Business Administration and Performance Management

The assignment delves into the crucial role of business administration in enhancing organizational performance. It emphasizes the significance of Integrated Performance Management (IPM), which encompasses a holistic approach to planning, budgeting, forecasting, reporting, performance measurement, and profitability. The document also clarifies the distinction between outcomes and outputs, highlighting how outcomes encompass the broader changes resulting from an organization's actions, both anticipated and unexpected.

UNIT 14; 19; 27; 38; 51; 54;
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Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 14 Deliver a Presentation......................................................................................................1
1.1 Advantages and limitations of different methods of, and media for, making presentations.1
1.2 How the type and size of the audience affects the delivery of a presentation.......................1
1.3 Factors to be taken into account in developing contingency plans when delivering
presentations................................................................................................................................1
1.4 Voice projection and timing techniques when delivering presentations..............................1
1.5 Factors to be taken into account in responding to questions from an audience ...................2
1.6 Different methods for evaluating the effectiveness of a presentation...................................2
UNIT 19 Handle Mail......................................................................................................................2
1.1 How to deal with “junk” mail ..............................................................................................2
1.2 What to do in the event of problems arising when dealing with incoming or outgoing mail
.....................................................................................................................................................2
1.3 How to operate a franking machine......................................................................................3
1.4 How to prepare packages for distribution.............................................................................3
1.5 Organisational policies and procedures on mail handling, security and the use of courier
services .......................................................................................................................................3
1.6 Process for reporting suspicious or damaged items in accordance with organisational
procedures...................................................................................................................................3
3.2 Best option for dispatching mail according to the required degree of urgency, size and
value of the item..........................................................................................................................3
UNIT 27 Store and Retrieve Information........................................................................................4
1.1 Systems and procedures for storing and retrieving information...........................................4
1.2 Legal and organisational requirements for information security and retention....................4
1.3 How to create filing systems to facilitate information identification and retrieval...............4
1.4 How to use different search techniques to locate and retrieve information..........................5
1.5 What to do when problems arise when storing or retrieving information............................5
UNIT 38 Maintain and Issue Stationery and Supplies.....................................................................5
1.1 Organisational policies, procedures and levels of authority in maintaining supplies...........5
1.2 How to carry out a stock check of stationery........................................................................5

1.3 Types of problems that may occur with deliveries and stock items.....................................6
1.4 How to deal with problems that occur with deliveries and stock items................................6
1.5 Factors to take into account when ordering stationery..........................................................6
1.6 Benefits and limitations of different potential suppliers, against organisational
requirements................................................................................................................................6
1.7 How to calculate quantities of stationery and supplies to be ordered...................................6
1.8 How to dispose of or recycle waste.......................................................................................6
UNIT 51 Word processing software................................................................................................7
1.1 Types of information are needed for the document and how they should be linked or
integrated.....................................................................................................................................7
1.4 How to combine and merge information from other software or multiple documents.........7
2.1 Analyse and explain the requirements for structure and style..............................................7
3.1 Explain how the information should be formatted to aid meaning.......................................7
3.5 Evaluate the quality of the documents produced to ensure they are fit for purpose.............7
UNIT 54 Resolve customers’ complaints........................................................................................8
1.2 Identify those complaints that should prompt a review of the service offer and service
delivery........................................................................................................................................8
1.3 Negotiating techniques used to resolve customers’ complaints............................................8
1.4 Conflict management techniques used in dealing with upset customers..............................8
1.5 Explain organisational procedures for dealing with customer complaints...........................9
Listen...........................................................................................................................................9
Fix the Immediate Problem.........................................................................................................9
Apologies and Thanks.................................................................................................................9
Getting to the Root......................................................................................................................9
Preventive Measures...................................................................................................................9
Quality and Service are Paramount.............................................................................................9
1.6 Explain when to escalate customers’ complaints..................................................................9
1.7 Explain the cost and regulatory implications of admitting liability on the basis of a
customer complaint.....................................................................................................................9
1.8 Explain the advantages and limitations of offering compensation or replacement products
and/or services.............................................................................................................................9

Celebrated for Customer Service................................................................................................9
2.4 Explain the advantages and limitations of different complaint response options to
customers...................................................................................................................................10
2.5 Explain the advantages and limitations of different complaint response options to the
organisation...............................................................................................................................10
UNIT 73 Principles of leadership and management......................................................................10
TASK 1..........................................................................................................................................10
1.1 Importance of defining the objectives, scope and success criteria of the decisions to be
taken..........................................................................................................................................10
1.2 Importance of analysing the potential impact of decision making.....................................11
1.3 Importance of obtaining sufficient valid information to enable effective decision making
...................................................................................................................................................11
1.4 Importance of aligning decisions with business objectives, values and policies................11
1.5 How to validate information used in the decision making process.....................................11
1.6 How to address issues that hamper the achievement of targets and quality standard.........11
TASK 2..........................................................................................................................................11
2.1 Difference in the influence of managers and leaders on their teams..................................11
2.2 The suitability and impact of different leadership styles in different contexts...................12
2.3 Theories and models of motivation and their application in the workplace.......................12
TASK 3..........................................................................................................................................12
3.1 Manager's responsibilities for planning, coordinating and controlling work......................12
3.2 How managers ensure that team objectives are met...........................................................12
3.3 How a manager's role contributes to the achievement of an organisation’s vision, mission
and objectives............................................................................................................................12
3.4 Theories and models of management..................................................................................13
3.5 How the application of management theories guide a manager's actions...........................13
3.6 The operational constraints imposed by budgets................................................................13
TASK 4..........................................................................................................................................13
4.1 Relationship between business objectives and performance measures...............................13
4.2 The features of a performance measurement system..........................................................13
4.3 How to set key performance indicators (KPIs)...................................................................13

4.4 Tools, processes and timetable for monitoring and reporting on business performance....13
4.5 Use of management accounts and management information systems in performance
management..............................................................................................................................14
4.6 Distinction between outcomes and outputs.........................................................................14
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................15

INTRODUCTION
Business administration is management of a business. It includes all aspects of
overseeing and supervising business operations and related field which include Accounting,
Finance and Marketing (Shafritz, Russell and Borick, 2015). A business administrator oversees a
business and its operations. The job aims to ensure that the business meets its goals and is
properly organized and managed.
UNIT 14 Deliver a Presentation
1.1 Advantages and limitations of different methods of, and media for, making presentations
Methods of, and media for, making presentations
 Oral
 Slides
 Handouts
 Cue cards
 Whiteboard
 Flip chart
1.2 How the type and size of the audience affects the delivery of a presentation
Audience:
 Medium – between 10 and 25
 Large – more than 25
1.3 Factors to be taken into account in developing contingency plans when delivering
presentations
Contingency:
 Something that may happen
 Something set aside for unforeseen emergency
1.4 Voice projection and timing techniques when delivering presentations
Techniques:
The ‘Goldilocks principle’ – deliver the presentation to suit the audience, if the material and
timing is right the topic will be understood (Evangelista and et. al., 2015).
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1.5 Factors to be taken into account in responding to questions from an audience
Factors:
 That test your expertise
 That demonstrates the questioner’s expertise
 That aims to correct an assertion you have made
 That seeks justification
 That comes too early
 You can’t answer
1.6 Different methods for evaluating the effectiveness of a presentation
Methods:
 Question & answer
 Feedback questionnaire
 Follow up e-mail
UNIT 19 Handle Mail
1.1 How to deal with “junk” mail
Junk mail is often unwanted postal marketing such as flyers, competition entries and
postal campaigns. On the other—like in the real world plagued by department store flyers
jammed into mailboxes, robocalls, and acolytes moving from door to door to spread.
1.2 What to do in the event of problems arising when dealing with incoming or outgoing mail
Problems:
 Deadlines missed
 Appointments missed
 Banking of cheques delayed
 Security issues damage
1.3 How to operate a franking machine
Franking Machine
 Correct amount of postage used
 Sufficient credit
 Returning machine to minimum amount
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1.4 How to prepare packages for distribution
The combined length and girth of a package can be no more than 130 inches, and the
weight can be no more than 70 pounds (Shalvi and et. al., 2015). The minimum size for an item
of intra-campus mail is 3 1/2" X 5". Items such as posters and single sheet flyers that exceed 11
1/2" X 15" must be folded in half.
1.5 Organisational policies and procedures on mail handling, security and the use of courier
services
To ensure security of mail items, all post addressed to employees are organised and
delivered to their pigeon holes, to be opened by themselves. The main courier service used by
my workplace is Parcel force. All items intended to be picked up by Parcel force need a label
affixed to them which is scanned by the courier. Items being delivered usually need to be signed
for by the administrator.
1.6 Process for reporting suspicious or damaged items in accordance with organisational
procedures
Suspicious or damaged items
 Record date and time of receipt
 Report to appropriate authority
3.2 Best option for dispatching mail according to the required degree of urgency, size and value
of the item
Firstly collect the mail from my co-workers, register the mail on a control registry of
outgoing mail, including information such as the sender, recipient, subject and the Method of
Dispatch (Bromley and Meyer, 2017).
UNIT 27 Store and Retrieve Information
1.1 Systems and procedures for storing and retrieving information
Systems:
 Paper-based
 Electronic
Procedures:
 Electronic
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 Title or subject
 Category or reference number
 Dated
 Author
 Storage end date
Paper-based
 Alphabetical
 Numerical
 Chronological
 Geographical
 By subject or category
1.2 Legal and organisational requirements for information security and retention
Legal requirements:
 Freedom of Information Act
 Data Protection Act
1.3 How to create filing systems to facilitate information identification and retrieval
Filing systems:
 Vertical
 Lateral
Identification
 Index guide
 Folder tabs
 Cross indexing
1.4 How to use different search techniques to locate and retrieve information
Storing information electronically, is used for a wide range of documents and data. Using
this method means that large amounts of information can be stored without taking up our limited
office space (Draper, 2017).
1.5 What to do when problems arise when storing or retrieving information
Problems
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 Misfiling
 Not up-to-date filing
 Hardware
 Software
You will also need to be aware about your level of authority and who to go to if any of the
problems are outside your level of authority
UNIT 38 Maintain and Issue Stationery and Supplies
1.1 Organisational policies, procedures and levels of authority in maintaining supplies
When ordering services and products, the person responsible must order enough quantity,
so that they do not run out on stock and affect the functioning of the organisation.
 When ordering office supplies, state the clear details of the products including product
code where possible.
 The size, colour and any other details should be specified
1.2 How to carry out a stock check of stationery
It is very important for businesses to carry out a stock check continuously.
 Minimum stock level
 Stock review
1.3 Types of problems that may occur with deliveries and stock items
There are a multiple of things that can go wrong with deliveries, such as having the
incorrect number of items sent, having the wrong items sent! missing items not listed, a duplicate
of orders, damaged goods, and late delivery (Ward, 2016).
1.4 How to deal with problems that occur with deliveries and stock items
Other than this! I always check deliveries against orders to record and report inaccurate
amounts or items! I sometimes find that I am sent a pack extra or am down a box of pens, so I
ring up my supplier and will have the correct amount of items the next day, I always chase up for
missing items with our supplier.
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1.5 Factors to take into account when ordering stationery
When ordering services and products! the person responsible must order enough quantity,
so that they do not run out on stock and affect the functioning of the organisation. for example, if
we run out on envelopes! ink! printing material etc., it can affect our company in several
negative ways.
1.6 Benefits and limitations of different potential suppliers, against organisational requirements
Here I have attached a screenshot of my emails with Paul from 1yreco. I organised two
meetings with him to discuss the advantages we would receive if I were to change from monkey
office to lyreco.
1.7 How to calculate quantities of stationery and supplies to be ordered
Adhering to the maximum levels set for individual items. Setting a realistic minimum
level. Records of organisation’s usage of different items. Information from stock checks and
inventories as to unused items/surpluses.
1.8 How to dispose of or recycle waste
We always try our best to save paper in the office! we even became a paperless office in
the summer. The easiest way for us to save paper is to cut down on unsuitable usage. Many
offices supply employees with printed copies of the company manual, policies and contracts,
resulting in a huge amount of paper that simply goes to waste (Gupta and Kumar, 2015).
UNIT 51 Word processing software
1.1 Types of information are needed for the document and how they should be linked or
integrated
Candidates should be able to formulate a clear plan including any complex linking
activities such as mail merges or links to other applications.
Evidence: will be provided by candidate's portfolios and assessor observations and feedback.
1.4 How to combine and merge information from other software or multiple documents
Candidates should explore these techniques and incorporate them into their designs
where appropriate. This may also include creating a guide for other users of the finished product
to encourage them to use more efficient methods (Hashim, 2015).
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2.1 Analyse and explain the requirements for structure and style
Every document is designed to convey a certain tone and meaning. The structure and
layout of documents is made for this very precise purpose. A meeting agenda needs to be easy to
follow and very concise as the detail will be added in the actual meeting's debate or discussions.
3.1 Explain how the information should be formatted to aid meaning
Candidates need to demonstrate a very good understanding of formatting and why it
works or doesn't work. They can't employ good techniques if they don't fully understand them.
Their plans for what they are going to create need to show examples of documents and
publications which demonstrate clearly the way they have helped in conveying the correct
meaning.
3.5 Evaluate the quality of the documents produced to ensure they are fit for purpose
Each document produced should have a clear and concise purpose and the evaluation
show be detailed in how close they have come to achieving that purpose. Where they have not
met the needs of the client, they need to be clear about why and how they might fix this in future
iterations of the material (Brusca And et. al., 2016).
UNIT 54 Resolve customers’ complaints
1.2 Identify those complaints that should prompt a review of the service offer and service
delivery
Service offer:
This details what an organization will do for a customer, what level of customer service
will be on offer and the limit of what will be offered.
Service delivery:
This is about getting the goods or services to the customer in the optimum or agreed
timescale.
1.3 Negotiating techniques used to resolve customers’ complaints
Negotiating techniques
 Know what has to be achieved
 Prepare for any discussion
 Be confident
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 Share information
 Listen
 Be ready for compromise
 Close with confirmation
1.4 Conflict management techniques used in dealing with upset customers
Conflict management techniques
 Listen
 Be assertive – not aggressive
 Remain calm
 Show understanding and be prepared to seek a solution
 Consider a compromise
 Recognize when it is not working and when to involve others.
1.5 Explain organisational procedures for dealing with customer complaints
Listen
Fix the Immediate Problem
Apologies and Thanks
Getting to the Root
Preventive Measures
Quality and Service are Paramount
1.6 Explain when to escalate customers’ complaints
There is just no way to please every customer, every time. What it all comes down to is
how your company handles those complaints (Veblen, 2015). And an important part of customer
complaint handling is knowing when the situation warrants escalating customer complaints to the
next level.
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1.7 Explain the cost and regulatory implications of admitting liability on the basis of a customer
complaint
customer and consumer complaints should be differentiated and addressed separately.
Customers have different problems than consumers and have different response urgencies. Each
complaint, whether consumer or customer, is a test of a company’s management system ranging
from public relations to continuous improvement.
1.8 Explain the advantages and limitations of offering compensation or replacement products
and/or services
Advantages:
 Build Loyalty
 Increase Referrals
Celebrated for Customer Service
 Disadvantages:
 Lack of Innovation
 Ever-Changing Customer Needs
 May Become Self-Serving
2.4 Explain the advantages and limitations of different complaint response options to customers
Advantages:
 Learning What Your Customers Really Want
 Learning What Your Customers DON’T Want
 Improving Customer Loyalty
 Catching Problems
Disadvantages:
 It Can Be a Waste
 The Most Vocal Customers Are Disproportionately Represented
 It Can Turn Customers Against You
2.5 Explain the advantages and limitations of different complaint response options to the
organisation
Advantages:
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 Valuable Feedback
 Customer Loyalty
Disadvantages:
 Too many surveys, so little time
 Privacy Issues
UNIT 73 Principles of leadership and management
TASK 1
1.1 Importance of defining the objectives, scope and success criteria of the decisions to be taken
Objectives – if there is more than one objective then it is important to rank the objectives
in order of priority and risk of criticality to the outcome of the management of the task or project.
Scope – knowing the specific details of the tasks and jobs that need to be achieved to
meet the objective and reach a successful conclusion (Storey, 2016).
Success - To be able to do this successfully the learner needs to mention that the criteria
can include delivering the task or project on time, within budget and within the required
deliverables.
1.2 Importance of analysing the potential impact of decision making
 financial implications on too much resource being used or too little being used
 allocation of work to specific people, ensuring that correct knowledge and expertise is
given against each aspect of the task or project.
1.3 Importance of obtaining sufficient valid information to enable effective decision making
To enable managers to know which parts of task or project will need to take priority and
this in turn will lead to deciding to whom, and why, tasks within the task or project need to be
allocated. This then allows the manager to be able to allocate suitable time for each aspect of the
task/project ensuring that all individual deadlines are met.
1.4 Importance of aligning decisions with business objectives, values and policies
Continue to ensure that work being done meets with the ethical, moral, financial
reputation/view of the organisation and thus lessen any risk of negative impression externally.
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1.5 How to validate information used in the decision making process
 Integrity of person/s or site/s information came from
 Checking information against details and specification of task/project requirements
1.6 How to address issues that hamper the achievement of targets and quality standard
 Financial
 Resource based – equipment, time, information
 People.
TASK 2
2.1 Difference in the influence of managers and leaders on their teams
The primary function for the manager is to achieve organisation objectives and this is the
influence they have on their teams e.g. ensuring the jobs get done (Storey, 2016).
The main influence a leader can have over a manager is that team members will follow a
leader because of who that person is and because of the team belief in the leader.
2.2 The suitability and impact of different leadership styles in different contexts
Leadership styles and evaluation of suitability - Participative leadership style –
Transactional leadership style Leadership style and impact of these on the context - Participative
style –Transactional leadership style.
2.3 Theories and models of motivation and their application in the workplace
Leadership styles and evaluation of suitability - Charismatic leadership style –
Bureaucratic leadership style –Leadership style and impact of these on the context Bureaucratic
leadership style.
TASK 3
3.1 Manager's responsibilities for planning, coordinating and controlling work
Planning should take account of planned and unexpected contingencies, plans should be
flexible enough to be amended as and when needed.
Co-ordination involves bringing together and harmonising different work based activities
across the business. It also involves ensuring overseeing of work delegated to team members and
others involved in work.
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3.2 How managers ensure that team objectives are met
Consider smart targeting for all team members, close monitoring of progress of
individuals and overall team objective, building commitment from the team and each person in
the team, being clear about objectives so that all team members know their own role and
responsibility within achieving objectives, renegotiate with team members as necessary.
3.3 How a manager's role contributes to the achievement of an organisation’s vision, mission and
objectives
This is effectively the personality of an organisation; if the organisation has clear vision,
mission and objectives then the manager knows the culture he/ she is working within and
achievements made can be set against these parameters.
3.4 Theories and models of management
Nudge theory Corporate governance, Tuckman’s forming, storming, norming and
performing model.
3.5 How the application of management theories guide a manager's actions
Information and explanations on how directive a manager will need to be dependent on
the theory used, how hands on a manager needs to be with managing different aspects of team
behaviours, thinking processes and motivations and commitments.
3.6 The operational constraints imposed by budgets
 Staffing levels – increased or decreased
 Allocation and procurement of resources and materials
TASK 4
4.1 Relationship between business objectives and performance measures
The objectives are set first and within this key criteria of outcomes are set also. These
outcomes against each aspect of the performance indicators then feeds back into the organisation
overall objectives.
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4.2 The features of a performance measurement system
The performance system could include – information needs to be quantitative,
measurable, easily understood by everyone using the system, visible and appropriately used,
measures outputs as well as inputs.
4.3 How to set key performance indicators (KPIs)
Make sure that what is being set is measurable, map core business processes, mapped
core business processes are aligned to roles, responsibilities and any factors for success that are
critical to the business, select the KPIs based on success criteria established, set target and
review dates.
4.4 Tools, processes and timetable for monitoring and reporting on business performance
Ensure monitoring is based on a clearly formed plan and can be chart driven e.g. as for
project management, plans should have the KPIs on it so that it is clear that this is what is being
monitored against, it should also contain the timetabling for reviews and when these will take
place, what data collection method will be used and where the data information will come from,
responsibilities, analysis and then any actions following the monitoring and reporting.
4.5 Use of management accounts and management information systems in performance
management
The use of integrated performance management (IPM) this would include taking a
holistic look at planning, budgeting, forecasting, reporting, performance measurement and
profitability.
4.6 Distinction between outcomes and outputs
Outputs are related to organisation objectives. Outcomes are the things that take place
because of the organisation’s products or services and this includes the unexpected as well as the
expected, the good as well as the bad.
The outcomes are the changes that take place as you carry out your aims or objectives as
an organisation and the outcomes may not be what the organisation planned them to be initially.
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CONCLUSION
From the above mentioned report, it can be summarized that business administration play
important role in developing as well as improving overall performance level of the company is
most effective manner and also aid in attaining competitive advantages.
REFERENCES
Books and journals
Shafritz, J. M., Russell, E. W. and Borick, C., 2015. Introducing public administration.
Routledge.
Evangelista, F. and et. al., 2015. Exploring structural capital from the business administration
perspective: a general framework on the existing literature. Sinergie Italian Journal of
Management. pp.145-160.
Shalvi, S. and et. al., 2015. Self-serving justifications: Doing wrong and feeling moral. Current
Directions in Psychological Science. 24(2). pp.125-130.
Bromley, P. and Meyer, J. W., 2017. “They are all organizations”: The cultural roots of blurring
between the nonprofit, business, and government sectors. Administration & Society.
49(7). pp.939-966.
Draper, T., 2017. American business and public policy: The politics of foreign trade. Routledge.
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Ward, J., 2016. Keeping the family business healthy: How to plan for continuing growth,
profitability, and family leadership. Springer.
Gupta, M. and Kumar, Y., 2015. Justice and employee engagement: Examining the mediating
role of trust in Indian B-schools. Asia-Pacific Journal of Business Administration. 7(1).
pp.89-103.
Hashim, J., 2015. Information communication technology (ICT) adoption among SME owners in
Malaysia. International Journal of Business and Information. 2(2).
Brusca, I. And et. al., 2016. Public sector accounting and auditing in Europe: The challenge of
harmonization. Springer.
Veblen, T., 2015. The Higher Learning in America: The Annotated Edition: A Memorandum on
the Conduct of Universities by Business Men. JHU Press.
Storey, D. J., 2016. Understanding the small business sector. Routledge.
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