Business Administration Report: Detailed Unit Examination
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This report delves into various aspects of business administration, beginning with an introduction to the field and its core components such as accounting, finance, and marketing. It then explores office management procedures, including establishing efficient policies, system management, and the ...
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BUSINESS
ADMINISTRATION
ADMINISTRATION
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Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 11: - .......................................................................................................................................1
1.1 ..........................................................................................................................................1
1.2...........................................................................................................................................1
1.3 ..........................................................................................................................................1
1.4 ..........................................................................................................................................1
1.5 ..........................................................................................................................................2
UNIT 15...........................................................................................................................................2
1.1...........................................................................................................................................2
1.2 ..........................................................................................................................................2
1.3...........................................................................................................................................3
1.4 ..........................................................................................................................................3
1.5 ..........................................................................................................................................3
1.6...........................................................................................................................................3
1.7...........................................................................................................................................3
2.1 ..........................................................................................................................................4
2.2 ..........................................................................................................................................4
2.3 ..........................................................................................................................................4
2.4...........................................................................................................................................4
2.5 .........................................................................................................................................5
2.6...........................................................................................................................................5
2.7...........................................................................................................................................5
3.1 ..........................................................................................................................................5
3.2 ..........................................................................................................................................6
3.3...........................................................................................................................................6
UNIT 19...........................................................................................................................................6
1.1...........................................................................................................................................6
1.2...........................................................................................................................................6
1.3...........................................................................................................................................6
INTRODUCTION...........................................................................................................................1
UNIT 11: - .......................................................................................................................................1
1.1 ..........................................................................................................................................1
1.2...........................................................................................................................................1
1.3 ..........................................................................................................................................1
1.4 ..........................................................................................................................................1
1.5 ..........................................................................................................................................2
UNIT 15...........................................................................................................................................2
1.1...........................................................................................................................................2
1.2 ..........................................................................................................................................2
1.3...........................................................................................................................................3
1.4 ..........................................................................................................................................3
1.5 ..........................................................................................................................................3
1.6...........................................................................................................................................3
1.7...........................................................................................................................................3
2.1 ..........................................................................................................................................4
2.2 ..........................................................................................................................................4
2.3 ..........................................................................................................................................4
2.4...........................................................................................................................................4
2.5 .........................................................................................................................................5
2.6...........................................................................................................................................5
2.7...........................................................................................................................................5
3.1 ..........................................................................................................................................5
3.2 ..........................................................................................................................................6
3.3...........................................................................................................................................6
UNIT 19...........................................................................................................................................6
1.1...........................................................................................................................................6
1.2...........................................................................................................................................6
1.3...........................................................................................................................................6
1.4 ..........................................................................................................................................6
1.5...........................................................................................................................................7
1.6...........................................................................................................................................7
2.1...........................................................................................................................................7
2.2...........................................................................................................................................7
2.3 ..........................................................................................................................................7
3.1...........................................................................................................................................8
3.2...........................................................................................................................................8
3.3...........................................................................................................................................8
UNIT 55...........................................................................................................................................8
1.1...........................................................................................................................................8
1.2...........................................................................................................................................8
1.3...........................................................................................................................................9
1.4...........................................................................................................................................9
2.1...........................................................................................................................................9
2.2...........................................................................................................................................9
2.3...........................................................................................................................................9
2.4.........................................................................................................................................10
3.1.........................................................................................................................................10
3.2.........................................................................................................................................10
3.3.........................................................................................................................................10
3.4.........................................................................................................................................10
3.5.........................................................................................................................................11
3.6.........................................................................................................................................11
4.1.........................................................................................................................................11
4.2.........................................................................................................................................11
UNIT 65.........................................................................................................................................11
1.1 ........................................................................................................................................11
1.2.........................................................................................................................................12
1.3.........................................................................................................................................12
1.4.........................................................................................................................................12
1.5...........................................................................................................................................7
1.6...........................................................................................................................................7
2.1...........................................................................................................................................7
2.2...........................................................................................................................................7
2.3 ..........................................................................................................................................7
3.1...........................................................................................................................................8
3.2...........................................................................................................................................8
3.3...........................................................................................................................................8
UNIT 55...........................................................................................................................................8
1.1...........................................................................................................................................8
1.2...........................................................................................................................................8
1.3...........................................................................................................................................9
1.4...........................................................................................................................................9
2.1...........................................................................................................................................9
2.2...........................................................................................................................................9
2.3...........................................................................................................................................9
2.4.........................................................................................................................................10
3.1.........................................................................................................................................10
3.2.........................................................................................................................................10
3.3.........................................................................................................................................10
3.4.........................................................................................................................................10
3.5.........................................................................................................................................11
3.6.........................................................................................................................................11
4.1.........................................................................................................................................11
4.2.........................................................................................................................................11
UNIT 65.........................................................................................................................................11
1.1 ........................................................................................................................................11
1.2.........................................................................................................................................12
1.3.........................................................................................................................................12
1.4.........................................................................................................................................12
1.5.........................................................................................................................................12
1.6.........................................................................................................................................12
1.7.........................................................................................................................................13
1.8.........................................................................................................................................13
1.9.........................................................................................................................................13
2.1.........................................................................................................................................14
2.2.........................................................................................................................................14
2.3.........................................................................................................................................14
2.4.........................................................................................................................................14
2.5.........................................................................................................................................14
2.6.........................................................................................................................................14
2.7.........................................................................................................................................15
3.1.........................................................................................................................................15
3.2.........................................................................................................................................15
3.3.........................................................................................................................................15
3.4.........................................................................................................................................15
3.5.........................................................................................................................................16
3.6.........................................................................................................................................16
4.1.........................................................................................................................................16
4.2 ........................................................................................................................................16
4.3.........................................................................................................................................16
4.4.........................................................................................................................................16
4.5.........................................................................................................................................17
4.6.........................................................................................................................................17
4.7.........................................................................................................................................17
UNIT 73.........................................................................................................................................17
1.1.........................................................................................................................................17
1.2.........................................................................................................................................17
1.3.........................................................................................................................................18
1.4.........................................................................................................................................18
1.5.........................................................................................................................................18
1.6.........................................................................................................................................12
1.7.........................................................................................................................................13
1.8.........................................................................................................................................13
1.9.........................................................................................................................................13
2.1.........................................................................................................................................14
2.2.........................................................................................................................................14
2.3.........................................................................................................................................14
2.4.........................................................................................................................................14
2.5.........................................................................................................................................14
2.6.........................................................................................................................................14
2.7.........................................................................................................................................15
3.1.........................................................................................................................................15
3.2.........................................................................................................................................15
3.3.........................................................................................................................................15
3.4.........................................................................................................................................15
3.5.........................................................................................................................................16
3.6.........................................................................................................................................16
4.1.........................................................................................................................................16
4.2 ........................................................................................................................................16
4.3.........................................................................................................................................16
4.4.........................................................................................................................................16
4.5.........................................................................................................................................17
4.6.........................................................................................................................................17
4.7.........................................................................................................................................17
UNIT 73.........................................................................................................................................17
1.1.........................................................................................................................................17
1.2.........................................................................................................................................17
1.3.........................................................................................................................................18
1.4.........................................................................................................................................18
1.5.........................................................................................................................................18
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1.6.........................................................................................................................................18
2.1.........................................................................................................................................18
2.2.........................................................................................................................................18
2.3.........................................................................................................................................19
3.1 ........................................................................................................................................19
3.2.........................................................................................................................................19
3.3.........................................................................................................................................20
3.4.........................................................................................................................................20
3.5.........................................................................................................................................20
3.6.........................................................................................................................................20
4.1 ........................................................................................................................................20
4.2.........................................................................................................................................20
4.3.........................................................................................................................................21
4.4.........................................................................................................................................21
4.5.........................................................................................................................................21
4.6.........................................................................................................................................21
CONCLUSION..............................................................................................................................21
REFERENCES..............................................................................................................................22
2.1.........................................................................................................................................18
2.2.........................................................................................................................................18
2.3.........................................................................................................................................19
3.1 ........................................................................................................................................19
3.2.........................................................................................................................................19
3.3.........................................................................................................................................20
3.4.........................................................................................................................................20
3.5.........................................................................................................................................20
3.6.........................................................................................................................................20
4.1 ........................................................................................................................................20
4.2.........................................................................................................................................20
4.3.........................................................................................................................................21
4.4.........................................................................................................................................21
4.5.........................................................................................................................................21
4.6.........................................................................................................................................21
CONCLUSION..............................................................................................................................21
REFERENCES..............................................................................................................................22
INTRODUCTION
Business administration is management of a business. It includes all aspects of
overseeing and supervising business operations and related field which include Accounting,
Finance and Marketing (Gacula, 2013). The administration of a business includes the
performance or management of business operations and decision making, as well as the efficient
organization of people and other resources, to direct activities toward common goals and
objectives.
UNIT 11: -
1.1
Requirements of establishing office management procedures
Meet with divisional leaders to ensure the policies and procedures are feasible.
Determine the best format of policies for your audience.
Make Policies and Procedures easily accessible to your employees.
Determine the best way to measure the understanding your employees have of policies
and procedures.
1.2
It will supports in income generation through delivering reliable and consistently
performing plant and equipment to operations. Effective work and system management also
provides a systematic process through which stakeholders perform work management activities
in a consistent manner.
1.3
Constraint management exhibits the theoretical foundation that is considered with
effective management action so as to smoothly running of business activities. It also assists ito
built new ideas upon older ones to produce a robust, holistic approach to understanding and
managing complex systems.
1.4
The service itself is dependent upon its process. Even intangible services such as legal
representation, equipment-based services (services through vending machines, ATM)
etc., are dependent upon their process.
1
Business administration is management of a business. It includes all aspects of
overseeing and supervising business operations and related field which include Accounting,
Finance and Marketing (Gacula, 2013). The administration of a business includes the
performance or management of business operations and decision making, as well as the efficient
organization of people and other resources, to direct activities toward common goals and
objectives.
UNIT 11: -
1.1
Requirements of establishing office management procedures
Meet with divisional leaders to ensure the policies and procedures are feasible.
Determine the best format of policies for your audience.
Make Policies and Procedures easily accessible to your employees.
Determine the best way to measure the understanding your employees have of policies
and procedures.
1.2
It will supports in income generation through delivering reliable and consistently
performing plant and equipment to operations. Effective work and system management also
provides a systematic process through which stakeholders perform work management activities
in a consistent manner.
1.3
Constraint management exhibits the theoretical foundation that is considered with
effective management action so as to smoothly running of business activities. It also assists ito
built new ideas upon older ones to produce a robust, holistic approach to understanding and
managing complex systems.
1.4
The service itself is dependent upon its process. Even intangible services such as legal
representation, equipment-based services (services through vending machines, ATM)
etc., are dependent upon their process.
1
Another factor is - Customer Participation in the Process. The consumer is a part of the
production process and there is a close interaction between the service provider and the
consumer.
Proper coordination is a major aim of the system. Better coordination is possible through
the introduction of a system (Symon and Cassell, 2012). This results in greater cohesion
and efficiency. Bottle-neck is removed.
Office system make the training of the staff better and thus efficiency of worker in the
office improves. A few well-trained workers are better than an army of untrained
workers.
1.5
Smart businesses know that a good work environment starts with hiring the right people.
Make sure employees are professional and team players. Be cognizant of how you're interacting
with employees. Team members and upper management should focus on their communication
methods and the effects they have on the office environment. Everyone wants to have fun at
work—even though everyone defines “fun” a little differently. Still, if you can keep the previous
four tips in action, then fun—or a sense of enjoyment and being able to be yourself at work—
becomes a more natural part of everyone’s job.
UNIT 15
1.1
Primary sources the information taken first-hand by the researchers, who collects the data
and completes the study process without referring to any second-hand sources whereas its main
disadvantage is the procedure is more time consuming, and costs a lot of assets (Storey, 2016).
On the other hand, secondary research is the information that someone has already researched
on, prepared, and analysed and its main disadvantage is the data may lack details that fulfill goal
of the client at present.
1.2
In quantitative method findings can be generalised if selection process is well-designed
and sample is representative of study population whereas its main disadvantage is it is related
secondary data is sometimes not available or accessing available data is difficult/impossible.
2
production process and there is a close interaction between the service provider and the
consumer.
Proper coordination is a major aim of the system. Better coordination is possible through
the introduction of a system (Symon and Cassell, 2012). This results in greater cohesion
and efficiency. Bottle-neck is removed.
Office system make the training of the staff better and thus efficiency of worker in the
office improves. A few well-trained workers are better than an army of untrained
workers.
1.5
Smart businesses know that a good work environment starts with hiring the right people.
Make sure employees are professional and team players. Be cognizant of how you're interacting
with employees. Team members and upper management should focus on their communication
methods and the effects they have on the office environment. Everyone wants to have fun at
work—even though everyone defines “fun” a little differently. Still, if you can keep the previous
four tips in action, then fun—or a sense of enjoyment and being able to be yourself at work—
becomes a more natural part of everyone’s job.
UNIT 15
1.1
Primary sources the information taken first-hand by the researchers, who collects the data
and completes the study process without referring to any second-hand sources whereas its main
disadvantage is the procedure is more time consuming, and costs a lot of assets (Storey, 2016).
On the other hand, secondary research is the information that someone has already researched
on, prepared, and analysed and its main disadvantage is the data may lack details that fulfill goal
of the client at present.
1.2
In quantitative method findings can be generalised if selection process is well-designed
and sample is representative of study population whereas its main disadvantage is it is related
secondary data is sometimes not available or accessing available data is difficult/impossible.
2
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Apart from this, qualitative method provides more detailed information to explain complex
issues whereas the process of collection is usually time consuming.
1.3
Research Validity consists with the problem of data gathering represents several concepts
that to the non-researcher may be quite complex. But basically validity boils down to whether the
research is really measuring what it claims to be measuring. On the other hand, Research
Reliability relates to whether research results can be applied to a wider group than those who
took part in a study.
1.4
Research tools and software enable researchers to construct theories and system models.
They typically support capturing hypotheses, inferring mechanisms, and formulating
experimental results within the same framework (Schiederig, Tietze and Herstatt, 2012).
1.5
Sampling risk is one of the many types of risks an auditor may face when performing the
necessary procedure of audit sampling. Audit sampling exists because of the impractical and
costly effects of examining all or 100% of a client's records or books.
1.6
The problem generalisation occurs more often than you might think. People want their
results instantly; they don’t want to wait for them, so well-planned surveys and experiments take
a back seat to instant Web surveys and convenience samples.
1.7
Main types of data analysis presentations are stated as under: -
Time Series Data
Bar Charts
Combo Charts
Pie Charts
Tables
Geo Map
Scorecard
Scatter Charts
Bullet Charts
3
issues whereas the process of collection is usually time consuming.
1.3
Research Validity consists with the problem of data gathering represents several concepts
that to the non-researcher may be quite complex. But basically validity boils down to whether the
research is really measuring what it claims to be measuring. On the other hand, Research
Reliability relates to whether research results can be applied to a wider group than those who
took part in a study.
1.4
Research tools and software enable researchers to construct theories and system models.
They typically support capturing hypotheses, inferring mechanisms, and formulating
experimental results within the same framework (Schiederig, Tietze and Herstatt, 2012).
1.5
Sampling risk is one of the many types of risks an auditor may face when performing the
necessary procedure of audit sampling. Audit sampling exists because of the impractical and
costly effects of examining all or 100% of a client's records or books.
1.6
The problem generalisation occurs more often than you might think. People want their
results instantly; they don’t want to wait for them, so well-planned surveys and experiments take
a back seat to instant Web surveys and convenience samples.
1.7
Main types of data analysis presentations are stated as under: -
Time Series Data
Bar Charts
Combo Charts
Pie Charts
Tables
Geo Map
Scorecard
Scatter Charts
Bullet Charts
3
Area Chart
Text & Images
2.1
Parameters in analysis is an important component of any statistical analysis. In simple
words, a parameter is any numerical quantity that characterizes a given population or some
aspect of it. This means the parameter tells us something about the whole population.
2.2
Gather the facts
Define the ethical issues
Identify the affected parties (stakeholders)
Identify the consequences
Identify the obligations (principles, rights, justice)
Think creatively about potential actions
Decide on the proper ethical action and be prepared to deal with opposing arguments.
2.3
It is important to keep your evaluation information organized. Depending on your needs
and available resources, you may want to create a database or spreadsheet to organize your data
(Dash, 2014). Readily available computer programs, such as Excel and Access, may be useful.
2.4
Validity
Internal Validity is concerned with the degree of certainty that observed effects in an
experiment are actually the result of the experimental treatment or condition (the cause),
rather than intervening, extraneous or confounding variables. External Validity is concerned with the degree to which research findings can be applied
to the real world, beyond the controlled setting of the research.
Reliability
Inter-Rater or Inter-Observer Reliability is used to assess the degree to which different
raters/observers agree when measuring the same phenomenon simultaneously.
4
Text & Images
2.1
Parameters in analysis is an important component of any statistical analysis. In simple
words, a parameter is any numerical quantity that characterizes a given population or some
aspect of it. This means the parameter tells us something about the whole population.
2.2
Gather the facts
Define the ethical issues
Identify the affected parties (stakeholders)
Identify the consequences
Identify the obligations (principles, rights, justice)
Think creatively about potential actions
Decide on the proper ethical action and be prepared to deal with opposing arguments.
2.3
It is important to keep your evaluation information organized. Depending on your needs
and available resources, you may want to create a database or spreadsheet to organize your data
(Dash, 2014). Readily available computer programs, such as Excel and Access, may be useful.
2.4
Validity
Internal Validity is concerned with the degree of certainty that observed effects in an
experiment are actually the result of the experimental treatment or condition (the cause),
rather than intervening, extraneous or confounding variables. External Validity is concerned with the degree to which research findings can be applied
to the real world, beyond the controlled setting of the research.
Reliability
Inter-Rater or Inter-Observer Reliability is used to assess the degree to which different
raters/observers agree when measuring the same phenomenon simultaneously.
4
Test-Retest Reliability – It compares results from an initial test with repeated measures
later on, the assumption being that the if instrument is reliable there will be close
agreement over repeated tests if the variables being measured remain unchanged.
2.5
Nonexperimental Research – In researcher studies the naturally occurring relationship between
two or more naturally occurring variables.
Experimental Research
Subjects are randomly assigned to experimental conditions.
The researcher manipulates an independent predictor variable.
2.6
Data analysis will only provide a realistic insight and will suggest real-time and practical
measures if the data is genuine and free from any machine or manual errors, discrepancies or
loopholes (Zhimin and Jun, 2011). Therefore, it is essential for data analysts and organizational
management to ensure the accuracy of data on a regular basis from various organizational
operations and procedures.
2.7
The research needs to identify for the reader why and how the analyses and
interpretations were made and the way key concepts in the analyses evolved. In addition, the
researcher needs to "inform the reader of any unexpected findings or patterns that emerged from
the data and report a range of evidence to support assertions or interpretations presented.
3.1
First check that you have received one response from each respondent and that you do
not have any duplicates. This is more likely to be an issue if you have offered people the option
to return a paper copy or an electronic copy – make sure you haven’t received one of each from
one person.
3.2
Researcher might have formulated research aims and objectives too broadly. They always
have to specify ways the formulation of research aims and objectives could be narrowed so that
the level of focus of the study could be increased. On the other hand, sample size depends on the
nature of the research problem.
5
later on, the assumption being that the if instrument is reliable there will be close
agreement over repeated tests if the variables being measured remain unchanged.
2.5
Nonexperimental Research – In researcher studies the naturally occurring relationship between
two or more naturally occurring variables.
Experimental Research
Subjects are randomly assigned to experimental conditions.
The researcher manipulates an independent predictor variable.
2.6
Data analysis will only provide a realistic insight and will suggest real-time and practical
measures if the data is genuine and free from any machine or manual errors, discrepancies or
loopholes (Zhimin and Jun, 2011). Therefore, it is essential for data analysts and organizational
management to ensure the accuracy of data on a regular basis from various organizational
operations and procedures.
2.7
The research needs to identify for the reader why and how the analyses and
interpretations were made and the way key concepts in the analyses evolved. In addition, the
researcher needs to "inform the reader of any unexpected findings or patterns that emerged from
the data and report a range of evidence to support assertions or interpretations presented.
3.1
First check that you have received one response from each respondent and that you do
not have any duplicates. This is more likely to be an issue if you have offered people the option
to return a paper copy or an electronic copy – make sure you haven’t received one of each from
one person.
3.2
Researcher might have formulated research aims and objectives too broadly. They always
have to specify ways the formulation of research aims and objectives could be narrowed so that
the level of focus of the study could be increased. On the other hand, sample size depends on the
nature of the research problem.
5
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3.3
A reference data source supplies data values that replace the foreign key value when that
key refers to a surrogate primary key.
UNIT 19
1.1
Filter junk mail using sender name, domain, or subject line. Send messages to a separate
folder or block them altogether (Bagnoli and Megali, 2011). This option is useful if spam senders
frequently change sender information (to avoid being blocked). It is also useful if you would like
to block mail altogether or send it to a folder other than Junk.
1.2
There are usually no problems with delayed payments, as most online payments are
instant. If an outgoing item if a document that is to be kept flat, it will be placed into a cardboard
envelope stamped with “do not bend”. This is to ensure it is not damaged; cases like these
include important documents such as exam certificates.
1.3
It is always important to make sure there is sufficient credit on the franking machine,
otherwise items won’t be franked, and this value is shown on the bottom of the screen on the
machine. In order to frank an item, it needs to be weighed for the correct price; this can be
checked alongside the Royal Mail’s current rates
1.4
Size and Weight Limits - The combined length and girth of a package can be no more
than 130 inches, and the weight can be no more than 70 pounds.
Preventing Damage - Most damage to packages is due to improper packaging and
handling.
1.5
To ensure security of chain armour particular , all mail inspection and repair addressed to
appendage of staff are organised and delivered to their pigeon holes, to be opened by themselves.
However mail service with no name or no indication as to who it is intended for is usually
opened by the decision maker ; if it states it is confidential or common soldier , it will be handed
to the line manager. The main messenger service used by my work is Parcelforce.
6
A reference data source supplies data values that replace the foreign key value when that
key refers to a surrogate primary key.
UNIT 19
1.1
Filter junk mail using sender name, domain, or subject line. Send messages to a separate
folder or block them altogether (Bagnoli and Megali, 2011). This option is useful if spam senders
frequently change sender information (to avoid being blocked). It is also useful if you would like
to block mail altogether or send it to a folder other than Junk.
1.2
There are usually no problems with delayed payments, as most online payments are
instant. If an outgoing item if a document that is to be kept flat, it will be placed into a cardboard
envelope stamped with “do not bend”. This is to ensure it is not damaged; cases like these
include important documents such as exam certificates.
1.3
It is always important to make sure there is sufficient credit on the franking machine,
otherwise items won’t be franked, and this value is shown on the bottom of the screen on the
machine. In order to frank an item, it needs to be weighed for the correct price; this can be
checked alongside the Royal Mail’s current rates
1.4
Size and Weight Limits - The combined length and girth of a package can be no more
than 130 inches, and the weight can be no more than 70 pounds.
Preventing Damage - Most damage to packages is due to improper packaging and
handling.
1.5
To ensure security of chain armour particular , all mail inspection and repair addressed to
appendage of staff are organised and delivered to their pigeon holes, to be opened by themselves.
However mail service with no name or no indication as to who it is intended for is usually
opened by the decision maker ; if it states it is confidential or common soldier , it will be handed
to the line manager. The main messenger service used by my work is Parcelforce.
6
1.6
There are several slipway to identify a suspicious item, some characteristics include;
misspelling of name or name and address, no return address, stains, discolouration or a strange
odour, or uneven/unnecessary packaging (Florin, 2014). The procedures in post state never to
clear a software system believed to be suspicious, and to isolate it from the rest of the ring armor,
preferably waterproofing it in another package or container .
2.1
After the mail has been received, it should be sorted out before it is opened. Official
letters should be separated from the private letters of the employees. Letters marked
‘confidential’ or addressed to officials by name should be sent immediately unopened to the
concerned officials. After seeing the envelopes the staff recognises the class of mail and content
with experience.
2.2
For small companies and large enterprises alike, mail continues to be an integral part of
the document workflow. In a typical mail centre today, 60% to 70% of the labour is spent sorting
incoming and interoffice mail. Incoming mail is defined as those mail pieces that are received by
any company, and in addition to the postal address, contain company-specific addressee
information, such as name, title, department, subdivision and other specific details.
2.3
Campus Mail Services does not have the equipment to deliver packages weighing more
than 25 lbs.
Departments receiving such packages will be notified by Mail Services and are
responsible for arranging delivery through the Facilities Department.
Mail Services will not be responsible for personal packages; it is the responsibility of
the recipient to pick up their packages (Jivan, 2011).
3.1
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. All outgoing mail
needs to clearly identify the sender and the recipient. Instruct employees in the proper
preparation of envelopes, and make someone on staff available to answer questions about the
mail.
7
There are several slipway to identify a suspicious item, some characteristics include;
misspelling of name or name and address, no return address, stains, discolouration or a strange
odour, or uneven/unnecessary packaging (Florin, 2014). The procedures in post state never to
clear a software system believed to be suspicious, and to isolate it from the rest of the ring armor,
preferably waterproofing it in another package or container .
2.1
After the mail has been received, it should be sorted out before it is opened. Official
letters should be separated from the private letters of the employees. Letters marked
‘confidential’ or addressed to officials by name should be sent immediately unopened to the
concerned officials. After seeing the envelopes the staff recognises the class of mail and content
with experience.
2.2
For small companies and large enterprises alike, mail continues to be an integral part of
the document workflow. In a typical mail centre today, 60% to 70% of the labour is spent sorting
incoming and interoffice mail. Incoming mail is defined as those mail pieces that are received by
any company, and in addition to the postal address, contain company-specific addressee
information, such as name, title, department, subdivision and other specific details.
2.3
Campus Mail Services does not have the equipment to deliver packages weighing more
than 25 lbs.
Departments receiving such packages will be notified by Mail Services and are
responsible for arranging delivery through the Facilities Department.
Mail Services will not be responsible for personal packages; it is the responsibility of
the recipient to pick up their packages (Jivan, 2011).
3.1
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. All outgoing mail
needs to clearly identify the sender and the recipient. Instruct employees in the proper
preparation of envelopes, and make someone on staff available to answer questions about the
mail.
7
3.2
Best option for dispatching mail according to the required degree of urgency, size and
value of the item are stated below :
Urgent and important
Non-urgent but important
Urgent but not important
Non-urgent and not important
3.3
Incoming USPS mail is picked up by Mail Services around 8:45am. This mail is
generally sorted by 9:30am. Outgoing mail is picked up from departments at the same time
incoming mail is delivered.
UNIT 55
1.1
Before drawing up the budget, it is necessary to get an overview of the type of inputs
needed to achieve the objectives of the project.
Material cost - Normally you think of material as the physical composition of the asset.
Labor cost - Labor is the value of the work needed to complete the activity or asset;
Overhead cost - Overhead represents the resources needed to support the activity and/or
asset.
1.2
Business case analysis BCA can be defined as a decision support and planning tool that
projects the likely financial results and other business consequences of an action or investment
(Bodin, Jaramillo and Maynard, 2012). The main factors of business case are financial
justification, cost benefit analysis, total cost of ownership, or even return on investment analysis.
1.3
Stakeholders will react in different ways to different project actions, however by
identifying triggers and mitigation measures, you can avoid preventable complaints.
Mapping your internal stakeholders will allow you to investigate whether you have the
right resources and whether your team will function effectively.
8
Best option for dispatching mail according to the required degree of urgency, size and
value of the item are stated below :
Urgent and important
Non-urgent but important
Urgent but not important
Non-urgent and not important
3.3
Incoming USPS mail is picked up by Mail Services around 8:45am. This mail is
generally sorted by 9:30am. Outgoing mail is picked up from departments at the same time
incoming mail is delivered.
UNIT 55
1.1
Before drawing up the budget, it is necessary to get an overview of the type of inputs
needed to achieve the objectives of the project.
Material cost - Normally you think of material as the physical composition of the asset.
Labor cost - Labor is the value of the work needed to complete the activity or asset;
Overhead cost - Overhead represents the resources needed to support the activity and/or
asset.
1.2
Business case analysis BCA can be defined as a decision support and planning tool that
projects the likely financial results and other business consequences of an action or investment
(Bodin, Jaramillo and Maynard, 2012). The main factors of business case are financial
justification, cost benefit analysis, total cost of ownership, or even return on investment analysis.
1.3
Stakeholders will react in different ways to different project actions, however by
identifying triggers and mitigation measures, you can avoid preventable complaints.
Mapping your internal stakeholders will allow you to investigate whether you have the
right resources and whether your team will function effectively.
8
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1.4
A business’s budget cycle is the time frame a budget covers, with companies using
monthly, quarterly and/or annual budget cycles to control costs and streamline administrative
duties. The annual business plan and budget process is a key part of running a business
successfully and achieving a strategy.
2.1
Purpose of budget setting -
To prognosticate the firm’s future sales, production cost and other expenses in order to
earn desired amount of income and minimise the possibility of business losses.
To decide the composition of capitalisation in order to ensure availability of funds at
reasonable cost.
2.2
Make assumptions based on possible issues that may take a toll on the set budget.
Make use of visuals - Graphs and charts may easily present statistical data that will
provide a precise and clear view of your analysis.
Review calculations. Human error is a common, yet crucial, problem when dealing with
numbers.
2.3
Contingency planning is developing responses in advance for various situations that
might impact business. Although negative events probably come to mind first, a good
contingency plan should also address positive events that might disrupt operations - such as a
very large order.
2.4
The first step in the budgeting process is having a written strategic plan. This ensures that
organizational resources are used to support the strategy and development of the organization.
Revenue projections should be based on historical financial performance, as well as projected
growth income.
3.1
All departments are required to regularly monitor actual activity to planned activity and
control their expenditure to ensure that it is in line with available funds. The financial jargon for
9
A business’s budget cycle is the time frame a budget covers, with companies using
monthly, quarterly and/or annual budget cycles to control costs and streamline administrative
duties. The annual business plan and budget process is a key part of running a business
successfully and achieving a strategy.
2.1
Purpose of budget setting -
To prognosticate the firm’s future sales, production cost and other expenses in order to
earn desired amount of income and minimise the possibility of business losses.
To decide the composition of capitalisation in order to ensure availability of funds at
reasonable cost.
2.2
Make assumptions based on possible issues that may take a toll on the set budget.
Make use of visuals - Graphs and charts may easily present statistical data that will
provide a precise and clear view of your analysis.
Review calculations. Human error is a common, yet crucial, problem when dealing with
numbers.
2.3
Contingency planning is developing responses in advance for various situations that
might impact business. Although negative events probably come to mind first, a good
contingency plan should also address positive events that might disrupt operations - such as a
very large order.
2.4
The first step in the budgeting process is having a written strategic plan. This ensures that
organizational resources are used to support the strategy and development of the organization.
Revenue projections should be based on historical financial performance, as well as projected
growth income.
3.1
All departments are required to regularly monitor actual activity to planned activity and
control their expenditure to ensure that it is in line with available funds. The financial jargon for
9
this process of monitoring income and expenditure and taking corrective action is budgetary
control.
3.2
Budget variances refer to the unpredictable factors that cause a company to spend more
or less than it expects to spend in its budget. For example - Labor costs are affected both by the
budgeted pay rate and the number of hours that employees work.
3.3
Management should investigate the cause of significant budget variances. Here are some
possibilities:
Changes in conditions: For example, a supplier may have raised prices, causing the
company’s costs to increase.
The quality of management: Special care to reduce costs can result in favorable
variances. On the other hand, management carelessness can drive up unfavorable
variances.
Lousy budgeting: An unrealistically ambitious budget is likely to cause negative
variances.
3.4
Change in the scope or objective of the project or program.
Change in a key person specified in the application or award document.
The inclusion of costs that require prior approval in accordance with the governing OMB
cost principles circular.
3.5
Financial reports or statements are crucial for tracking the financial health of your
business. They're also important for setting goals, making sound business decisions and
obtaining finance. While you may rely on an accountant to prepare your financial statements,
always check them carefully for accuracy and ask questions. With your knowledge of your
business and some financial training, you can ensure that your statements are up to date and
accurate.
10
control.
3.2
Budget variances refer to the unpredictable factors that cause a company to spend more
or less than it expects to spend in its budget. For example - Labor costs are affected both by the
budgeted pay rate and the number of hours that employees work.
3.3
Management should investigate the cause of significant budget variances. Here are some
possibilities:
Changes in conditions: For example, a supplier may have raised prices, causing the
company’s costs to increase.
The quality of management: Special care to reduce costs can result in favorable
variances. On the other hand, management carelessness can drive up unfavorable
variances.
Lousy budgeting: An unrealistically ambitious budget is likely to cause negative
variances.
3.4
Change in the scope or objective of the project or program.
Change in a key person specified in the application or award document.
The inclusion of costs that require prior approval in accordance with the governing OMB
cost principles circular.
3.5
Financial reports or statements are crucial for tracking the financial health of your
business. They're also important for setting goals, making sound business decisions and
obtaining finance. While you may rely on an accountant to prepare your financial statements,
always check them carefully for accuracy and ask questions. With your knowledge of your
business and some financial training, you can ensure that your statements are up to date and
accurate.
10
3.6
Fraud risk is one component of operational risk. Operational risk focuses on the risks
associated with errors or events in transaction processing or other business operations. A fraud
risk review considers whether these errors or events could be the result of a deliberate act
designed to benefit the perpetrator.
4.1
Link budget development to corporate strategy. Because the budget expresses how
resources will be allocated and what measures will be used to evaluate progress, budget
development is more effective when linked to overall corporate strategy.
4.2
Meetings. Meet with key and controlling stakeholders to determine expectations and
timeline for the Lean assessment.
Determine the project scope. Write a project charter to contain the project.
Conduct interviews with staff to gather answers to specific questions.
UNIT 65
1.1
Time frame. Many managers are focused on executing current-year results, but workforce
planning has typically addressed a longer time frame and doesn’t show immediate gains
that can help meet this year’s results.
Data integrity concerns when “getting out of the gate.” Managers are reluctant to review
future plans when they feel that they can’t get a proper view of current head count
(Bowman and Thompson, 2013).
Control. Some managers have gut feelings and don’t want to reference data without a
compelling data story. There is no opportunity to shift this stance until managers.
1.2
It is important for the HR department to know how many people they need to recruit, and
the skills and capabilities that they must possess. The easiest way to address this problem is to
conduct a job skills analysis, carefully considering the content and requirement of job functions
including an assessment of technical skills.
11
Fraud risk is one component of operational risk. Operational risk focuses on the risks
associated with errors or events in transaction processing or other business operations. A fraud
risk review considers whether these errors or events could be the result of a deliberate act
designed to benefit the perpetrator.
4.1
Link budget development to corporate strategy. Because the budget expresses how
resources will be allocated and what measures will be used to evaluate progress, budget
development is more effective when linked to overall corporate strategy.
4.2
Meetings. Meet with key and controlling stakeholders to determine expectations and
timeline for the Lean assessment.
Determine the project scope. Write a project charter to contain the project.
Conduct interviews with staff to gather answers to specific questions.
UNIT 65
1.1
Time frame. Many managers are focused on executing current-year results, but workforce
planning has typically addressed a longer time frame and doesn’t show immediate gains
that can help meet this year’s results.
Data integrity concerns when “getting out of the gate.” Managers are reluctant to review
future plans when they feel that they can’t get a proper view of current head count
(Bowman and Thompson, 2013).
Control. Some managers have gut feelings and don’t want to reference data without a
compelling data story. There is no opportunity to shift this stance until managers.
1.2
It is important for the HR department to know how many people they need to recruit, and
the skills and capabilities that they must possess. The easiest way to address this problem is to
conduct a job skills analysis, carefully considering the content and requirement of job functions
including an assessment of technical skills.
11
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1.3
Recruiting and selection are affected by the size of your organization. Generally, the
smaller the company, the more likely that recruiting and selection are done by the hiring
manager. In larger companies, a recruiter usually screens resumes and conducts the initial
interview and then passes the most qualified applicants on to the hiring manager for the final
interview and hiring decision.
1.4
Suitability - Writing an accurate position description is an important part of the
recruitment process. It describes the primary tasks involved as well as the core
competencies required to perform the role (Lakhal, Sévigny and Frenette, 2013).
Consistency - A good recruitment and selection policy will also require that hiring
managers use pre-determined criteria at all stages of the recruitment process, thereby
reducing the risk of bias or discrimination.
1.5
Face to face interviews and /or telephone interviews, following on from submission of
completed application forms and/or curriculum vitae (C.V’s)
Use of references and previous employment checking
Psychological testing – used in occupational settings to measure individuals’ differences
(e.g. ability, personality)
Assessment Centres- for completion of a number of different tasks, linked to the job
description.
1.6
A number of different patterns of employment have been developed to meet the needs of
employers and employees. These include, for example:
Full-time employees
Part-time employees
Job-sharing arrangements
Permanent and fixed term posts
The use of temporary agency workers or contractors
1.7
A job specification should include:
12
Recruiting and selection are affected by the size of your organization. Generally, the
smaller the company, the more likely that recruiting and selection are done by the hiring
manager. In larger companies, a recruiter usually screens resumes and conducts the initial
interview and then passes the most qualified applicants on to the hiring manager for the final
interview and hiring decision.
1.4
Suitability - Writing an accurate position description is an important part of the
recruitment process. It describes the primary tasks involved as well as the core
competencies required to perform the role (Lakhal, Sévigny and Frenette, 2013).
Consistency - A good recruitment and selection policy will also require that hiring
managers use pre-determined criteria at all stages of the recruitment process, thereby
reducing the risk of bias or discrimination.
1.5
Face to face interviews and /or telephone interviews, following on from submission of
completed application forms and/or curriculum vitae (C.V’s)
Use of references and previous employment checking
Psychological testing – used in occupational settings to measure individuals’ differences
(e.g. ability, personality)
Assessment Centres- for completion of a number of different tasks, linked to the job
description.
1.6
A number of different patterns of employment have been developed to meet the needs of
employers and employees. These include, for example:
Full-time employees
Part-time employees
Job-sharing arrangements
Permanent and fixed term posts
The use of temporary agency workers or contractors
1.7
A job specification should include:
12
the job title the position in the company, including their line manager and any other
members of staff reporting to them
the location of the job (De Bruijn and Leeman, 2011). a summary of the general nature, main purpose and objectives of the job
A person specification should include:
the technical, organisational, communicative and creative skills and abilities you expect
from an ideal candidate
any specific qualifications or education required for the role
the level of experience needed in either similar organisations or equivalent roles
1.8
Induction is the process of welcoming and familiarising new volunteers and staff with
your organisation, their job and their workplace. Another name for the induction process is
orientation. After completing induction, volunteers should be confident in completing their tasks,
know who their manager or supervisor is and who they can go to for help.
1.9
Human resource processes are those involving legal requirements, organizational policies
and procedures relative to new employees, in order that both compliance and employee well-
being issues have been addressed on the other hand, Induction is the process for welcoming
newly recruited employees and supporting them to adjust to their new roles and working
environments (Hettne, 2016).
2.1
Staff planning helps you run your department efficiently. Determining and planning your
staff needs in advance, rather than waiting until a vacancy occurs, will help you achieve these
results. All new positions, including temporary positions, must be classified before recruitment.
2.2
Current skills needs figures may potentially produce a different calculation to the figure
for the actual current staffing profile. The information generated, including the difference
between these two sets of figures forms highly valuable planning information (Ismail, 2013).
13
members of staff reporting to them
the location of the job (De Bruijn and Leeman, 2011). a summary of the general nature, main purpose and objectives of the job
A person specification should include:
the technical, organisational, communicative and creative skills and abilities you expect
from an ideal candidate
any specific qualifications or education required for the role
the level of experience needed in either similar organisations or equivalent roles
1.8
Induction is the process of welcoming and familiarising new volunteers and staff with
your organisation, their job and their workplace. Another name for the induction process is
orientation. After completing induction, volunteers should be confident in completing their tasks,
know who their manager or supervisor is and who they can go to for help.
1.9
Human resource processes are those involving legal requirements, organizational policies
and procedures relative to new employees, in order that both compliance and employee well-
being issues have been addressed on the other hand, Induction is the process for welcoming
newly recruited employees and supporting them to adjust to their new roles and working
environments (Hettne, 2016).
2.1
Staff planning helps you run your department efficiently. Determining and planning your
staff needs in advance, rather than waiting until a vacancy occurs, will help you achieve these
results. All new positions, including temporary positions, must be classified before recruitment.
2.2
Current skills needs figures may potentially produce a different calculation to the figure
for the actual current staffing profile. The information generated, including the difference
between these two sets of figures forms highly valuable planning information (Ismail, 2013).
13
‘Identified staffing needs’ are based on information gathered internally to meet planned
requirements.
2.3
Participate in strategic planning. Human resources is part of the strategic planning team and a
partner in determining the company's future growth.
Determine the current level of staffing and expertise. Human resources' employee information
and payroll data can create a picture of the company's current status.
2.4
Resourcing need decisions and priorities may be based upon, for example:
Vital skills needed for success
Skill imbalance created by turnover, retention strategies and associated costs
Training versus recruiting to fill competency gaps
2.5
‘Cost effectiveness’ provides an economic analysis of the relative costs and outcomes of
two or more courses of action. Different methods of recruitment include using:
Existing employees -internal recruitment
Job centres
Scanning of known sources and networking.
2.6
It is of vital importance that candidates are to be selected based on merits. Applicants are
to be hired based purely on merits such as knowledge, skills, and ability in accordance to the
needs of the organization. If a company provides any special considerations.
2.7
Managerial, specialist and technical staff may require more targeted routes which tend to
be more expensive and this has to be balanced against the cost of not filling key posts
Internet recruitment may include advertising on own company website or the use of
specialist online recruitment websites, increasingly using social networking sites as a
preferred option (Love, 2013).
3.1
Assessment processes include:
14
requirements.
2.3
Participate in strategic planning. Human resources is part of the strategic planning team and a
partner in determining the company's future growth.
Determine the current level of staffing and expertise. Human resources' employee information
and payroll data can create a picture of the company's current status.
2.4
Resourcing need decisions and priorities may be based upon, for example:
Vital skills needed for success
Skill imbalance created by turnover, retention strategies and associated costs
Training versus recruiting to fill competency gaps
2.5
‘Cost effectiveness’ provides an economic analysis of the relative costs and outcomes of
two or more courses of action. Different methods of recruitment include using:
Existing employees -internal recruitment
Job centres
Scanning of known sources and networking.
2.6
It is of vital importance that candidates are to be selected based on merits. Applicants are
to be hired based purely on merits such as knowledge, skills, and ability in accordance to the
needs of the organization. If a company provides any special considerations.
2.7
Managerial, specialist and technical staff may require more targeted routes which tend to
be more expensive and this has to be balanced against the cost of not filling key posts
Internet recruitment may include advertising on own company website or the use of
specialist online recruitment websites, increasingly using social networking sites as a
preferred option (Love, 2013).
3.1
Assessment processes include:
14
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Psychometric testing which can be used to measure individual differences in personality
and ability and make predictions about future behavior.
Assessment Centres – are used for large –scale recruitment, graduates and senior roles,
specialist and technical positions
3.2
The information used in selection processes is taken mainly from two main sources:
Data including the completed application form and /or C.V.
Job description, person specification, references
Interview performance
3.3
Criteria are established, prior to assessment, in order to filter out those candidates who do
not meet both the minimum criteria and essential requirements, as stated in the person
specification (Ylagan, 2013). Shortlisted candidates, depending on the seniority of the post, may
be recalled for further interviews.
3.4
Candidates may be informed of the outcome of the application process, in line with
organizational procedures, in one or more of the following ways:
Informed as soon as possible either by telephone and/or letter
Verbal offer stating conditions of service including length of contract
Written conditional offer
3.5
Selection is the process which decides exactly what skills you are looking for in an
employee and tailor your interviewing and selection process to hone in on people with those
skills. Also, look at what strengths your current team is missing.
3.6
The Equality Act 2010
It came into force on 1 October 2010 and it aims to provide a simpler, more consistent
and more effective legal framework for preventing discrimination. The stated aim of the Act is to
reform and harmonise discrimination law, and to strengthen the law to support progress on
equality. It will replace the following equality legislation:
15
and ability and make predictions about future behavior.
Assessment Centres – are used for large –scale recruitment, graduates and senior roles,
specialist and technical positions
3.2
The information used in selection processes is taken mainly from two main sources:
Data including the completed application form and /or C.V.
Job description, person specification, references
Interview performance
3.3
Criteria are established, prior to assessment, in order to filter out those candidates who do
not meet both the minimum criteria and essential requirements, as stated in the person
specification (Ylagan, 2013). Shortlisted candidates, depending on the seniority of the post, may
be recalled for further interviews.
3.4
Candidates may be informed of the outcome of the application process, in line with
organizational procedures, in one or more of the following ways:
Informed as soon as possible either by telephone and/or letter
Verbal offer stating conditions of service including length of contract
Written conditional offer
3.5
Selection is the process which decides exactly what skills you are looking for in an
employee and tailor your interviewing and selection process to hone in on people with those
skills. Also, look at what strengths your current team is missing.
3.6
The Equality Act 2010
It came into force on 1 October 2010 and it aims to provide a simpler, more consistent
and more effective legal framework for preventing discrimination. The stated aim of the Act is to
reform and harmonise discrimination law, and to strengthen the law to support progress on
equality. It will replace the following equality legislation:
15
4.1
The induction plan may also include some light duties and activities such as:
meetings
client visits
shadowing
online training
4.2
Induction practices vary according to the sector of operation and the size of the company,
enabling opportunities for question and answer sessions. Ones that are of direct and immediate
concern to the new employee e.g. Health and Safety, may also be highlighted.
4.3
Defining roles and responsibilities helps employees to understand their job requirements,
what they are expected to do and the teams that they are part of.
Explanation may be in more formal presentations and depending on the roles.
Face to face meetings are also arranged between key parties to establish good working
relationships.
4.4
Depending on the nature of the help required, key contacts will be named e.g. line
manager in order that questions can be responded to and requests actioned.
4.5
A needs assessment/survey helps an organization achieve its goals. It reduces gaps
between employee skills and the skills required by the job and department. The training needs
assessment survey can also form the basis (benchmark) for determining effectiveness of the
training administered.
4.6
Survey a large number of employees at the same time.
Do not require a lot of time.
Enable honest and open feedback.
Gathers quantitative and qualitative data easily.
16
The induction plan may also include some light duties and activities such as:
meetings
client visits
shadowing
online training
4.2
Induction practices vary according to the sector of operation and the size of the company,
enabling opportunities for question and answer sessions. Ones that are of direct and immediate
concern to the new employee e.g. Health and Safety, may also be highlighted.
4.3
Defining roles and responsibilities helps employees to understand their job requirements,
what they are expected to do and the teams that they are part of.
Explanation may be in more formal presentations and depending on the roles.
Face to face meetings are also arranged between key parties to establish good working
relationships.
4.4
Depending on the nature of the help required, key contacts will be named e.g. line
manager in order that questions can be responded to and requests actioned.
4.5
A needs assessment/survey helps an organization achieve its goals. It reduces gaps
between employee skills and the skills required by the job and department. The training needs
assessment survey can also form the basis (benchmark) for determining effectiveness of the
training administered.
4.6
Survey a large number of employees at the same time.
Do not require a lot of time.
Enable honest and open feedback.
Gathers quantitative and qualitative data easily.
16
4.7
The level and nature of support required will vary during the induction period examples
include:
Standard supervision – the line manager provides a regular level of support, including a
small amount of non-work related assistance, if required
Non-delineated supervision and support – in this model, work-related support is provided
by the placement supervisor, who is also available to offer personal support.
UNIT 73
1.1
Starting a project without clear objectives, specific directions and a prepared plan of
action is like starting out on a road trip with no idea where you're going or how to get there.
While managers certainly may not be able to predict the final outcome of the project, they can
define the scope of the technical and organizational components of the project.
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.
1.3
To enable managers to know which parts of task or project will need to take priority and
this in turn will lead to deciding to whom, and why, tasks within the task or project need to be
allocated. This then allows the manager to be able to allocate suitable time for each aspect of the
task/project ensuring that all individual deadlines are met.
1.4
To ensure that tasks/projects being undertaken will benefit the business in terms of sales,
productivity, meeting customer requirements (internal or external)
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
17
The level and nature of support required will vary during the induction period examples
include:
Standard supervision – the line manager provides a regular level of support, including a
small amount of non-work related assistance, if required
Non-delineated supervision and support – in this model, work-related support is provided
by the placement supervisor, who is also available to offer personal support.
UNIT 73
1.1
Starting a project without clear objectives, specific directions and a prepared plan of
action is like starting out on a road trip with no idea where you're going or how to get there.
While managers certainly may not be able to predict the final outcome of the project, they can
define the scope of the technical and organizational components of the project.
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.
1.3
To enable managers to know which parts of task or project will need to take priority and
this in turn will lead to deciding to whom, and why, tasks within the task or project need to be
allocated. This then allows the manager to be able to allocate suitable time for each aspect of the
task/project ensuring that all individual deadlines are met.
1.4
To ensure that tasks/projects being undertaken will benefit the business in terms of sales,
productivity, meeting customer requirements (internal or external)
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
17
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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
1.6
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. This would be due
to lack of personnel or resources for the task/project.
2.1
The main responsibility of a manager is to: plan, organise, lead and control. The main
influence a manager has over a team. The main responsibility of a leader is to: communicate,
motivate, inspire and encourage employees towards a higher level of productivity.
2.2
Leadership styles have significant effects not only in small businesses but also in the
world's largest corporations.
Autocratic leadership styles - Autocratic leaders make decisions with little or no
involvement from employees. These leaders are supremely confident and comfortable with the
decision-making responsibility for company operating and strategic plans.
Delegative Leadership Effects - This style, also called laissez-faire leadership, is
typically considered the least effective option. In stark contrast to the other primary styles,
delegative leaders rarely make decisions, leaving this function up to the group.
2.3
Maslow's hierarchy of needsThis original version remains for most people the definitive
Hierarchy of Needs.
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.
18
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
1.6
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. This would be due
to lack of personnel or resources for the task/project.
2.1
The main responsibility of a manager is to: plan, organise, lead and control. The main
influence a manager has over a team. The main responsibility of a leader is to: communicate,
motivate, inspire and encourage employees towards a higher level of productivity.
2.2
Leadership styles have significant effects not only in small businesses but also in the
world's largest corporations.
Autocratic leadership styles - Autocratic leaders make decisions with little or no
involvement from employees. These leaders are supremely confident and comfortable with the
decision-making responsibility for company operating and strategic plans.
Delegative Leadership Effects - This style, also called laissez-faire leadership, is
typically considered the least effective option. In stark contrast to the other primary styles,
delegative leaders rarely make decisions, leaving this function up to the group.
2.3
Maslow's hierarchy of needsThis original version remains for most people the definitive
Hierarchy of Needs.
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.
18
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's main theory and its significance - 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.
3.1
Planning should take account of planned and unexpected contingencies, plans should be
flexible enough to be amended as and when needed.
Co-ordination involves bringing together and harmonising different work based activities
across the business.
3.2
Consider smart targeting for all team members, close monitoring of progress of
individuals and overall team objective, building commitment from the team and each person in
the team, being clear about objectives so that all team members know their own role and
responsibility within achieving objectives, renegotiate with team members as necessary.
3.3
This is effectively the personality of an organisation; if the organisation has clear vision,
mission and objectives then the manager knows the culture he/ she is working within and
achievements made can be set against these parameters.
3.4
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.
19
prestige, managerial responsibility, etc.
Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal
growth and peak experiences
Herzberg's main theory and its significance - 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.
3.1
Planning should take account of planned and unexpected contingencies, plans should be
flexible enough to be amended as and when needed.
Co-ordination involves bringing together and harmonising different work based activities
across the business.
3.2
Consider smart targeting for all team members, close monitoring of progress of
individuals and overall team objective, building commitment from the team and each person in
the team, being clear about objectives so that all team members know their own role and
responsibility within achieving objectives, renegotiate with team members as necessary.
3.3
This is effectively the personality of an organisation; if the organisation has clear vision,
mission and objectives then the manager knows the culture he/ she is working within and
achievements made can be set against these parameters.
3.4
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.
19
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.
3.6
Operational constraints could be:
• Staffing levels – increased or decrease
• Allocation and procurement of resources and materials
• Ability to be able to forward plan effectively – workwise and also growth wise
• Inability to gain loans or financial backing from investors, banks, etc
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.
4.2
The performance system could include – information needs to be quantitative,
measurable, easily understood by everyone using the system. Performance management begins
with goals. Set your corporate goals and objectives and clearly communicate them for
performance expectations to be met.
4.3
While setting key performance indicators, it is essential for managers to make sure that
what is being set is measurable, map core business processes, mapped core business processes
are aligned to roles, responsibilities.
4.4
Performance appraisal is the most commonly used performance management tool. A
potentially very valuable tool for aligning the goals of the individual with the strategic aims of
the enterprise, again cautionary words are aplenty.
20
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.
3.6
Operational constraints could be:
• Staffing levels – increased or decrease
• Allocation and procurement of resources and materials
• Ability to be able to forward plan effectively – workwise and also growth wise
• Inability to gain loans or financial backing from investors, banks, etc
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.
4.2
The performance system could include – information needs to be quantitative,
measurable, easily understood by everyone using the system. Performance management begins
with goals. Set your corporate goals and objectives and clearly communicate them for
performance expectations to be met.
4.3
While setting key performance indicators, it is essential for managers to make sure that
what is being set is measurable, map core business processes, mapped core business processes
are aligned to roles, responsibilities.
4.4
Performance appraisal is the most commonly used performance management tool. A
potentially very valuable tool for aligning the goals of the individual with the strategic aims of
the enterprise, again cautionary words are aplenty.
20
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Another performance management tool is management dashboards, which bring together
performance information (often in graphs, charts and traffic lights) in a concise display so that
performance levels are easier to communicate and understand.
4.5
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
Outputs: the products, services that are the result from an organisation’s activities or
from a specific project are known as the outputs.
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 mentioned report, it get analysed that business administration is one of
the crucial part of every business organisation in order to attain its goals and objectives. In
addition, while taking imperative business decisions managers are required to engage employees
in this process.
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.
21
performance information (often in graphs, charts and traffic lights) in a concise display so that
performance levels are easier to communicate and understand.
4.5
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
Outputs: the products, services that are the result from an organisation’s activities or
from a specific project are known as the outputs.
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 mentioned report, it get analysed that business administration is one of
the crucial part of every business organisation in order to attain its goals and objectives. In
addition, while taking imperative business decisions managers are required to engage employees
in this process.
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.
21
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.
22
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.
22
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