Business Administration Report: Employee Rights and Responsibilities

This comprehensive business administration report delves into various facets of office management, including establishing and implementing office procedures, managing work effectiveness, handling constraints, and designing office systems. The report further explores mail handling processes, detailing procedures for dealing with junk mail, addressing problems with incoming and outgoing mail, operating franking machines, and preparing packages for distribution. It also covers organizational policies, security measures, and reporting suspicious items. Additionally, the report analyzes employee rights and responsibilities within an organization, including career pathways, BMW's principles of conduct, and sources of information and advice. The report also touches upon document production, including the requirements for language, tone, image, and presentation, as well as the importance of data protection and version control. Furthermore, it discusses meeting minutes, equality, diversity, and inclusion, and presentation skills. Finally, the report explores decision-making processes, leadership styles, and theories of motivation within the workplace.

BUSINESS
ADMINISTRATION

Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 11 ..........................................................................................................................................2
P 1.1 Explain the requirements of establishing and implementing office management
procedure.....................................................................................................................................2
P 1.2 Explain how to manage the effectiveness of work and systems........................................2
P 1.3 Explain how to manage any constraints attached to office facilities and related budget...2
P 1.4 Explain the factors to designing of office system procedures and guidance documents...2
P 1.5 Explain how to create an environment that is conducive to productive work...................3
UNIT 19...........................................................................................................................................3
P 1.1 Explain how to deal with “junk” mail................................................................................3
P 1.2 Describe what to do in the event of problem arising when dealing with incoming or
outgoing mail..............................................................................................................................3
P 1.3 Describe how to operate a franking machine.....................................................................3
P 1.4 Explain how to prepare package of distribution................................................................4
P 1.5 State organisational policies and procedures on mail handling, security and the use of
courier services............................................................................................................................4
P 1.6 Explain the process for reporting suspicious or damaged items in accordance with
organisational procedures............................................................................................................4
P 1.7 Identify the best option for dispatching mail according to the required degree of
urgency, size and value of the item.............................................................................................4
UNIT 24...........................................................................................................................................4
P 1.1 Explain the role of their own occupation within an organisation and industry.................4
P.1.2 Describe career pathways within their organisation and industry.....................................4
P 1.3 Identify sources of information and advice on an industry, occupation, training and
career pathway............................................................................................................................5
P 1.4 Describe BMW's principles of conduct and codes of practice..........................................5
P 1.5 Explain issues of public concern that affect an organisation and industry........................5
P 1.6 Describe the types, roles and responsibilities of representative bodies and their relevance
to their own role..........................................................................................................................5

P 2.1 Describe the employer and employee statutory rights and responsibilities that affect their
own role.......................................................................................................................................5
P 2.2 Describe an employer’s expectations for employees’ standards of personal presentation,
punctuality and behaviour...........................................................................................................6
P 2.3 Describe the procedures and documentation that protect relationships with employees...6
P 2.4 Identify sources of information and advice on employment rights and responsibilities. . .6
UNIT 31...........................................................................................................................................6
P 1.1. Explain the requirements for language, tone, image and presentation for different
documents...................................................................................................................................6
P 1.2 Explain how to integrate images into documents..............................................................6
P 1.3 Describe how corporate identity impacts upon document production...............................7
P 1.4 Explain the requirements of data protection, copyright and intellectual property
legislation relating to document production................................................................................7
P 1.5 Describe organisational procedures for version control....................................................7
P 1.6 Describe security requirements relating to document Production.....................................7
P 2.1 Identify the purpose, audience, content, style, format and deadlines of a document........8
UNIT 32...........................................................................................................................................8
P 1.1 Explain the purpose of different types of minutes and other meeting records..................8
P 1.2 Explain the legal requirements of formal minutes.............................................................8
P 1.3 Describe organisational conventions for producing minutes.............................................8
P 1.4 Describe the responsibilities of the minute taker in a meeting..........................................8
P 1.5 Explain why it is important to maintain confidentiality of meetings, discussions and
actions.........................................................................................................................................9
P 1.6 Explain why it is necessary to record who proposed and seconded suggestions and
changes........................................................................................................................................9
P 1.1 Explain the difference between equality, diversity and inclusion.....................................9
P 1.2 Explain the impact of equality, diversity and inclusion across aspects of organisational
policy...........................................................................................................................................9
P 1.3 Explain the potential consequences of breaches of equality legislation...........................9
P 1.4 Describe nominated responsibilities within an organisation for equality, diversity and
inclusion......................................................................................................................................9

P 2.1 Explain the different forms of discrimination and harassment..........................................9
P 2.2 Describe the characteristics of behaviour that supports equality, diversity and inclusion
in the workplace........................................................................................................................10
P 2.3 Explain the importance of displaying behaviour that supports equality, diversity and
inclusion in the workplace........................................................................................................10
P 3.1 Identify potential issues relating to equality, diversity and inclusion in the workplace. .10
UNIT 64 ........................................................................................................................................10
P 1.1 explain the types of information are required for the presentation..................................10
P 1.2 Enter text and other information using layouts appropriate to type of information........10
P 1.3 Insert chart and tables and link to source data.................................................................10
P 1.4 Insert image, video or sound to enhance the presentation...............................................11
P 1.5 Identify any constraints which may affect the presentation.............................................11
P 1.6 Organise and combine information for presentation in line with any constraints...........11
P 1.7 Store and retrieve predetermined file effectively.............................................................11
UNIT 73.........................................................................................................................................11
P 1.1 Explain the importance of defining the objectives, scope and success criteria of the
decision to be taken...................................................................................................................11
P 1.2 Assess the importance of analysing the potential impact on decision-making................11
P 1.3 Explain the importances of obtaining sufficient valid information to enable effective
decision-making........................................................................................................................11
P 1.4 Explain the importance of aligning decision with business objectives, values and
policies......................................................................................................................................12
P 1.5 Explain how to validate information used in the decision process..................................12
P 1.6 Explain how to address issues that hamper the achievement to targets and quality
standard.....................................................................................................................................12
P 2.1 Explain different in the influences of managers and leaders on their items....................12
P 2.2 Evaluate the suitability and impact of different leadership styles in different context....12
P 2.3 Analyse theories and models of motivation and their application in the workplace.......12
REFERENCES..............................................................................................................................13

INTRODUCTION
In this study we will discuss about to the business administration element at broad level
in which we will discuss about Explain how to manage the effectiveness of work and systems
and several other factors which are related to the business administration in the organisation
efficiently.
UNIT 11
MANAGE OFFICE FACILITY
P 1.1 Explain the requirements of establishing and implementing office management procedure
Requirements of establishment of office management procedures:
 Careful design of a procedure and expressing it in written form are essential steps in
effective use of this basic tool. Putting procedures in written form forces clarification of
thought regarding them and facilitates communication with persons applying them.
P 1.2 Explain how to manage the effectiveness of work and systems Planning: Effective managers plan their work. Planning means setting performance
expectations and goals for groups and individuals to channel their efforts toward
achieving organizational objectives (Roth, 2012).
 Monitoring: Effective managers see to it that assignments and projects are monitored
continually. Monitoring well means consistently measuring performance and providing
ongoing feedback to employees and work groups on their progress toward reaching their
goals.
P 1.3 Explain how to manage any constraints attached to office facilities and related budget
Explaining Facility Management (FM) is easier if we see it globally with one example.
Let’s suppose you open a business in a modest office. Facility Management is an integration of interdisciplinary processes applied to manage
buildings.
Management of budgeting:
 Controlling and reducing operating costs (Ackermann, ed., 2012).
 Releasing additional manpower and financial resources.
P 1.4 Explain the factors to designing of office system procedures and guidance documents
 The top management appoints a system committee to consider every aspect of the system
and make suitable suggestions.
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 A separate department or section consisting of system analysis is created to develop a
system and suggest certain methods and procedures.
Documentation:
 Organisation charts and manuals also give some sketchy details. But when they are used
with organisation manuals, they indicate how the activities are grouped.
P 1.5 Explain how to create an environment that is conducive to productive work
Office fair compensation: Proper labor management services require you to pay attention
to your bottom line. However, you also need qualified employees to do the work, and nabbing
the best candidates means offering fair compensation in terms of salary and benefits (Bond, M.
H. ed., 2010).
Ask for suggestion: Once you’re the top dog you may find yourself out of touch with
day-to-day operations. Your employees are in the trenches, so to speak, and they often have
valuable suggestions about how to increase efficiency, cut waste, and improve productivity.
UNIT 19
HANDLE MAIL
P 1.1 Explain how to deal with “junk” mail Safe sender list: Email addresses and domain names in the Safe Senders List are never
treated as junk email, regardless of the content of the message. You can add your
Contacts and other correspondents to this list.
 Block senders list: You can easily block messages from particular senders by adding
their email addresses or domain names to the Blocked Senders List.
P 1.2 Describe what to do in the event of problem arising when dealing with incoming or
outgoing mail
If there is a problem with these prices, fore!ample it&s the wrong side of letter, the value
can be inputted manually on the franking machine. If the scales on the franking machine cannot
weigh the item because it is too heavy, then there is a separate set of scales to weigh the item and
then the weight is used to calculate the franking price (Foss and Knudsen, eds., 2013).
P 1.3 Describe how to operate a franking machine
Place your item onto the scales, select letter, large letter or parcel, UK or international
and the class [1st or 2nd]. The high-volume franking machines with integrated scales will
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determine the price for you. Place your item onto the scales, select letter, large letter or parcel,
UK or international and the class [1st or 2nd].
P 1.4 Explain how to prepare package of distribution
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 per-
packaged by the employees wanting to send them, for example electrical certificates are sealed in
the correct cover by my home office manager.
P 1.5 State organisational policies and procedures on mail handling, security and the use of
courier services
To ensure security of mail features, all post addressed to employees are organised and
delivered to their pigeon holes, to be opened by themselves. However, post with no name is
usually opened by me. If it states it is confidential or private then I will be handed in to the
business manager.
P 1.6 Explain the process for reporting suspicious or damaged items in accordance with
organisational procedures
If there is ant belief of a suspicious item, I would take the item to my office manager who
will record the time and date the item in which I was received and then report the item to my
company director And the local authority if necessary (Bean, 2015).
P 1.7 Identify the best option for dispatching mail according to the required degree of urgency,
size and value of the item
I collect mails everyone in the morning and afternoon, both the internal and external
mails. I distribute mails addressed to a specific person to that particular person, and any other
general mail for the department are opened by me. I look through them to see what they are
regarding and distribute them accordingly.
UNIT 24
EMPLOYEE RIGHTS AND RESPONSIBILITIES
P 1.1 Explain the role of their own occupation within an organisation and industry
The role of supervisor in BMW organisation:
 Allocate the workload to assigned team.
 Ensure adequate maintenance of tools, equipment, and other materials in the department.
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P.1.2 Describe career pathways within their organisation and industry
 Service manager: The BMW Service Manager oversees the financial, operational and
customer satisfaction objectives of the workshop department such as controlling costs,
maintaining good client and employee relationships, setting and obtaining sales
objectives and maintaining service records (Papadopoulos and Heslop, 2014).
P 1.3 Identify sources of information and advice on an industry, occupation, training and career
pathway
Our information, advice and guidance (BMW) resources help you:
 Implement your workforce plans more effectively.
 Improve your recruitment, retention and induction processes.
 Implement a flexible careers' framework.
 Identify funding sources for training and development.
P 1.4 Describe BMW's principles of conduct and codes of practice
Clearly BMW provides long‐term value for all its stakeholders-suppliers, shareholders,
employees and customers. As, is expected of a sustainable enterprise. BMW's business model,
innovative approach to problem‐solving and adherence to sustainable leadership practices
underpin a capacity to survive crises such as the GFC.
P 1.5 Explain issues of public concern that affect an organisation and industry
To BMW Manufacturing, Corporate Social Responsibility means being a catalyst for
change (Pratt and Gibbons, 2012). We strive to set examples for those we work with, for, and
around with high standards of environmental management, corporate giving, and maintaining a
diverse workforce.
P 1.6 Describe the types, roles and responsibilities of representative bodies and their relevance to
their own role
Constantly developing the skills of our employees and promoting them according to their
individual strengths is an investment in our future. Faced with different challenges in labour
markets worldwide, we take an active approach by consistently investing in recruiting and
developing talents.
P 2.1 Describe the employer and employee statutory rights and responsibilities that affect their
own role
 Provide and maintain a safe workplace, machinery and equipment
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 Prevent risks from use of any article or substance and from exposure to physical agents,
noise and vibration.
P 2.2 Describe an employer’s expectations for employees’ standards of personal presentation,
punctuality and behaviour
Positive attitude: Your attitude affects the relationships you have with your co-workers
and supervisor, the way you feel about the tasks you are asked to accomplish, and how satisfied
you are with your employment.
P 2.3 Describe the procedures and documentation that protect relationships with employees
The laws of the UK provide minimum rights and obligations, including the right to a safe
system of work and minimum notice periods, the duty to obey reasonable and lawful orders and
the requirement not to reveal trade secrets etc (Cova, Kozinets and Shankar, 20120. These rights
and obligations are implied into all employment contracts.
P 2.4 Identify sources of information and advice on employment rights and responsibilities
Unions are expert at dealing with all kinds of problems at work and at providing advice
and support. And although people can sometimes feel very alone when facing work difficulties,
it is often the case that you are not the only one who feels as you do, and that colleagues are
suffering in silence.
UNIT 31
PRODUCE BUSINESS DOCUMENTS
P 1.1. Explain the requirements for language, tone, image and presentation for different
documents
Language: When creating documents for external audiences it is important to avoid
using jargon, to ensure that the reader will understand what the document says. When using
acronyms make sure they are spelled out on first use (Mulder, 2012).
Tone: If creating a legal document it will have a formal tone and will use full sentences.
As it needs to cover the legal aspects of the business, such as a company’s Terms & Conditions
or contracts etc.
P 1.2 Explain how to integrate images into documents
Images used in documents should be relevant to the topic of the document. It is
important to have images that are suitable and copyright free.
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Corporate identity: This makes documentation easily recognisable to a company, for
example Cadbury use a purple which we now associate with them when we see it. The impact
could be that documents take longer to make as they need to match the rest of the company
documentation and the design may need to be agreed (Barczyk and Duncan, 2011).
P 1.3 Describe how corporate identity impacts upon document production
The last company that I worked for changed hands four times through the years. The
following aspects of technical documentation were affected:
 Corporate logos
 Company and product names
 Title page designs
 Copyright, proprietary notification, and trademark text
 Colour choices
 Font choices
P 1.4 Explain the requirements of data protection, copyright and intellectual property legislation
relating to document production
Copyright protection: Copyright protection will apply automatically if you or your
business produce original work in the literary, dramatic, musical or artistic fields. It gives you the
option to demand a royalty or a licence fee if you allow others to use your work. Read more
about copyright for your business.
P 1.5 Describe organisational procedures for version control
Version control means always being able to access the latest version, while still having
access to previous versions. We can recuperate a version of the document which is not the
current version (Headd, 2010). The version history will also give us clear clues about what’s
been done to a document and will be our road map to show us how to work with the distinct
version.
P 1.6 Describe security requirements relating to document Production
Data security: Securing your data may be required by consumer protection laws, privacy
laws or simply as a means of protecting your trade secrets. The primary way of securing data is
through restricting access. Passwords, username-level authorizations and group policies on a
network can help minimize access by unauthorized employees.
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P 2.1 Identify the purpose, audience, content, style, format and deadlines of a document
The documents that you produce for your organisation are an image or representation of
your organisation. So it automatically creates an impression on the reader about the standards of
the organisation and how it values its customers. A good quality document also looks good on
the reader's eyes, and is easy to follow and read.
UNIT 32
P 1.1 Explain the purpose of different types of minutes and other meeting records
Mission reports: Mission reports can be described as a description of events and
discussions that have occurred over the course of a travel duty to another country, like a field
office or in response to a special event.
Notes for the file: These are used to record the discussions and conversations at meetings
between ILO officials and usually key people outside the Organization. They are usually issue-
based.
P 1.2 Explain the legal requirements of formal minutes
Meeting officially began. While this may seem like a small point, in fact it could be vital
in some situations. For example, if someone made a decision before the meeting was called to
order, the company could argue that the decision was not sanctioned by management because it
was not part of the official meeting (Bounfour and Edvinsson, 2012).
P 1.3 Describe organisational conventions for producing minutes
The conventions of a meeting refer to the protocol under which meetings are usually
carried out. They are a set of rules which govern the way that each meeting progresses. Although
not every meeting has exactly the same conventions, companies will often make sure that all of
their meetings follow their own private set of conventions.
P 1.4 Describe the responsibilities of the minute taker in a meeting
 Taking rough notes that accurately reflect the decisions and discussion that took place
during the meeting.
 Writing up these notes in an agreed format (whether electronically or in hard copy) so
that information can be easily discerned and communications are clear, thus avoiding any
confusion. Responsibilities and ownership must be clearly indicated within the minutes.
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P 1.5 Explain why it is important to maintain confidentiality of meetings, discussions and actions
Confidentiality is of paramount importance. It is the employee's responsibility to treat all
the information in the workplace with care and caution. An employee should be prudent enough
not to disclose any information that the organization considers sensitive and confidential.
P 1.6 Explain why it is necessary to record who proposed and seconded suggestions and changes
The names of everyone in attendance at the meeting are usually the first things recorded.
This serves two purposes(Beran, Feng, Ghosh and Kulik, 2016). Absent members can stay in the
loop and keep abreast of what they missed at the meeting, and their absence from this meeting
becomes part of the public record.
UNIT 45
P 1.1 Explain the difference between equality, diversity and inclusion
Equality is ensuring individuals or groups of individuals are treated fairly and equally and
no less favorably, specific to their needs, including areas of race, gender, disability, religion or
belief, sexual orientation and age.
P 1.2 Explain the impact of equality, diversity and inclusion across aspects of organisational
policy
Diversity’ is a word that means ‘varied and different’. Diversity, therefore, is about more
than equality. It’s about creating a culture which values individual differences and variety for the
benefit of society, individuals and organisations.
P 1.3 Explain the potential consequences of breaches of equality legislation
The Equality Act 2010 (Gender Pay Gap Information) Regulations 2017 (SI 2017/172)
require employers with 250 or more employees in the private and voluntary sectors to publish
figures showing their gender pay gap.
P 1.4 Describe nominated responsibilities within an organisation for equality, diversity and
inclusion
The Equality Act was introduced in the UK to eliminate unlawful discrimination,
advance equal opportunities and promote good relations between people.
P 2.1 Explain the different forms of discrimination and harassment
It is illegal to discriminate based on race, religion, gender, or national original when
hiring or in the workplace. Federal contractors and subcontractors must take affirmative action to
8

guarantee equal employment opportunity without regard to these factors (Aremu and Adeyemi,
2011).
P 2.2 Describe the characteristics of behaviour that supports equality, diversity and inclusion in
the workplace
Positive character traits are those things that draw us to other people. When someone is
generous, kind, energetic, or optimistic they exude energy that attracts others.
P 2.3 Explain the importance of displaying behaviour that supports equality, diversity and
inclusion in the workplace
By working with people from different backgrounds and with different experiences and
working styles, we learn and get another view. Diverse views make for better decisions, and thus
drive a high-performance culture.
P 3.1 Identify potential issues relating to equality, diversity and inclusion in the workplace
The importance of identifying the correct criteria for the job at the beginning of the
recruitment and selection process. To change the criteria once the process has begun is unfair as
it could put some candidates at a disadvantage, and could amount to unlawful discrimination.
UNIT 64
P 1.1 explain the types of information are required for the presentation
Transitions are the signposts that help the audience navigate their way through your
presentation. They can help divide information up into sub-sections, link different aspects of
your talk and show progression through your topic.
P 1.2 Enter text and other information using layouts appropriate to type of information
Enter text and other information using layouts appropriate to type of information. The
Title and Content slide layout replaces both the bulleted list and content layout slides in earlier
versions of PowerPoint (Meñez, 2014). Now this one slide layout can be used for either of these
two features.
P 1.3 Insert chart and tables and link to source data
You can insert and link a chart from Excel workbook into your PowerPoint presentation.
When you edit the data in the spreadsheet, the chart on the PowerPoint slide can be easily
updated.
9

P 1.4 Insert image, video or sound to enhance the presentation
While playing music in the background certainly isn’t always appropriate, adding audio
for the duration of your presentation is an easy process that can make your slides a bit more
interesting.
P 1.5 Identify any constraints which may affect the presentation
Your presentation may also be affected by your confidence at presenting it and your
ability to remember the details of what you wanted to say.
P 1.6 Organise and combine information for presentation in line with any constraints
` It is common for people to work very hard planning for the information they need and
then, once the information is collected to not look back and renew their understanding of the
central issues and key questions (Weske, 2012).
P 1.7 Store and retrieve predetermined file effectively
There are a lot of ways to save a file on your computer, but some of them are not
compatible- meaning they will not work with – the operating system on different computers. I
make folders and keep my work on the desktop of my computer so I can find it easily.
UNIT 73
P 1.1 Explain the importance of defining the objectives, scope and success criteria of the
decision to be taken
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.
P 1.2 Assess the importance of analysing the potential impact on decision-making
Decision making is a critical part of running and working in a business. There are many
types of business decisions that need to be made at all levels of a business ranging from short
term operational decisions to the longer term strategic (Hettne, ed., 2016).
P 1.3 Explain the importances of obtaining sufficient valid information to enable effective
decision-making
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.
10

P 1.4 Explain the importance of aligning decision with business objectives, values and policies
Aligning goals and objectives is the most effective way for any business to improve their
chances of eventually attaining all of their goals. This virtually ensures that everyone within the
organization will continue to move in the same direction, without any type of confusion or
morale crushing errors (Hawkins, Best and Coney, 2010).
P 1.5 Explain how to validate information used in the decision process
According to the Office of Personnel Management, 28 different leadership competencies
are critical to success that include creativity, resilience and flexibility. When employee have
these skills, they can assume leadership positions that have more responsibility and authority.
P 1.6 Explain how to address issues that hamper the achievement to targets and quality standard
Meet the established and communicated goals. Provide extra guidance by setting up
checkpoints along the way to keep employees on track for improvement. Encourage employees
to seek help when needed and offer assistance in any way possible during this time.
P 2.1 Explain different in the influences of managers and leaders on their items
The difference between managers and leaders, he wrote, lies in the conceptions they hold,
deep in their psyches, of chaos and order. Managers embrace process, seek stability and control,
and instinctively try to resolve problems quickly—sometimes before they fully understand a
problem’s significance (Lesser, 2010).
P 2.2 Evaluate the suitability and impact of different leadership styles in different context
Leadership styles have significant effects not only in small businesses but also in the
world's largest corporations. These styles affect everyone from senior management to the newest
college intern.
P 2.3 Analyse theories and models of motivation and their application in the workplace
Expectancy theory: Expectancy Theory proposes that people will choose how to behave
depending on the outcomes they expect as a result of their behaviour. In other words, we decide
what to do based on what we expect the outcome to be.
CONCLUSION
From the above analysis it is concluded that business administration must be in
appropriate form in the organisation in order to run a business activities at the workplace in more
11

effective manner and some of the administrative factor which must be included in an
organisation in respect to run it in proper manner.
REFERENCES
Books and Journals
Roth, A. E., 2012. Axiomatic models of bargaining (Vol. 170). Springer Science & Business
Media.
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Ackermann, S. ed., 2012. Are small firms important? Their role and impact. Springer Science &
Business Media.
Bond, M. H. ed., 2010. The Oxford handbook of Chinese psychology. Oxford Library of
Psychology.
Foss, N. J. and Knudsen, C. eds., 2013. Towards a competence theory of the firm (Vol. 2).
Routledge.
Bean, J., 2015. Big Government and Affirmative Action: The Scandalous History of the Small
Business Administration. University Press of Kentucky.
Papadopoulos, N. and Heslop, L. A., 2014. Product-country images: Impact and role in
international marketing. Routledge.
Pratt, J. W. and Gibbons, J. D., 2012. Concepts of nonparametric theory. Springer Science &
Business Media.
Cova, B., Kozinets, R. and Shankar, A., 2012. Consumer tribes. Routledge.
Mulder, M., 2012. The daily power game (Vol. 6). Springer Science & Business Media.
Barczyk, C. C. and Duncan, D. G., 2011. Social networking media as a tool for teaching business
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Bounfour, A. and Edvinsson, L., 2012. Intellectual capital for communities. Routledge.
Headd, B., 2010. An analysis of small business and jobs (No. 359). Office of Advocacy, US
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Beran, J., Feng, Y., Ghosh, S. and Kulik, R., 2016. Long-Memory Processes. SPRINGER-
VERLAG BERLIN AN.
Aremu, M. A. and Adeyemi, S. L., 2011. Small and medium scale enterprises as a survival
strategy for employment generation in Nigeria. Journal of sustainable development, 4(1),
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Meñez, N. L., 2014. Tracer Study of the Masters in Business Administration (MBA) Graduates
from 2008-2012. Asia Pacific Journal of Education, Arts and Sciences, 1(1), pp.14-18.
Weske, M., 2012. Business process management architectures. In Business Process Management
(pp. 333-371). Springer, Berlin, Heidelberg.
Hettne, B. ed., 2016. The new regionalism and the future of security and development (Vol. 4).
Springer.
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Hawkins, D. I., Best, R. J. and Coney, K. A., 2010. Consumer behavior. Implications for
marketing strategy, 5.
Lesser, M., 2010. ZBA: Zen of business administration. New World Library.
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