NCFE Level 3 Diploma: Business Documents, Rights and Legal Files

This report outlines key units from a Diploma in Business Administration, covering personal and professional development, information system implementation, business performance improvement, negotiation strategies, office facility management, bespoke business document creation, employee rights and responsibilities, and legal file administration. It delves into identifying development needs, creating SMART objectives, understanding information systems, problem-solving techniques, continuous improvement processes, negotiation principles, office management procedures, document design, employee rights, and legal file administration requirements. The report also touches upon the importance of stakeholder feedback, legal compliance, and maintaining confidentiality in various business operations. Desklib provides a platform for students to access similar solved assignments and past papers for effective learning and exam preparation.

Diploma in Business Administration
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Table of Contents
Unit 05 Manage personal and professional development (T/506/2952).........................................5
1 Identifying personal and professional development needs.......................................................5
1.1 Information on professional development trends and their validity..............................5
1.2 Trends and developments that influence the need for professional development.........6
1.3 Current and future personal and professional development needs relating to the role,
the team and the organisation...................................................................................................6
2 Personal and professional development plan............................................................................7
2.1 Benefits of personal and professional development...........................................................7
2.2 Basis for selecting types of development actions...............................................................8
2.3 Current and future likely skills, knowledge and experience needs using skills gap
analysis.....................................................................................................................................8
2.6 Advantage of development opportunities made available by professional networks or
professional bodies...................................................................................................................9
3 Maintain the relevance of a personal and professional development plan................................9
3.1 Setting specific, measurable, achievable, realistic and time-bound (SMART) objectives 9
Unit 06 Contribute to the development and implementation of an information system
(A/506/1916)..................................................................................................................................10
1 Design and implementation of an information system...........................................................10
1.1 Types of information to be managed by a system.......................................................10
1.2 Ways Information will be used and by whom.............................................................10
1.3 Consultation in the design and implementation of an information system and reasons
11
1.4 Impact of legal and organisational security and confidentiality requirements for the
design and implementation of an information system............................................................11
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Unit 07 Contribute to the improvement of business performance (D/506/1911)..........................12
1.1 Use of Problem-Solving techniques.................................................................................12
1.2 Organizational and Legal constraints in Problem - Solving technique............................13
1.3 Role of Stakeholders in Problem-Solving Techniques.....................................................13
1.4 Steps of business decision-making process......................................................................14
1.5 Implications of adopting recommendations and implementing decisions to solve
business problems...................................................................................................................14
2 Understand improvement techniques and processes...............................................................15
2.1 Purpose and benefits of continuous improvement...........................................................15
2.2 Continuous improvement techniques and models features, use and constraints..............16
2.3 Cost-benefit Analysis.......................................................................................................16
2.4 Stakeholders and Customer feedback in continuous improvement..................................17
3.2 Scope and Scale of a problem..........................................................................................17
3.3 Possible courses of action that can be taken in response to a problem............................17
3.8 Degree of success and scale of the implications of a solved problem.............................17
4 Be able to contribute to the improvement of activities...........................................................18
4.2 Measure changes achieved against existing baseline data...............................................18
4.3 Performance measures relating to cost, quality and delivery...........................................18
4.4 Improvements identified with evidence...........................................................................18
Unit 08 Negotiate in a business environment (H/506/1912).........................................................19
1 Principles underpinning negotiation.......................................................................................19
1.1 Requirements of a negotiation strategy.......................................................................19
1.2 Use of different negotiation techniques.......................................................................19
1.3 Research on the other party can be used in negotiations.............................................20
1.4Cultural differences might affect negotiations..................................................................20
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2 Preparing for business negotiations........................................................................................20
2.6 Research the strengths and weaknesses of the other party...............................................20
Unit 11 Manage an office facility (K/506/1944)...........................................................................21
1 Management of an office facility............................................................................................21
1.1 Requirements of establishing and implementing office management procedures......21
1.2 Managing the effectiveness of work and systems.......................................................21
1.3 Manage any constraints attached to office facilities and related budgets...................21
1.4 Factors to be taken into account in the design of office systems, procedures..................22
and guidance documents........................................................................................................22
1.5 Creating an environment that is conducive to productive work.......................................22
Unit 16 Create bespoke business documents (T/506/1915)..........................................................23
1 Ways to create bespoke business documents..........................................................................23
1.1 Use of bespoke business documents...........................................................................23
1.2 Factors to be taken into account in selecting the appropriate method of presenting a
business document..................................................................................................................23
1.3 Use of technology to create bespoke business documents..........................................23
1.4 Purpose and requirements of corporate identity in bespoke business documents.......24
1.5 Different design techniques used to create attractive bespoke business documents...24
1.6 Factors to be considered in evaluating the impact of bespoke business documents...24
Unit 24 Employee rights and responsibilities (L/506/1905)..........................................................25
1 Role of organisations and industries.......................................................................................25
1.1 Role of occupation within an organisation and industry.............................................25
1.2 Career pathways within organisation and industry.....................................................25
1.3 Sources of information and advice on an industry, occupation, training and career
pathway..................................................................................................................................25
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1.4 An organisation’s principles of conduct and codes of practice...................................25
1.5 Issues of public concern that affect an organisation and industry...............................26
1.6 Types, roles and responsibilities of representative bodies and their relevance to their
own role..................................................................................................................................26
2 Employers’ expectations and employees’ rights and obligations...........................................26
2.1 Employer and employee statutory rights and responsibilities that affect their own role. 26
2.2 Employer’s expectations for employees’ standards of personal presentation, punctuality
and behaviour.........................................................................................................................27
2.3 Procedures and documentation that protect relationships with employees......................27
2.4 Sources of information and advice on employment rights and responsibilities...............27
Unit 36 Administer legal files (J/506/1935)..................................................................................28
1 Administration of legal files...................................................................................................28
1.1 Administrative requirements of the different legal areas being administered.............28
1.2 Scope and limits of their own responsibilities and authority......................................28
1.3 Requirements of the duty of confidentiality................................................................28
1.4 Use of specialist software for processing legal cases..................................................29
1.5 The potential consequences of inadequate or inaccurate record keeping....................29
1.6 Organisational and regulatory purpose and nature of different legal checks and
searches..................................................................................................................................29
1.7 Organisational and regulatory purpose of a client care letter......................................29
1.8 Records of time spent on work are used...........................................................................29
Reference Lists..............................................................................................................................30
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Unit 05 Manage personal and professional development (T/506/2952)
1 Identifying personal and professional development needs
1.1 Information on professional development trends and their validity
Professional development trends have been greatly impacted by technology and globalization.
Sources of information for examining professional development have been internet sources,
Company magazines, case study journals and so on. Online development of training courses
provide learning and developmental strategies that are evolving, constitutes latest professional
development trends (McNiff, 2010). Modernisation of training is another trends affecting
learning and professional development. Mobile learning is a growing trend amongst
professionals, who want to blend learning with education often resort to such methods. Blended
learning is also an emergent trend amongst various professionals for validating their courses
further. Active learning using Turning Technologies are used by a lot of companies for
developing professionals employed by them. Though Social learning is not a new trend but it
has increased in the new millennial. Professional development training courses and learning
experiences are often validated by organizations, who make professionals to take up training and
developmental courses.
1.2 Trends and developments that influence the need for professional development
Complexity of work is increasing across organizations that have implemented greater
implications for professionals. Globalization have made necessary for inclusion of diversity as
organizations now have to cater to varied customers and employees. Technological development
and their implications within organizations have also made it mandatory for employees to adapt
to such trends. Thus, trends and developments focused on rising complexity, globalization with
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diversity trends and technological developments have created the need for professional
development. Professionals in order to match pace and deliver high levels of productivity to the
organization needs to train themselves to match standards.
1.3 Current and future personal and professional development needs relating to the role, the
team and the organisation
With growing complexity and technological adaptation amongst organizations, it becomes
necessary that professionals deliver high levels of productivity. Such complexity and
technological developments have created a gap amongst professionals for their service delivery.
Professionals need to contribute towards their role in the team and within the organization
effectively, such that high levels of productivity can be generated. A professionals current
personal and professional development relates to delivering appropriate levels of productivity
within the organization. While future personal and professional development needs confirm to
goal setting that one is aiming to achieve. Therefore, current personal and professional
development confirms to delivery within team and the organization. While future personal and
professional developmental needs confirm to achievements that one aims to strive as a future
goal.
2 Personal and professional development plan
2.1 Benefits of personal and professional development
Globalization and technological advent has made it necessary for organizations to struggle and
achieve competitive advantage over one another. Establishing core competency alone is not
sufficing need of the hour, hence professionals within corporation needs to adapt to personal and
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professional developments. Benefits arising from personal development are multitude and
includes ability to adapt to changes, cope with stress and pressures exposed to, be able to deliver
productivity in an apt manner. Professional development can benefit individual as well as the
organization in career planning, succession planning, planning for growth, matching needs of
the organization and so on.
2.2 Basis for selecting types of development actions
Developmental actions are often personal and sometimes are professional in nature. Sometimes
an organization selects type of developmental plans and often it is selected by the individual
himself. When it is selected by the organization, it is often to match to the current needs and
requirements for delivering productivity. Once a developmental course of action is selected by
the individual then it is generally adopted for the purpose of career planning or succession
planning. Developmental actions are selected by identifying gaps present in levels of
productivity or service delivery.
2.3 Current and future likely skills, knowledge and experience needs using skills gap
analysis
Development needs are assessed on basis of identification of gaps in knowledge, skills and
experience levels. Skill gap analysis is a measure that allows finding a suitable absence of skill,
knowledge or experience that has happened and in overcoming of the same. Current knowledge
levels might pertain to graduate level qualification and future knowledge level might be
pertaining to Masters level of qualification. Skills for current needs can be based upon technical
skills related to basic operation of computers while required levels of skills might pertain to
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programming level needs. Experience at current levels can be at 5 years while required
experience can be for 10 years.
2.6 Advantage of development opportunities made available by professional networks or
professional bodies
Professional networks or professional bodies often makes available developmental opportunities.
Advantage of such developmental opportunities provided are primarily they are industry
integrated. Meaning they confer exact knowledge as is required within the industry. These bodies
often help in job opportunities matching individual personal and professional skills to a
particular job. Thirdly, advantage of these development opportunities primary concerns
professional development unlike other unprofessional or theoretical courses that does not indulge
any practical training.
3 Maintain the relevance of a personal and professional development plan
3.1 Setting specific, measurable, achievable, realistic and time-bound (SMART) objectives
While designing or creating any personal or professional development plans, it becomes critical
that such plans deliver outcomes. Therefore, it becomes mandatory to set specific, measurable,
achievable, realistic and time-bound objectives, more conveniently known as the SMART
objective. These objectives ensures that specific professional or personal outcomes are desired,
which can easily be measured in term of qualification or skills or any other measurable
parameter. Such parameters has to be achievable so that specific path can be set for attaining of
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the same. The outcomes desired has to be achievable and time defined. A specific time period
has to be allotted and defined for attaining these objectives in particular.
Unit 06 Contribute to the development and implementation of an
information system (A/506/1916)
1 Design and implementation of an information system
1.1 Types of information to be managed by a system
Every organization implements its own information systems by developing it according to its
needs. Designing of the system is done by taking adequate feedback from various departments
and then implementing a system that can efficiently manage information. An organization can
have multiple types of information systems (Saeed, 2008). A system can manage varied types of
information, a system that manages strategic information for decisions to be made by managers
comprise of Executive Support Systems (ESS), systems that manages internal data and sources
of information is called the Management Information Systems (MIS), a system that helps
management take crucial decisions in various situations is referred to as Decision Support
Systems (DSS), Knowledge Management systems (KMS) helps organizations to share and
manage information and Transaction Processing Systems (TPS) deals with transaction related
information.
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1.2 Ways Information will be used and by whom
Information are used by various stakeholders within the organization. Information are needed
continuously by various stakeholders of the organization and retrieved from system as and when
required. Executive Support Systems (ESS) are used by executives and used to take crucial
strategic decisions within the organization. The entire management team makes use of
Management Information Systems (MIS) to retrieve internal sources of information.
Management often makes use of Decision Support Systems (DSS) as well to make decisions.
Businesses in order to grow and develop competitive advantages makes use of Knowledge
Management Systems (KMS) for sharing and creating information. Transaction Processing
System (TPS) is mostly used by Accountants and other officers that deals with billing systems.
1.3 Consultation in the design and implementation of an information system and reasons
Designing of an information system needs to be done in consultation with organization’s
departments. The information system that is designed has to be made in accordance to design
specifications given by particular department. Individual needs has to be matched such that the
information system is able to fulfill criteria that it was supposed to. Along with departmental
team members, managers and head of the team also has to be consulted for arriving at a suitable
design plan for the information system. Reason for such consultation includes primarily
capability of the system to cater to needs assigned. This will help cater to aims and needs hence
deliver productivity accordingly to meet organizational requirements.
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1.4 Impact of legal and organisational security and confidentiality requirements for the
design and implementation of an information system
Every organization has needs pertaining to information systems and such systems has to be
implemented taking into consideration legal and organization security as well as confidentiality.
While designing of a system legal requirements as in case of TPS (Transaction Processing
System) has to be analysed and then conformation according to IFRS or parallel guidelines can
easily be assigned. Each system has to be designed taking into account organizational security
and confidential requirements as these systems deals with critical organization information and
data. While implementing these systems legal requirements and security needs also has to be
ascertained as for example in case of ESS (Executive Support system), managers and executives
can only take decisions within the legal limits of the organization and not outside its purview.
These requirements are compliance standards that every organization needs to follow and adhere
to strictly.
Unit 07 Contribute to the improvement of business performance
(D/506/1911)
1.1 Use of Problem-Solving techniques
Improving business performance is critical for success of any business and is generally
incorporated by using problem solving techniques. Problem solving techniques within
organization includes understanding everyone’s interests pertaining to resolving the matter. It is
a critical step that allows stakeholders be satisfied with a particular given solution. It can be
accommodated by means of active listening (Trkman, 2010). Use of varied problem-solving
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techniques enables to consider varied ideas and innovative processes to resolve issues. Problem-
solving techniques allows team and organization overall to arrive at specific solution pertaining
to the problem defined. Varied problem solving techniques also allows analyzing, particular
challenge organization is facing in a varied manner.
1.2 Organizational and Legal constraints in Problem - Solving technique
Organizational and legal constraints pertaining to problem-solving techniques has to adhered to
while resolving problems. Abiding by organizational guidelines will allow regulating and
limiting processes that might be applied while designing or arriving at specific solutions to
problems. Legal constraints on the other hand are compliance and set of rules that every
department of the organization need to adhere to. Resolving a problem requires abiding by
guidelines set as per organizations and legal requirements. In case of any conflicts with them,
there might be challenges pertaining to application of problem-solving techniques. There might
be an integral problem solving technique involves documentation of the agreement. While some
stakeholders within the group might accept that solution that was derived from techniques
adopted others might create conflict.
1.3 Role of Stakeholders in Problem-Solving Techniques
Stakeholders comprises of shareholders, directors, managers, colleagues, staffs that constitutes
internal group of stakeholders. While external stakeholders might be customers, local
community, standard agencies and so on. In problem-solving role in internal stakeholders might
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become pertinent, external stakeholders can often contribute regarding the same. Stakeholders
are the primary participants while arriving at a solution to a desired problem. They help
discussing problem, arrive at solution, design solutions for application and evaluates as well as
monitors them appropriately. Thus, the role of the stakeholders is indispensible in problem-
solving techniques.
1.4 Steps of business decision-making process
Making business decisions involves complex and critical analysis for arriving at a strategic
decision. There are various steps involved in business decision making process, which starts with
identification of the decision itself. Identifying the decision making area by recognizing the
problem or opportunity can help make fruitful decision pertaining to particular problem. Next
step in business decision making involves gathering of information pertaining to the decision
making. While making a crucial business decision, data and information has to be gathered such
that appropriate decision can be arrived at. Then within various alternatives available, an
appropriate alternative that is most suited to the business decision has to be selected and
implemented. Once an appropriate alternative has been selected all evidences needs to be
weighted appropriately to analysing acceptability, desirability and feasibility. Prior to taking
action pertaining to a business decision, an alternative amongst multiple options has to be
selected. Then an action is required to be taken such that a plan for implementation can be
designed appropriately. Once implemented, the business decision has to be evaluated and
monitored frequently for effectiveness of decision-making.
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1.5 Implications of adopting recommendations and implementing decisions to solve
business problems
Every business needs to adopt problem-solving techniques such that it can improvise its present
conditions. In order to apply recommendations to solve business problems and implementing
decisions various steps needs to be adopted. Implications of such recommendation and decision
making can involve applying a whole new technique or process within departments. Applying
whole new processes needs individual stakeholders to be briefed regarding process implications.
Recommendations also involves not relying only on memory hence writing down the solution to
a particular problem will help create useful documentation. Most crucial aspect in
accommodating problem-solving techniques includes agreeing upon contingencies, monitoring
solution continuously by appropriate evaluation. Many contingencies regarding foresee-able
future conditions needs to be agreed on. There should be eminent opportunities for evaluation
and monitoring of agreements as well.
2 Understand improvement techniques and processes
2.1 Purpose and benefits of continuous improvement
Globalisation has led to immense competition amongst various corporations that are striving to
exert their core competencies. While the aim and purpose behind continuous improvement is to
deliver competitive products and services, there are several other internal benefits as well. In
order to achieve competitive advantage, organizations has recognized the need for continuous
improvement techniques and processes. There are several benefits associated with continuous
improvement as having more engaged employees. Employees are able to contribute more within
the organization and be innovative for continuous improvements to take place. Most importantly
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such improvement has been able to deliver customers with improvised products and services. It
has been able to contribute to extension of brand name and to customer surprise as well. It can
also help lower employee absenteeism and turnover. It helps in better customer service by
recognizing areas of gap. It contributes to having a proactive learning culture by understanding
what exactly customers finds value in. Therefore, there are multiple internal as well as external
benefits of having continuous improvement integrated into business systems.
2.2 Continuous improvement techniques and models features, use and constraints
Continuous improvement is desired and applied across most organizations for attain higher levels
of productivity, brand name, customer services and so on. Usage of models and techniques for
continuous improvement is to enable organizations to effectively attend to customer satisfaction
and also employee satisfaction. It will help the organization deliver higher quality of products
and services as compared to current delivery levels. There are various tools available for
continuous improvement such as Six Sigma, Kaizen, Perpetual beta, “Fail fast, fail forward” and
many more. Features of these models allow step by step improvement of various organizational
procedure and processes. Constraints of these models vary from one another, but most prominent
constraint includes inability to comprehend accurate scores for procedures that requires
improvement. Hence, these models can be applied in areas that management feels it requires
improvement not every areas of operations.
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2.3 Cost-benefit Analysis
A cost-benefit analysis includes an approach for analysing strengths and weakness from varied
options. In order to arrive at cost-benefit analysis for a particular product or process, costs
pertaining to the process has to be assessed and then its subsequent benefits has to be calculated.
Then a graphical representation that presents cost versus benefits are reflected that helps arrive at
cost-benefit analysis for the same. A cost-benefit approach calculates for every cost, benefits
accrued.
2.4 Stakeholders and Customer feedback in continuous improvement
The process of continuous improvement requires feedback from stakeholder group as well as
customers. These feedback forms the guiding procedure for application of improvement tools
and techniques for gaining better outcomes regarding the same.
3.2 Scope and Scale of a problem
A problem can arise in case of a process or a product. Scope of a problem is defined by area in
which the challenge might appear and can relate to product, service or a process. Scale of a
problem relates to nature and intensity that might arise from a particular. Scale primarily relates
to intensity that measures depth of the problem that might arise.
3.3 Possible courses of action that can be taken in response to a problem
In case a problem arising then an organization stakeholders might adopt a variety of steps and
course of action in order to overcome the same. Organizational managers adopt specific steps for
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resolving the same. Firstly, area of the problem is analysed and then teams are called across for
brainstorming solution. Amongst various alternatives, presented and appropriate solution is
picked. Once an appropriate solution is picked, it is implemented, evaluated and monitored for
regular feedback.
3.8 Degree of success and scale of the implications of a solved problem
While resolving any problem, it becomes critical to evaluate success and scale of implication for
the solved problem. Degree of success for a solved problem depends upon scope of future
problem arising in the same domain. Successful resolving of a problem allows that a problem be
solved and then minimum scope of future challenges in similar domain from arising. Scale of
implication of the solved problem is determined by means of repeated problems from arising.
4 Be able to contribute to the improvement of activities
4.2 Measure changes achieved against existing baseline data
A baseline data is set for measurement of improvement activities. Any improvement activity is
based upon baseline data such that any improvement is gauged over and above it. An
improvement can easily be accessed by measuring in a scale over the baseline level.
4.3 Performance measures relating to cost, quality and delivery
In order to improve overall business performance it becomes crucial to measure performance
related to cost, quality and delivery. In order to measure cost related to business activity, product
or processes a symmetric metric has to be determined. Cost is determined by currency generally,
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whereas quality is generally measured in terms of KPI (Key Performance Indicator) Score and
delivery can be measured in terms of number of products or services.
4.4 Improvements identified with evidence
In organizations improvements are generally adopted with evidences received by means of
feedback from customers or internal stakeholders. Once feedback is received from stakeholder
group or customers, then such evidence can act as guidelines or methods for continuous
improvements.
Unit 08 Negotiate in a business environment (H/506/1912)
1 Principles underpinning negotiation
1.1 Requirements of a negotiation strategy
In business environment for establishing a strategy often negotiation is necessary. The process
of successful negotiation strategy initiates with participants willing to negotiate willingly. For
negotiation to take place parties willing to negotiate needs to participate in discussing the
alternatives, there hence needs to be communication, relationship and commitment to negotiate.
Legitimacy of the negotiating strategy has to be present as well with list of objectives for
successful negotiation to take place.
1.2 Use of different negotiation techniques
In order for successfully negotiation to take place, varied types of negotiation techniques has to
be applied. Different types of negotiation techniques sharing of information, where multiple
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smart approaches are used. Ranking of priorities are done for successful negotiation technique.
Making the first offer can entail successful negotiation tactics. Selecting an appropriate
negotiation technique is based on requirements and needs of the current prevalent business
situation.
1.3 Research on the other party can be used in negotiations
Conducting research on the other party can help in successful negotiation to take place
effectively. Research on the other party can help provide valuable and critical information that
might help to make valuable judgment and decision relating to negotiation.
1.4Cultural differences might affect negotiations
Cultural differences might affect ways in which an information is perceived by the other party
thus affecting in negotiation. Cultural implications might also hinder in communication which
might affect overall negotiation procedures.
2 Preparing for business negotiations
2.6 Research the strengths and weaknesses of the other party
Researching strengths and weakness of the other party might help the business in conducting a
successful negotiation. Analysing strengths will allow to avoid areas in which the other party
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might have expertise over. On the other hand analysing weaknesses of the other party will help
extend negotiation basing on those points. Thus, this process will help in successful negotiation
to take place in an effective manner.
Unit 11 Manage an office facility (K/506/1944)
1 Management of an office facility
1.1 Requirements of establishing and implementing office management procedures
Office management procedures need to be established and implemented in an appropriate
manner. Office management procedures allows application of work procedures as per objectives
set by the organization. Establishing and implementing the procedure will help attain individual
productivity levels and in turn to achieve organizational objectives.
1.2 Managing the effectiveness of work and systems
In order to attain objectives and goals of the organization, effect work and systems procedures
must be set. Every organization has their individual work systems and procedures implemented
for delivering productivity and achieving goals. In order to manage effectiveness related to work
and systems appropriate evaluation and proper monitoring has to be administered.
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1.3 Manage any constraints attached to office facilities and related budgets
In order for managing of constraints pertaining to office facilities and related budgets there has to
be a budget incorporated. A budget will allow defining areas in which expenditure has to take
place and cut in which places. Defining a budget with all appropriate heads will allow
management of constraints and also in overcoming any challenges faced.
1.4 Factors to be taken into account in the design of office systems, procedures
and guidance documents
While designing office systems, procedures and guidance documents legal and organization’s
compliance requirements has to be taken into consideration. Organizational compliance will help
meet needs of the organization taking into account all specified regulations laid down by the
Board of the Corporation. Legality of documents will help ease of application related to office
systems and procedures for forming guidance documents.
1.5 Creating an environment that is conducive to productive work
In order to create an environment that is conducive to productive work an organizational culture
has to be developed. An appropriate organizational culture will help create an ambience where
employees can contribute to productivity in a positive manner.
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Unit 16 Create bespoke business documents (T/506/1915)
1 Ways to create bespoke business documents
1.1 Use of bespoke business documents
In business often various documents needs to be modified or changes needs to be
accommodated. In order to create a bespoke document approval needs to be obtained from
senior organizational stakeholders and the implemented accordingly. Use of bespoke documents
are multiple in nature and allows accommodating for any changes that has to be made.
1.2 Factors to be taken into account in selecting the appropriate method of presenting a
business document
In order to present business document there are several factors needs to be taken into account
prior to selection of appropriate methods. Firstly, communication tool to be used and applied has
to be examined. It is generally used for custom made products and services especially for
software consulting services. Thereafter meetings has to be organized such that documents
presentation can be made. Factors here includes language of communication, modes and methods
used, terminology, technology and other considerations to be used and stakeholder group
concerned.
1.3 Use of technology to create bespoke business documents
Technology is used in creating bespoke business documents. As they are used for custom made
products and services, software related applications and tools are used often in such documents.
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1.4 Purpose and requirements of corporate identity in bespoke business documents
Corporate identity has to be maintained in bespoke business document such that it can be
identified with a business house easily. As in case of custom-made products for software,
changes can easily be entailed a corporate identity enclosure is required.
1.5 Different design techniques used to create attractive bespoke business documents
There can be varied methods and techniques used to design techniques for creating attractive
bespoke business documents. While creating such documents one needs to be objective, design it
carefully and professionally but not decorate it. Decorating such document might create a
negative impression on the corporate identity. It is crucial to documents the text prior to
beginning with such document. Usage of fonts needs to be limited to a maximum of three styles
with a simple layout. Symmetric technique needs to be avoided and a color can be used for
unification of the entire document.
1.6 Factors to be considered in evaluating the impact of bespoke business documents
While evaluating a bespoke business document various factors are considered. Impact generated
from such document can be immense in nature and can lead to client taking decision on the same
basis. Client often bases their selection of product basing on such documents.
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Unit 24 Employee rights and responsibilities (L/506/1905)
1 Role of organisations and industries
1.1 Role of occupation within an organisation and industry
Employees and staffs within an organization and industry needs to confirm to specific identified
role of occupation for meeting organizational objectives. Every occupation has certain role to
deliver as per standards set within the industry and as per organization’s standards. Every
employee and staff has specific roles set to deliver that are discussed at their appointment.
1.2 Career pathways within organisation and industry
Career pathways are clusters of same occupation within a group that share similar knowledge,
skills, technical expertise, levels and so on. Within a particular organization and industry, career
pathways acts as clusters of employees and staffs that perform similar functionality.
1.3 Sources of information and advice on an industry, occupation, training and career
pathway
Sources of information and advice pertaining to an industry, occupation, training and career
pathway can be obtained from trade unions. It can also be gained from senior managerial
positions, who can offer relevant insights into the same. In case of white collar employees, such
sources can be internet, social media, friends, peers, colleagues and so on.
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1.4 An organisation’s principles of conduct and codes of practice
Every organization has principles related to code of practice and conduct related to its employees
and staffs. Employees and staffs needs to follow and adhere to such practices and code of
conduct otherwise disciplinary actions can be taken against them.
1.5 Issues of public concern that affect an organisation and industry
Issues related to public concern that might affect organization and industry are related to
unemployment and immigration. With heightening of recession, there has been rise in
unemployment and immigrants have also caused considerable amounts of pressure on industry
and organization. Often this has led to lowering of wage rate below base levels.
1.6 Types, roles and responsibilities of representative bodies and their relevance to their
own role
Representative bodies are those that constitutes and reflects employee constituencies. Such
bodies can be trade unions, other forms of employee representations or career pathways and so
on. Roles and responsibilities of such bodies primarily constitutes protection to be given to
employees and bargaining regarding payment, leaves and other related matters.
2 Employers’ expectations and employees’ rights and obligations
2.1 Employer and employee statutory rights and responsibilities that affect their own role
Employee rights and responsibilities that affect their own role are to deliver duties and
productivity as per set standards and rules. To be able to confirm to compliance standards as set
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by the organization. Employer statutory rights Ion the other hand concerns providing wages and
salary as per industry standards, providing safe and healthy work atmosphere and so on.
2.2 Employer’s expectations for employees’ standards of personal presentation, punctuality
and behaviour
While employer is expected to provide appropriate pay and safety working conditions. They expect that
employee’s confirm to certain standards as per personal presentation, punctuality and behaviour as
defined in the organization’ s code of conduct.
2.3 Procedures and documentation that protect relationships with employees
Procedures and documentation that help protect relationship with employees are laid out in
contract of employment Further employee policies and procedure rules allows integration of
standard procedures that are delivered in relationship with employees.
2.4 Sources of information and advice on employment rights and responsibilities
Sources of information regarding employment rights and responsibilities are contained in the
contract for employment. Moreover, employment policies and procedures contain information
and advice related to employment rights and responsibilities.
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Unit 36 Administer legal files (J/506/1935)
1 Administration of legal files
1.1 Administrative requirements of the different legal areas being administered
Different legal procedures require certain administrative requirements to be met. It allows easy
administration of various legal areas that needs to be accommodated within an organization. The
organization needs to document such procedures and then record the same, for applying across
the organization. Documentation allows easy review and evaluation as well as monitoring
procedure.
1.2 Scope and limits of their own responsibilities and authority
Scopes and limits of own responsibilities and authority confirms to application of compliances
within set standards. Compliances allows defining guidelines, which helps limit authority and
also includes responsibilities.
1.3 Requirements of the duty of confidentiality
Requirements of the duty of confidentiality states that an individual is to maintain confidentiality
in case indicated. In such cases no disclosure is to be made I n front of anyone as defined within
the duty of confidentiality.
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1.4 Use of specialist software for processing legal cases
Specialist software for purpose of legal cases can help detect type of case and contradictions to
legal compliances easily. It helps easy resolution of any case and arriving at a suitable solution.
1.5 The potential consequences of inadequate or inaccurate record keeping
There might be tremendous potential legal consequences of inadequate or inaccurate record
keeping. It might raise legal consideration and lead the case to courts of law for further
judgments and proceedings.
1.6 Organisational and regulatory purpose and nature of different legal checks and searches
Primary reason behind organizational and regulatory purpose for different legal checks and
searches is mostly to cross verify information provided.
1.7 Organisational and regulatory purpose of a client care letter
The primary purpose of a client care letter is to meet organizational and regulatory requirements.
It states contract set out between the firm and cannot be charged until signed duly. Therefore, it
analyses legal responsibility and lays down the same.
1.8 Records of time spent on work are used
Records of time spent on work are used to assess productivity attained related to particular role.
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Reference Lists
McNiff, J. Action research for professional development: Concise advice for new action researchers. 2010.
Dorset: September books.
Saeed, K. A.-H. Examining the effects of information system characteristics and perceived usefulness on
post adoption usage of information systems. Information & Management. 2008; 45(6): 376-386.
Trkman, P. The critical success factors of business process management. International journal of
information management, 2010; 30(2): 125-134.
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