Business Administration Report: Detailed Analysis of Key Units

This report provides a detailed exploration of various units within business administration. It commences with an introduction to the field, followed by an in-depth analysis of office management procedures, including requirements for implementation, effectiveness, and strategic thinking. The report delves into topics such as work environment, equipment maintenance, performance evaluation systems, supplier relationships, and standard operating procedures. It further examines mail handling processes, including incoming and outgoing mail management, screening procedures, and junk email filtering. The report also addresses employee relations, covering topics like employee assets, career paths, work-related stress, ethical professional practice, and industrial relations. Overall, the report offers comprehensive insights into the core components of business administration, providing a structured understanding of key operational and strategic aspects.

BUSINESS
ADMINISTRATION

Table of Contents
INTRODUCTION...........................................................................................................................6
UNIT 11...........................................................................................................................................6
1.1................................................................................................................................................6
1.2................................................................................................................................................6
1.3................................................................................................................................................6
1.4................................................................................................................................................6
1.5................................................................................................................................................7
2.1................................................................................................................................................7
2.2................................................................................................................................................7
2.3................................................................................................................................................7
2.4................................................................................................................................................7
2.5................................................................................................................................................7
2.6................................................................................................................................................8
UNIT 19...........................................................................................................................................8
1.1................................................................................................................................................8
1.2................................................................................................................................................8
1.3................................................................................................................................................8
1.4................................................................................................................................................8
1.5................................................................................................................................................9
1.6................................................................................................................................................9
2.1................................................................................................................................................9
2.2................................................................................................................................................9
2.3................................................................................................................................................9
3.1................................................................................................................................................9
3.2..............................................................................................................................................10
3.3..............................................................................................................................................10

UNIT 24.........................................................................................................................................10
1.1..............................................................................................................................................10
1.2..............................................................................................................................................10
1.3..............................................................................................................................................10
1.4..............................................................................................................................................11
1.5..............................................................................................................................................11
1.6..............................................................................................................................................11
2.1..............................................................................................................................................11
2.2..............................................................................................................................................11
2.3..............................................................................................................................................12
2.4..............................................................................................................................................12
UNIT 31.........................................................................................................................................12
1.1..............................................................................................................................................12
1.2..............................................................................................................................................12
1.3..............................................................................................................................................12
1.4..............................................................................................................................................13
1.5..............................................................................................................................................13
1.6..............................................................................................................................................13
2.1..............................................................................................................................................13
2.2..............................................................................................................................................13
2.3..............................................................................................................................................13
2.4..............................................................................................................................................14
UNIT 32.........................................................................................................................................14
1.1..............................................................................................................................................14
1.2..............................................................................................................................................14
1.3..............................................................................................................................................14
1.4..............................................................................................................................................14
1.5..............................................................................................................................................14
1.6..............................................................................................................................................15
2.1..............................................................................................................................................15
2.2..............................................................................................................................................15

3.1..............................................................................................................................................15
3.2..............................................................................................................................................16
3.3..............................................................................................................................................16
3.4..............................................................................................................................................16
3.5..............................................................................................................................................16
UNIT 45.........................................................................................................................................16
1.1..............................................................................................................................................16
1.2..............................................................................................................................................17
1.3..............................................................................................................................................17
1.4..............................................................................................................................................17
2.1..............................................................................................................................................17
2.2..............................................................................................................................................17
2.3..............................................................................................................................................17
3.1..............................................................................................................................................18
3.2..............................................................................................................................................18
3.3..............................................................................................................................................18
UNIT 64.........................................................................................................................................18
1.1..............................................................................................................................................18
1.2..............................................................................................................................................18
1.3..............................................................................................................................................19
1.4..............................................................................................................................................19
1.5..............................................................................................................................................19
1.7..............................................................................................................................................19
2.1..............................................................................................................................................19
2.2..............................................................................................................................................19
2.3..............................................................................................................................................19
2.4..............................................................................................................................................20
2.5..............................................................................................................................................20
2.6..............................................................................................................................................20
UNIT 73.........................................................................................................................................20
1.1................................................................................................................................................1

1.2................................................................................................................................................1
1.3................................................................................................................................................1
1.4................................................................................................................................................1
1.5................................................................................................................................................1
1.6................................................................................................................................................1
2.1................................................................................................................................................2
2.2................................................................................................................................................2
2.3................................................................................................................................................2
3.1................................................................................................................................................2
3.2................................................................................................................................................2
3.3................................................................................................................................................2
3.4................................................................................................................................................3
3.5................................................................................................................................................3
3.6................................................................................................................................................3
4.1................................................................................................................................................3
4.2................................................................................................................................................3
4.3................................................................................................................................................3
4.4................................................................................................................................................4
4.5................................................................................................................................................4
4.6................................................................................................................................................4
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
Business administration is a field which covers all elements associated with handling the
everyday operations and choice producing a business or non-profit company. So, this aspect will
either stays steady or continues to grow. This procedure includes a variety of methods, such as
workplace assistance, financing workers, operations services, and management.
UNIT 11
1.1
Requirements of establishing and implementing office management procedures includes
collecting, analysing, refining, and prioritizing product requirements and then planning for their
delivery. The purpose of requirements management is to ensure that the organization validates
and meets the needs of its customers and external and internal stakeholders.
1.2
The firm need to manage effectiveness of work and systems with costs and pricing, with
scheduling and selling, with quality control and customer service, with purchasing and training.
Furthermore, the vast array of tools and techniques available to the modern manager deal to a
great extent with managing today’s business for present and future economic performance.
1.3
Organisations must think strategically if they are to do more than simply survive in
today’s increasingly competitive marketplaces. This thinking applies to both core and non-core
business. In the case of the latter, facilities management has a pivotal role to play in support
of the core business and must be closely coupled with the organisation's strategy overall (Gacula
Jr, 2013).
1.4
It is the job of the top management to get themselves involved, and to share the
responsibility, to show an enthusiasm and a zeal for designing an office system. Like any other
activity, a system must be properly planned and carefully designed. A system, planned, designed
and approved by the management, and instituted in an organisation is bound to result in smooth
functioning of an office, and to achieve a good result.

1.5
A supportive and conducive work environment is a key success factor for any
organization. This is because results are achieved through people. There is a direct relationship
between high morale and productivity. To attain maximum productivity, a business must address
issues like ambience, equipment, supplies prejudice, stereotyping and conflicts (Symon, and
Cassell, 2012).
2.1
This states that all work equipment be maintained in an efficient state, in efficient order
and in good repair; where any machinery has a maintenance log, the log is kept up to date; and
that maintenance operations on work equipment can be carried out safely.
2.2
Goals of evaluation system are to provide an equitable measurement of an employee’s
contribution to the workforce, produce accurate appraisal documentation to protect both the
employee and employer, and obtain a high level of quality and quantity in the work produced.
The benefits of performance evaluations outweigh these challenges, though.
2.3
Organizations that will be working on similar projects in the future, it makes sense to
learn as many lessons as possible, so that mistakes are not repeated in future projects. And for
organizations benefiting from the project, it makes sense to ensure that all desired benefits have
been realized, and to understand what additional benefits can be achieved.
2.4
Setting up an office equipment policy can help to maintain the health of your office
equipment. It can also help to prevent wasteful practices. Maintenance should be performed by a
knowledgeable and appropriate person.
2.5
Suppliers not only provide you with the goods and services you need to run your business
they can also be an important source of information, advice and trade credit. Supplier
relationship is discipline of strategically planning for, and managing, all interactions with third
party organizations that supply goods or services to maximize value of those interactions (Storey,
2016).

2.6
An important aspect of any quality system is to work according to clear-cut Standard
Operating Procedures (SOP). An SOP is a policy and procedure document which describes
regular recurring activities appropriate to quality operations. If it is Critical To Quality (CTQ)
then it is candidate for a standard operating procedure. Consistency is the goal or purpose of an
SOP, to carry out all operations correctly and always in the same manner.
UNIT 19
1.1
It contains three options, all designed to keep Mail from falsely identifying good email. ‘Sender
of message is in my Contacts’ and ‘Sender of message is in my Previous Recipients’—assume
that anyone want to communicate with is unlikely to be spammer. Then, ‘Message is addressed
using my full name’, exists because it’s rare that spam is addressed in this way. This could help
the urologist who prescribes the drugs we discussed earlier.
1.2
The incoming mail is received and recorded by the office in the entry book or register
book. The outgoing mail is drafted by the office in the dispatch book. This outgoing mail is
dispatched by the office through the post office or messenger (Schiederig, Tietze, and Herstatt,
2012).
1.3
The exact process will depend on your model of franking machine, and it is important to
get it right to ensure your post is delivered without extra charges. The mark must be legible and
placed correctly on the envelope in the correct ink.
1.4
Packages built and distributed using setup-tools look to the user like ordinary Python
packages based on the distutils. It need to install or even know about setup-tools to use them, and
don’t have to include entire setup-tools package in distributions. It will automatically download
setup-tools if user is building package from source and doesn’t have a suitable version already
installed.

1.5
Screen all mails and couriers for suspicious items when they first arrive for sorting. Staff
who sort mail by hand should perform screening, as they are ones most likely to notice a
suspicious item. Unfortunately, screening procedures for incoming mail and packages are not
foolproof. The person who first detects a suspicious letter and ensure security(Dash, 2014).
1.6
It is appropriate that people handling / receiving mail remain vigilant and cautious at this
time, but it should be remembered that most reports of suspicious packages are false alarms. All
staff should be aware of the University emergency procedures for responding to and reporting a
suspicious article.
2.1
Enterprises are confronted with the problem of sorting, distributing and processing
incoming mail on a daily basis. These processes are laborious, expensive and time-consuming,
and deal not just with letters and postcards.
2.2
In every office, a large volume of communication like letters, circulars, telegrams are sent
to outsiders or received from them. Inside the organisation also written materials are exchanged
between different departments. A planned and efficient handling of the mail is essential for the
success of any business organisation.
2.3
Junk Email Filter checks incoming messages automatically and lists to control what is
considered spam. Add names, email addresses and domains to these lists so the filter doesn’t
check messages from sources you trust, or blocks messages that arrive from specific email
addresses and domains you don't know or trust.
3.1
Outgoing USPS mail is either picked up from College departments by the mail delivery
clerk during the afternoon delivery of mail or it may be brought to the mail room by departments
for processing. Packages received after the time stated below will be picked up on the following
business day.

3.2
A smooth-running company needs a smooth-running system for handling these important
materials efficiently. When it comes to outgoing mail, you can save a lot of time and money by
structuring your offices and training your employees on how to effectively use the system.
3.3
Consequently, strict time limits may be imposed on the posting of certain items, to allow
the recipient a sufficient notice period. All offices should have a routine for the collection of mail
and staff should be aware of the times of collection, particularly the time of the last one each day.
UNIT 24
1.1
The employees are the true assets of an organization. They are the ones who contribute
effectively towards the successful functioning of an organization. They strive hard to deliver
their level best and achieve the assigned targets within the stipulated time frame.
1.2
Career ladders are progression of jobs in organization's specific occupational fields
ranked from highest to lowest based on level of responsibility and pay (Zhimin and Jun, 2011).
Career paths encompass varied forms of career progression, including traditional vertical career
ladders, dual career ladders, horizontal career lattices, career progression outside the organization
and encore careers.
1.3
It is necessary to collect information to identify 'hot-spots' where work related stress is
likely to be a particular problem and suggest what the likely underlying causes may be. Possible
sources include such as sickness absence data, productivity data, staff turnover and opportunities
for discussion.
1.4
Principles for Ethical Professional Practice are designed to provide everyone involved in
the career development and employment process with two basic precepts on which to base their

efforts: maintain a recruitment process that is fair and equitable; support informed and
responsible decision making by candidates.
1.5
The problem of attracting and retaining qualified workers, once an issue only in an
isolated number of markets, is increasingly becoming a global challenge.. Demography, wage
levels, failure to adequately address worker satisfaction and a reputation for long hours and low
pay are all cited as contributing factors.
1.6
The duties and responsibilities of employee representatives and the protection and
facilities to be afforded them under this Code are indicative of the important position and role of
such representatives in our system of industrial relations and in the resolution of disputes or
grievances.
2.1
In order to obtain information and advice in relation to employment responsibilities and
rights an employee should be given the following:
 Contract: This should cover all the terms and conditions.
 Job description
 Policy documents
 Employee handbook
2.2
Employers hire people to either help their company make money or help to save money.
Whether it’s a manager who makes business decisions or a receptionist who makes the first
impression on customers or a maintenance worker who makes the building a safe place to
conduct the company’s business, all are hired and paid to contribute to the success of the
company.
2.3
From employer's point of view, industrial relations is about having right to manage
ability to plan for future so that company can continue to be success, to make profits for its
shareholders and to keep its employees motivated (Bagnoli and Megali, 2011). From employee's
point of view, it is all about securing best possible conditions and living standards for employees.

2.4
The range of information available to you and where you can find this: -
 In the workplace
 Outside the workplace
You will need to know where to go for information on a range of topics including: -
 Employment and personnel issues
 Training
 Additional Learning Support
UNIT 31
1.1
Tone and language are tricky things to deal with when it comes to written
communication. Always review and proofread the own business writing for grammar,
punctuation and spelling mistakes, because once a written document such as an e-mail, letter, or
memorandum has been sent, your communication is saved for posterity.
1.2
Putting photos in Word document makes it more interesting and highlight points raised in
text, whether it's release news about new product or vacation photo in Christmas letter. Adding
photo is an easy process, with command locations differing only by version of Word using.
1.3
The documentation team used a template for Word documents and a single style sheet for
Web pages. The documentation team was also consistent in using the template-defined styles.
Title page changes sometimes affected how much room there was for text, depending on the size
and placement of the new logo.
1.4
It is used to protect any living, identifiable individual from misuse or unauthorised
disclosure of personal data. Term personal data also covers any expression of opinion about
individual. It covers both paper computer files, and states amount of information that may be
held, how long it can be held and what it may be used for.

1.5
Version control means always being able to access the latest version, while still having
access to previous versions. Without version control, work flows become an ineffectual tool and
work in teams on documents becomes more confusing and difficult to coordinate.
1.6
Document security is of critical importance for businesses. Without ensuring security of
documents, confidential information could easily fall into the wrong hands (Florin, 2014).
Electronic document distribution vastly improves on the security of traditional paper documents.
2.1
Organisation will usually have its own guidelines for style of various documents as part
of its business guidelines. This can be in variety of formats such as set of instructional cards with
samples, printed and bound volume or repository of templates and reference materials on
company’s intranet.
2.2
There are many different types of documents that may be produced in a business
environment. These include: fax documents, business cards, memo, agendas, minutes,
spreadsheets, analysis charts, data sheets, letters, slide shows and many more.
2.3
It is important that you always use proper grammar in all your business communications.
It is a standard that the management should practice and demand from all its employees to
maintain the good reputation of the business and to propel the business to success.
2.4
Setting timescales is to allow sufficient time for suppliers to prepare appropriate responses,
taking account of the subject of the proposed contract, the contract award procedure to be used
and the need, for example, for site visits.

UNIT 32
1.1
It is standard procedure in most workplaces to record everything of importance that
transpires in a meeting. These are circulated in draft form so that all participants have
opportunity to check for accuracy and to make corrections if necessary. This ensures that all
participants agree that record is accurate.
1.2
Minutes of a business meeting are a legal document. This is particularly true of
corporations, but no matter how you have your company organized, you may need business
minutes to defend lawsuits, explain expenses to the Internal Revenue Service or support a
copyright claim.
1.3
Minutes should be written in such way that person not in attendance at meeting can
follow decisions made as minutes are read by variety of individuals and groups who are external
to Board and University, including students, School staff, Dean of School, AQS staff, Review
Panels, Quality Assurance Agency OIA and members of press and public via a Freedom of
Information request.
1.4
A successful minute taker must be able to listen carefully, document clearly and
understand discussions, decisions and action items at meeting. They need listen carefully, make
document for everything, minutes organisation and confirmation of views while recording them
for several purposes.
1.5
It is necessary because confidential information can be misused to commit illegal
activity, which can in turn result in costly lawsuits for employer. Many states have laws
protecting confidentiality of certain information in workplace. Disclosure of sensitive employee
and management information can lead to a loss of employee trust, confidence and loyalty. This
will almost always result in a loss of productivity.

1.6
It is important to record various suggestions for second alternatives and and changes
proposed by members with their names (.Jivan, 2011.). This will facilitate to utilise it in future
and provide credit to desirable people in an organisation.
2.1
Meetings are an integral part of professional, this is the reason why it is essential to take
minutes of every meeting. Indeed, the role of minutes is very important for participants present
and absent during a meeting because:
The participants to the meetings have a reminder aid
The minutes say who will do what and when
They are helpful for those absent to know was discussed and what decisions have been
taken
2.2
Whilst Supervisors have right to direct Employees in relation to their work and are
primarily responsible for allocating work load, Employees also have a role to play in establishing
fair and reasonable work allocations. Employees play an important role in determining if work
allocations are realistic and should communicate any work allocation concerns to their manager
or Supervisor as soon as possible.
3.1
It is important to use correct punctuation, grammar and language so that it will become
effectively usable for future purpose. Detailed and accurate minutes are valuable reference and
guidance tools for the status of projects and the staff assigned to them.
3.2
The naming style- exhibit, schedule, attachment, appendix or annex is not of
significance, except that a chosen term should be used consistently throughout the entire
agreement. French lawyers may prefer different terminology, because the translated original term
simply fits English counterpart and some industries may have an established terminology.

3.3
Committees makes sure working groups follow all procedures and guiding principles in
drafting and balloting a standard (Ylagan, 2013). As with PARs, completed draft standards come
before the Board four times a year or during the continuous approval process.
3.4
Prepare minutes of a meeting soon after it ends so that attendees receive them within 24
hours. Hold them accountable for reviewing record of proceedings and alerting you to any
corrections or modifications immediately. If assignments were given in meeting, use minutes to
specify who’ll do what by when.
3.5
Confidentiality is the protection of personal information. Confidentiality means keeping a
client’s information between you and the client, and not telling others including co-workers,
friends, family, etc. Adult clients have the right to determine what information they consider
personal and confidential.
UNIT 45
1.1
Equality is about ensuring everybody has an equal opportunity, and is not treated
differently or discriminated against because of their characteristics. Diversity is about taking
account of the differences between people and groups of people, and placing a positive value on
those differences.
1.2
Impact' describes the outcomes or results of implementing the standards on the ways
individuals are treated and how equality, diversity and inclusion issues are approached in the
organisation. It is necessary toconsider the nominated responsibilities within an organisation for
equality, diversity and inclusion.
1.3
Legal Consequences of Breaches to Security and Privacy Intermediaries have the ability
to stop transgressions on the Web now, but the lack of clear direction and potential liability
associated with action remains insufficient to modify behaviour (Love, 2013).

1.4
To nominate an individual to act as the main point of contact with the Care Quality
Commission (CQC). A duly Nominated Individual has overall responsibility for supervising the
management of the regulated activity, and ensuring the quality of the services provided.
2.1
Many people may believe that sexual harassment is the one and only type of harassment
that can happen. In reality, sexual harassment is perhaps one of the most common forms of
harassing behaviour, but it is by far not the only one. In fact, many states and local governments
have very specific anti-discrimination laws that also contain provisions that prohibit harassment
for what are sometimes very unique classes of individuals.
2.2
Firm characteristics significantly affect the realisation of behavioural conditionality.
Firms with a high level of R&D resources are less likely to substantiate behavioural rationalities,
while small, young and technologically specialised firms more likely realise behavioural
conventionalities.
2.3
Inappropriate behaviour at work can arise from the way employees handle sensitive
information. A careless display or intentionally sharing such information could cause a loss of
market advantage as well as legal and financial problems for a company.
3.1
Ensure colleagues are aware of their responsibilities for equality, diversity. and inclusion
in the workplace. 'Colleagues' are other persons that you work with who are also employed by
the same organisation. 'Awareness' could be described as not only knowing facts, but in using the
information in such a way that it is necessary to perform correctly.
3.2
Be careful of potential risks, such as product liability, but you also need to be assured you
have put in place an integrated business system that identifies all of the potential risks and
prioritizes those risks based on the likelihood of occurrence, detectability and impact.

3.3
Most community service organisations will have in place policies and procedures that
govern and regulate privacy and confidentiality of client information. All funded services must
comply with the Act in order to receive funding and there must be clear guidelines that
organisations must follow to conduct desired aspects.
UNIT 64
1.1
The purpose of informative presentations is to promote understanding of an idea or to
convey information. They are often used to provide people with information about a concept or
idea that is new. A presentation on "Endangered Species in the South American Rain Forest" is
an example of an informative presentation (Ismail, 2013).
1.2
Facility layout and design is an important component of a business's overall operations,
both in terms of maximizing the effectiveness of the production process and meeting the needs of
employees. The basic objective of layout is to ensure a smooth flow of work, material, and
information through a system.
1.3
Mingle supports the creation of graphs, charts and tables in cards and pages by querying
your Mingle database to graphically display up-to-date project information. You can create these
by hand or with Mingle's Macro Builder, which allows you to insert and customize templates for
graphs, charts and tables.
1.4
Inserting images, videos, and sounds was done through a special feature. This is no
longer the case Videos and sounds are inserted through the Media interaction, while still images
are handled in a different way.
1.5
Project constraints are certain things that restrict your project and affect how you manage
it. Unfortunately, these constraints are an inevitable part of any project and even though you can
discover and categorise them, you can't ignore them.

1.7
To search for a lost file, follow these steps: Choose File, Open. Click the Tools button on
the toolbar and then choose Search. In the Search Text box, type a word or words that you know
are in the presentation. By default, PowerPoint searches your entire local hard drive.
2.1
PowerPoint uses slides with a horizontal, or Landscape, orientation. The software was
designed as a convenient way to display graphical information that would support the speaker
and supplement the presentation. The slides themselves were never meant to be the star of the
show.
2.2
Templates work everywhere: in word processors, spreadsheets, project management apps,
survey platforms, and email. Here's how to use templates in your favourite apps—and how to
automatically create documents from a template—so you can get your common tasks done faster.
2.3
Using interactive elements in your slides will help you genuinely engage and captivate
your audience from start to finish. It’s not always easy engaging business professionals with your
product or service offer. They’re always super busy, time pressured and often stressed.
2.4
The best PowerPoint presentations shouldn’t be remembered. Instead, they should fall
into the background to support you and the message you’re trying to get across. Long
presentations rarely achieve more than short ones. The longer the presentation, the more
information there is for audience members to process. And so the less likely they are to get your
core message.
2.5
Presentations are thought of as one-way communications; the speaker is on the stage
delivering their presentation and it's the audience's role to listen attentively. With an interactive
presentation you'll make a memorable impression. I'll share seven interactive presentation ideas
to engage your audience.

2.6
Animations control how objects move onto, off of, and around your slides. Transitions
control how your presentation moves from one slide to the next. This lesson teaches you how to
create animations and transitions. It also teaches how to spell-check your document, how to use
the Outline and Slides tabs, how to use Sorter view, and how to print.
UNIT 73

1.1
Organizational goals inform employees where the organization is going and how it plans
to get there. When employees need to make difficult decisions, they can refer to the
organization’s goals for guidance.
1.2
Decision making is a vital component of small business success. Decisions that are based
on a foundation of knowledge and sound reasoning can lead the company into long-term
prosperity; conversely, decisions that are made on the basis of flawed logic, emotionalism, or
incomplete information can quickly put a small business out of commission (Hettne, 2016).
1.3
The rapid pace of change, both in society and in business, can be witnessed all around in
technology, new phenomena, but perhaps most strikingly in information management. The data
and information used as a basis for decision-making is in serious danger of becoming outdated
and distorted.
1.4
The need to effectively leverage the skills of employees is even more critical for small
and mid-sized firms since most simply cannot compete with large companies when it comes to
technology, physical infrastructure, or financial resources. To survive in today's marketplace,
small to mid-sized businesses like yours must find ways to be smarter, more productive, and
more cohesive than their larger competitors.
1.5
The decision‐making process begins when a manager identifies the real problem. The
accurate definition of the problem affects all the steps that follow; if the problem is inaccurately
defined, every step in the decision‐making process will be based on an incorrect starting point.
1.6
Identify the source of the problem. Problems represent a flaw in the system. Consider the
reason behind the problem in order to get to the root cause of the performance issue.

2.1
Leaders set goals and direction, challenging the norm, and seeking new ways of working
towards goals. Managers on the other hand maintain the status quo. They specialise on
conformance to the standard.
2.2
Leadership is an instrumental factor in an organisation’s failure or success. The
democratic leadership model also has a single leader making decisions, but this leader takes on a
guidance role and receives group input. The laissez-faire model has no leader, found that the
youth group lacked direction and guidance.
2.3
Maslow believed that the needs of an individual could be expressed in the form of a
hierarchy of needs or a pyramid. This theory of motivation can be applied to the workplace as
well as other scenarios. The Two-Factor Theory of motivation (otherwise known as dual-factor
theory or motivation-hygiene theory) was developed by psychologist Frederick Herzberg in the
1950s.
3.1
The functions of management uniquely describe managers' jobs. The most commonly
cited functions of management are planning, organizing, leading, and controlling, although some
identify additional functions (De Bruijn and Leeman, 2011). These functions provide a useful
way of classifying information about management, and most basic management texts since the
1950s have been organized around a functional framework.
3.2
An organisation's success is not just dependent upon having the right strategy and
resources. It is also reliant upon the ability of its management to harness, direct and support
teams and individuals to engage in delivering the organisation's mission and objectives.
3.3
Mission and vision both relate to an organization’s purpose and are typically
communicated in some written form. Mission and vision are statements from the organization
that answer questions about who we are, what do we value, and where we’re going.
2

3.4
This section covers:
 Classical Management Theory
 Human Relations Theory
 Neo-Human Relations Theory
 System Theory
3.5
Management means many things to many people . To a layman management means an
impressive person occupying an air-condition chamber with an overstaked table and cushioned
chair . Some people suggest management as commanding other . To many others, management is
nothing more than clerical work and putting fancy signatures.
3.6
Budgeting is based on a lot of assumptions in estimating the expenses and revenues.
These are generally based on trends and the market scenario prevailing at the time of making the
budget. Budgets can also be based on the predictions made for the coming year considering the
data available at the time of budgeting
4.1
A growing business needs to be closely and carefully managed to ensure the success of
new investment decisions and expansion plans. However, many owner-managers find that as
their business grows they feel more remote from its operations.
4.2
The field of business performance measurement a management is developing quickly as
response to global trends and changing roles of companies. There is no agreed viewpoint for an
ideal performance measurement framework in literature, though many holistic systems have been
developed.
4.3
Every key performance indicator (KPI) you define must have a target or goal associated
with it. Setting actionable KPI targets is a bit like chemistry: you start with the right ingredients,
then add them in the precise quantities to facilitate the chemical reaction you desire.
3

4.4
Process performance measurement tools and techniques applied to enterprise
environments are essential for enterprise continuous improvement. It is the reason why the next
generation of process management leads to Process Performance Management or Corporate
Performance Management.
4.5
This study aimed to highlight the reality of using management information systems in
managerial decision making in greater Irbid Municipality and to explore its role in the
effectiveness of managerial decision making. In order to verify the study hypotheses, t-test was
used as well as some of the descriptive statistics tools such as arithmetic averages and standard
deviation to measure the dispersion in the opinion of individuals of the sample of the study using
the statistical package SPSS.
4.6
Outputs tell the story of what you produced or your organization's activities. Output
measures do not address the value or impact of your services for your clients. On the other hand,
an outcome is the level of performance or achievement that occurred because of the activity or
services your organization provided.
CONCLUSION
The above report had concluded that this field which covers all elements associated with
handling the everyday operations and choice producing a business or non-profit company. It
includes employee performance management according to strategies and informations systems.
Interactive present ions should be deliver for effective one.
4

REFERENCES
Books and Journals
Gacula Jr, M. C., 2013. Statistical methods in food and consumer research. Elsevier.
Symon, G. and Cassell, C. eds., 2012. Qualitative organizational research: core methods and
current challenges. Sage.
Storey, D. J., 2016. Understanding the small business sector. Routledge.
Schiederig, T., Tietze, F. and Herstatt, C., 2012. Green innovation in technology and innovation
management–an exploratory literature review. R&d Management. 42(2). pp.180-192.
Dash, M., 2014. Granger Causality and the Capital Asset Pricing Model. Journal of Applied
Management and Investments. 3(2). pp.68-73.
Zhimin, J. J. M. Q. G. and Jun, X. H. L., 2011. Curriculum Design for the Undergraduate
Diciplines Based on Competency: Take Business Administration as an Example
[J]. Chinese Journal of Management. 10. p.009.
Bagnoli, L. and Megali, C., 2011. Measuring performance in social enterprises. Nonprofit and
Voluntary Sector Quarterly. 40(1). pp.149-165.
Florin, N., 2014. Credit Appraisal Procedure of SME Loan: An Empirical Investigation on
Selected Private Commercial Banks in Bangladesh. Journal of Applied Management and
Investments. 3(4). pp.193-200.
Jivan, A., 2011. Completions to Marshallian Out-Look, Consistent with Knowledge Based
Economy. Timisoara Journal of Economics. 4(1 (13)), pp.11-18.
Bodin, W. K., Jaramillo, D. and Maynard, A. M. G., International Business Machines Corp,
2012. Multilingual administration of enterprise data with default target languages. U.S.
Patent 8,249,858.
Ylagan, A. P., 2013. Intensifying the OJT Program of the College of Business Administration,
Lyceum of the Philippines University-Batangas. E-International Scientific Research
Journal. 5(1). pp.220-220.
Love, K. G., 2013. Demographic differences in organizational commitment to the university of
college of business administration students: An application of the Allen and Meyer
model. College Student Journal. 47(1). pp.192-202.
Ismail, S., 2013. Critical success factors of public private partnership (PPP) implementation in
Malaysia. Asia-Pacific Journal of Business Administration. 5(1). pp.6-19.
Hettne, B. ed., 2016. The new regionalism and the future of security and development (Vol. 4).
Springer.
De Bruijn, E. and Leeman, Y., 2011. Authentic and self-directed learning in vocational
education: Challenges to vocational educators. Teaching and Teacher Education. 27(4).
pp.694-702.
Lakhal, S., Sévigny, S. and Frenette, É., 2013. Personality and preference for evaluation
methods: A study among business administration students. Studies in Educational
Evaluation. 39(2). pp.103-115.
Bowman, L. N. and Thompson, J. R., 2013. Departments of Public Administration and Colleges
of Business Administration: Allies or Aliens?. Journal of Public Affairs Education.
pp.239-261.
5

6