Public Sector Budget Control & Turbulence

This assignment analyzes the appropriateness of strict budget controls within public sector organizations grappling with budgetary instability. It delves into academic literature examining this topic, providing insights into best practices and challenges faced by such organizations.

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

Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 11: Manage Office Facility....................................................................................................1
1.1................................................................................................................................................1
1.2................................................................................................................................................1
1.3................................................................................................................................................1
1.4................................................................................................................................................1
1.5................................................................................................................................................2
UNIT 15: Analyse and Present Business Data................................................................................2
TASK 1............................................................................................................................................2
1.1................................................................................................................................................2
1.2................................................................................................................................................2
1.3................................................................................................................................................2
1.4................................................................................................................................................3
1.5................................................................................................................................................3
1.6................................................................................................................................................3
1.7................................................................................................................................................3
TASK 2............................................................................................................................................3
2.1................................................................................................................................................3
2.2................................................................................................................................................3
2.3................................................................................................................................................4
2.4................................................................................................................................................4
2.5................................................................................................................................................4
2.6................................................................................................................................................4
2.7................................................................................................................................................4
TASK 3............................................................................................................................................5
3.1................................................................................................................................................5
3.2................................................................................................................................................5
3.3................................................................................................................................................5
UNIT 19: Handle Mail.....................................................................................................................6

TASK 1............................................................................................................................................6
1.1................................................................................................................................................6
1.2................................................................................................................................................6
1.3................................................................................................................................................6
1.4................................................................................................................................................6
1.5................................................................................................................................................6
1.6................................................................................................................................................6
3.2................................................................................................................................................6
UNIT 55: Manage a Budget.............................................................................................................6
TASK 1............................................................................................................................................6
1.1................................................................................................................................................6
1.2................................................................................................................................................7
1.3................................................................................................................................................7
1.4................................................................................................................................................7
TASK 2............................................................................................................................................7
2.1................................................................................................................................................7
2.2................................................................................................................................................7
2.3................................................................................................................................................7
2.4................................................................................................................................................7
TASK 3............................................................................................................................................8
3.1................................................................................................................................................8
3.2................................................................................................................................................8
3.3................................................................................................................................................8
3.4................................................................................................................................................8
3.5................................................................................................................................................8
3.6................................................................................................................................................8
TASK 4............................................................................................................................................8
4.1................................................................................................................................................8
4.2................................................................................................................................................8
UNIT 65: Recruitment, Selection and Induction practice...............................................................9
TASK 1............................................................................................................................................9

1.1................................................................................................................................................9
1.2................................................................................................................................................9
1.3................................................................................................................................................9
1.4................................................................................................................................................9
1.5................................................................................................................................................9
1.6................................................................................................................................................9
1.7................................................................................................................................................9
1.8................................................................................................................................................9
1.9..............................................................................................................................................10
TASK 2..........................................................................................................................................10
2.1..............................................................................................................................................10
2.2..............................................................................................................................................10
2.3..............................................................................................................................................10
2.4..............................................................................................................................................10
2.5..............................................................................................................................................10
2.6 .............................................................................................................................................11
2.7..............................................................................................................................................11
TASK 3..........................................................................................................................................11
3.1..............................................................................................................................................11
3.2..............................................................................................................................................11
3.3..............................................................................................................................................11
3.4..............................................................................................................................................11
3.5..............................................................................................................................................12
3.6..............................................................................................................................................12
TASK 4..........................................................................................................................................12
4.1..............................................................................................................................................12
4.2..............................................................................................................................................12
4.3..............................................................................................................................................12
4.4..............................................................................................................................................12
4.5..............................................................................................................................................13
4.6..............................................................................................................................................13

4.7..............................................................................................................................................13
UNIT 73: Principles of Leadership and Management...................................................................13
TASK 1..........................................................................................................................................13
1.1..............................................................................................................................................13
1.2..............................................................................................................................................13
1.3..............................................................................................................................................14
1.4..............................................................................................................................................14
1.5..............................................................................................................................................14
1.6..............................................................................................................................................14
TASK 2..........................................................................................................................................14
2.1..............................................................................................................................................14
2.2..............................................................................................................................................15
2.3..............................................................................................................................................15
TASK 3..........................................................................................................................................15
3.1..............................................................................................................................................15
3.2..............................................................................................................................................16
3.3..............................................................................................................................................16
3.4..............................................................................................................................................16
3.5..............................................................................................................................................16
3.6..............................................................................................................................................16
TASK 4..........................................................................................................................................17
4.1..............................................................................................................................................17
4.2..............................................................................................................................................17
4.3..............................................................................................................................................17
4.4..............................................................................................................................................17
4.5..............................................................................................................................................17
4.6..............................................................................................................................................18
CONCLUSION..............................................................................................................................18
REFERENCES..............................................................................................................................19

INTRODUCTION
Business administration is fundamental for each and every type of organisation as it aids
to meet requisite requirement within limited period of time. This will aid to take advantages from
competitors at marketplace. It is essential to manage entire office effectually. Superior will
formulate the budget to control extra expenditures. They will use e-mails to transfer data and
information with each other. Along with, it is must to appoint suitable candidate for the vacant
position.
UNIT 11: Manage Office Facility
1.1
There is a certain process which aid to accomplish need of establishing and implementing
office management process (Wang, 2014):
 Developing idea stage
 research and development stage
 executive/implement stage
1.2
There are some factors which help to manage effectiveness of work and system
effectively, there are stated as below:
Manage:
 Team meetings (Duffy, Cave and Worthington, 2016).
 Key Performance Indicators (KPIs)
1.3
Constraints in a business could include,
 time
 financial
 policies
1.4
Factors:
 Cost
 Review need
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 Discuss with end users
1.5
To develop an environment that is conductive to productive work, some kinds of
evidence will be supplied such as report, professional discussion, questioning and so on (Wu and
et. al., 2014).
UNIT 15: Analyse and Present Business Data
TASK 1
1.1
Primary Data:
Advantages Limitations
Data collected is recent. Time consuming
Secondary data:
Advantages Limitations
freely available Documents may lack authenticity
1.2
Quantitative Data:
Advantages Limitations
Relatively easy to analyse Difficult to understand context of a
phenomenon
Qualitative Data:
Advantages Limitations
Data collection is usually cost efficient Data collection is usually time consuming
1.3
Issues related to validity and reliability of data:
Reliability:
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 Consistency of measurement
Validity:
 Ongoing research studies (Fleisher and Bensoussan, 2015).
1.4
IT tools to carry research:
 Conduct Online Surveys
 Competitor Links
1.5
There are various risk are associated with the unrepresentative samples are: Validity: This signifies that data and information need to be valid in nature so that all
kind of risk get minimise which further assist in better and suitable working
 Reliability: Another issue or risk which align with the unrepresentative samples are
reliability of information. This get minimise by attaching reliable ad appropriate source
of reference with information.
1.6
Several major risk which attached with generalising of research findings are:
 Format and techniques need to be appropriate and suitable in nature otherwise it will
reflect negative consequence related with the business and its working
 Another major risk with generalisation of findings is qualitative and quantitaive
approach.
1.7
Formats and techniques
 tables
 pie chart
TASK 2
2.1
Limitations and restrictions will include into this.
2.2
 Moral
 Right
 Fair
3

2.3
Once you create, gather, or start manipulating data and files, they can quickly become
disorganised (Bryman and Bell, 2015). To save time and prevent errors later on, you and your
colleagues should decide how you will name and structure files and folders. Including
documentation.
2.4
Valid:
 sound
 suitable
Reliable:
 dependable
 trustworthy
2.5
Analytical techniques
 Key Driver Analysis
 Correspondence Analysis
2.6
Big Data and analytics has been called the "next big thing," and it can certainly make a
strong case with the explosion of easily accessible, high-quality data available today. There is
huge value in this data, if we can unlock it. Six best practices and suggestions for ensuring data
and results are accurate:
1. Separate data from analysis, and make analysis repeatable
2. If possible, check your data against another source
3. Get down and dirty with the data
4. Unit test your code
5. Document your process
6. Get feedback from others
2.7
It is important to make and draw valid conclusion which are as per the requirement and
modifications. It s important to present and analyse the business data properly and effectively so
that better and efficient working and decision consideration get done. Along with this, qualitative
4

and quantitative analysis of information is must by using accurate and appropriate information.
On the basis of such factor, business become able to maximise their effectiveness and efficiency
in frame (Scott and Poteet, 2017).
TASK 3
3.1
Whenever any data get collected it is important to present it in appropriate report and
style so that better effectiveness and efficiency could be done as well as management become
able to understand it in appropriate frame. The agreed style for presenting the data is in report
format of conclusion as well as in excel with suitable graphs and charts. Thus, font, size, style
need to be accurate in frame as well so that whole information get presented in a suitable and
beneficial manner for enhancing effectiveness and efficiency in working standard (Ayala and
Manzano, 2014).
3.2
The various limitations of analysis which need to understand by business and applied in
working are standardise as follow as each and every working have definite limitations and
restrictions:
 Access - if your study depends on having access to people, organizations, or documents
and, for whatever reason, access is denied or limited in some way, the reasons for this
needs to be described.
 Longitudinal effects - Unlike your professor, who can literally devote years [even a
lifetime] to studying a single topic, the time available to investigate a research problem.
 Cultural and other type of bias - we all have biases, whether we are conscience of them or
not. Bias is when a person, place, or thing is viewed or shown in a consistently inaccurate
way.
3.3
Data sources play an important role in order to analyse and produce the sample properly.
Reference data sources are such aspects and factors which enable and support to collate
information through diverse sources. This will support to gather and inspect such variables
properly so that appropriate effectiveness and efficiency could be done (Klang, Wallnöfer and
Hacklin, 2014).
5

UNIT 19: Handle Mail
TASK 1
1.1
Administrator dealing with the post will open the item and use their own discretion to see
if it would be relevant to a member of staff, if so the item will be delivered with the rest of the
post to staff pigeon holes (Hansen, Christensen and Ertmann, 2014).
1.2
 Deadlines missed
 Appointments missed
1.3
 Correct amount of postage used
 Sufficient credit
1.4
Outgoing packages are already pre-packaged by the employees wanting to send them, for
e!ample electrical certificates are sealed in the correct cover by manager (Hadi, Sulong and
George, 2015).
1.5
To ensure security of mail items, all post addressed to employees are organised and
delivered to their pigeon holes, to be opened by themselves
1.6
 Record date and time of receipt
 Report to appropriate authority
3.2
Inter office main is best option for dispatching mail (Yetiser, 2017).
UNIT 55: Manage a Budget
TASK 1
1.1
Financial planning is undertaken by an organisation to identify how it will achieve the
goals and objectives set out in its strategic plan, and the financial plan will describe and quantify
6

in financial terms the activities and resources required to achieve each objective (Johansson and
Siverbo, 2014).
1.2
Business consequences associated with undertaking a particular course of action that are
relevant to organisational requirements, such as risk and critical success factors.
1.3
different stakeholder groups have different priorities and expectations of the organisation.
Stakeholder groups will also vary in their power to influence the organisation and in their levels
of interest in what the organisation does.
1.4
Business planning is generally conducted annually, and, although arrangements and
practices will differ from organisation to organisation, the annual business planning cycle is
likely to cover a review and prioritisation of strategic priorities.
TASK 2
2.1
The proper function of budgeting is to plan, measure and control future activities, and
budget-setting requires managers to set out and plan their resource requirements for the coming
year (Schmitter-Edgecombe, Parsey and Lamb, 2014).
2.2
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.
2.3
Contingency planning enables organisations to respond in a structured way to an
unplanned event, and is generally undertaken at the same time as the annual budgeting process
(Kull and et. al., 2014).
2.4
Budget-setting is critical for effective and efficient organisational planning and control,
and will be subject to rigorous organisational policies and procedures.
7

TASK 3
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.
3.2
Comparing actual performance with budgeted performance on a continuous basis will
highlight any variance between the two, and variance analysis.
3.3
Adverse variations will have a detrimental effect upon performance, and corrective action
will need to be taken if the variance is significant (Bodas and et. al., 2014).
3.4
Although budgets created annually, they are evaluated regularly to enable adjustments to
be made, if required.
3.5
Budget reports are operations, marketing and sales.
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 (Ren and et. al., 2016).
TASK 4
4.1
The audit may be internal or external, and its purpose is to identify areas of budget
management that worked well and other areas that require improvement or change.
4.2
A budget audit and evaluation will produce a Report and make recommendations to
increase the accuracy and validity of future budget setting and management.
8

UNIT 65: Recruitment, Selection and Induction practice
TASK 1
1.1
Workforce planning techniques use a range of data and information from internal and
external sources to support overall decisions about future profiles and staffing requirements
within organisation.
1.2
 Corporate information related to strategic direction and focus of organisation, including
risk and uncertainty, as part of corporate planning cycle.
 Demand issues- changes over planning period, innovation, technology (Caena, 2014).
1.3
current and future workforce is integral to strategic direction and culture of
organisation. Requirements of key appointments are ‘mission critical’ and bring significant value
and structure to whole organisation.
1.4
 Legislation and good practice
 Establishing a vacancy exists- purpose and nature of job to be filled
1.5
Face to face interviews and /or telephone interviews, following on from submission of
completed application forms and/or curriculum vitae (C.V’s)
Use of references and previous employment checking
1.6
 Full-time employees
 Part-time employees
1.7
Job specifications are created from three main areas of investigation:
 Research
 Job description
1.8
Induction processes are most likely to include information about:
 Organisational culture and expectations of employees (Armstrong and Taylor, 2014).
9

 New tasks and procedures
1.9
Human resource processes are those involving legal requirements, organisational policies
and procedures relative to new employee. Those groups requiring particular attention are:
 Employees with disabilities
 People from minority groups
TASK 2
2.1
‘Current staffing needs’ relates to number of people required to complete identified
tasks. Information is gathered under following headings to find out about actual staffing profile.
2.2
Current skills needs figures may potentially produce a different calculation to figure for
actual current staffing profile. Identified staffing needs can be determined by:
 Using current (actual) and projected workforce profiles and identifying any gaps in
headcount, grades, knowledge, skills, abilities and experience
2.3
 External environment, trends in employment and sector information
 Internal environment – strategic level
2.4
 Vital skills needed for success
 Skill imbalance created by turnover, retention strategies and associated costs
2.5
 Existing employees -internal recruitment (Forney, 2015).
 Job centres
 Scanning of known sources and networking
‘Cost effectiveness’ provides an economic analysis of relative costs and outcomes of two
or more courses of action.
10

2.6
Key legislation regarding recruitment and selection cannot be explained in a brief
paragraph; however, a good starting point is Equality Act 2010 which aims to provide a simpler
and more consistent and more effective legal framework.
2.7
 For semi- skilled positions there may be a wider pool of available talent in locality and
job centre may be able to provide a stream of applicants
 Internet recruitment may include advertising on own company website or use of
specialist online recruitment websites, increasingly using social networking sites as a
preferred option
TASK 3
3.1
Assessment process:
 Psychometric testing
 Assessment Centres
Sometimes group tasks are set (Hurrell, 2016). Also used for large scale interviewing. To ensure
validity and reliability, qualified and competent staff should be utilised to deploy tests and make
recommendations about individuals.
3.2
 Data including completed application form and /or C.V.
 Job description, person specification, references
3.3
Criteria are established, prior to assessment, in order to filter out those candidates who do
not meet both minimum criteria and essential requirements, as stated in person specification.
Shortlisted candidates, depending on seniority of post.
3.4
Process for unsuccessful candidates:
 Informed as soon as possible either by telephone and/or letter
Process for successful candidates:
 Verbal offer stating conditions of service including length of contract
 Written conditional offer
11

3.5
Depending on success criteria established by organisation, effectiveness is evaluated by
quality of outcomes of selection process (Sultana and Sultana, 2017).
 Cost effectiveness of recruitment and selection methods
 Staff retention rates
3.6
Both order and detail are important when following organisational policies and
procedures also when carrying out selection assessments with due regard to legal and ethical
requirements.
TASK 4
4.1
Induction materials are designed to:
 Enable new employee to fulfil requirements of role effectively, so that new tasks can
be commenced
 Increase training accessibility, where required and
 Make contact with other employees as early as possible
Settling into a new role can take time to ‘fit ‘into new culture and ways of working and
for development of acceptance within organisation by both parties.
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. Induction practices vary according to the sector of operation and the size of the
company, enabling opportunities for question and answer sessions.
4.3
These are useful for explaining company values and beliefs alongside more practical day
to day information. Face to face meetings are also arranged between key parties to establish good
working relationships (Sultana and Sultana, 2017).
4.4
‘Entitlements’ are guaranteed rights linked closely with legislation, company policy and
good practice within the organisation. Depending on the nature of the help required, key
12

contacts will be named e.g. line manager in order that questions can be responded to and requests
actioned.
4.5
Training needs are assessed by:
 Identifying role -specific performance requirements ,knowledge , skills , experience and
ability levels
 Identifying specific performance requirements.
4.6
 Demonstration / instruction
 Job rotation
 Block release courses
 Self-study
4.7
Support models:
 Standard supervision
 Non-delineated supervision and support
 Delineated supervision and support (Sultana and Sultana, 2017).
UNIT 73: Principles of Leadership and Management
TASK 1
1.1
Objectives – if there is more than one objective then it is important to rank objectives in
order of priority and risk of criticality to outcome of management of task or project.
Scope – knowing specific details of tasks and jobs that need to be achieved to meet
objective and reach a successful conclusion.
Success - To be able to do this successfully learner needs to mention that criteria can
include delivering task or project on time, within budget and within required deliverables (Renz
and Herman, 2016).
1.2
 financial implications on too much resource being used or too little being used
13

 allocation of work to specific people, ensuring that correct knowledge and expertise is
given against each aspect of task or project. If this is not done correctly it could mean
task or project being delivered late or not at all
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 task or project need to be
allocated.
1.4
 To ensure that tasks/projects being undertaken will benefit business in terms of sales,
productivity, meeting customer requirements (internal or external)
 continue to ensure that work being done meets with ethical, moral, financial
reputation/view of organisation and thus lessen any risk of negative impression
externally
1.5
 Integrity of person/s or site/s information came from
 Checking information against details and specification of task/project requirements
 Against other information received and being used already (Goetsch and Davis, 2014).
1.6
Learner needs to identify issues that he/she had to address or could address. These could
be:
• Financial
• Resource based – equipment, time, information
• People.
TASK 2
2.1
main responsibility of a manager is to: plan, organise, lead and control. main
influence a manager has over a team is fact that he/she is a manager and team will be influenced
by that manager by virtue of position rather than because members of team are following
person they believe in.
main responsibility of a leader is to: communicate, motivate, inspire and encourage
employees towards a higher level of productivity. main influence a leader can have over a
14

manager is that team members will follow a leader because of who that person is and because of
team belief in leader.
2.2
Leadership styles and evaluation of suitability - Participative leadership style – this is
suitable as it allows team member to make own decisions on task completion, helps to keep
team member motivated.
Transactional leadership style – this could be suitable if team member responded
positively to reward based task completions. Assumption from manager is that team member
only works for reward or punishment (Donate and de Pablo, 2015).
2.3
Maslow's hierarchy of needs:
 Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
 Safety needs - protection from elements, security, order, law, limits, stability, etc.
 Belongingness and Love needs - work group, family, affection, relationships, etc.
 Esteem needs - self-esteem, achievement, mastery, independence, status, dominance,
prestige, managerial responsibility, etc.
 Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal
growth and peak experiences
TASK 3
3.1
Analysis of a manager’s responsibilities for planning, co-ordinating and controlling work
can be – these are most common functions of a manager and should be performed during normal
work.
• Planning should take account of planned and unexpected contingencies, plans should be
flexible enough to be amended as and when needed.
• Co-ordination involves bringing together and harmonising different work based activities
across business. It also involves ensuring overseeing of work delegated to team members
and others involved in work.
• 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 deviations (Birasnav, 2014).
15

3.2
Consider smart targeting for all team members, close monitoring of progress of
individuals and overall team objective, building commitment from team and each person in
team, being clear about objectives so that all team members know their own role and
responsibility within achieving objectives, renegotiate with team members as necessary.
3.3
This is effectively personality of an organisation; if organisation has clear vision,
mission and objectives then manager knows culture he/ she is working within and achievements
made can be set against these parameters. manager is person who ensures that team also works
within these parameters and monitors progress of achievements against given rules and
procedures, ethos and culture.
3.4
Learner should be able to refer to at least two theories and models:
• Nudge theory – modern change management concept that helps managers to understand
people’s way of thinking, helping them to improve upon this and managing change of all
types.
• 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.
• 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
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 organisation and cost to reputation as a whole – this fits in with ethos and
culture (Zhou, 2016).
3.6
Operational constraints could be:
 Staffing levels – increased or decreased
16

 Allocation and procurement of resources and materials
 Ability to be able to forward plan effectively – workwise and also growth wise
TASK 4
4.1
 objectives are set first and within this key criteria of outcomes are set also.
• This then feeds into performance measurement across all levels of personnel within
organisation and is linked into specific job roles and outcomes of performance levels
expected within each role.
• These outcomes against each aspect of performance indicators then feeds back into
organisation overall objectives.
4.2
main / key features are that it has to be reliable and good. performance system could
include – information needs to be quantitative, measurable, easily understood by everyone using
system, visible and appropriately used, measures outputs as well as inputs, encourages trust
between parties using system, measures only key indicators, is easy for 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 business, select KPIs based on success criteria established, set target and review
dates.
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 KPIs on it so that it is clear that this is what is being
monitored against, it should also contain timetabling for reviews and when these will take place,
what data collection method will be used and where data information will come from,
responsibilities, analysis and then any actions following monitoring and reporting.
4.5
use of integrated performance management (IPM) this would include taking a holistic
look at planning, budgeting, forecasting, reporting, performance measurement and profitability.
Looking at performance management pyramids (who reports on what to whom), ensuring that
17

flow of information covers management accounting, finance and that this is a top down as well
as a down to top system of gaining information and feeding back; this then flows into
organisation objectives. This then feeds into measurable, valuable and relevant data and
information and can be used to identify and action any improvement being needed.
4.6
Outputs are those results which are achieved immediately after implementing an activity.
For example, if we are organizing a workshop on human rights, participants who attended it have
now got a clear understanding on human rights issues. So, this is an output project has achieved
and it is achieved right after conclusion of workshop.
Outcomes can be considered as mid-term results. They are not seen immediately after
end of project activity. But after some time, when we see some change at ground level because
of project activity, then it can be termed as an outcome. Taking above example of a human
rights workshop, if participants have started to mobilize their community members to seek their
human rights, then it is an outcome of project.
CONCLUSION
From above assignment it has been comprehended that by managing business effectively
coveted targets will get completed within limited period of time. This will help manager to
accomplish needs and wants of people as per their requirements. By preparing budget unwnated
cost or expenditure will get deducted.
18

REFERENCES
Books and Journals:
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Ayala, J. C. and Manzano, G., 2014. The resilience of the entrepreneur. Influence on the success
of the business. A longitudinal analysis. Journal of Economic Psychology. 42. pp.126-
135.
Birasnav, M., 2014. Knowledge management and organizational performance in the service
industry: The role of transformational leadership beyond the effects of transactional
leadership. Journal of Business Research. 67(8). pp.1622-1629.
Bodas, D. and et. al., 2014, November. Simple power-aware scheduler to limit power
consumption by HPC system within a budget. In Proceedings of the 2nd International
Workshop on Energy Efficient Supercomputing. pp. 21-30. IEEE Press.
Bryman, A. and Bell, E., 2015. Business research methods. Oxford University Press, USA.
Caena, F., 2014. Teacher Competence Frameworks in Europe: policy‐as‐discourse and policy‐as‐
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