Performance Management & KPIs

This assignment delves into the crucial aspects of performance management within organizations. It defines performance objectives and key performance indicators (KPIs) as essential tools for measuring and improving organizational effectiveness. The text highlights the significance of a well-structured performance management system in achieving business goals and identifying areas for improvement. It also emphasizes the widespread adoption of KPIs by organizations globally, demonstrating their crucial role in modern business practices.

Essay

Table of Contents
INTRODUCTION...........................................................................................................................6
Unit 11.............................................................................................................................................6
TASK 1............................................................................................................................................6
1.1...........................................................................................................................................6
1.2...........................................................................................................................................6
1.3...........................................................................................................................................6
1.4...........................................................................................................................................7
1.5...........................................................................................................................................7
Unit 19.............................................................................................................................................7
TASK 1............................................................................................................................................7
1.1...........................................................................................................................................7
1.2...........................................................................................................................................8
1.3...........................................................................................................................................8
1.4...........................................................................................................................................8
1.5...........................................................................................................................................8
1.6...........................................................................................................................................8
3.2...........................................................................................................................................9
Unit 15.............................................................................................................................................9
TASK 1...........................................................................................................................................9
1.1...........................................................................................................................................9
1.2...........................................................................................................................................9
1.3.........................................................................................................................................10
1.4.........................................................................................................................................10
1.5.........................................................................................................................................10
1.6.........................................................................................................................................10
1.7.........................................................................................................................................10
TASK 2..........................................................................................................................................11
2.1.........................................................................................................................................11

2.2.........................................................................................................................................11
2.3.........................................................................................................................................11
2.4.........................................................................................................................................11
2.5.........................................................................................................................................11
2.6.........................................................................................................................................12
2.7.........................................................................................................................................12
TASK 3..........................................................................................................................................12
3.1.........................................................................................................................................12
3.2.........................................................................................................................................12
3.3.........................................................................................................................................12
UNIT 65........................................................................................................................................13
TASK 1..........................................................................................................................................13
1.1.........................................................................................................................................13
1.2.........................................................................................................................................13
1.3.........................................................................................................................................13
1.4.........................................................................................................................................13
1.5.........................................................................................................................................14
1.6.........................................................................................................................................14
1.7.........................................................................................................................................14
1.8.........................................................................................................................................14
1.9.........................................................................................................................................14
TASK 2..........................................................................................................................................15
2.1.........................................................................................................................................15
2.2.........................................................................................................................................15
2.3.........................................................................................................................................15
2.4.........................................................................................................................................15
Create a Resource Plan.........................................................................................................15
2.5.........................................................................................................................................15
2.6.........................................................................................................................................16
2.7.........................................................................................................................................16
3.1.........................................................................................................................................16

3.2.........................................................................................................................................16
3.3.........................................................................................................................................17
3.4.........................................................................................................................................17
3.5.........................................................................................................................................17
3.6.........................................................................................................................................17
4.1.........................................................................................................................................18
4.2.........................................................................................................................................18
4.3.........................................................................................................................................18
4.4.........................................................................................................................................18
4.5.........................................................................................................................................18
4.6.........................................................................................................................................18
4.7.........................................................................................................................................19
UNIT 55.........................................................................................................................................19
TASK 1..........................................................................................................................................19
1.1.........................................................................................................................................19
1.2.........................................................................................................................................19
1.3 ........................................................................................................................................19
1.4 ........................................................................................................................................20
TASK 2..........................................................................................................................................20
2.1 ........................................................................................................................................20
2.2 ........................................................................................................................................20
2.3 ........................................................................................................................................20
2.4 ........................................................................................................................................21
TASK 3..........................................................................................................................................21
3.1 ........................................................................................................................................21
3.2 ........................................................................................................................................21
3.3.........................................................................................................................................21
3.4 ........................................................................................................................................21
3.6 ........................................................................................................................................22
TASK 4..........................................................................................................................................22
4.1 ........................................................................................................................................22

4.2 ........................................................................................................................................22
TASK 1.........................................................................................................................................22
1.1.........................................................................................................................................22
1.2.........................................................................................................................................23
1.4.........................................................................................................................................23
1.5.........................................................................................................................................23
1.6.........................................................................................................................................24
TASK 2..........................................................................................................................................24
2.1.........................................................................................................................................24
2.2.........................................................................................................................................24
2.3.........................................................................................................................................24
TASK 3..........................................................................................................................................24
3.1.........................................................................................................................................24
3.2.........................................................................................................................................24
3.3.........................................................................................................................................25
3.4.........................................................................................................................................25
3.5.........................................................................................................................................25
3.6.........................................................................................................................................25
TASK 4..........................................................................................................................................25
4.1.........................................................................................................................................25
4.2.........................................................................................................................................26
4.3.........................................................................................................................................26
4.4.........................................................................................................................................26
4.5.........................................................................................................................................26
4.6.........................................................................................................................................26
CONCLUSION..............................................................................................................................26
REFERENCES..............................................................................................................................27
.........................................27
.......................................................................................................................................................27

INTRODUCTION
Office management is a profession involving the design, implementation, evaluation, and
maintenance of the process of work within an office or organization, in order to maintain and
improve efficiency and productivity (Jeong, Koo and Hong, 2014). Management is an important
part of organisation. Various factors that require to be consider during design office structure is
all detailed in this report.
Unit 11
TASK 1
1.1
 Meet with divisional leaders to ensure the policies and procedures are feasible
 Determine the best format of policies for your audience
 Make Policies and Procedures easily accessible to your employees
 Set deadlines for each policy and procedure to be acknowledged
 Determine the best way to measure understanding
1.2
 Planning
 Monitoring
 Developing
 Rating
 Rewarding
 Performance Management as Prose
1.3
6 Ways To Enhance An Office Environment
 Immaculate common areas, restrooms and office space
 Comfortable temperature, every season:
 Just right lighting
 Landscaping that welcomes people
 Valet parking, shuttles, or parking management for safe and convenient parking
 LEED-certified or other eco-aware surroundings

1.4
 Cost
 Needs
 Flexibility and functionality
 Size
 Cleanliness
1.5
 Hire an Adequate Workforce
 Hire the Right Employees for the Job
 Set Realistic Expectations
 Offer Fair Compensation
 Don’t Micromanage
 Ask for Suggestions – Then Listen
Unit 19
TASK 1
1.1
In my workplace, we hardly ever get junk mail delivered to us, however if this happens,
the administrator dealing with the post will open the item and use their own discretion to see if it
would be relevant to a member of staff, if so the item will be delivered with the rest of the post to
the staff pigeon holes (Sarr and et. al., 2016). However, if it is of no use to the us, for e!ample
catalogues/flyers that were not requested, it will be recycled in the designated bin As we are an
electrical company we are subscribed to several electrician's magazines and 8/10 times we do not
need them, so every week I find myself recycling them.
1.2
All post to and from the once lands at my desk every Tuesday and I immediately sort
through it. Most the outgoing post is franked"stamped in my Company director's (franking is
always cheaper). If there is a problem with these prices, for example it&s the wrong size of
letter, the value can be in putted manually on the franking machine. If the scales on the franking

machine cannot weigh the item because it is too heavy, then there is a separate set of scales to
weigh the item and then the weight is used to calculate the franking price.
1.3
A franking machine is a device that franks all outgoing mail with the date, item price and
usually a return address and company logo. A franking machine can frank letters and large
letters, as well as labels for parcels and large packages. Most franking machines are equipped
with digital scales and an automatic letter feeder. As everything is done electronically, the
machine needs to be programmed with the most recent franking tariffs from the Royal Mail.
1.4
After all the post, has been franked, it to be placed inside the appropriate posting bag,
based on its class; this is for easier distribution. Most outgoing packages are already pre-
packaged by the employees wanting to send them, for example electrical certificates are sealed in
the correct cover by my once manager Alison. However, some packages still need to be weighed
by the franking machine for a label to be created.
1.5
To ensure security of mail items, all post addressed to employees are organised and
delivered to their pigeon holes, to be opened by themselves. However, post with no name is
usually opened by me if it states it is confidential or private, I will be hand it to the business
manager.
1.6
If there is any belief of a suspicious item, I would take the item to my office manager
Alison who will record the time and date the item was received, and then report the item to my
company director and the local authority if necessary.
3.2
Distribution and dispatch is the last step in developing documentation, and can be thought
of as the publication stage (following printing - although there may be dispatch activities prior to
printing, such as delivery of copy to the printers). Nowadays, most publication is on-line, but this
is not always the case, and so a grounding in hard copy distribution and dispatch is always a
useful thing to have.

Unit 15
TASK 1
1.1
Primary research data collection describes when a business conducts its own research and
controls its own data.
Advantages
 Research is oriented for specific goals and purpose, cutting out possibility of wasting
resources.
Secondary resources: It is the information that someone has already researched on,
prepared, and analysed.
Advantages
 Cost-effect, ready made observations, less time spent on gathering information.
1.2
Qualitative data: Qualitative data consist of words and narratives. The analysis of qualitative
data can come in many forms including highlighting key words, extracting themes, and
elaborating on concepts.
Limitations: May lend itself to working with smaller populations, which may not be
representative of larger demographics
Quantitative data: Quantitative data are numerical information, the analysis of which involves
statistical techniques (Shelley, 2015). The type of data you collect guides the analysis process.
Limitations: Data collection methods provide respondents with a limited number of response
options.
1.3
As we discussed, not all research requires undertaking an elaborate study. But even
marketers conducting small, informal research should know that any type of research performed
poorly will not yield relevant results. In fact, all research, no matter how well controlled, carries
the potential to be wrong.

1.4
Research software and research tools enable researchers and modelers to construct
theories and system models. They typically support capturing hypotheses, inferring mechanisms,
and formulating experimental results within the same framework (Walter, 2016). Among the key
features of such tools are convenient ways to represent several competing theories and the
interactive nature of building and running the models using a rigorous scenario-based language.
Professional software tools also let the researcher visualize complex interrelations between
phenomena and provide quantifiable reporting capabilities.
1.5
Sampling risk is one of the many types of risks an auditor may face when performing the
necessary procedure of audit sampling. Audit sampling exists because of the impractical and
costly effects of examining all or 100% of a client's records or books. As a result, a "sample" of a
client's accounts are examined.
1.6
Making conclusions about a much broader population than your sample actually
represents is one of the biggest no-no’s in statistics. This kind of problem is called
generalization, and it occurs more often than you might think. People want their results instantly;
they don’t want to wait for them, so well-planned surveys and experiments take a back seat to
instant Web surveys and convenience samples.
1.7
 Text presentation
 Table presentation
 Graph presentation
 Scatter plot
 Bar graph and histogram
 Pie chart

TASK 2
2.1
Parameters in statistics is an important component of any statistical analysis. In simple
words, a parameter is any numerical quantity that characterizes a given population or some
aspect of it. This means the parameter tells us something about the whole population.
2.2
Ethical Considerations can be specified as one of the most important parts of the
research. Dissertations may even be doomed to failure if this part is missing. Following are the
ethical requirements of research:
 Voluntary participation of respondents in the research is important. Moreover,
participants have rights to withdraw from the study at any stage if they wish to do so.
 The use of offensive, discriminatory, or other unacceptable language needs to be avoided
in the formulation of Questionnaire/Interview/Focus group questions.
2.3
Once you create, gather, or start manipulating data and files, they can quickly become
disorganised. To save time and prevent errors later on, you and your colleagues should decide
how you will name and structure files and folders. Including documentation (or 'metadata') will
allow you to add context to your data so that you and others can understand it in the short,
medium, and long-term.
2.4
There are many well-developed methods available for conceptually or statistically
analysing the different kinds of data that can be gathered. When analysing qualitative data, one
can develop taxonomies or rubrics to group student comments collected by questionnaires and/or
made in classroom discussions.
2.5
Analytical Techniques
 Regression Analysis
 Grouping Methods
 Multiple Equation Models

2.6
 Separate data from analysis, and make analysis repeatable
 If possible, check your data against another source
 Get down and dirty with the data
 Unit test your code
 Document your process
 Get feedback from others
2.7
The Supporting Conclusions charts help students collect information or evidence to
support various conclusions. These charts help students distinguish mere guessing from making
supported or informed conclusions. The following documents can be adapted and re-saved for
your needs.
TASK 3
3.1
Information not supplied in the correct format will need to be reformatted before use,
causing a delay and also creating a risk that the information will be mismanaged during
reformatting.
3.2
There is no "one best way" to structure the Research Limitations section of your
dissertation. However, we recommend a structure based on three moves: the announcing,
reflecting and forward looking move. The announcing move immediately allows you to identify
the limitations of your dissertation and explain how important each of these limitations is.
3.3
Primary and Secondary data collection techniques, Primary data collection uses surveys,
experiments or direct observations. Secondary data collection may be conducted by collecting
information from a diverse source of documents or electronically stored information, census and
market studies are examples of a common sources.

UNIT 65
TASK 1
1.1
Workforce planning is a continual process used to align the needs and priorities of the
organization with those of its workforce to ensure it can meet its legislative, regulatory, service
and production requirements and organizational objectives.
1.2
Recruitment is defined as a process that provides the organization with a pool of qualified
job candidates from which to choose. There are some steps to identify recruitment requirements:
Step 1: Identify Vacancy and Evaluate Need
Step 2: Develop Position Description
Step 3: Develop Recruitment Plan
Step 4: Select Search Committee
Step 5: Post Position and Implement Recruitment Plan
Step 6: Review Applicants and Develop Short List
Step 7: Conduct Interviews
Step 8: Select Hire
1.3
Organizational culture is often described as the glue that holds a company and its
employees together. During the hiring process, resumes and cover letters may pile up and a
company may effectively screen through many candidates using established selection criteria.
1.4
'Analyse 'means to examine in detail the factors involved in establishing the recruitment
and selection criteria. Key factors include: Legislation and good practice. Establishing a vacancy
exists- purpose and nature of job to be filled.
1.5
Selection methods/techniques- For success and effectiveness of the recruitment and
selection process, an organization’s information gathering and giving processes needs to be as
accurate as possible.

Peer assessment- This method involves the involvement of a range of people with
different relationships to the candidate in inquiry about response and behaviour suitable for a
particular work situation or role.
1.6
A number of different patterns of employment have been developed to meet the needs of
employers and employees. These include, for example: Full-time employees. Changing pattern to
employment and this has helped employers to develop a more flexible working pattern among
their employees.
1.7
A job description sets out the overall purpose of a role and the main tasks to be carried
out. The associated person specification details the skills and experience required in order to
perform the job effectively.
1.8
Induction is a structured and supportive method of introducing a new staff member to the
organisation. It helps in the effective integration of the employee into the organisation.
1.9
 Advisory relationship- Because they offer suggestions and advice to top management on
human resource policies ..And offers advice to other departments to treat certain
problems, such as ...Absence ..The latter ..Weak performance
 Follow-up and monitor relationship- Because they are constantly follow up the
application of policies and programs for human resources management in the
organization.
TASK 2
2.1
Staffing is an ongoing process that begins with finding the right people through proper
planning, recruiting, and selecting. But staffing doesn't end once employees are hired;
management must keep and nurture its people via training, appraising, compensating, and
implementing employment decisions that determine such things as promotions, transfers, and
layoffs.

2.2
A skills gap is defined as “a significant gap between an organization’s skill needs and the
current capabilities of its workforce. It’s the point at which the organization can no longer grow
or remain competitive because they don’t have the right skills to help drive business results and
support the organization’s strategies and goals.”
2.3
Ultimately undertaking a workforce planning activity is a snapshot of what human
resources are in place at a particular time, and what staffing requirements are needed into future.
Without planning human resource needs and talent required in the future, it is impossible to meet
the business objectives.
2.4
A Resource Plan is created during the Resource Planning phase of the project. Anyone
responsible for Project Resource Management will need to create a comprehensive Resource
Plan, to ensure that all of resources needed to complete the project are identified.
Create a Resource Plan
 Schedule dates for using the planned resources
 Identify amount of resource required per project activity
 Create a detailed resource use schedule.
2.5
Print Media- Ways to tap into the print media without spending huge sums that regular wanted
ads demand include:
 opting for a basic classified ad with no highlighting, and limiting the ad to the city of
operations
 Taking advantage of newspapers that specialize in free classifieds to improve their
circulation
Online Options- While print media holds its own, a far bigger scope lies in online media.
Advertising in leading and established online job portals or gaining access to their database is an
expensive option.

2.6
Generally, the company must avoid participating in any kind of legal or ethical issue
during the recruitment process. Ethics consist of the right or wrong and of the morality of
choices that a person makes and the society accepts.
2.7
Under this firm select internal recruitment.
Internal Recruitment – It is a recruitment which takes place within the concern or organization.
Internal sources of recruitment are readily available to an organization. Internal sources are
primarily three - Transfers, promotions and Re-employment of ex-employees.
3.1
Assessment process
 Develop and implement methods of assessment involving direct and indirect and
measures
 Determine criteria for success
 Collect and analyse data
 Plan (and execute) improvement actions
 Document assessment and improvement activities.
3.2
There are many individuals which takes important part in recruitment process. Such
persons have important position in organisation and having high authorities regarding the
selection of the individuals which are important skills and knowledges.
 Top level management: It is the highest authority in organisation which provides the
functions regarding selection of appropriate candidates through personal interview.
 Management: They have the perform functions regarding scrutiny of right candidates as
per requirements.
3.3
Experienced assessors often adopt a strategic approach to making assessment decisions.
Assessors who use this approach: ... As no single item of evidence can summarise a learner's
achievement or progress, experienced assessors collect a number of different types of evidence
to use in assessment decision making.

3.4
Procedures provide specific guidelines for completing a task, such as filling out and
submitting a form. The procedures are normally based on organisational policy, which deals
with broad issues, roles and functions relating to the specific area, such as case management,
workplace safety or purchasing.
3.5
Decide exactly what skills you are looking for in an employee and tailor your
interviewing and selection process to hone in on people with those skills. Also, look at what
strengths your current team is missing. If you have five people who are great at written
communications but struggle presenting to a large audience, select a person who can help fill that
gap. If you don’t find a match during the first round of interviews, start again.
3.6
Five good reasons for having such a policy are to ensure:
 Job description meet business requirements;
 Candidates are assessed against consistent selection criteria at every stage;
 The recruitment process is lawful;
 The candidate can be confident it is a genuine job offer; and
 The process can be followed by all stakeholders.
4.1
Effective inductions are timely, organized and engaging, and give a good first impression
of a company. They inspire new starters, set out an organization's mission and vision for them,
and educate them about the company's history, culture and values. They also teach them the
technical skills they need, and provide them with valuable information such as "who's who" in
the business.
4.2
Organisational policies and procedures. A policy is a course of action or guidelines to
be followed whereas a procedure is the 'nitty gritty' of the policy, outlining what has to be done
to implement the policy. ... All interested people will be mailed job descriptions and information
about the organisation.

4.3
While at work a worker must: take reasonable care for their own health and safety. take
reasonable care for the health and safety of others. comply with any reasonable instructions,
policies and procedure given by their employer, business or controller (or other PCBU) of the
workplace.
4.4
Employee entitlements. There are rules about what employees get at work, such as
what hours they work and how often they have to have a break. These rules can be set out in
different places such as an award, registered agreement or an employment contract.
4.5
While several different approaches can be used to identify the training needs of an organisation,
McGhee and Thayer's Three-Level Analysis is the most commonly used. The model provides a
systematic means of conducting a TNA at three levels: organisational, operational (or task), and
individual (or person).
4.6
Most employees have some weaknesses in their workplace skills. A training program
allows you to strengthen those skills that each employee needs to improve. A development
program brings all employees to a higher level so they all have similar skills and knowledge.
4.7
An induction programme is the process used within many businesses to welcome new
employees to the company and prepare them for their new role. Induction training should
include development of theoretical and practical skills, but also meet interaction needs that exist
among the new employees.
UNIT 55
TASK 1
1.1
Below are some types of categorises which are needed for calculation process:
 People (such as researchers, consultants, other partners’ staff-time)
 Travel costs (such as bus tickets, meal allowance)

 Vehicles (such as rental, petrol, driver’s time)
Equipment (such as machinery, measuring instruments and other tools)
1.2
Business case is generated at initial stage of the project and concentrate on why, what,
how, and who is necessary for project:
Preparation of business case included an assessment of:
 business problem or opportunity,
 benefits,
 risk,
 costs including investment appraisal,
 likely technical solutions,
 timescale,
impact on operations
1.3
Partners will react in different ways to deal with different assignment exercises, however by
perceiving triggers and control measures, you can keep up a vital separation from preventable
grumblings.
Mapping your inside accomplices will empower you to investigate whether you have the right
resources and whether your gathering will work effectively.
1.4
A business' spending cycle is the day and age a spending covers, with associations using month
to month, quarterly or conceivably yearly spending cycles to control costs and streamline
administrative commitments. The yearly attractive technique and spending process is a key bit of
keeping up a business adequately and achieving a framework.
TASK 2
2.1
Reason for spending setting -
 To suspect the organization's future arrangements, age cost and diverse expenses with a
particular ultimate objective to acquire needed measure of compensation and cutoff the
probability of business incidents.

 To pick the blend of capitalisation remembering the true objective to ensure openness of
advantages at sensible cost.
2.2
Make suppositions in light of possible issues that may acquire noteworthy damage on the set
spending design.
 Make use of visuals - Graphs and outlines may viably show authentic data that will give a
correct and clear point of view of your examination.
 Review calculations. Human botch is an ordinary, yet indispensable, issue while
overseeing numbers.
2.3
Plausibility organizing is making responses early for various conditions that may
influence business. Yet negative events likely ring a chime beginning, an extraordinary exchange
strategy should in like manner address positive events that may irritate exercises. for instance, a
considerable demand.
2.4
The underlying stage in the arranging strategy is having a created essential game plan.
This ensures definitive resources are used to help the technique and change of the affiliation.
Wage projections should be established on bona-fide money related execution, and what's more
foreseen advancement pay.
TASK 3
3.1
All divisions are required to as often as possible screen bona fide development to orchestrated
activity and control their utilization to ensure that it is as per open resources. The cash related
dialect for this strategy of checking pay and utilize and making healing move is budgetary
control.
3.2
Spending changes suggest the sporadic components that reason an association to spend
practically than it wants to spend in its monetary arrangement. For example - Labour costs are
affected both by the arranged pay rate and the amount of hours that delegates work.

3.3
 Organization should look at the explanation behind basic spending changes. Here are a
couple of possible results:
 Changes in conditions: For example, a supplier may have raised costs, making the
association's costs increase.
 The idea of organization: Special care to lessen costs can achieve positive contrasts. On
the other hand, organization tactlessness can drive up ghastly vacillations.
 Lousy arranging: An absurdly objective situated spending design is likely going to cause
negative changes.
3.4
 Change in the degree or focus of the wander or program.
 Change in a key individual showed in the application or respect report.
 The consolidation of costs that require prior support according to the speaking to OMB
cost guidelines round.
3.6
Representatives have an obligation to play in the counteractive action of misrepresentation and
negligence both through the way they do their work and in their general lead.
These duties will be expressed in an association's strategies and methodology identifying
with misrepresentation or misbehaviour, and these approaches and techniques are probably going
to state, for instance, that any worker presuming extortion or negligence have an obligation to
report their worries quickly to their line administrator or other named individual without
reaching the speculated culprit and without talking about any doubts with anybody outside the
association.
TASK 4
4.1
It is standard practice toward the finish of the bookkeeping time frame to lead a spending review
and assessment. The review might be inner or outer, and its motivation is to recognize zones of
spending administration that functioned admirably and different regions that require change or
change.

4.2
A spending review and assessment will deliver a Report and make proposals to expand
the precision and legitimacy of future spending setting and administration. Additionally :
 Decide the undertaking extension. Compose a venture contract to contain the
undertaking.
 Lead interviews with staff to accumulate answers to particular inquiries.Unit 73
TASK 1
1.1
Starting a project without clear objectives, specific directions and a prepared plan of
action is like starting out on a road trip with no idea where you're going or how to get there. You
will waste gas, time and effort. Likewise, your business suffers when you try to implement a plan
without clarity and forethought.
1.2
Decision-making is a vital part of any business and a key function of its success. SME
Directors and owners are largely responsible for the ultimate outcome of all their decisions,
unlike CEOs and managers of large companies. Decisions made in a smaller company,
particularly regarding staff, will have a higher impact on the business than those made in a large
company.
1.3
The rapid pace of change, both in society and in business, can be witnessed all around in
technology, new phenomena, but perhaps most strikingly in information management. The data
and information used as a basis for decision-making is in serious danger of becoming outdated
and distorted.
1.4
The need to effectively leverage the skills of employees is even more critical for small
and mid-sized firms since most simply cannot compete with large companies when it comes to
technology, physical infrastructure, or financial resources. To survive in today's marketplace,
small to mid-sized businesses like yours must find ways to be smarter, more productive, and
more cohesive than their larger competitors.

1.5
There are seven steps are includes in this are as below:
 Create a constructive environment.
 Investigate the situation in detail.
 Generate good alternatives.
 Explore your options.
 Select the best solution.
 Evaluate your plan.
 Communicate your decision, and take action.
1.6
If an employee is performing below management's expectations despite being told
previously they were doing a great job, letting them go may result in a grievance being raised
against the company.
TASK 2
2.1
The main difference between leaders and managers is that leaders have people follow
them while managers have people who work for them. A successful business owner needs to be
both a strong leader and manager to get their team on board to follow them towards their vision
of success.
2.2
Leadership styles have significant effects not only in small businesses but also in the
world's largest corporations. These styles affect everyone from senior management to the newest
college intern. They create the corporate culture that influences the organization and its
performance.
2.3
Motivational theories attempt to explain what motivates people to behave the way they
do. Motivational theories can be applied to workplace settings to shed light into why some
employees work harder or are more committed than others, which can lead managers to
understand how to motivate each employee to perform at peak levels.

TASK 3
3.1
Behind the manager's closed door, he or she spends a good deal of his or her time
planning and organizing, so that he or she can effectively carry out the functions of leading and
controlling. Managers spend a good deal of time planning, leading,controlling and organizing.
3.2
Manage the performance of teams and individuals to achieve objectives. This standard is
about making the best use of your team and its members so that they can achieve your
organisation's objectives. It covers allocating work, agreeing objectives, and setting out plans and
methods of working.
3.3
Managers play a critical role in delivering performance. Managers need to be able to
consistently deliver performance and results and get the best possible performance from the
teams and individuals they manage.
3.4
Management theories are implemented to help increase organizational productivity and
service quality. Not many managers use a singular theory or concept when implementing
strategies in the workplace: They commonly use a combination of a number of theories,
depending on the workplace, purpose and workforce.
3.5
Management Theories –Managerial skills, Technology knowledge, and similar expertise
are necessary to succeed in the workplace. Possessing a management skill is imperative to be
part of the manager profile. The management theories assist in increasing the service quality and
organizational productivity.
3.6
Budgets are an essential feature of the control system and, as such, an integral feature of
effective management. However, it is still worth considering the advantages and disadvantages.
As an essential part of the management process budgets compel planning, making people within
an organisation think about the future.

TASK 4
4.1
Depending on what definition you use, performance objectives are outcome goals for
your staff or department, or measurements that judge how well they do their jobs. Key
performance indicators are benchmarks or measurements that let you gauge how well you are
doing in meeting goals.
4.2
A performance management system is a set of activities you can use in your company to
effectively achieve business goals and objectives. Performance management systems are
designed to identify, eliminate and improve performance problems.
4.3
Key performance indicator, or KPI, targets help small-business owners identify where
their companies can improve productivity. The KPI can be tailored to fit any company or a
division within the company.
4.4
Organizations, whether commercial or not-for-profit, have long been obsessed with
managing and measuring performance and there is little sign of this easing up. It is therefore
unsurprising that a recent global survey of over 3000 organizations found Key Performance
Indicators (KPIs) to be the most widely used tool for managing performance, with a usage rate of
about 75%.
4.5
In management accounting or managerial accounting, managers use the provisions of
accounting information in order to better inform themselves before they decide matters within
their organizations, which aids their management and performance of control functions
4.6
All project proposals should explain all the expected results that will be achieved by the
project. Many proposal formats seek extensive information on results just to ensure that the set
objectives are successfully achieved. However, some proposal formats request both outputs and
outcomes separately.

CONCLUSION
From the above information, it can be summarised that number of elements are there that
require to be consider by managers during design office structure.

REFERENCES
Books and Journals
Jeong, K., Koo, C. and Hong, T., 2014. An estimation model for determining the annual energy
cost budget in educational facilities using SARIMA (seasonal autoregressive integrated
moving average) and ANN (artificial neural network). Energy. 71. pp.71-79.
Sarr, M.G. and et. al., 2016. How we handle submissions to SURGERY: Timeline, peer review,
delays, and more. Surgery. 160(1). pp.1-2.
Shelley, S., 2015. These flowmeters handle high-volume gases. Chemical Engineering. 122(5).
pp.36-37.
Walter, T., 2016. Handbook for the Rural Anesthesia Provider: How to Develop and Manage an
Anesthesia Department.