Business Administration Research Trends

This assignment delves into the evolving landscape of research within the field of business administration. It examines various studies, including those on graduate unemployment, the impact of Moodle technology, and the role of leadership in organizational success. The analysis explores themes such as returns to scale in research, behavioral factors influencing internet banking usage, and the causal relationships between financial development, foreign direct investment, and economic growth.

Business Administration

Table of Contents
INTRODUCTION...........................................................................................................................1
Unit 10: Develop a Presentation......................................................................................................1
1.1 ...............................................................................................................................................1
1.2 ...............................................................................................................................................1
1.3 ...............................................................................................................................................2
1.4 ...............................................................................................................................................2
2.1 ...............................................................................................................................................3
Unit 11: Manage Office Facility......................................................................................................3
1.1 ...............................................................................................................................................3
1.2 ...............................................................................................................................................4
1.3 ...............................................................................................................................................4
1.4 ...............................................................................................................................................4
1.5 ...............................................................................................................................................5
Unit 19: Handle Mail.......................................................................................................................5
1.1 ...............................................................................................................................................5
1.2 ...............................................................................................................................................5
1.3 ...............................................................................................................................................6
1.4 ...............................................................................................................................................6
1.5 ...............................................................................................................................................6
1.6 ...............................................................................................................................................6
3.2 ...............................................................................................................................................7
Unit 21: Provide Administrative Support for Meetings...................................................................7
1.1 ...............................................................................................................................................7
1.2 ...............................................................................................................................................7
1.3 ...............................................................................................................................................7
1.4 ...............................................................................................................................................8
1.5 ...............................................................................................................................................8
1.6 ...............................................................................................................................................8
1.7 ...............................................................................................................................................8

1.8................................................................................................................................................9
Unit Title: (Unit 49) Spreadsheet software......................................................................................9
1.1 ...............................................................................................................................................9
2.1 ...............................................................................................................................................9
3.1..............................................................................................................................................10
Unit Title: (unit 52) Using email...................................................................................................10
1.2 .............................................................................................................................................10
1.4 .............................................................................................................................................10
2.4 .............................................................................................................................................10
2.7 .............................................................................................................................................11
Unit 73: Principles of leadership and management.......................................................................11
1.1..............................................................................................................................................11
1.2..............................................................................................................................................11
1.3 .............................................................................................................................................11
1.4 .............................................................................................................................................12
1.5..............................................................................................................................................12
1.6..............................................................................................................................................12
2.1 .............................................................................................................................................12
2.2 .............................................................................................................................................12
2.3 .............................................................................................................................................13
3.1 .............................................................................................................................................13
3.2 .............................................................................................................................................14
3.3 .............................................................................................................................................14
3.4 .............................................................................................................................................14
3.5 .............................................................................................................................................14
3.6 .............................................................................................................................................15
4.1 .............................................................................................................................................15
4.2 .............................................................................................................................................15
4.3 ............................................................................................................................................15
4.4 .............................................................................................................................................15
4.5 .............................................................................................................................................15

4.6 .............................................................................................................................................16
CONCLUSION..............................................................................................................................16
REFERENCES..............................................................................................................................17

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 (Chan and Lu, 2011). The current report is based on Marks and Spencer
plc which is a major British multinational retailer headquartered in the City of Westminster,
London. It specialises in the selling of clothing, home products and luxury food products. M&S
was founded in 1884 by Michael Marks and Thomas Spencer in Leeds. In this project different
things associated with business is going to be explained properly.
Unit 10: Develop a Presentation
1.1
There are some best practices that is used for preparing good presentation. Workers of
M&S should focus on such activities which is listed below :
 The first step in preparing a presentation is to learn more about the audience to whom
you'll be speaking.
 Next, if possible select a topic that is of interest to the audience and to you.
 The objective needs to specify exactly what you want your audience to learn from your
presentation
 After defining the objective of your presentation, determine how much information you
can present in the amount of time allowed.
 Make sure the introduction captures the attention of your audience and the conclusion
summarizes and reiterates your important points (Bryman and Bell, 2015).
 Most people spend hours preparing a presentation but very little time practising it. When
you practice your presentation, you can reduce the number of times you utter words and
phrases like, "um," "well," and "you know."
1.2
While developing presentations some of the main people is needed to be consulted is
stated below :
 Employers
 High authorities
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 Consumers or clients
 Specialised team members
1.3
The Factors to be considered when preparing for a presentation :
 Clear purpose/intentions/objectives and main points of the presentation.
 Main aims captured in the introduction/opening statement of the presentation.
 Information presented should be relevant and accurate.
 Fully conversant with the content/objectives of the presentation.
 Background/Diversity/Size/Pre-knowledge of the audience to determine the appropriate
visual aids (Ariani, 2013).
 Prepare a rough draft of the presentation with a(n) logical structure/format/introduction,
body and conclusion.
 Conclusion shows a summary of the key facts and how it relates to the objectives/shows
that all aspects have been addressed.
1.4
Advantages and limitations of different communication media are described below :
 E-mail : It is a vital communication channel in geographically dispersed companies or
ones in which employees travel. E-mail allows for more flexible response times. You can
send a message one day and receive a response in a few hours or the next day. It allows
for conversation that isn't time-pressured, but can serve for fast turnaround times (Bailey,
and Flegle, 2012). It also allows for the inclusion of files, such as documents or images.
E-mail is less personal than either face-to-face or phone. The missing context of the
message may lead to misunderstandings or misinterpreted messages.
 Telephone : Land or mobile telephones have taken up the communication slack in
businesses where distance and travel prevent face-to-face conversation. The telephone
still allows immediate interaction between two parties in the communication. Mobile
phones also expand your ability to communicate with distant workers or offices. The lack
of non-verbal or facial expressions remove those elements from the message. This can
inhibit the ability to interpret the context or emotion of a message sender. The phone is
also less personal than a face-to-face meeting.
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2.1
The main purpose of a presentation is to inform. The presentation must be well prepared
in order to be able to give information to the audience properly. Apart from this, a presentation
consist of below listed contents :
 Introduction
 Body
 Relevant images and tables associated with topic
 Conclusion
Different styles of presentation are stated below :
 Casual: Carefully planned, but informal
 Interactive: Presenter facilitates audience
 Programmed, staged, and formally rehearsed
 Formal: Distributed for audience to access on own their time
Certain audiences of presentation are clients, superior level employers, other staff members.
Unit 11: Manage Office Facility
1.1
Certain necessitates of establishing and employing office management processes are
described below :
 Identify Problems : First, identify what office procedures are not effective and why.
 Plan Changes : Establish a plan that fixes the identified procedure shortcomings and is
sensitive to your company’s culture (Leadership Theories, 2016).
 Implement changes : Implement the changes once a plan is established and approved.
Marks and Spencer can make the changes in a variety of ways. Conduct a training
program that covers all the changes and moves immediately after the training is
completed to the new procedures.
 Monitor the Procedures : Assessing and monitoring the procedures after implementation
is critical to their success.
1.2
Ways for managing the effectiveness of work and systems are mentioned below :
 Get crystal clear on what firm want from their staff
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 Describe to staff exactly what they want from them using performance objectives
 Gain your staff’s commitment and agreement to meeting the objectives
 Monitor staff’s performance
 Prepare well for the performance review meeting
 Hold a motivational performance review meeting
 Explaining performance feedback in clear, objective, non-judgemental language
1.3
Methods to manage any constraints attached to office facilities and related budgets are :
 Viewing requirements of M&S company
 Making strategies for formulating appropriate budgets
 Review issues associated with budgets and solve it
 Hiring skilled workers for the same.
1.4
Factors to be taken into account in the design of office systems, procedures and guidance
documents are stated below :
 Funds
 Raw materials
 Machineries
 Technical as well as non technical assets
 Strategies
1.5
Ways to create productive and positive environment are following :
 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
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Unit 19: Handle Mail
1.1
Methods for dealing with junk mails are mentioned below :
Return to sender : If firm receive unwanted mail with a return address on the envelope they can
write ‘unsolicited mail, please return to sender’ on the envelope and put it back in the post
unstamped.
Mail Preference Service : If company is having a problem with the overall amount of junk mail
that's addressed to them, it might help to register their name and address for free with the
Mailing Preference Service (MPS).
Door-to-door opt out : One can reduce the amount of 'unaddressed’ mail that is received by
registering with the Royal Mail's door-to-door opt-out service.
Contact the sender : Under the Data Protection Act 1998, any organisation has to stop using
your personal information for direct marketing purposes if you ask them to do so.
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,
for example the wrong class is chosen or the wrong size 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 (this is usually the case with exam papers), then there is a separate set of
scales in admin to weigh the item and then the weight is used to calculate the franking price.
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
In order to frank an item, it needs to be weighed for the correct price; this can be checked
alongside the Royal Mail’s current rates. Then first or second class needs to be selected, as well
as the type of item eg letter, large letter, small parcel. After the correct information has been in-
putted, the item (if it is a letter) can be fed through the machine (Young and et. al., 2014). If it is
too large, a label can be printed and stuck on the item, ready for posting. Second class post is
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placed into a green bag and first class is placed into a red bag, both are which supplied by the
Royal Mail.
1.4
Once packages/letters have been franked and put in appropriate bags Courier/Royal mail
will collect from reception Packages are usually in envelopes or wrapped in appropriate
packaging by the staff who are sending them out Sometimes a postage certificate is needed so
this will be completed and then signed by the courier who collects them mail.
1.5
Organisational policies and procedures on mail handling, security and the use of courier services
are following :
 All post addressed to members of staff are organised and delivered to their pigeon holes,
to be opened by themselves.
 Items being delivered usually need to be signed for by the administrator working on
reception.
 All items intended to be picked up by Parcel force need a label affixed to them which is
scanned by the courier.
1.6
Process for reporting suspicious or damaged items are given below :
 Do not open – Can sometimes tell by uneven packaging, discolouring, odour.
 Report to appropriate authority – usually line manager first
 Record date and time of receipt
3.2
Best option for dispatching mail according to the required degree of urgency, size and value of
the item are stated below :
 Urgent and important
 Non-urgent but important
 Urgent but not important
 Non-urgent and not important
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Unit 21: Provide Administrative Support for Meetings
1.1
Purpose of the meeting are :
 To sort out any conflicts.
 To negotiate a contract or agreement, or matters to do with it.
 To deal with a current problem within the group or within the business or organisation.
 To receive a report for assessment and review.
 To supply information to those present or to canvas views of those present on the
particular matter at hand.
Individual who needs to attend meeting are managers, directors, board members of corporation,
C.E.O, Employees, etc.
1.2
It is also possible that a series of gatherings of fewer than the number of members necessary to
constitute a meeting could still be held a violation of the OMA, where the intent or effect of such
gatherings was to circumvent the OMA (Xavier and et. al., 2011).
1.3
Ways to achieve maximum attendance at meetings are mentioned below :
 Learn from The Past
 Invite the Right Audience
 Send Invitations Early
 Follow Up with Reminders
1.4
Ways to access, health, safety and security requirements relating to meetings are described below
:
 Examining health status of meeting attenders.
 Arranging health professionals
 Doing risk management
1.5
Ways for setting up the resources needed for a meeting are :
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 Identify the purpose of the meeting
 Make sure you really need a meeting
 Develop a preliminary agenda
 Select the right participants
 Assign roles to participants
 Decide where and when to hold the meeting and confirm availability of the space
 Send the invitation and preliminary agenda to key participants and stakeholders
(Selznick, 2011).
 Identify the decision-making process that will be used in the meeting.
1.6
Responsibilities of the meeting chair and meeting secretary are stated below :
 Plan the meeting under the direction of the chairperson
 Record minutes during the meeting. Make sure the notes are thorough and easy to
transcribe afterwards.
 Follow up after the meeting. Using the organization's standard minutes template or the
one provided in "Robert's Rules of Order," transcribe the notes from the meeting.
1.7
Formal meetings have a formal agenda, but many informal meetings do not. Unlike
formal meetings, participants are free to speak their minds in informal meetings. While informal
meetings have no formal requirements, while formal meetings are conducted by a chairperson
and follow an agenda. Informal meetings can take place anywhere, such as a restaurant or a
coffee shop, while a formal meeting takes place at a pre-planned place at a particular time.
1.8
Legal implications of formal meetings are stated below :
 Write or type a heading that indicates the topic of the meeting.
 State the time the meeting is called to order and who called it. This indicates that the
meeting officially began (Nwosa, Agbeluyi and Saibu, 2011).
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 Write a note saying that the quorum was met. Whether you take notes for a board
meeting or a departmental meeting, state whether a sufficient number of attendees are
present to make the meeting official.
 Take notes on all discussions of business items. Indicate what the discussion was about,
what conclusions were reached, who dissented and what action was indicated after a
decision was made.
Unit Title: (Unit 49) Spreadsheet software
1.1
The candidate should be able to take a simple practical task and identify the data needed to put
together a spreadsheet to meet the needs of the task. The candidate's plans should show how they
will develop a structured solution to presenting a combination of numbers, charts, and text
structures through spreadsheet components such as cells, rows, columns, tabs, pages and their
layout. Assessors can provide templates and guidance but the candidate should at least identify
the data and how it will be presented for simple cases.
2.1
Candidates should show that they can identify the use of columns and rows in tables to organise
and process their spreadsheet data. They should identify simple functions such as SUM to
summarise total costs or similar attributes to data sets that might be provided for them. This
process will include totalling, sorting and tabulating data. He should know to identify that a
formula is needed to add up the cost of five given items and display a total.
3.1
Candidates should be able to identify and select the appropriate spreadsheet options to
format their work clearly and effectively. This will be adjusting row and column and cell widths,
style attributes for tables and alignment options. If they plan and develop structured solutions to
problems, combining several spreadsheet tools and techniques, ensuring appropriate
presentation, they are operating higher than the required level.
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Unit Title: (unit 52) Using email
1.2
At risual, mailbox restrictions are managed on the two virtual exchange servers we have.
The total size allowed per email is 10MB. Within Outlook, .ost and .pst files are both Outlook
data files. Essentially when Outlook is connected using a POP3 email account, it creates a .pst
file. When Outlook is connected using an Exchange server, it creates an .ost file, however only
when the cached exchange mode is enabled (Kabungaidze, Mahlatshana and Ngirande, 2013).
An .ost file starts as a mirror image of the folders on the exchange server and works in
conjunction with the exchange server during synchronization. A .pst file is simply stored on a
hard drive or a server, besides an exchange server, so it is more local and not synchronized.
Reducing the size of a file so that it can be sent via email is fairly simple. It comes down to
compression so that we can make the file/folder smaller.
1.4
When using email, it is important to stay safe and respect others. This can be done by
avoiding inappropriate disclosure of personal information, such as sharing a colleague’s mobile
phone number without their permission, or disclosing a residential address of a colleague to other
colleagues without the owner’s permission. The misuse of Images in an email is in breach of the
Copyright Act of 1988.
2.4
When you receive an email which has high priority or is important, you can flag it as
important so it can easily be found for future reference by searching for emails that are flagged
or by simply checking the flagged emails section. It is also good to archive emails and export
them so they are saved separately from Outlook and can be stored on external drives etc in case
something were to happen to the computer system. To begin archiving, simply click the Folder
tab and click on AutoArchive settings.
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2.7
A good thing to do is to check whether it is a local problem or the receiving recipient’s problem.
Try emailing to an address on the local domain (risual.com), try emailing a different domain
outside of the business (different customer), and so on.
Unit 73: Principles of leadership and management
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 (Gilaninia, Fattahi and Mousavian, 2011). Likewise, your business
suffers when you try to implement a plan without clarity and forethought. While you certainly
may not be able to predict the final outcome of the project, you can define the scope of the
technical and organizational components of the project, how many resources you're willing to
allocate to the entire project, establish clear deadlines and the expected results.
1.2
Allocation of work to specific people, ensuring that correct knowledge and expertise is given
against each aspect of the task or project. If this is not done correctly it could mean the task or
project being delivered late or not at all (He, 2012).
1.3
If information obtained is not sufficient or valid, then the successful completion of the
task/project will be seriously compromised, as the team could be working towards an incorrect
target and goal through mis-information.
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
To validate information used in the decision
making process, company need to follow below listed things :
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 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
To address issues that hamper the achievement
of targets and quality standard are described below :
 Identify the source of the problem. Problems represent a flaw in the system.
 Schedule a meeting. Discuss performance issues during regular review periods and do so
in a private manner (Escobar-Rodriguez and Monge-Lozano, 2012).
 Lay out clear expectations to the employee. These should include expectations as they
relate to company policy and the requirements of the position.
2.1
The main difference between leaders and managers is that leaders have people follow them while
managers have people who work for them.
2.2
Context - An extremely capable and knowledgeable team member who is a self-starter and has
been assigned to a complex and difficult task.
 Leadership style and impact of these on the context - Participative style – would have a
positive impact on the context, as the team member would be given the opportunity to be
responsible and make decisions.
Context - A team working routinely with highly toxic and dangerous chemicals on a daily basis.
 Leadership style and impact of these on the context - Charismatic leadership style –
Impact would be negative as following routines is important in a high risk environment
and although it is good to motivate teams, a more directive approach of leadership would
be more appropriate.
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2.3
Herzberg's main theory and its significance : Herzberg was the first to show that satisfaction and
dissatisfaction at work nearly always arose from different factors, and were not simply opposing
reactions to the same factors, as had always previously been (and still now by the unenlightened)
believed. In 1959 Herzberg wrote the following useful little phrase, which helps explain this
fundamental part of his theory, i.e., that the factors which motivate people at work are different
to and not simply the opposite of the factors which cause dissatisfaction:
"We can expand ... by stating that the job satisfiers deal with the factors involved in doing the
job, whereas the job dissatisfiers deal with the factors which define the job context." Application
of the models in the workplace should include – building of belonging, relationships, learning
and retaining information, gaining experience and reputation for work being completed well
(Clermont, Dirksen and Dyckhoff, 2015).
3.1
Manager's responsibilities for planning, coordinating and controlling work are listed below :
 Planning involves defining a goal and determining the most effective course of action
needed to reach that goal.
 Coordinating typically takes place in meetings and other planning sessions with the
department heads of the company to ensure all departments are on the same page in terms
of objectives and goals.
 The controlling process often leads to the identification of situations and problems that
need to be addressed by creating new performance standards.
3.2
Managers could ensure that team objectives are met by following ways :
 Create Realistic Objectives
 Be Specific
 Set Deadlines
 Give Clear Feedback to Employees
 Delegate Work That's Engaging
 Hone Coaching Skills
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3.3
A manager's role contributes to the achievement of an organisation’s vision, mission and
objectives by following ways :
 Aligning individual employees' day-to-day actions with strategic business objectives
 Providing clarifying accountability related to performance expectations
 Documenting individual performance to support compensation and career planning
decisions (Chan and Lu, 2011).
 Establishing focus for skill development and learning activity choices
3.4
Theories and models of management are listed below :
 Contingency Theory
 Systems Theory
 Chaos Theory
 Theory X and Theory Y
3.5
 Contingency theory : This theory asserts that managers make decisions based on the
situation at hand rather than a "one size fits all" method.
 Systems Theory : Managers who understand systems theory recognize how different
systems affect a worker and how a worker affects the systems around them (Bryman and
Bell, 2015).
 Chaos Theory : Chaos theory recognizes that change is inevitable and is rarely controlled.
While organizations grow, complexity and the possibility for susceptible events increase.
 Theory X and Theory Y : Managers who believe workers naturally lack ambition and
need incentives to increase productivity lean toward the Theory X management style.
Theory Y believes that workers are naturally driven and take responsibility.
3.6
Budgeting has behavioural implications for the motivation employees. It contribute to
departmental rivalry - battles over budget allocation. Budgetary slack occurs if targets are set too
low.
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4.1
Business objectives are closely related to performance measures since overall work will be
performed in accordance to the aim of corporation.
4.2
Performance management systems are designed to identify, eliminate and improve performance
problems. Businesses that use performance management systems are more competitive and
profitable.
4.3
Every key performance indicator (KPI) you define must have a target or goal associated with it.
The KPI can be tailored to fit any company or a division within the company (Ariani, 2013).
4.4
Business performance management involves the collection and reporting of large volumes of
information from a wide range of sources such as financial and non- financial process results,
customer results, employee results and societal results.
4.5
Management accounting is the use of accounting data to assist the management team with
information useful in the decision-making process (Bailey and Flegle,2012).
4.6
Outputs tell the story of what you produced or your organization's activities. On the other hand,
an outcome is the level of performance or achievement that occurred because of the activity or
services your organization provided.
CONCLUSION
From above based report, it can be concluded that business administration is an important
subject in corporate world that needs to be focussed properly by every organisation. Significant
things associated with this are described clearly in this project.
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REFERENCES
Books and journals
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behavior, and counterproductive work behavior. International Journal of Business
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Bailey, J. S. and Flegle, L. V., 2012. Hiring Managers' Perceptions of the Value of an Online
MBA. Online Journal of Distance Learning Administration. 15(2). p.n2.
Bryman, A. and Bell, E., 2015. Business research methods. Oxford University Press, USA.
Chan, W.K. and Lu, S., 2011. Graduate unemployment and the emergence of ‘ant tribe’: A social
policy perspective’. Journal of Public Administration. 4(3). pp.146-171.
Clermont, M., Dirksen, A. and Dyckhoff, H., 2015. Returns to scale of Business Administration
research in Germany. Scientometrics. 103(2). pp.583-614.
Escobar-Rodriguez, T. and Monge-Lozano, P., 2012. The acceptance of Moodle technology by
business administration students. Computers & Education. 58(4). pp.1085-1093.
Gilaninia, S., Fattahi, A. and Mousavian, S.J., 2011. Behavioral factors tend to use the Internet
banking services case study: system (SABA), the Melli Bank, Iran, Ardabil.
International Journal of Business Administration. 2(3). p.173.
He, N., 2012. How to Maintain Sustainable Competitive Advantages-----Case Study on the
Evolution of Organizational Strategic Management. International Journal of Business
Administration. 3(5). p.45.
Kabungaidze, T., Mahlatshana, N. and Ngirande, H., 2013. The impact of job satisfaction and
some demographic variables on employee turnover intentions. International Journal of
Business Administration. 4(1). p.53.
Kirchmer, M., 2012. Business process oriented implementation of standard software: how to
achieve competitive advantage efficiently and effectively. Springer Science & Business
Media.
Nwosa, P.I., Agbeluyi, A.M. and Saibu, O.M., 2011. Causal relationships between financial
development, foreign direct investment and economic growth the case of Nigeria.
International Journal of Business Administration. 2(4). p.93.
Selznick, P., 2011. Leadership in administration: A sociological interpretation. Quid Pro Books.
Xavier, S.R., Ahmad, S.Z., Perumal, S., Nor, L.M. and Mohan, J.C., 2011. The transition from
corporate Careers to business ownership: The case for women entrepreneurs in
Malaysia. International Journal of Business Administration. 2(3).p.148.
Young, A.T., Higgins, M.J., Lacombe, D.J. and Sell, B., 2014. The direct and indirect effects of
Small Business Administration lending on growth: Evidence from US county-level data
(No. w20543). National Bureau of Economic Research.
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Leadership Theories.2016. [Online]. Available through :
<http://www.leadership-central.com/leadership-theories.html#axzz59F9Uj800>.
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