Student Quality Circle Study Analysis

The provided assignment details are related to a student quality circle study, which involves analyzing various articles and research papers on business administration and management topics. The references include publications from academic journals such as International Journal of Business Administration, Online Journal of Distance Learning Administration, and Journal of Business Studies Quarterly. The analysis focuses on the importance of effective management in achieving higher business advantages and attaining competitive advantage efficiently and effectively.

Business Administration

Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 14...........................................................................................................................................1
1.1 ...............................................................................................................................................1
1.2 ...............................................................................................................................................1
1.3 ...............................................................................................................................................1
1.4 ...............................................................................................................................................2
1.5 ...............................................................................................................................................2
1.6 ...............................................................................................................................................2
UNIT 19...........................................................................................................................................3
1.1 ...............................................................................................................................................3
1.2 ...............................................................................................................................................3
1.3 ...............................................................................................................................................3
1.4 ...............................................................................................................................................3
1.5................................................................................................................................................3
1.6 ...............................................................................................................................................4
3.2 ...............................................................................................................................................4
UNIT 27...........................................................................................................................................4
1.1................................................................................................................................................4
1.2................................................................................................................................................4
1.3................................................................................................................................................4
1.4................................................................................................................................................5
1.5................................................................................................................................................5
UNIT 38...........................................................................................................................................5
1.1................................................................................................................................................5
1.2................................................................................................................................................5
1.3 ...............................................................................................................................................5
1.4 ...............................................................................................................................................6
1.5 ...............................................................................................................................................6
1.6................................................................................................................................................6

1.7................................................................................................................................................6
1.8................................................................................................................................................6
UNIT 51...........................................................................................................................................7
1.1................................................................................................................................................7
1.4................................................................................................................................................7
2.1................................................................................................................................................7
3.1................................................................................................................................................7
3.5................................................................................................................................................7
UNIT 54...........................................................................................................................................8
1.2................................................................................................................................................8
1.3................................................................................................................................................8
1.4................................................................................................................................................8
1.5................................................................................................................................................8
1.6................................................................................................................................................8
1.7................................................................................................................................................9
1.8................................................................................................................................................9
2.4................................................................................................................................................9
2.5................................................................................................................................................9
UNIT 73...........................................................................................................................................9
1.1................................................................................................................................................9
1.2..............................................................................................................................................10
1.3..............................................................................................................................................10
1.4..............................................................................................................................................10
1.5..............................................................................................................................................10
1.6..............................................................................................................................................10
2.1..............................................................................................................................................11
2.2..............................................................................................................................................11
2.3..............................................................................................................................................11
3.1..............................................................................................................................................11
3.2..............................................................................................................................................11
3.3..............................................................................................................................................12

3.4..............................................................................................................................................12
3.5..............................................................................................................................................12
3.6..............................................................................................................................................12
4.1..............................................................................................................................................12
4.2..............................................................................................................................................13
4.3..............................................................................................................................................13
4.4..............................................................................................................................................13
4.5..............................................................................................................................................13
4.6..............................................................................................................................................13
CONCLUSION..............................................................................................................................14
REFERENCES .............................................................................................................................15

INTRODUCTION
Business administration is a management process that includes various aspects to analyse
and monitor organisational operational and functional activity in effective manner. This project
report is based on Tesco which is a British multinational grocery and merchandise retailer
(Bailey and Flegle, 2012). This organisation was established in the year of 1919 by Jack Cohen.
This reports includes deliver of presentation, Handle Mail, Store and Retrieve Information,
Maintain and Issue Stationery and Supplies, Resolve customers’ complaints, Word processing
software etc.
UNIT 14
1.1
Presentation is very importation to make a attractive image in front of customer and
learner there are various advantages and disadvantage of this process are given below -
Advantages -
 Easy to prepare
 Follows a three step routine
Disadvantages-
 It is a teacher-centred method and teacher talking time might be too long
 It is more focused on accuracy than on fluency except in the very last stage
1.2
During a presentation, connecting with audience is one of the key things can do to build
rapport, market services, and strengthen the ties to community. Remember, the audience is the
heart of any presentation (Banerjee and Sah, 2012).
 First things first, how big will the group be
 Who is in audience
 What does your audience already know and what do they need to know?
 What is audience likely to assume and which of those assumptions are correct vs.
incorrect
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1.3
A contingency is anything that occurs outside the range of normal operations that may
adversely affect an organization’s ability to operate. Simply stated, contingency planning is
about being prepared and is an integral part of regular operations planning. A contingency plan is
a blueprint for how to deal with unusual events (Boon-Itt and Rompho, 2012). Regardless of
size, all organizations need contingency plans.
1.4
Presenters often want advice on projecting their voice. They see voice projection as a
solution to not talking loud enough. But when work with presenters who say they want to
project their voice, hardly ever end up teaching them that – because solution of thsi problem in
other ways. Voice projection and timing techniques
 Volume
 Clarity
 Tone and emphasis
 Pace and Pauses
 Voice and relaxation exercises
1.5
A little thought and some early planning can avoid this risk. But they can also avoid it by
remembering that any presentation is an information exchange. It is as much for you to hear what
people want to know as for them to hear. At the start of your presentation, they should make it
clear whether and when it would prefer to deal with questions - as go along or at the end of the
presentation.
1.6
Presentations are an important and effective way at communicating lots of information to
a large group of people in one fell swoop. Unfortunately, delivering a presentation is said to be
one of the most commonly held fears in the world (Faridi, 2014). To improve your presentation
skills, it will need to analyse and evaluate them thoughtfully.
◦ Self-Reflection
◦ Audience Reaction
◦ Audience Evaluation
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◦ Presentation Rubrics
UNIT 19
1.1
By default, messages deemed to be junk will be left in your inbox but marked in an
orange-brown colour, making it easy to spy them in your message list (Findlay-Thompson and
Mombourquette, 2014). This is the default behaviour, because Apple wants to make this stuff
obvious so you can take a peek at it and then correct any mistakes Mail has made.
1.2
Potential problems: Deadlines missed, appointments missed – Ensure post is sorted
quickly and efficiently by getting it to the right person Security issues, damage – Items are
checked at reception Mail delivered to wrong address – Put back through the post or use return to
sender. See if suitable for staff, if not then recycle Ask all staff to order personal goods home
instead of work.
1.3
Franking Machine Machine provides labels which include, date, price, return address and
company logo. Correct amount of postage is checked by weighing items and selecting the size of
package… letter, large letter, parcel and so on and also whether you want it sending first or
second class. This is in line with Royal Mail current rates. Second class post is 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 (Jørgensen and
Zaccour, 2012).
1.5
Security of items – Confidential data, delivered to named staff via pigeon holes to be
opened by the member of staff themselves If no name then administrators to open Outgoing mail
is sent via trusted courier, appropriately packaged. To ensure security of mail items, all post
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addressed to members of staff are organised and delivered to their pigeon holes, to be opened by
themselves.
1.6
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 (Kirchmer, 2012). The procedures in place state never to open a
package believed to be suspicious, and to isolate it from the rest of the mail, preferably sealing it
in another package or container.
3.2
All mail is date stamped on the envelope. Most mail is addressed to either a named
person or department; Kimberley adds the initials of an appropriate recipient if there is no named
person on the address. The reason the mail is stamped only on the envelope is that once the mail
is delivered to the appropriate individual it becomes their responsibility to deal with the item.
UNIT 27
1.1
The term information systems, sometimes refers to a system of persons, data records and
activities that process the data and information in an organisation, and it includes the
organisation's manual and automated processes. Their main features will be the process carried
out, for example if a person wanted to save a file; they might save it on the computer, where do
you save it? email, documents, pictures, video etc. In what?
1.2
Any information stored in an organisation has to follow the security and confidentiality
procedures. Information security and confidentiality is the process where data is kept away from
unauthorised access, disclosure, destruction, use or modification (Nasseef, 2014). It applies to
both physical and electronic data. All organisations store a large amount of confidential
information about their employees, customers, company’s status, products, surveys, finances,
etc.
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1.3
For all organisations, it is important that there are procedures in place when filing data
and information. All staff members should follow these procedures as this makes sure
information is stored away correctly (Onwubolu and Babu, 2013). Having an efficient system
ensures that when someone is looking for information in future, they know exactly where to find
it; this saves time and resources.
1.4
While using quill you can search for different files by searching for the file number, the
client’s name and the fee earners name. If a document was missing and it needed retrieving then
it would search the hub list spreadsheet, and then look in the hub (basement) to retrieve it.
1.5
The biggest problem faced when storing physical files is that information goes missing.
This could be for a number reasons; the most common being it was not put back correctly. In
order to help prevent this, staff should endeavour to follow the procedures concerning storing
and retrieving information. Viruses and malicious software can attack files or networks making it
impossible to retrieve information.
UNIT 38
1.1
Maintaining good relationships with suppliers is good business practice. It benefits both
the organisation which is you and the supplier. Suppliers can provide you offers and be flexible
with doing business if your relationship with them is good. Always make sure you settle all
accounts in time, be considerate to the sales representatives, place orders well ahead of time,
giving the supplier enough time to deliver it to you in time, rather than doing it at the last minute
and finally be very cautious about damaged or missing goods (Pestoff, Brandsen and Verschuere,
2013).
1.2
Reuse old stationery to reduce costs on notepads or test copies. This means you need to
reorder note pads and copy paper less often, helping you manage those items. Ask employees to
take paper printed on one side that they don't need any more such as notes from last week's
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presentation and cut it in half horizontally. They can staple the pages together at the top with the
printed sides facing down to recycle old stationery into usable note pads.
1.3
There are various problems may occur while delivering stock items can be -
 Improper location
 Damaged product while it parcel on long root
 Improper transport.
1.4
A clear process is required in order to ensure that all goods procured by the University
are accounted for and can be traced. This guide has been created with an aim to enable you and
your department to manage deliveries quickly, safely and effectively (Roth, 2012). The most
common issues surrounding deliveries are over / under deliveries, damaged and incorrect goods.
1.5
There are many factors to take into consideration when ordering stationery, those factors
includes price, delivery and discount. It is important to check the price when ordering stationery,
it’s good to consider whether it’s cheaper elsewhere. Delivery is a key factor when ordering
stationery it’s important to see how quickly they can send out their goods and if they offer a next
day service. A lot of companies offer discounted rates when items are ordered in bulk so it’s
always worth enquiring about this discount when placing an order.
1.6
Modern manufacturers work with a wide range of suppliers, and supply chains are
growing increasingly complicated (White, Dudley-Brown and Terhaar, 2016). The growing need
to cut prices for the consumer means margins are being squeezed like never before.
Benefits - Reduced costs
Limitations – Reduce productivity
1.7
This is required through specific manner that build values fro supplier and receiver -
 Minimum stock level
 Stock review
6

 Effective inventory system
 Use Just in time methodology
1.8
Nowadays, all mindful of our duties surrounding recycling in the home, with a more
conscientious approach to plastic packaging and many local councils providing dedicated
wheelie bins specifically for reusable materials.
UNIT 51
1.1
A document is a record where events or any information is captured and recorded as
evidence so that the information is not lost. t could either be a written or electronic document and
it serves as an official record (Young, 2014). The format, structure and contents of the
documents vary depending on the information recorded and the purpose for which it was
recorded. Some examples of documents are invoices, newspapers, purchase orders, product
specifications, letters, journals, spread sheets, licenses, etc.
1.4
Creating a document is not always about creating a new one and inputting new
information that you have in hand. For example, you may have to pull through information from
an excel spread sheet, or link a document with a PDF document and sometimes it would have
created several individual documents in the word processor and you may have to link or combine
them all together into one single document.
2.1
Any document that has been created needs to adhere to certain standards for ease of
readability and to maintain professionalism (Koryakov, 2012). If we look in general at the
standard structure of any document, it will have a title page, a table of contents, introduction, a
body for the document, and so on.
3.1
A document should be readable and look meaningful with neat layout, format, structure
and styles. In order to achieve this, one needs to format the document in a way that it is and looks
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meaningful and formatting is one of the basic things that a document needs. Good formatting
gives a clear outline to anyone who views the document.
3.5
Candidates should be able to demonstrate quality control procedures.
Evidence: will be provided by candidate's work and assessor observations and feedback.
Additional information and guidance : Once the documents are close to final output
and delivery, candidates should show some detailed evaluations to show what they have
achieved and more importantly, how it meets the needs set out in the early part of this unit
(Drbal, Westra, and Boston, 2012).
UNIT 54
1.2
In today’s Internet-driven world, customers have more power than ever. If customers
have a positive customer experience, they will share this experience with friends, family and
connections, which in turn can lead to new business. All at zero cost.
1.3
It is vitally important to handle a customer complaining about your service or products
empathetically. Some other points are given below-
 Actively listen and makes notes
 Acknowledge the customer’s concerns and thank them
1.4
In business, conflict is inevitable. However, if mismanaged or ignored, conflict can
become bad for business (Casciani, 2012). If you don’t adequately address and resolve conflict,
it can negatively impact customer retention, loyalty and brand awareness.
 Allow customers to talk
 Show you care
1.5
At some point, everyone in business has to deal with an upset customer. Here are some
customer-oriented tips I’ve learned while working in the business coaching business:
 Listen carefully to what the customer has to say, and let them finish.
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 Ask questions in a caring and concerned manner.
1.6
A customer escalation is a scenario where a customer is not pleased with an employee
interaction and wants someone at a higher level within the company to resolve the complaint.
Escalations should be taken seriously, because this means have an irate or agitated customer on
own hands (Bailey and Flegle, 2012). If a person fail to handle an escalation effectively, business
may lose that customer and others as a result.
1.7
Men who are unhappy with how a supplier deals with their complaint will boycott that
organisation for an average of 10 years – double the time for women. With a strong focus on
developing CRM systems so that customer lifetime value can be assessed, the impact of an
unresolved complaint surely needs to be understood.
1.8
There are a variety of advantages and disadvantages for every company adopting a
customer-focused business approach (Banerjee and Sah, 2012).
Advantage:
◦ Build Loyalty
Disadvantage:
◦ Lack of Innovation
2.4
There are some advantages and disadvantages re given below -
Advantages
 Up-to-date feedback:
 Benchmark results:
Disadvantages
 Privacy Issues:
 Build negativity
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2.5
There are lots of things customers can complain about communication breakdowns,
process failures, faulty products, rude employees and unclean facilities, just to name a few
(Boon-Itt and Rompho, 2012).
Advantages – Build long term relation
Disadvantages – negatively impact on organisation's goodwill.
UNIT 73
1.1
All these objective, scope, success are given below in specific manner -
Objectives – If there is more than one objective then it is important to rank the objectives
in order of priority.
Scope – Knowing the specific details of the tasks and jobs that need to be achieved to
meet the objective .
Success - To be able to do this successfully the learner needs to mention that the criteria
can include delivering.
1.2
Assessment of the importance of the potential impact can include:
 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.
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 (Faridi, 2014). Thus lessening any risk of
non-compliance that may be legislative, regulatory or organisational.
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1.5
However these validation ways could be:
 Integrity of person/s or site/s information came from
 Checking information against details and specification of task/project requirements
1.6
Firstly, the learner needs to identify issues that he/she had to address or could address. These
could be:
 Financial
 Resource based – equipment, time, information
 People.
2.1
All these Responsibility are given below in specific manner -
The main responsibility of a manager is to: Plan, organise, lead and control.
The main responsibility of a leader is to: Communicate, motivate, inspire and
encourage employees towards a higher level of productivity (Findlay-Thompson and
Mombourquette, 2014).
2.2
Leadership styles and evaluation of suitability is explaining below in specific manner as -
Participative leadership style – this is suitable as it allows the team member to make
own decisions on task completion, helps to keep the team member motivated.
2.3
Maslow's hierarchy of needs
Each of us is motivated by needs. Our most basic needs are inborn, having evolved over
tens of thousands of years. This original version remains for most people the definitive Hierarchy
of Needs (Jørgensen and Zaccour, 2012).
 Biological and Physiological needs
 Safety needs
 Belongingness and Love needs
 Esteem needs
 Self-Actualization needs
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3.1
Manager's responsibilities for planning, coordinating and controlling work are given below-
 Planning should take account of planned and unexpected contingencies
 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.
3.2
Consider smart targeting for all team members, close monitoring of progress of
individuals and overall team objective, building commitment from 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 (Kirchmer, 2012).
SMART - Specific, Measurable, Agreed, Realistic, Time-bound.
3.3
This is effectively the personality of an organisation; if it has clear vision, mission and
objectives. 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.
3.4
All these things are given below in specific manner -
Corporate governance - Manages risk involved within leadership, authority, ego, wealth
creation, responsibility, ethics etc. and how these issues reconcile and conflict within
organisational and market settings (Nasseef, 2014).
Tuckman’s forming, storming, norming and performing model – Explains team
development and how teams mature into co-operative working that can work independently.
3.5
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. How directive a manager is
regarding risk for the organisation and cost to reputation as a whole – this fits in with ethos and
culture.
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3.6
Operational constraints imposed by budgets are -
• Ability to be able to forward plan effectively – workwise and also growth wise
• Inability to gain loans or financial backing from investors, banks, etc.
• Allows organisations to stage growth and expansion.
4.1
The objectives are set first and within this key criteria of outcomes are set also. After this
they feeds into the performance measurement across all levels of personnel within the
organisation and is linked into specific job roles and outcomes of performance levels expected
within each role (Onwubolu and Babu, 2013). These outcomes against each aspect of the
performance indicators then feeds back into the organisation overall objectives.
4.2
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, encourages trust between parties using the system, measures
only key indicators, is easy for the collection and utilisation of information and data.
4.3
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 (Pestoff, Brandsen and Verschuere, 2013).
4.4
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
Looking at performance management pyramids (who reports on what to whom), ensuring
that flow of information covers management accounting, finance and that this is a top down as
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well as a down to top system of gaining information and feeding back; this then flows into
organisation objectives (Roth, 2012).
4.6
All these things are given below in specific manner -
Outputs: The products, services that are the result from an organisation’s activities or
from a specific project are known as the outputs (White, Dudley-Brown and Terhaar, 2016).
Outputs are related to organisation objectives.
Outcomes: 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.
CONCLUSION
As per this above report it has been summarised that business administration is of
working on different departments such as research and analysis, marketing, accounting and
finance or manufacturing which is helps to provide effective services in business. For them
business administration is working to supervising each and every activity in effective manner to
attain higher business advantages easily.
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REFERENCES
Books and Journals
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MBA. Online Journal of Distance Learning Administration. 15(2). p.n2.
Banerjee, N. and Sah, S., 2012. A Comparative study of customers’ perceptions of service
quality dimensions between public and private banks in India. International Journal of
Business Administration. 3(5). p.33.
Boon-Itt, S. and Rompho, N., 2012. Measuring service quality dimensions: An empirical analysis
of Thai hotel industry. International Journal of Business Administration. 3(5). p.52.
Faridi, M.R., 2014. An introduction to student quality circle at college of business
administration, Salman bin Abdulaziz University, Al Kharj, Kingdom of Saudi Arabia
—An empirical study. International Education Studies,.7(9). p.148.
Findlay-Thompson, S. and Mombourquette, P., 2014. Evaluation of a flipped classroom in an
undergraduate business course.
Jørgensen, S. and Zaccour, G., 2012. Differential games in marketing (Vol. 15). Springer
Science & Business Media.
Kirchmer, M., 2012. Business process oriented implementation of standard software: how to
achieve competitive advantage efficiently and effectively. Springer Science & Business
Media.
Nasseef, M.A., 2014. Measuring the quality of educational service provided by Business
Administration Department Using the SERVQUAL instrument at King Abdul-Aziz
university-Jeddah. Journal of Business Studies Quarterly. 5(4). p.147.
Onwubolu, G.C. and Babu, B.V., 2013. New optimization techniques in engineering (Vol. 141).
Springer.
Pestoff, V., Brandsen, T. and Verschuere, B. eds., 2013. New public governance, the third sector,
and co-production (Vol. 7). Routledge.
Roth, A.E., 2012. Axiomatic models of bargaining (Vol. 170). Springer Science & Business
Media.
White, K.M., Dudley-Brown, S. and Terhaar, M.F. Eds., 2016. Translation of evidence into
nursing and health care. Springer Publishing Company.
Young, A.T., and et. al., 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.
Koryakov, R.I., 2012. Impact of high credit interest rates on establishing risk management in a
bank. Journal of Applied Management and Investments. 1(3). pp.369-374.
Drbal, L., Westra, K. and Boston, P. eds., 2012. Power plant engineering. Springer Science &
Business Media.
Casciani, S., 2012. The development of a set of program competencies for an undergraduate
healthcare administration program. The Journal of Health Administration Education.
29(2).
Online
Manager's responsibilities 2018. [Online]. Available through
<https://jobs.telegraph.co.uk/article/what-are-the-main-responsibilities-of-managers/>
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