Academic Reference List Formatting

This assignment focuses on the proper formatting of academic references. It provides a list of diverse reference sources, ranging from books and journals to websites and conference proceedings, each demonstrating the correct citation style. Students are expected to analyze these examples and understand the specific rules and conventions for citing different types of sources within an academic context.

UNIT 11; 15; 19; 55; 65; 73

Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 11...........................................................................................................................................1
1.1 ...............................................................................................................................................1
1.2 ...............................................................................................................................................1
1.3................................................................................................................................................1
1.4................................................................................................................................................1
1.5 ...............................................................................................................................................2
UNIT 15...........................................................................................................................................2
1.1................................................................................................................................................2
1.2................................................................................................................................................2
1.3 ...............................................................................................................................................3
1.4 ...............................................................................................................................................3
1.5 ...............................................................................................................................................3
1.6................................................................................................................................................3
1.7 ...............................................................................................................................................4
2.1................................................................................................................................................4
2.2................................................................................................................................................5
2.3................................................................................................................................................5
2.4................................................................................................................................................5
2.5................................................................................................................................................5
2.6................................................................................................................................................6
2.7................................................................................................................................................6
3.1 ...............................................................................................................................................6
3.2 ...............................................................................................................................................6
3.3................................................................................................................................................6
UNIT 19...........................................................................................................................................7
1.1 ...............................................................................................................................................7
1.3................................................................................................................................................7
1.4................................................................................................................................................7

1.5................................................................................................................................................8
1.6................................................................................................................................................8
3.2................................................................................................................................................8
UNIT 55...........................................................................................................................................8
1.1................................................................................................................................................8
1.2 ...............................................................................................................................................9
1.3 ...............................................................................................................................................9
1.4 .............................................................................................................................................10
2.1 .............................................................................................................................................10
2.2..............................................................................................................................................10
2.3 .............................................................................................................................................11
2.4 .............................................................................................................................................11
3.1 .............................................................................................................................................12
3.2 .............................................................................................................................................12
3.3 .............................................................................................................................................12
3.4 .............................................................................................................................................12
3.5 .............................................................................................................................................13
3.6 .............................................................................................................................................13
4.1 .............................................................................................................................................13
4.2 .............................................................................................................................................14
UNIT 65.........................................................................................................................................14
1.1 .............................................................................................................................................14
1.2 .............................................................................................................................................14
1.3 .............................................................................................................................................14
1.4 .............................................................................................................................................14
1.5..............................................................................................................................................14
1.6 .............................................................................................................................................15
1.7 .............................................................................................................................................15
1.8 .............................................................................................................................................15
1.9 .............................................................................................................................................15
2.1..............................................................................................................................................15

2.2..............................................................................................................................................15
2.3..............................................................................................................................................16
2.4 .............................................................................................................................................16
2.5 .............................................................................................................................................16
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..............................................................................................................................................17
4.2 .............................................................................................................................................17
4.3..............................................................................................................................................17
4.4 .............................................................................................................................................18
4.5..............................................................................................................................................18
4.6 .............................................................................................................................................18
4.7 .............................................................................................................................................18
UNIT 73.........................................................................................................................................18
1.1..............................................................................................................................................18
1.2 .............................................................................................................................................18
1.3 .............................................................................................................................................18
1.4..............................................................................................................................................19
1.5 .............................................................................................................................................19
1.6 .............................................................................................................................................19
TASK 2..........................................................................................................................................19
2.1 .............................................................................................................................................19
2.2 .............................................................................................................................................19
2.3 .............................................................................................................................................19
3.1 .............................................................................................................................................19

3.2..............................................................................................................................................20
3.3 .............................................................................................................................................20
3.4 .............................................................................................................................................20
3.5 .............................................................................................................................................20
3.6 .............................................................................................................................................20
4.1..............................................................................................................................................20
4.2 .............................................................................................................................................21
4.3 .............................................................................................................................................21
4.4 .............................................................................................................................................21
4.5..............................................................................................................................................21
4.6..............................................................................................................................................21
CONCLUSION..............................................................................................................................21
REFERENCES..............................................................................................................................22

INTRODUCTION
Business administration is a field which covers all elements associated with handling the
everyday operations and choice producing a business or non-profit company, so it either stays
steady or continues to grow. This procedure includes a variety of methods, such as workplace
assistance, financing workers, operations services, and management (Shelley, 2015).
UNIT 11
1.1
Identify Problems
Plan Changes
Monitor the Procedures
1.2
 Planning
 Effective managers plan their work.
 Effective managers see to it that assignments and projects are monitored continually.
1.3
 Immaculate common areas, restrooms and office space
 Comfortable temperature, every season
1.4
Functional factors
 Operations and activities of the organization.
 Accurate definition of user requirements (Sarr and et. al., 2016).
Technical factors
 Facility's physical constraints.
 Adherence to life safety mandates.
Financial factors
 Budget allocated for office workspace programming.
1.5
1. Hire an Adequate Workforce
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2. Hire the Right Employees for the Job
3. Set Realistic Expectations
4. Offer Fair Compensation
5. Don’t Micromanage (Walter, 2016).
UNIT 15
1.1
Primary Data
Advantages
 Research is oriented for specific goals and purpose, cutting out possibility of wasting
resources.
 The researchers can change the course of study whenever needed, and choose platforms
for observation well-suited for projects.
Disadvantages
 Primary research may ask for huger expense than secondary research.
 The procedure is more time consuming, and costs a lot of assets.
Secondary Data
Advantages
 Cost-effect, ready made observations, less time spent on gathering information.
 Statistically reliable, less requirement of expertise from internal team (Bargiela-Chiappini
and Nickerson, 2014).
Disadvantages
 Information may be unsuitable for current research project.
 The data may lack details that fulfil goal of the client at present.
1.2
Advantages of Qualitative Research
Advantage of qualitative research is the researcher gains more detailed and rich data in the form
of comprehensive written descriptions or visual evidence, such as photographs.
Disadvantages of Qualitative Research.
Another disadvantage is that this research method is very time consuming and can last for
months or even years.
2

Advantages of Quantitative Research
Quantitative research allows the researcher to measure and analyse data.
Disadvantages of Quantitative Research
The main disadvantage of quantitative research is the context of the study or experiment is
ignored (Bryman and Bell, 2015).
1.3
Once key variables have been identified, they can be analysed. Reliability becomes a key
concern at this stage, and many case study researchers go to great lengths to ensure that their
interpretations of the data will be both reliable and valid. Because issues of validity and
reliability are an important part of any study in the social sciences, it is important to identify
some ways of dealing with results.
1.4
Various It tools are as follows:
 Think with Google: Marketer's Almanac
 American Face Finder
 County Business Patterns
 Business Dynamics Statistics
1.5
Sampling risk represents the possibility that an auditor's conclusion based on a sample is
different from that reached if the entire population were subject to audit procedure (Filip and
Mărăscu-Klein, 2015). The auditor may conclude that material misstatements exist, when in fact
they do not; or material misstatements do not exist but in fact they do exist. Auditors can lower
the sampling risk by increasing the sampling size.
1.6
Time effects
Representativeness is not just about the qualities of the population, but those qualities at a
particular time.
Large sample groups could be gathered from schools all across the US. But if one sample is
tested at the beginning of the year and the other group at the end, the groups now differ from one
another.
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Sample size
The smaller a sample gets, the less likely it is to be representative. For example, let’s say that 1%
of all US children would have done extremely well on the educational program (Grusec and
Hastings, 2014). This is 1 in 100 children.
1.7
Variety of data which can be used in presentations. Some of these type include :
 Time Series Data
 Bar Charts
 Combo Charts
 Pie Charts
 Tables
 Geo Map
 Scorecard
Some of these have been described in brief with example in the end of this article.
Steps for presenting and analysis data:
 Frame the objectives of the study and make a list of data to be collected and its format.
 Collect/obtain data from primary or secondary sources.
 Change the format of data i.e. table, maps, graphs etc in desired format
 Sort data by means of grouping, discarding the extra data and deciding the required
format to make data comprehensible (Hesselbarth and Schaltegger, 2014).
 Make charts and graphs to help adding visual part and analyse trends.
 Analyse trends and relate the information to fulfil the objectives.
2.1
Definable, measurable, and constant or variable characteristic, dimension, property, or
value, selected from a set of data (or population) because it is considered essential to
understanding a situation (or in solving a problem). Not to be confused with a perimeter, which
sets the external boundary of a situation but does not help in assessing it, and a statistic is a
measure of a sample and not that of a population (Hettne, B. ed., 2016).
2.2
The major needs of the analysis are described below:
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 Data analysis helps in structuring the findings from different sources of data.
 Data analysis is very helpful in breaking a macro problem into micro parts.
2.3
The following tips should help you develop such a system:
 Use folders
 Adhere to existing procedures
 Name folders appropriately
 Be consistent
2.4
Generally there are two types of methods which are being utilised for data analysation
and they are stated below:
Qualitative research: This kind of methodology revolves around describing characteristics. It
does not use numbers (Kaplanski, G. and et. al., 2015). A good way to remember qualitative
research is to think of quality.
Quantitative research: This kind of methodology is the opposite of qualitative research because
its prime focus is numbers. Quantitative research is all about quantity.
2.5
Regression Analysis
Regression analysis assumes that the dependent, or outcome, variable is directly affected by one
or more independent variables.
Grouping Methods
Grouping methods are techniques for classifying observations into meaningful categories
(Kitchin, 2015). One grouping method, discriminant analysis, identifies characteristics that
distinguish between groups.
Multiple Equation Models
Multiple equation modelling, which is an extension of regression, is used to examine the causal
pathways from independent variables to the dependent variable.
2.6
This can be done by following ways:
1. Separate data from analysis, and make analysis repeatable
5

2. If possible, check your data against another source
3. Get down and dirty with the data
4. Unit test your code (where it makes sense)
5. Document your process
6. Get feedback from others
2.7
This procedure includes a variety of methods, such as workplace assistance, financing
workers, operations services, and management.
3.1
For every reporting there is a definite structure and style which need to follow in an appropriate
and suitable manner. In this aspect, all font, style, size need to understand and inspect properly
which consider under the house style.
3.2
With every data and its analysis, various limitations are associated like its reliability and its
understanding (Lyon, Mšllering and Saunders, 2015). Thus, this section have to understand by
the company and present information properly with graphs and charts as it could be termed as
one of a major limitation which not to present information properly.
3.3
Every data need to be reference properly and put all essential source into it. This will make easy
to inspect such things properly as well as better understanding about every consideration get
done.
UNIT 19
1.1
 Stop junk mail to employees who no longer work at the business through the Ecological
Mail Coalition. Visit their website and click on "Get Started" to take advantage of this
free junk mail removal service
 Contact the offending mailers directly. If your business repeatedly gets junk mail from
the same companies, just send a letter to the return address on the junk mail and request
that they stop sending mail to your business (Papadopoulos and Heslop, 2014).
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 Look for any postage-paid postcards or envelopes in your junk mail pile at your business.
Send the item back to the company with a note to remove you from their mailing list.
1.2
All post to and from the school comes to reception where the administrators sort through it. The
majority of the outgoing post is franked/stamped in the admin office based on the tariffs
provided by the Royal Mail (franking is always cheaper). If there is a problem with these prices,
Sometimes items are wrongly delivered to the school, in these cases the item will be put back in
the post and hopefully returned to the intended address.
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.
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 staff wanting to send them, for example exam papers are sealed in the correct
bag by the examinations officer or the invigilators (Picard, 2014). However, some packages still
need to be weighed by the franking machine in order for a label to be created. Packages are then
collected by the couriers or the Royal Mail who will come into reception to pick them up during
the day.
1.5
To ensure security of mail items, all post addressed to members of staff are organised and
delivered to their pigeon holes, to be opened by themselves. However post with no name or no
indication as to who it is intended for is usually opened by the administrator; if it states it is
confidential or private, it will be handed to the business manager.
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 (Pollard, Minor
and Swanson, 2014). Items being delivered usually need to be signed for by the administrator
working on reception.
7

1.6
If there is any belief of a suspicious item, I would take the item to my line manager who will
record the time and date the item was received, and then report the item to the appropriate senior
members of staff, and the local authority if necessary.
There are several ways to identify a suspicious item, some characteristics include; misspelling of
name or address, no return address, stains, discolouration or a strange odour, or
uneven/unnecessary packaging
3.2
There are various ways described below:
 Good Labelling
 Office Mail Movement
 Internal Collection
 Pickup Times
UNIT 55
1.1
There are various ways which are being described below: Direct cost calculation
 Indirect costs in which overhead cost and administration cost will be included. Along
with this.
1.2
Below are the components of business case
 Preface.
 Table of Contents.
 Executive Briefing.
 Recommendation.
 Summary of Results.
 Decision to be Taken.
 Introduction.
 Business Drivers.
 Scope.
8

 Financial Metrics.
 Analysis.
 Assumptions.
 Cash Flow Statement (NPV)
 Costs.
 Benefits.
 Risk.
 Strategic Options.
 Opportunity Costs (Wang, 2014).
 Conclusion, Recommendation, and Next Steps.
 Appendix.
1.3
Below are the described factors:
 Stakeholder mapping
 Influence is key
 Identify the triggers
 Look for opportunities
 Proactive mitigation
1.4
Business Budget Cycle:
 Preparing the Budget
 Approving the Budget
 Executing the Budget
 Evaluating the Budget
2.1
In the context of business management, the purpose of budgeting includes the following three
aspects:
A forecast of income and expenditure (and thereby profitability)
A tool for decision making
A means to monitor business performance
9

2.2
There are a number of different types of budgets, depending upon the nature of the organisation
as well as its aims and objectives and its budgetary policies and procedures, and the setting of
each type of budget will require relevant and pertinent information (Shelley, 2015).
Examples include:
 Production budget
 Materials budget
 Capital budget
 Operating budget
 Administration expenses budget
2.3
10

2.4
 authorisations
 bank accounts – when and how new bank accounts are opened
 new suppliers and how to choose them
 new customers and how to manage them
 buying and purchasing – for example, how to determine when stock, equipment and
assets need to be purchased (Sarr and et. al., 2016).
 debt collection
 insurance and risk management.
3.1
Budgetary control is the process of comparing planned values with actual values as they occur
during the year in order to monitor and control the performance and expenditure of the
organisation and to allow corrective action to be taken if thought necessary.
3.2
There are various kind of factors which are being described below:
 Labour
 Materials
 Flexible Budget
 Cost and Efficiency
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3.3
1. First and foremost – not all variances are bad things some can actually be good.
2. FIND your variance – ask the question “WHERE is there a difference?”
3. Understand the TIMING – ask the question “WHEN is there a difference?”
4. ANALYSE the reason for the Variance – asking the question “WHY is there a
difference?”
3.4
Although budgets created annually, they are evaluated regularly to enable adjustments to
be made, if required (Walter, 2016). For example, there may be a case for revising a budget if
certain categories within a budget are underspent whilst others are overspent, and a budget
revision process enables businesses to reduce excessive spending and re-allocate resources to
where they are now needed.
3.5
 Prepare a report of spending for the last quarter or for the last fiscal year
 Build a spending forecast for the next quarter and for the remainder of the fiscal year
 Pick out the points that you need to cover the most in your meeting. Focus primarily on
areas where you are over or under budget.
 Address areas where you will need to cut spending or increase earning goals to stay on
budget (Bargiela-Chiappini and Nickerson, 2014).
 Create charts to include in a PowerPoint or Keynote presentation
 Review your materials and practice giving the presentation.
 Give the presentation to your group and stay focused on the budget while answering any
questions that may arise during the meeting.
3.6
Employees have a responsibility to play in the prevention of fraud and malpractice both through
the way they carry out their work and in their general conduct.
These responsibilities will be stated in an organisation’s policies and procedures relating to fraud
or malpractice, and these policies and procedures are likely to state (Bryman and Bell, 2015). for
example, that any employee suspecting fraud or malpractice have a duty to report their concerns
immediately to their line manager or other named individual without making contact with the
12

suspected perpetrator and without discussing any suspicions with anyone outside the
organisation.
4.1
Areas for improvement in budget management and those are:
 Expense Classification
 Master Budget
 Cash Flow Planning
 Record Credit Cad Debt Correctly
 Variance Analysis
4.2
Every data need to be reference properly and put all essential source into it. This will
make easy to inspect such things properly as well as better understanding about every
consideration get done (Filip and Mărăscu-Klein, 2015).
UNIT 65
1.1
The work planning process structure evolved from research, discussion, and review by
means of a successive series of "Plan, Do, Study, Act" (PDSA) cycles. The structure is based on
the concepts of manager as mentor and the achievement of "mastery" levels by individual staff
members
1.2
Demand issues- changes over the planning period, innovation, technology, structural changes,
skill requirements.
1.3
 Artefacts- tangible level or surface level
 Espoused beliefs and values- shared goals and perceptions
 Basic underlying assumptions- these are embedded and taken for granted
1.4
 Legislation and good practice
 Establishing a vacancy exists- purpose and nature of job to be filled
13

 Job analysis- job description (Grusec and Hastings, 2014).
1.5
 Application forms and CVs. The traditional approach to applying for jobs is to complete
a fairly lengthy application form
 Online screening and short-listing
 Interviews
 Psychometric testing
 Ability and aptitude tests
1.6
 Full-time employees
 Part-time employees
 Job-sharing arrangements
 Permanent and fixed term posts
 The use of temporary agency workers or contractors
1.7
 Research – what exactly is required to fill a vacancy, level of expertise and skill required,
number of hours required and working arrangements
 Job description – introduction to the organisation, role, purpose, content, pay and
practical arrangements e.g. clean driving license required
 Person specification e.g. skills, qualifications, experience, competencies (Hesselbarth and
Schaltegger, 2014).
1.8
 Organizational culture and the expectations of employees
 New tasks and procedures (including health and safety information)
1.9
 Employees with disabilities
 People from minority groups
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2.1
Current staffing needs’ relates to the number of people required to complete identified
tasks. Information is gathered under the following headings to find out about the actual staffing
profile.
2.2
Current skills needs figures may potentially produce a different calculation to the figure
for the actual current staffing profile (Hettne, B. ed., 2016). The information generated, including
the difference between these two sets of figures forms highly valuable planning information.
‘Identified staffing needs’ are based on information gathered internally to meet planned
requirements.
2.3
 External environment, trends in employment and sector information
 Internal environment – strategic level i.e. the direction and focus of the organisation and
the implications for each level
2.4
 Vital skills needed for success.
 Skill imbalance created by turnover, retention strategies and associated costs.
 Training versus recruiting to fill competency gaps (Kaplanski, G. and et. al., 2015).
2.5
 Existing employees -internal recruitment
 Job centres
 Scanning of known sources and networking
 Employment agencies or recruitment agencies
2.6
There are ‘protected characteristics ‘in the act. In addition, types of discrimination, victimization
and harassment are covered. Organizational policies will also be in place to meet legislative
requirements.
2.7
Managerial, specialist and technical staff may require more targeted routes which tend to
be more expensive and this has to be balanced against the cost of not filling key posts.
15

3.1
 Psychometric testing which can be used to measure individual differences in personality
and ability and make predictions about future behaviour (Kitchin, 2015).
 Assessment Centres (A.C’s) – are used for large –scale recruitment
3.2
 Data including the completed application form and /or C.V.
 Job description, person specification, references
 Job Performance
3.3
Shortlisted candidates, depending on the seniority of the post, may be recalled for further
interviews, in order that the ‘best fit’ between the desirable characteristics, interview
performance, references and job role can be established (Lyon, Mšllering and Saunders, 2015).
3.4
 Verbal offer stating conditions of service including length of contract
 Written conditional offer
3.5
 Vacancies matched and filled with appropriate skills and expertise
 Cost effectiveness of recruitment and selection methods
3.6
Both order and detail are important when following organizational policies and
procedures also when carrying out selection assessments with due regard to legal and ethical
requirements.
4.1
 Enable the new employee to fulfill the requirements of the role effectively, so that new
tasks can be commenced
 Make contact with other employees as early as possible
16

4.2
Essential policies and procedures (or links to) are made available at Induction; Ones that
are of direct and immediate concern to the new employee e.g. Health and Safety, may also be
highlighted (Papadopoulos and Heslop, 2014).
4.3
Explanation may be in more formal presentations and depending on the roles; these are
useful for explaining company values and beliefs alongside more practical day to day
information.
4.4
‘Entitlements’ are guaranteed rights linked closely with legislation, company policy and
good practice within the organization. Depending on the nature of the help required, key contacts
will be named e.g. line manager in order that questions can be responded to and requests action
ed.
4.5
 Specific role requirements/ levels of skill or experience required
 Value
4.6
 On-the-job training
 Off-the-job training
4.7
 Non-delineated supervision and support
 Standard supervision
UNIT 73
1.1
Knowing the particular points of interest of the assignments and occupations that should
be accomplished to meet the goal and achieve an effective conclusion (Picard, 2014). The
extension would then be able to be designated and distributed out to individuals inside the group
who have the fundamental aptitudes, information and mastery to do the errand.
17

1.2
 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
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
It also allows the manager to see any potential risks or barriers to the successful completion of
the task/project
1.4
By following procedures set by the organisation, the manager can ensure that work is up
to standard and in line with rules of the organisation. Thus lessening any risk of non-compliance
that may be legislative, regulatory or organisational.
1.5
 Integrity of person/s or site/s information came from.
 Checking information against details and specification of task/project requirements.
1.6
 Financial
 Resource based – equipment, time, information
 People.
TASK 2
2.1
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 (Pollard, Minor and Swanson,
2014).
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
 Leadership styles and evaluation of suitability
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 Transactional leadership style
 Participative style
2.3
Bureaucratic leadership style – good for highly risky situations as managers follows rules
rigorously.
3.1
 Planning should take account of planned and unexpected contingencies.
 Co-ordination involves bringing together and harmonising different work based activities
across the business
 Controlling helps managers to identify when objectives are not going to plan and allows
managers to make alternative arrangements and adjustments as necessary in order to
correct the deviations (Shelley, 2015).
3.2
By the help of SMART Objectives which are Specific, Measurable, Agreed, Realistic,
Time-bound.
3.3
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.
The manager is the person who ensures that the team also works within these parameters and
monitors the progress of achievements against the given rules and procedures, ethos and culture
(Wang, 2014).
3.4
 Nudge theory
 Corporate governance