to understand its nature and scope. c.2

    1. a

      Discuss the nature of information managementc.2.a

    2. b

      Explain the role of ethics in information managementc.2.b

    3. c

      Explain legal issues associated with information managementc.2.c

  • 3

    Maintain business records to facilitate business operations.c.3

    1. a

      Describe the nature of business recordsc.3.a

    2. b

      Maintain customer recordsc.3.b

  • 4

    Acquire information to guide business decision-making.c.4

    1. a

      Describe current business trendsc.4.a

    2. b

      Monitor internal records for business informationc.4.b

    3. c

      Conduct an environmental scan to obtain business informationc.4.c

    4. d

      Interpret statistical findingsc.4.d

  • 5

    Utilize project-management skills to improve workflow and minimize costs.c.5

    1. a

      Explain the nature of project managementc.5.a

    2. b

      Identify resources needed for projectc.5.b

    3. c

      Develop project planc.5.c

    4. d

      Apply project-management tools to monitor project progressc.5.d

    5. e

      Evaluate project resultsc.5.e

Establish, maintain, control, and plan the use of financial resources to project solvency.d

  • 1

    Describe the fundamental principles of money needed to make financial exchanges.d.1

    1. a

      Explain forms of financial exchange (cash, credit, debit, electronic funds transfer, etc.)d.1.a

    2. b

      Identify types of currency (paper money, coins, banknotes, government bonds, treasury notes, etc.)d.1.b

    3. c

      Describe functions of money (medium of exchange, unit of measure, store of value)d.1.c

    4. d

      Describe sources of income (wages/salaries, interest, rent, dividends, transfer payments, etc.)d.1.d

    5. e

      Explain the time value of moneyd.1.e

    6. f

      Explain the purposes and importance of creditd.1.f

    7. g

      Explain legal responsibilities associated with financial exchangesd.1.g

  • 2

    Analyze financial needs and goals to determine financial requirements.d.2

    1. a

      Explain the nature of financial needs (e.g., college, retirement, wills, insurance, etc.)d.2.a

    2. b

      Set financial goalsd.2.b

    3. c

      Develop personal budgetd.2.c

  • 3

    Manage personal finances to achieve financial goals.d.3

    1. a

      Explain the nature of tax liabilitiesd.3.a

    2. b

      Interpret a pay stubd.3.b

    3. c

      Read and reconcile bank statementsd.3.c

    4. d

      Maintain financial recordsd.3.d

    5. e

      Demonstrate the wise use of creditd.3.e

    6. f

      Validate credit historyd.3.f

    7. g

      Protect against identity theftd.3.g

    8. h

      Prepare personal income tax forms (i.e, 1040 EZ)d.3.h

  • 4

    Explain the use of financial-services providers to aid in financial-goal achievement.d.4

    1. a

      Describe types of financial-services providersd.4.a

    2. b

      Discuss considerations in selecting a financial-services providerd.4.b

  • 5

    Use investment strategies to ensure financial well-being.d.5

    1. a

      Explain types of investmentsd.5.a

    2. b

      Explain the nature of capital investmentd.5.b

    3. c

      Establish investment goals and objectivesd.5.c

  • 6

    Identify potential business threats and opportunities for protecting a business's financial well-being.d.6

    1. a

      Describe the concept of insuranced.6.a

    2. b

      Obtain insurance coveraged.6.b

    3. c

      Settle insurance lossesd.6.c

    4. d

      Identify speculative business risksd.6.d

    5. e

      Explain the nature of risk managementd.6.e

  • 7

    Obtain business credit and establish financial controls.d.7

    1. a

      Explain the purposes and importance of obtaining business creditd.7.a

    2. b

      Analyze critical banking relationshipsd.7.b

    3. c

      Make critical decisions regarding acceptance of bank cardsd.7.c

    4. d

      Determine financing needed for business operationsd.7.d

    5. e

      Identify risks associated with obtaining business creditd.7.e

    6. f

      Explain sources of financial assistanced.7.f

    7. g

      Explain loan evaluation criteria used by lending institutionsd.7.g

    8. h

      Complete loan application packaged.7.h

  • 8

    Manage financial resources to maintain business solvency.d.8

    1. a

      Describe the nature of budgetsd.8.a

    2. b

      Explain the nature of operating budgetsd.8.b

    3. c

      Describe the nature of cost/benefit analysisd.8.c

    4. d

      Determine relationships among total revenue, marginal revenue, output, and profitd.8.d

    5. e

      Develop company's/department's budgetd.8.e

    6. f

      Forecast salesd.8.f

    7. g

      Calculate financial ratiosd.8.g

    8. h

      Interpret financial statementsd.8.h

Employ tools and strategies to influence, plan, control, and organize an organization/department.e

  • 1

    Explain the role that business management has in contributing to business success.e.1

    1. a

      Explain the concept of managemente.1.a

    2. b

      Explain the nature of managerial ethicse.1.b

  • 2

    Utilize planning tools to guide organization's/department's activities.e.2

    1. a

      Explain the nature of business planse.2.a

    2. b

      Develop company goals/objectivese.2.b

    3. c

      Define business missione.2.c

    4. d

      Conduct an organization SWOTe.2.d

    5. e

      Explain external planning considerationse.2.e

    6. f

      Identify and benchmark key performance indicators (e.g., dashboards, scorecards, etc.)e.2.f

    7. g

      Develop action planse.2.g

    8. h

      Develop business plane.2.h

  • 3

    Implement control activities that promote growth and development of the organization/department. e.3

    1. a

      Describe the nature of managerial control (control process, types of control, what is controlled)e.3.a

    2. b

      Analyze operating results in relation to budget/industrye.3.b

    3. c

      Track performance of business plane.3.c

Identify, understand and implement processes and systems used to monitor, plan, and control day-to-day business activities.f

  • 1

    Implement expense-control strategies to enhance a business's financial well-being.f.1

    1. a

      Explain the nature of overhead/operating costsf.1.a

    2. b

      Explain employee's role in expense controlf.1.b

    3. c

      Control use of suppliesf.1.c

    4. d

      Conduct breakeven analysisf.1.d

    5. e

      Negotiate service and maintenance contractsf.1.e

    6. f

      Negotiate lease or purchase of facilityf.1.f

    7. g

      Develop expense control plansf.1.g

    8. h

      Use budgets to control operationsf.1.h

  • 2

    Maintain property and equipment necessary for ongoing business activities.f.2

    1. a

      Identify routine activities for maintaining business facilities and equipmentf.2.a

    2. b

      Plan maintenance programf.2.b

Create, communicate, and deliver value to customers while managing customer relationships.g

  • 1

    Perform customer service activities to support customer relationships and encourage repeat business.g.1

    1. a

      Process customer ordersg.1.a

    2. b

      Process customer returnsg.1.b

  • 2

    Utilize technology to facilitate customer relationship managementg.2

    1. a

      Explain the use of databases in customer relationship management (CRM)g.2.a

    2. b

      Use CRM technologyg.2.b

Employ systems, strategies, and techniques used to collect, organize, analyze, and share information in an organization.h

  • 1

    Explain the nature and scope of knowledge management practices within a business.h.1

    1. a

      Explain the nature of knowledge managementh.1.a

    2. b

      Discuss the role of ethics in knowledge managementh.1.b

    3. c

      Explain the use of technology in knowledge managementh.1.c

    4. d

      Explain legal considerations for knowledge managementh.1.d

  • 2

    Use knowledge management strategies to improve the performance and competitive advantage of an organization.h.2

    1. a

      Identify techniques that can be used to capture and transfer knowledge in an organizationh.2.a

    2. b

      Determine factors causing loss of organizational knowledgeh.2.b

    3. c

      Implement knowledge-management strategiesh.2.c

Plan, implement, monitor, and evaluate business projects.I

  • 1

    Utilize project management skills to start, run, and complete projects.I.1

    1. a

      Explain the nature of a project life cycleI.1.a

    2. b

      Explain standard project-management processesI.1.b

    3. c

      Coordinate schedules and activitiesI.1.c

    4. d

      Track project progress and resultsI.1.d

Implement, monitor and evaluate quality standards in order to ensure high quality.j

  • 1

    Explain the nature and scope of quality management practices within a business.j.1

    1. a

      Explain the nature of quality managementj.1.a

    2. b

      Describe the nature of quality management frameworks (e.g., Six Sigma, ITIL, CMMI)j.1.b

    3. c

      Discuss the need for continuous improvement of the quality processj.1.c

Examine and employe risk management strategies and techniques in order to minimize potential business loss.k

  • 1

    Explain the nature and scope of risk management practices within a business.k.1

    1. a

      Explain the role of ethics in risk managementk.1.a

    2. b

      Describe the use of technology in risk managementk.1.b

    3. c

      Discuss legal considerations affecting risk managementk.1.c

Organization and Human Resourcesl

  • 1

    Personnel administration.l.1

    1. a

      Flexibility and work - life balancel.1.a

    2. b

      Compensation and benefitsl.1.b

    3. c

      Retention and turnoverl.1.c

    4. d

      Labor-management relationsl.1.d

  • 2

    Human relations and motivationl.2

    1. a

      The strategic importance of HRMl.2.a

    2. b

      The legal environment of HRMl.2.b

    3. c

      Labor relationsl.2.c

    4. d

      Human resource planningl.2.d

    5. e

      Recruiting human resourcesl.2.e

    6. f

      Selecting human resourcesl.2.f

    7. g

      Training and developmentl.2.g

    8. h

      Performance appraisall.2.h

    9. i

      Performing feedbackl.2.i

    10. j

      Determining compensationl.2.j

    11. k

      Determining benefitsl.2.k

    12. l

      The meaning of diversityl.2.l

    13. m

      The impact of diversityl.2.m

    14. n

      Managing diversity in organizationsl.2.n

    15. o

      How employees form unionsl.2.o

    16. p

      Collective bargainingl.2.p

    17. q

      Managing knowledge workersl.2.q

    18. r

      Contingent and temporary workersl.2.r

    19. s

      The needs hierarchy approachl.2.s

    20. t

      The two-factor theoryl.2.t

    21. u

      Individual human needsl.2.u

    22. v

      Expectancy theoryl.2.v

    23. w

      Equity theoryl.2.w

    24. x

      Goal-setting theoryl.2.x

    25. y

      Kinds of reinforcement in organizationsl.2.y

    26. z

      Providing reinforcement in organizationl.2.z

    27. aa

      Empowerment and participationl.2.aa

    28. ab

      Alternative forms of work arrangementsl.2.ab

    29. ac

      Merit reward systemsl.2.ac

    30. ad

      Incentive reward systemsl.2.ad

  • 3

    Training and developmentl.3

    1. a

      The need for and benefits measurement and evaluation of training outcomesl.3.a

    2. b

      The ROI model and procesl.3.b

    3. c

      Developing training objectivesl.3.c

    4. d

      Develop evaluation plans and baseline datal.3.d

    5. e

      Collect data after traininl.3.e

    6. f

      Isolate the effects of trainingl.3.f

    7. g

      Convert data to monetary valuesl.3.g

    8. h

      Identify the costs of trainingl.3.h

    9. i

      Calculate the return on investmentl.3.i

    10. j

      Measuring training outcomesl.3.j

    11. k

      Gaining management support and implementing the processl.3.k

  • 4

    Performance appraisall.4

    1. a

      Goal settingl.4.a

    2. b

      Determining key job responsibilitiesl.4.b

    3. c

      Identifying and using competenciesl.4.c

    4. d

      Providing day-to-day coachingl.4.d

    5. e

      Evaluating the quality of an individual's performancel.4.e

    6. f

      Using your appraisal forml.4.f

    7. g

      Preparing for the appraisal discussionl.4.g

    8. h

      Conducting the appraisal discussionl.4.h

  • 5

    Organizational developmentl.5

    1. a

      Forces for changel.5.a

    2. b

      Planning versus relative changel.5.b

    3. c

      Steps in the changing processl.5.c

    4. d

      Understanding resistance to changel.5.d

    5. e

      Overcoming resistance to changel.5.e

    6. f

      Changing organizational structure and designl.5.f

    7. g

      Changing people, attitudes, and behaviorsl.5.g

    8. h

      Changing business processesl.5.h

    9. i

      Organizational developmentl.5.i

    10. j

      The innovation procesl.5.j

    11. k

      The failure to innovatel.5.k

    12. l

      Promoting innovation in organizationsl.5.l

  • 6

    Legal concernsl.6

    1. a

      Human resource management legal issuesl.6.a

    2. b

      Affirmative actionl.6.b

    3. c

      Sexual harassment in the workplacel.6.c

    4. d

      Understanding the Americans with Disabilities Actl.6.d

    5. e

      Managing conflict in the workplace l.6.e

  • 7

    Workforce diversityl.7

    1. a

      The meaning of diversityl.7.a

    2. b

      The impact of diversityl.7.b

    3. c

      Managing diversity in organizationsl.7.c

  • 8

    Recruiting and selectingl.8

    1. a

      Federal employee Unions and the human resource management functionl.8.a

    2. b

      Organizational investment in employee developmentl.8.b

    3. c

      Staffing the bureaucracy: Employee recruitment and selectionl.8.c

    4. d

      Effective job analysis methodsl.8.d

  • 9

    Compensation and benefitsl.9

    1. a

      The role of the manager in employee motivationl.9.a

    2. b

      Work management and job evaluation systemsl.9.b

    3. c

      Designing and creating an effective compensation planl.9.c

    4. d

      Merit pay mania: Transforming polarized support and opposition into a working consensusl.9.d

    5. e

      Employee benefits such as healthcare and pensionsl.9.e

  • 10

    Collective bargainingl.10

    1. a

      The strategic level of industrial relations and structures for collective bargainingl.10.a

    2. b

      The functional level of industrial relationsl.10.b

    3. c

      The workplace level of industrial relationsl.10.c

    4. d

      Collective bargaining in the public sectorl.10.d

    5. e

      International and comparative industrial relationsl.10.e

    6. f

      The future of U.S. labor policy and industrial relationsl.10.f

Operational Aspects of Management.m

  • 1

    Operations planning and controlm.1

    1. a

      Single-use plansm.1.a

    2. b

      Standing plansm.1.b

    3. c

      Contingency planning and crisis managementm.1.c

    4. d

      The importance of Operationsm.1.d

    5. e

      Manufacturing and production operationsm.1.e

    6. f

      The role of operations in organizational strategym.1.f

    7. g

      Determining the product-service mixm.1.g

    8. h

      Capacity decisionsm.1.h

    9. i

      Facilities decisionsm.1.i

    10. j

      Manufacturing technologym.1.j

    11. k

      Service technologym.1.k

    12. l

      Operations management as controlm.1.l

    13. m

      Purchasing managementm.1.m

    14. n

      Inventory managementm.1.n

  • 2

    Work schedulingm.2

    1. a

      Types of forecasting approachesm.2.a

    2. c

      Monthly forecasting adjustmentsm.2.c

    3. b

      Trend analysism.2.b

    4. d

      Day-of-week forecastingm.2.d

    5. e

      Time-of-day forecastingm.2.e

    6. f

      Forecasting funnel approachm.2.f

    7. g

      Forecasting handle timesm.2.g

    8. h

      Defining staff workloadm.2.h

    9. i

      Skill-based scheduling techniquesm.2.i

  • 3

    Quality management (e.g., TQM)m.3

    1. a

      The meaning of qualitym.3.a

    2. b

      The importance of qualitym.3.b

    3. c

      Total Quality Managementm.3.c

    4. d

      TQM tools and techniquesm.3.d

  • 4

    Information processing and managementm.4

    1. a

      What is useful information?m.4.a

    2. b

      Information needs in organizationsm.4.b

    3. c

      Information systemsm.4.c

    4. d

      How information technology is changing organizationsm.4.d

    5. e

      Managers as information processorsm.4.e

    6. f

      Managers as problem solversm.4.f

    7. g

      Types of managerial decisionsm.4.g

    8. h

      Decision conditionsm.4.h

    9. i

      The decision making procesm.4.i

    10. j

      Issues in managerial decision makingm.4.j

    11. k

      Decision errors and trapsm.4.l

    12. l

      Creativity in decision makingm.4.l

  • 5

    Strategic planning and analysism.5

    1. a

      The components of strategym.5.a

    2. b

      Types of strategic alternativesm.5.b

    3. c

      Evaluating an organization's strengthsm.5.c

    4. d

      Evaluating an organization's weaknessesm.5.d

    5. e

      Evaluating an organization's opportunities and threatsm.5.e

    6. f

      Porter's generic strategiesm.5.f

    7. g

      Strategies based on product life cyclem.5.g

    8. h

      Formulating corporate-level strategiesm.5.h

    9. i

      Single-product strategym.5.i

    10. j

      Related diversificationm.5.j

    11. k

      Unrelated diversificationm.5.k

    12. l

      Competitive advantagesm.5.l

    13. m

      Strategy and strategic intentm.5.m

    14. n

      The strategic management procesm.5.n

    15. o

      Analysis of Mission, Values, and Objectivesm.5.o

    16. p

      SWOT analysis of organization and environmentm.5.p

    17. q

      Five Forces Analysis of industry effectivenessm.5.q

    18. r

      Corporate-level strategy formulationm.5.r

    19. s

      Business-level strategy formulationm.5.s

    20. t

      Strategy implementationm.5.t

  • 6

    Productivitym.6

    1. a

      The meaning of productivitym.6.a

    2. b

      The importance of productivitym.6.b

    3. c

      Productivity trendsm.6.c

    4. d

      Productivity as a measure of efficiency of resource usem.6.d

    5. e

      Labor productivitym.6.e

    6. f

      Types of productivity- machines, materials, energy, capitalm.6.f

    7. g

      Measures of productivity; impact of changes on productivitym.6.g

Functional Aspects of Managementn

  • 1

    Planningn.1

    1. a

      Building effective time management skillsn.1.a

    2. b

      Organizational goalsn.1.b

    3. c

      Kinds of organizational plansn.1.c

    4. d

      Importance of planningn.1.d

    5. e

      The planning procesn.1.e

    6. f

      Benefits of planningn.1.f

    7. g

      Planning and time managementn.1.g

    8. h

      Long-range and short-range plansn.1.h

    9. i

      Strategic and tactical plansn.1.i

    10. j

      Operational plansn.1.j

    11. k

      Forecastingn.1.k

    12. l

      Contingency planningn.1.l

    13. m

      Scenario planninn.1.m

    14. n

      Benchmarkingn.1.n

    15. o

      Use of self plannersn.1.o

    16. p

      Goal settingn.1.p

    17. q

      Goal alignmentn.1.q

  • 2

    Organizingn.2

    1. a

      Why organize?n.2.a

    2. b

      Basic conceptsn.2.b

    3. c

      Guidelines for organizingn.2.c

  • 3

    Leadingn.3

    1. a

      The psychological contractn.3.a

    2. b

      The person-job fitn.3.b

    3. c

      The nature of individual differencesn.3.c

    4. d

      The "Big Five" personality traitsn.3.d

    5. e

      Other personality traits at workn.3.e

    6. f

      Emotional intelligencen.3.f

    7. g

      Work-related attitudesn.3.g

    8. h

      Affect and mood in organizationsn.3.h

    9. i

      Basic perceptual processesn.3.i

    10. j

      Perception and attributesn.3.j

    11. k

      Causes and consequences of stresn.3.k

    12. l

      Performance behaviorsn.3.l

    13. m

      Withdrawal behaviorsn.3.m

    14. n

      Organizational Citizenshipn.3.n

    15. o

      Dysfunctional behaviorsn.3.o

  • 4

    Controllingn.4

    1. a

      The purpose of controln.4.a

    2. b

      Types of controln.4.b

    3. c

      Steps in the control procesn.4.c

    4. d

      Preliminary controln.4.d

    5. e

      Screening contron.4.e

    6. f

      Post action contron.4.f

    7. g

      Budgetary controln.4.g

    8. h

      Other tools for financial controln.4.h

    9. i

      Bureaucratic controln.4.i

    10. j

      Decentralized controln.4.j

    11. k

      Integrating strategy and controln.4.k

    12. l

      Characteristics of effective controln.4.l

    13. m

      Resistance to controln.4.m

    14. n

      Overcoming resistance to controln.4.n

  • 5

    Authorityn.5

    1. a

      Appropriate leadership stylesn.5.a

    2. b

      Getting through givingn.5.b

    3. c

      Enhancing influencen.5.c

    4. d

      Maintaining relationshipsn.5.d

    5. e

      Desired behaviorsn.5.e

    6. f

      Types and uses of project metricsn.5.f

    7. g

      Potential problems and measurement barriersn.5.g

  • 6

    Decision Making n.6

    1. a

      Building effective decision-making skillsn.6.

    2. b

      Decision making definedn.6.b

    3. c

      Types of decisionsn.6.c

    4. d

      Decision-making conditionsn.6.d

    5. e

      The classical model of decision makingn.6.e

    6. f

      Steps in rational decision makingn.6.f

    7. g

      The administrative modeln.6.g

    8. h

      Political forces in decision makingn.6.h

    9. i

      Intuition and escalation of commitmentn.6.i

    10. j

      Risk propensity and decision makingn.6.j

    11. k

      Ethics and decision makingn.6.k

    12. l

      Forms and group and team decision makingn.6.l

    13. m

      Advantages of group and team decision makingn.6.m

    14. n

      Managing group and team decision making processn.6.n

  • 7

    Organization chartsn.7

    1. a

      Viewing organizations as systemsn.7.a

    2. b

      Three levels of performance: Organization, process, and job/performern.7.b

    3. c

      Linking performance to strategyn.7.c

    4. d

      Types of organizational chartsn.7.d

    5. e

      Creating an organizational chartn.7.e

  • 8

    Leadershipn.8

    1. a

      The meaning of leadershipn.8.a

    2. b

      Leadership and movementn.8.b

    3. c

      Leadership and powern.8.c

    4. d

      Leadership traitsn.8.d

    5. e

      Leadership behaviorsn.8.e

    6. f

      LPC Theoryn.8.f

    7. g

      Path-goal Theoryn.8.g

    8. h

      Vroom's Decision Tree Approachn.8.h

    9. i

      The LMX Approachn.8.i

    10. j

      Substitutes for leadershipn.8.j

    11. k

      Charismatic leadershipn.8.k

    12. l

      Transformational leadershipn.8.l

    13. m

      Strategic leadershipn.8.m

    14. n

      Cross-cultural leadershipn.8.n

    15. o

      Ethical leadershipn.8.o

    16. p

      Common political behaviorsn.8.p

    17. q

      Impression managementn.8.q

    18. r

      Managing political behaviorn.8.r

  • 9

    Organizational structuren.9

    1. a

      Grouping jobs- Departmentalizationn.9.a

    2. b

      Establishing reporting relationshipsn.9.b

    3. c

      distributing authorityn.9.c

    4. d

      Coordinating activitiesn.9.d

    5. e

      The bureaucratic model of organization designn.9.e

    6. f

      Situational influences on organization designn.9.f

    7. g

      Functional (U Form) designn.9.g

    8. h

      Conglomerate (H Form) designn.9.h

    9. i

      Divisional (M Form) designn.9.i

    10. j

      Matrix designn.9.j

    11. k

      Hybrid designn.9.k

    12. l

      The team organizationn.9.l

    13. n

      The learning organizationn.9.n

    14. m

      The virtual organizationn.9.m

  • 10

    Budgetingn.10

    1. a

      Creating a budgn.10.a

    2. b

      The parts of a budgetn.10.b

    3. c

      Gathering production figuresn.10.c

    4. d

      Creating a production budgetn.10.d

    5. e

      Planning and budgeting a projectn.10.e

    6. f

      Checking it twicen.10.f

    7. g

      Preparing for presentationn.10.g

    8. h

      Budgetary spendingn.10.h

    9. i

      Tracking your budgetn.10.i

    10. j

      Budgeting and human resourcesn.10.j

    11. k

      Small business money managementn.10.k

    12. l

      Mastering the budget processn.10.l

  • 11

    Problem solvingn.11

    1. a

      How problems differ from decisionn.11.a

    2. b

      A unified model for decision making and problem solvingn.11.b

    3. c

      Asking the right questionsn.11.c

    4. d

      How to approach system problemsn.11.d

    5. e

      Key pointsn.11.e

  • 12

    Group dynamics and team functionsn.12

    1. a

      Types of groups and teamsn.12.a

    2. b

      Why people join groups and teamsn.12.b

    3. c

      Stages of groups and team developmentn.12.c

    4. d

      Role structuresn.12.d

    5. e

      Behavior normsn.12.e

    6. f

      Formal and informal leadershipn.12.f

    7. g

      The nature of conflictn.12.g

    8. h

      Causes of conflictn.12.h

    9. i

      Stimulating conflictn.12.i

    10. j

      Controlling conflictn.12.j

    11. k

      Resolving and eliminating conflictn.12.k

  • 13

    Conflict resolutionn.13

    1. a

      Types of conflictn.13.a

    2. b

      Sources of conflictn.13.b

    3. c

      Strategies for managing group conflictsn.13.c

    4. d

      Organizational change as a source of conflictsn.13.d

  • 14

    Communicationn.14

    1. a

      A definition of communicationn.14.a

    2. b

      Characteristics of useful informationn.14.b

    3. c

      The communication procesn.14.c

    4. d

      Interpersonal communicationn.14.d

    5. e

      Communication in networks and work teamsn.14.e

    6. f

      Organizational communicationn.14.f

    7. g

      Electronic communicationn.14.g

    8. h

      The grapevinen.14.h

    9. i

      Management by wondering aroun.14.i

    10. j

      Nonverbal communicationn.14.j

    11. k

      Barriers to communicationn.14.k

    12. l

      Improving communication effectivenessn.14.l

  • 15

    Changen.15

    1. a

      Changing nature of workn.15.a

    2. b

      Changing nature of the workern.15.b

    3. c

      Changing nature of the work environment: Growth of the computern.15.c

    4. d

      Changing nature of the Manager: Need for managerial and interpersonal skillsn.15.d

  • 16

    Organizational theoryn.16

    1. a

      Organizing as a management functionn.16.a

    2. b

      Traditional organization structuresn.16.b

    3. c

      Organizing designsn.16.c

    4. d

      Organizational changesn.16.d

    5. e

      Organizational culturesn.16.e

    6. f

      Multicultural organizationsn.16.f

  • 17

    Historical aspectsn.17

    1. a

      Classic schools of management theoryn.17.a

    2. b

      The behavioral school of management theoryn.17.b

    3. c

      Production Operations Management (POM) approachn.17.c

    4. d

      The contingency approachn.17.d

    5. e

      Theory Z: The techniques of Japanese managementn.17.e

International Management and Contemporary Issueso

  • 1

    Value dimensionso.1

    1. a

      Customer loyaltyo.1.a

    2. b

      Core values and concepts of organizationso.1.b

    3. c

      Results used to create and balance value for key stakeholderso.1.c

    4. d

      Worth of products, process, asset or function relative to cost and alternativeso.1.d

    5. e

      Defining what different stakeholder groups valueo.1.e

    6. f

      Guiding principles and behaviors that embody organization and how its people are expected to operateo.1.f

    7. g

      Long term orientationo.1.g

  • 2

    Regional economic integrationo.2

    1. a

      Desire to expand marketso.2.a

    2. b

      Search for natural resourceso.2.b

    3. c

      Global marketingo.2.c

    4. d

      Proximity to customero.2.d

    5. e

      Labor savingso.2.e

  • 3

    Trading allianceso.3

    1. a

      Exportingo.3.a

    2. b

      Foreign licensingo.3.b

    3. c

      Foreign assemblyo.3.c

    4. d

      Foreign production subsidiarieso.3.d

  • 4

    Global environmento.4

    1. a

      The importance of organization cultureo.4.a

    2. b

      Determinants of organization cultureo.4.b

    3. c

      Managing organization culture o.4.c

  • 5

    Social responsibilities of busineso.5

    1. a

      Options for doing goodo.5.a

    2. b

      Increasing awareness and concern for social causeso.5.b

    3. c

      Making contributions to causes based on product saleso.5.c

    4. d

      Supporting behavior change campaignso.5.d

    5. e

      Making a direct contribution to a causeo.5.e

    6. f

      Employees donating their time and talentso.5.f

    7. g

      Investments and support causeso.5.g

  • 6

    Ethicso.6

    1. a

      Laws and values as determinants of ethical behavioro.6.a

    2. b

      Alternative views of ethicso.6.b

    3. c

      Cultural issues in ethical behavioro.6.c

    4. d

      Ethical dilemmaso.6.d

    5. e

      Influences on ethical decision makingo.6.e

    6. f

      Rationalizations for unethical behavioro.6.f

    7. h

      Whistleblower protectiono.6.h

    8. g

      Codes of ethical conducto.6.g

  • 7

    Systemso.7

    1. a

      The Systems Perspectiveo.7.a

    2. b

      Organizations and processes viewed as systemso.7.b

    3. c

      Viewing organization as a wholeo.7.c

    4. d

      Alignment of core competencies, strategic objectives, action plans and work systemso.7.d

  • 8

    Environmento.8

    1. a

      The general environmento.8.a

    2. b

      The task environmento.8.b

    3. c

      The internal environmento.8.c

    4. d

      Individual ethics in organizationso.8.d

    5. e

      Emerging ethical issueso.8.e

    6. f

      Social responsibility in organizationso.8.f

    7. g

      Managing social responsibilityo.8.g

  • 9

    Government regulationo.9

    1. a

      Securities regulationo.9.a

    2. b

      Intellectual propertyo.9.b

    3. c

      Employment lawo.9.c

    4. d

      Antitrusto.9.d

    5. e

      Accountants' legal liabilityo.9.e

    6. f

      Consumer protectiono.9.f

    7. g

      Environmental lawo.9.g

    8. h

      International business law o.9.h

  • 10

    Management theories and theoristso.10

    1. a

      Scientific Management Theoryo.10.a

    2. b

      Bureaucratic Management Theoryo.10.b

    3. c

      Human relations movemento.10.c

    4. d

      Traits of progressive management development programso.10.d

    5. e

      Contingency theoryo.10.e

    6. f

      Systems theoryo.10.f

    7. g

      Chaos theoryo.10.g

    8. h

      Contemporary Management Issues and Challengeso.10.h

  • 11

    E-busineso.11

    1. a

      Defining e-busineso.11.a

    2. b

      Fundamental model of e-busineso.11.b

    3. c

      Taxonomy for the fundamental models of e-busineso.11.c

    4. d

      Preparing e-business planso.11.d

    5. e

      Environmental forces affecting planning and practiceso.11.e

    6. f

      Ethical, legal and social concernso.11.f

    7. g

      Developing e-business modelso.11.g

  • 12

    Creativity and innovationo.12

    1. a

      The creative individualo.12.a

    2. b

      The creative proceso.12.b

    3. c

      Enhancing creativity in organizationso.12.c

    4. d

      Types of innovationso.12.d

    5. e

      The innovation proceso.12.e

    6. f

      Characteristics of innovation organizationso.12.f

Frequently asked questions

What grade levels do these standards cover?
Grade 9, Grade 10, Grade 11, and Grade 12
Where can I read the official document?
Michigan Center for Career and Technical Education

Keep exploring

Keep exploring CTE standards

Sibling grade bands, other subjects in this jurisdiction, and the same subject across other states.