Business Administration: Units 10, 11, 19, 21, 49, 52, 73

This document presents a comprehensive solution to a Business Administration assignment, encompassing several key units. It begins with an introduction to Business Administration and its importance, followed by detailed analyses and solutions for specific units. Unit 10 covers design content and c...Read More

BUSINESS
ADMINISTRATION

Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 10...........................................................................................................................................1
1.1 ..........................................................................................................................................1
1.2...........................................................................................................................................1
1.3...........................................................................................................................................1
1.4...........................................................................................................................................2
2.1...........................................................................................................................................2
UNIT 11 (Manage Office Facility)..................................................................................................2
1.1...........................................................................................................................................2
1.2...........................................................................................................................................2
1.3...........................................................................................................................................3
1.4...........................................................................................................................................3
1.5...........................................................................................................................................4
UNIT 19 (Handle Mail)...................................................................................................................4
1.1...........................................................................................................................................4
1.2...........................................................................................................................................5
1.3...........................................................................................................................................5
1.4...........................................................................................................................................5
1.5...........................................................................................................................................5
1.6...........................................................................................................................................5
3.2...........................................................................................................................................6
UNIT 21 (Provide Administration Support)....................................................................................6
1.1...........................................................................................................................................6
1.2...........................................................................................................................................6
1.3...........................................................................................................................................6
1.4...........................................................................................................................................7
1.5...........................................................................................................................................7
1.6...........................................................................................................................................8
1.7...........................................................................................................................................8

1.8...........................................................................................................................................9
UNIT 49 (Spreadsheet Software).....................................................................................................9
1.1...........................................................................................................................................9
2.1...........................................................................................................................................9
3.1...........................................................................................................................................9
UNIT 52 (Using Mail).....................................................................................................................9
1.2...........................................................................................................................................9
1.4...........................................................................................................................................9
2.4.........................................................................................................................................10
2.7.........................................................................................................................................10
UNIT 73 (Principles of Social Media in a Business).....................................................................10
TASK 1..........................................................................................................................................10
1.1.........................................................................................................................................10
1.2.........................................................................................................................................10
1.3.........................................................................................................................................11
1.4.........................................................................................................................................11
1.5.........................................................................................................................................11
1.6.........................................................................................................................................11
TASK 2..........................................................................................................................................12
2.1.........................................................................................................................................12
2.2.........................................................................................................................................12
2.3.........................................................................................................................................12
TASK 3..........................................................................................................................................13
3.1.........................................................................................................................................13
3.2.........................................................................................................................................13
3.3.........................................................................................................................................13
3.4.........................................................................................................................................13
3.5.........................................................................................................................................14
3.6.........................................................................................................................................14
TASK 4..........................................................................................................................................14
4.1.........................................................................................................................................14

4.2.........................................................................................................................................14
4.3.........................................................................................................................................15
4.4.........................................................................................................................................15
4.5.........................................................................................................................................15
4.6.........................................................................................................................................15
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................16

INTRODUCTION
Business Administration is known to be the prominent aspect that helps an organisation
their daily work (Baum, 2016). They ensures that all the goals and objectives are achieved using
different elements so that company can gain superior position in the market area.
UNIT 10
1.1
 Design
 Content
 Script
 Customization
1.2
 Group A mandatory units
 Group B optional units
 Group C optional units
Out of the 40 credits, 13 credits must be from the Group A mandatory units, a minimum
of 14 credits from Group B optional units and a minimum of further 12 credits from either Group
B or Group C units. A few combinations of units are barred. Also, out of the 40 credits, at least
27 credits must be from units at Level 3, and others can be units from Level 2 (Young, 2015).
1.3
 Entertainment is a Must
 Eye-Contact
 Keep It Simple, and Stick to the Point
 Tell Good Stories
 Expressive Body Language
 Start Strong
 Inflict Passion
1.4
Advantages:
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It educates people. Through television and radio programs, people get to learn about
health matters, environmental conservation, and much more. Great in promoting mass consumer
products. This can in turn increase sales of the product (Kalidass and Bahron, 2015).
Disadvantages:
It leads to individualism. People spend too much time on the internet and watching
television. As a result, socialization with friends, family and neighbours is affected. Media can
be addictive, e.g. some television programs and internet. This can lead to decrease in people’s
productivity.
2.1
 Purpose: The reason the writer composes the paragraph.
 Tone: The attitude the writer conveys about the paragraph’s subject.
 Audience: The individual or group whom the writer intends to address.
UNIT 11 (Manage Office Facility)
1.1
The definition of Marketing depends on the purpose and the philosophy of the one who
uses it. The definitions can be: - Marketing is about responding to the needs of an audience, in
order to get something in return, or fulfil a particular objective. - Marketing supports the success
of a business, a brand, an organization or a project, by attracting the attention of their defined
target market and convince this target market to take certain actions, and reach or change certain
behaviours, values or attitudes (Gollenia, 2016).
1.2
 Get Rid of Motivation Killers
 Motivate through Gamification
 Set Clear Goals and Provide Feedback
 Use Technology Responsibly
 Set Standards and Provide Skills Development
 Communicate Effectively and Efficiently
1.3
 Act Like a Business Owner
 Research
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 Sell Your Department Wisely
 Start a Dialogue
 Keep Your Maintenance On-Schedule
1.4
Factors to be taken into account in the design of office systems, procedures and guidance
documents are as follows:
The office
Services
Describe general office work in relation to:
 Receiving incoming and sending outgoing communications in the form of electronic
mail, letters, forms, telephone, fax and courier (Evangelista and et. al., 2015).
 Sorting and processing information, manually and with the help of machines.
 Communicating information i.e. verbally, in writing and by technological means. Recording and sorting information for future references.
Staff
 Identifying the roles of clerical, secretarial, reception and administrative support staff. Describe their basic duties and responsibilities.
Health and Safety
 Identify potential hazards in an office and explain how they can be avoided.
 Describe and undertakes standard procedures for reporting hazards and accidents.
 Identify safety procedures for dealing with accidents, fires and other emergencies. Identify safe working practice to maintain a safe and healthy working environment
(Gupta and Kumar, 2015).
Systems and Procedures
Handling the mail
 Describe a system for opening, distributing and circulating incoming mail within an
organisation Describe procedures for preparing and despatching outgoing mail.
Stationary and stock
 Describing simple stock control procedures for the ordering, storing and issuing of office
stationery and suppliers.
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 Complete stock requisitions and stock control cards.
purchase and sale of goods
 Identify the principle documents used in the purchase and sale of goods.
 Describe the flow of these documents in a business transaction.
 Complete orders and invoice from information provided, which may include simple
calculations and percentage.
 Differentiate between trade and cash discounts.
1.5
Different ways to improve your office work environment:
 Hire great team members (and don't be afraid to let bad ones go)
 Improve the lighting
 Make the office comfortable
 Improve communication (Hashim, 2015).
UNIT 19 (Handle Mail)
1.1
Certain steps by which we can stop junk mails are given below: Return to sender: The sender will have to pay the return postage which may prompt
them to remove your details from their mailing lists. Most companies understand there is
no point in continuing to send further advertisements and leave you alone. Mail Preference Service: The MPS is a free service set up by the direct marketing
industry to help people who don't want to receive junk mail. It's good practice for
organisations to check the MPS list before sending marketing but it is not a legal
requirement that they do so (Yigit and Aksay, 2015). Door-to-door opt out: To opt out of door-to-door mail, write to the address below
requesting your name and address be added to the door-to-door opt out scheme.
 Contact the sender: This is a very effective way of stopping unwanted mail as they can't
refuse to take your name, address and any other personal information off their mailing
list.
1.2
Mail falls firstly into 2 categories:
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 Internal: From inside. Example: memos, reports, forms, notices.
 External: From outside the organisation. Example: e – mail, from computer to computer.
 Traditional: Hand delivered. Anything send by post.
 Electronic: Via telephones. Example: e – mail, fax.
1.3
A franking machine is a device that franks all outgoing mail with the date, item price and
usually a return address and company logo. A franking machine can frank letters and large
letters, as well as labels for parcels and large packages.
1.4
After all the post, has been franked, it to be placed inside the appropriate posting bag,
based on its class: this is for easier distribution. Most outgoing packages are already pre-
packaged by the employees wanting to send them (Zheng and Alver, 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. The main courier service used by
my workplace is Parcel force. All items intended to be picked up by Parcel force need a label
affixed to them which is scanned by the courier. Items being delivered usually need to be signed
for by the administrator.
1.6
If there is any belief of a suspicious item, there are several ways to identify a suspicious
item, some of the characteristics includes: misspelling of name or address, no return address,
packaging. The procedures in place state never to open a package believed to be suspicious, and
to isolate it from the rest of the mail, preferably sealing it in another package or container
(Masum and Lodhi, 2015).
3.2
Firstly collect the mail from my co-workers, register the mail on a control registry of
outgoing mail, including information such as the sender, recipient, subject and the Method of
Dispatch.
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UNIT 21 (Provide Administration Support)
1.1
 To sort out any conflicts.
 To negotiate a contract or agreement, or matters to do with it.
 To deal with a current problem within the group or within the business or organisation.
 To receive a report for assessment and review.
 To supply information to those present or to canvas views of those present on the
particular matter at hand.
1.2
Most people do not like attending meetings – especially if they are not sure what the
purpose of the meeting is, or if it goes on too long and achieves too little. Meetings must not be
too frequent or held just for the sake of it (Garrigos-Simon and et. al., 2016). There must be a
need for a meeting. There should be decisions about the different types of meetings needed. For
example, some meetings could be to discuss policy and others to discuss organisation (practical
work).
Wherever possible the members must know what type of meeting they are going to and
what the meeting is for – in other words, the PURPOSE of the meeting. Sometimes an
organisation might call a special or extraordinary meeting.
1.3
First, ask yourself whether or not you’re scheduling meetings at a time that everyone can
attend. It’s common sense. If you book meetings when people are busy, you’re going to have a
hard time rounding up the troops. Second, you need to start (and end) on time. If you or your
participants seem to have a hard time sticking to your agenda, consider booking a separate time
for brainstorming or open-forum discussions. Third, you should consider putting a reward and/or
consequence system in place (Hair, 2015).
1.4
Health, safety and security are the most important factors to be considered while
conducting a meeting.
 Check to see if the venue is a safe structure for the kind of meeting taking place.
 Check that electrical wires are secured properly and not trailing on the floor.
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 Make sure that the equipment to be used, like laptops and OHPs, is good working order
and has passed ICT testing to avoid safety issues.
 Make sure that any confidential documents taken to the meeting are not left behind and
are brought back safely. Also, make sure that only authorised people are allowed access
to those documents (Lima, E. and et. al., 2015).
1.5
Before the Meeting
 Date and time of the meeting
 The purpose of the meeting
 The meeting lead or chair’s name
 Any other issues Date for next meeting
During the Meeting
As people enter the room, check off their names on your attendee list or write down the
names as people enter the meeting room. If there are new people whom you are not aware, ask
either the chair or the person itself to introduce them to the team
After the Meeting
After the meeting look through the notes and add any additional points that are left out,
clarifying any doubts then and there so you do not lose track of what was discussed in the
meeting
Number the pages as you go so you aren’t confused later.
 Focus on action items, not discussion (Bean, 2015).
 Be objective.
 If you need to refer to other documents, attach them in an appendix or indicate where
they may be found.
 When you finish typing the minutes, ask the meeting chair to review the document for
errors.
1.6
Meeting Chair:
 More effective run person
 More on chairing person
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 More on reviewing and renewing committee.
Meeting Secretary:
Before the meeting: Consult with the chairperson on the order of business for the
meeting, and the way in which it should be dealt with on the agenda. Decide what business
requires discussion and what requires a decision by the management (Kaplanski and et. al.,
2015).
At the meeting: Arrive in good time before the meetings with the minutes and with all the
relevant correspondence and business matters for that meeting, in good order.
After the meeting: Prepare a draft of the minutes and consult the chairperson and most
senior staff members for approval.
1.7
A formal meeting in a business environment is a pre-planned event with a formal notice
that most often is sent via email or an official company memo. An informal meeting can take
place almost anywhere, anytime, and there is seldom the structure and formality that you will see
in a formal meeting.
An informal meeting can take place virtually anywhere from a fast food restaurant to a
company meeting room. There is usually no formal invitations sent out although meeting
participants can be notified via email in many cases. It is very unlikely that any company policies
will be enacted at these type of meetings unless the company in question is very small with few
employees.
1.8
Policy and procedures for meetings are a very important part of the formal meeting
process because they set out what can and cannot be decided in meetings, as well as ensuring that
certain conventions are adhered to at that meeting (Hair, 2015).
UNIT 49 (Spreadsheet Software)
1.1
To demonstrate a clear plan about what they intend to solve by creating a spreadsheet.
Once they have found a suitable project, they should then put together some rough plans and
design layouts in order to show roughly what they are dealing with and how they might address
the fix.
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2.1
They need to show the different methods they might use to summarise the findings. The
different ways to summarise can be explored to see which ones make the most sense and are the
clearest (Baum, 2016).
3.1
They can use a variety of advanced techniques such as conditional formatting of cells to
give colour and clarity to key data, as well as clear names on columns and rows and any charts
produced.
UNIT 52 (Using Mail)
1.2
Since this process takes a great deal of time to carry out (you sending and their system
receiving or sending a message that it could not be accepted), it might impact on overall
efficiency. If your system gets back a message that the e-mail was rejected, you would need to
read through some of the file headers to see the reason.
1.4
Assessors should check that the candidate can identify spam, unsolicited mail particularly
with attachments as potentially dangerous. They should always ask a more experienced user if in
doubt about anything they receive by e-mail. They should also identify invitations to meet a
stranger physically as a potential danger (Young, 2015).
2.4
Most e-mail clients have facilities to help with archiving e-mails and various choices, but
these need to be understood. In companies, there is also the need to be able to retrieve these at a
later date in case they are needed, for example if some legal issue arises where you need to be
able to access the e-mails for evidence.
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2.7
Some other issues might be drop outs in signals or incorrectly configured wireless
connections. One very common problem is with wrong addresses due to typos, so they need to
explain how to be careful and double check addresses to make sure they are accurate. Some
email servers require secure certificates to work and they need to explain why this is the case
(Kalidass and Bahron, 2015).
UNIT 73 (Principles of Social Media in a Business)
TASK 1
1.1
Objectives: High risk or high priority objective should have decisions made against them
first and knowing the risks and priorities will allow managers to make a better and more
informed decision.
Scope: Knowing the specific details of the tasks and jobs that need to be achieved to meet
the objective and reach a successful conclusion. This will also include knowing what resources
will be needed – time, physical, equipment etc.
Success: It is important to decide how they can be achieved in order to ensure that all
parts of the task or project is completed and achieved on time and fully.
1.2
Assessment of the importance of the potential impact can include:
 Financial implications on too much resource being used or too little being used
 Allocation of work to specific people, ensuring that correct knowledge and expertise is
given against each aspect of the task or project. If this is not done correctly it could mean
the task or project being delivered late or not at all (Gollenia, 2016).
As a manager your full understanding of the brief for the project or task – if this is not clearly
and fully understood then incorrect decisions can be made, jeopardising the task or project as a
whole.
1.3
It also allows the manager to see any potential risks or barriers to the successful
completion of the task/project. If information obtained is not sufficient or valid, then the
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successful completion of the task/project will be seriously compromised, as the team could be
working towards an incorrect target and goal through mis-information.
1.4
Continue to ensure that work being done meets with the ethical, moral, financial
reputation/view of the organisation and thus lessen any risk of negative impression externally by
following procedures set by the organisation, the manager can ensure that work is up to standard
and in line with rules of the organisation. Thus lessening any risk of non-compliance that may be
legislative, regulatory or organisational (Evangelista and et. al., 2015).
1.5
The two ways information validated need to be individual to the learner, and their own
specific experiences given. However these validation ways could be:
 Integrity of person/s or site/s information came from
 Checking information against details and specification of task/project requirements
Against other information received and being used already.
1.6
Financial, Resource based, People – if not enough budget is allocated to the task/project
then the quality of the productivity or the product may be slightly inferior or sub-standard for the
organisation. Likewise this has a direct impact on the resources and people used and if these are
lacking, it could have a detrimental impact on the target as it could potentially be missed
completely (Lima and et. al., 2015). This would be due to lack of personnel or resources for the
task/project.
TASK 2
2.1
Main responsibility of a manager: The primary function for the manager is to achieve
organisation objectives and this is the influence they have on their teams e.g. ensuring the jobs
get done (Gupta and Kumar, 2015).
The main responsibility of a leader: Leaders tend to show personal passion and are an
inspiration to team members.
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2.2
Context - A team working routinely with highly toxic and dangerous chemicals on a
daily basis.
 Leadership styles and evaluation of suitability - Charismatic leadership style – would be
good for motivating and inspiring team members but not suitable for routine tasks with
high risk.
 Bureaucratic leadership style – good for highly risky situations as managers follows rules
rigorously.
 Leadership style and impact of these on the context - Charismatic leadership style –
Impact would be negative as following routines is important in a high risk environment
and although it is good to motivate teams, a more directive approach of leadership would
be more appropriate.
Bureaucratic leadership style –Impact would be positive as all team members would be very
clear about procedures and rules that have to be adhered to in a highly risky environment.
2.3
Maslow's original Hierarchy of Needs model was developed between 1943-1954, and
first widely published in Motivation and Personality in 1954. At this time the Hierarchy of Needs
model comprised five needs. This original version remains for most people the definitive
Hierarchy of Needs (Hashim, 2015).
 Biological and 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
Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always
arose from different factors, and were not simply opposing reactions to the same factors, as had
always previously been (and still now by the unenlightened) believed.
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In 1959 Herzberg wrote the following useful little phrase, which helps explain this
fundamental part of his theory, i.e., that the factors which motivate people at work are different
to and not simply the opposite of the factors which cause dissatisfaction (Yigit and Aksay, 2015).
TASK 3
3.1
Analysis of a manager’s responsibilities for planning, co-ordinating and controlling work
can be – these are the 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.
3.2
Specific, Measurable, Agreed, Realistic, Time-bound. If you're setting a standard, or
an objective for yourself, or agreeing an objective with another person, the task or standard must
meet these criteria to be effective. The same applies to communications which urge some sort of
action or change by the audience/listener/reader.
3.3
The manager is the person who ensures that the team also works within these parameters
and monitors the progress of achievements against the given rules and procedures, ethos and
culture.
3.4
The manager is the person who ensures that the team also works within these parameters
and monitors the progress of achievements against the given rules and procedures, ethos and
culture.
• 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 the risk involved within leadership, authority, ego,
wealth creation, responsibility, ethics etc. and how these issues reconcile and conflict
within organisational and market settings (Bean, 2015).
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3.5
Information and explanations on how directive a manager will need to be dependent on
the theory used, how hands on a manager needs to be with managing different aspects of team
behaviours, thinking processes and motivations and commitments. How directive a manager is
regarding risk for the organisation and cost to reputation as a whole – this fits in with ethos and
culture.
3.6
 Ability to be able to forward plan effectively – workwise and also growth wise
• Inability to gain loans or financial backing from investors, banks, etc
Allows organisations to stage growth and expansion.
TASK 4
4.1
The objectives are set first and within this key criteria of outcomes are set also.
• This then feeds into the performance measurement across all levels of personnel within
the organisation and is linked into specific job roles and outcomes of performance levels
expected within each role.
These outcomes against each aspect of the performance indicators then feeds back into the
organisation overall objectives.
4.2
Visible and appropriately used, measures outputs as well as inputs, encourages trust
between parties using the system, measures only key indicators, is easy for the collection and
utilisation of information and data (Kaplanski and et. al., 2015).
4.3
Make sure that what is being set is measurable, map core business processes, mapped
core business processes are aligned to roles, responsibilities and any factors for success that are
critical to the business, select the KPIs based on success criteria established, set target and
review dates.
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4.4
It should also contain the timetabling for reviews and when these will take place, what
data collection method will be used and where the data information will come from,
responsibilities, analysis and then any actions following the monitoring and reporting.
4.5
This then feeds into measurable, valuable and relevant data and information and can be
used to identify and action any improvement being needed. The use of integrated performance
management (IPM) this would include taking a holistic look at planning, budgeting, forecasting,
reporting, performance measurement and profitability.
4.6
Output: Outputs are related to organisation objectives. Outcomes are the things that take
place because of the organisation’s products or services and this includes the unexpected as well
as the expected, the good as well as the bad.
Outcomes: The outcomes are the changes that take place as you carry out your aims or
objectives as an organisation and the outcomes may not be what the organisation planned them
to be initially.
CONCLUSION
From the above report it can be concluded that business administration is one of the
important department that helps a company in performing their task in a better way. They are
using various factors like they are using spreadsheet software and using email for
communicating with other members.
REFERENCES
Books and Journals
Baum, T. ed., 2016. Human resource issues in international tourism. Elsevier.
Young, S., 2015. Private business and economic reform in China. Routledge.
Kalidass, A. and Bahron, A., 2015. The relationship between perceived supervisor support,
perceived organizational support, organizational commitment and employee turnover
intention. International Journal of Business Administration. 6(5). p.82.
Gollenia, L. A., 2016. Business transformation management methodology. Routledge.
Evangelista, F. and et. al., 2015. Exploring structural capital from the business administration
perspective: a general framework on the existing literature. Sinergie Italian Journal of
Management, pp.145-160.
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Gupta, M. and Kumar, Y., 2015. Justice and employee engagement: Examining the mediating
role of trust in Indian B-schools. Asia-Pacific Journal of Business Administration. 7(1).
pp.89-103.
Hashim, J., 2015. Information communication technology (ICT) adoption among SME owners in
Malaysia. International Journal of Business and Information. 2(2).
Yigit, S. and Aksay, K., 2015. A Comparison between Generation X and Generation Y in Terms
of Individual Innovativeness Behavior: The Case of Turkish Health Professionals.
International Journal of Business Administration. 6(2), p.106.
Zheng, X. and Alver, J., 2015. An Exploratory Study of Governmental Management Accounting
in China. Journal of Applied Management and Investments. 4(2). pp.102-110.
Masum, R. and Lodhi, M. S., 2015. Impact of Work-Integrated Learning on Masters Of Business
Administration Students: Employers' Perspective. Global Management Journal for
Academic & Corporate Studies. 5(1). p.48.
Garrigos-Simon, F. J. and et. al., 2016. Pervasive information gathering and data mining for
efficient business administration. Journal of Vacation Marketing. 22(4). pp.295-306.
Hair, J. F., 2015. Essentials of business research methods. ME Sharpe.
Lima, E. and et. al., 2015. Opportunities to improve entrepreneurship education: Contributions
considering Brazilian challenges. Journal of Small Business Management. 53(4).
pp.1033-1051.
Bean, J., 2015. Big Government and Affirmative Action: The Scandalous History of the Small
Business Administration. University Press of Kentucky.
Kaplanski, G. and et. al., 2015. Do happy people make optimistic investors?. Journal of
Financial and Quantitative Analysis. 50(1-2). pp.145-168.
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