Business Admin Assignment: Office Management, Data Analysis & HR
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Homework Assignment
AI Summary
This business administration assignment provides a comprehensive overview of various key modules within the field. It starts with an introduction to business administration, covering office management, including planning and cost considerations. The assignment then delves into data analysis, detailing the use of primary and secondary data, quantitative and qualitative data, and data organization techniques. Furthermore, the assignment addresses practical aspects of handling mail, including security measures and procedures. The document also covers budget management, including planning, forecasting, and audit processes. It also examines recruitment, selection, and induction practices, including job analysis, selection processes, and human resource procedures. Finally, the assignment explores principles of leadership and management, encompassing leadership styles, management functions, and effective communication strategies. The document provides detailed explanations, examples, and references to support the concepts discussed.
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BUSINESS
ADMINISTRATION
ADMINISTRATION
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Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 11 - Manage an office facility ..............................................................................................1
1.1...........................................................................................................................................1
1.2...........................................................................................................................................1
1.3...........................................................................................................................................2
1.4...........................................................................................................................................2
1.5...........................................................................................................................................2
UNIT 15 - Analyse and present business data ................................................................................2
TASK 1............................................................................................................................................2
1.1...........................................................................................................................................2
1.2...........................................................................................................................................3
1.3...........................................................................................................................................3
1.4...........................................................................................................................................3
1.5...........................................................................................................................................3
1.6...........................................................................................................................................3
1.7...........................................................................................................................................3
TASK 2............................................................................................................................................4
2.1...........................................................................................................................................4
2.2...........................................................................................................................................4
2.3...........................................................................................................................................4
2.4...........................................................................................................................................4
2.5...........................................................................................................................................4
2.6...........................................................................................................................................4
2.7...........................................................................................................................................5
TASK 3............................................................................................................................................5
3.1...........................................................................................................................................5
3.2...........................................................................................................................................5
3.3...........................................................................................................................................5
UNIT 19 - Handle mail....................................................................................................................5
INTRODUCTION...........................................................................................................................1
UNIT 11 - Manage an office facility ..............................................................................................1
1.1...........................................................................................................................................1
1.2...........................................................................................................................................1
1.3...........................................................................................................................................2
1.4...........................................................................................................................................2
1.5...........................................................................................................................................2
UNIT 15 - Analyse and present business data ................................................................................2
TASK 1............................................................................................................................................2
1.1...........................................................................................................................................2
1.2...........................................................................................................................................3
1.3...........................................................................................................................................3
1.4...........................................................................................................................................3
1.5...........................................................................................................................................3
1.6...........................................................................................................................................3
1.7...........................................................................................................................................3
TASK 2............................................................................................................................................4
2.1...........................................................................................................................................4
2.2...........................................................................................................................................4
2.3...........................................................................................................................................4
2.4...........................................................................................................................................4
2.5...........................................................................................................................................4
2.6...........................................................................................................................................4
2.7...........................................................................................................................................5
TASK 3............................................................................................................................................5
3.1...........................................................................................................................................5
3.2...........................................................................................................................................5
3.3...........................................................................................................................................5
UNIT 19 - Handle mail....................................................................................................................5
1.1...........................................................................................................................................5
1.2...........................................................................................................................................5
1.3...........................................................................................................................................6
1.4...........................................................................................................................................6
1.5...........................................................................................................................................6
1.6...........................................................................................................................................6
3.2...........................................................................................................................................6
UNIT 55 – Manage a budget...........................................................................................................6
TASK 1............................................................................................................................................6
1.1...........................................................................................................................................6
1.2...........................................................................................................................................6
1.3...........................................................................................................................................7
1.4...........................................................................................................................................7
TASK 2............................................................................................................................................7
2.1...........................................................................................................................................7
2.2...........................................................................................................................................7
2.3...........................................................................................................................................7
2.4...........................................................................................................................................7
TASK 3............................................................................................................................................8
3.1...........................................................................................................................................8
3.2...........................................................................................................................................8
3.3...........................................................................................................................................8
3.4...........................................................................................................................................8
3.5...........................................................................................................................................8
3.6...........................................................................................................................................8
TASK 4............................................................................................................................................9
4.1...........................................................................................................................................9
4.2 ..........................................................................................................................................9
UNIT 65 - Recruitment, Selection and Induction practice.............................................................9
TASK 1............................................................................................................................................9
1.1...........................................................................................................................................9
1.2...........................................................................................................................................5
1.3...........................................................................................................................................6
1.4...........................................................................................................................................6
1.5...........................................................................................................................................6
1.6...........................................................................................................................................6
3.2...........................................................................................................................................6
UNIT 55 – Manage a budget...........................................................................................................6
TASK 1............................................................................................................................................6
1.1...........................................................................................................................................6
1.2...........................................................................................................................................6
1.3...........................................................................................................................................7
1.4...........................................................................................................................................7
TASK 2............................................................................................................................................7
2.1...........................................................................................................................................7
2.2...........................................................................................................................................7
2.3...........................................................................................................................................7
2.4...........................................................................................................................................7
TASK 3............................................................................................................................................8
3.1...........................................................................................................................................8
3.2...........................................................................................................................................8
3.3...........................................................................................................................................8
3.4...........................................................................................................................................8
3.5...........................................................................................................................................8
3.6...........................................................................................................................................8
TASK 4............................................................................................................................................9
4.1...........................................................................................................................................9
4.2 ..........................................................................................................................................9
UNIT 65 - Recruitment, Selection and Induction practice.............................................................9
TASK 1............................................................................................................................................9
1.1...........................................................................................................................................9
1.2...........................................................................................................................................9
1.3...........................................................................................................................................9
1.4.........................................................................................................................................10
1.5.........................................................................................................................................10
1.6.........................................................................................................................................10
1.7.........................................................................................................................................10
1.8.........................................................................................................................................10
1.9.........................................................................................................................................11
TASK 2..........................................................................................................................................11
2.1.........................................................................................................................................11
2.2.........................................................................................................................................11
2.3.........................................................................................................................................11
2.4.........................................................................................................................................12
2.5.........................................................................................................................................12
2.6.........................................................................................................................................12
2.7.........................................................................................................................................12
TASK 3..........................................................................................................................................12
3.1.........................................................................................................................................12
3.2.........................................................................................................................................13
3.3.........................................................................................................................................13
3.4.........................................................................................................................................13
3.5.........................................................................................................................................13
3.6.........................................................................................................................................14
TASK 4..........................................................................................................................................14
4.1.........................................................................................................................................14
4.2.........................................................................................................................................14
4.3.........................................................................................................................................14
4.4.........................................................................................................................................14
4.5.........................................................................................................................................15
4.6.........................................................................................................................................15
4.7.........................................................................................................................................15
1.3...........................................................................................................................................9
1.4.........................................................................................................................................10
1.5.........................................................................................................................................10
1.6.........................................................................................................................................10
1.7.........................................................................................................................................10
1.8.........................................................................................................................................10
1.9.........................................................................................................................................11
TASK 2..........................................................................................................................................11
2.1.........................................................................................................................................11
2.2.........................................................................................................................................11
2.3.........................................................................................................................................11
2.4.........................................................................................................................................12
2.5.........................................................................................................................................12
2.6.........................................................................................................................................12
2.7.........................................................................................................................................12
TASK 3..........................................................................................................................................12
3.1.........................................................................................................................................12
3.2.........................................................................................................................................13
3.3.........................................................................................................................................13
3.4.........................................................................................................................................13
3.5.........................................................................................................................................13
3.6.........................................................................................................................................14
TASK 4..........................................................................................................................................14
4.1.........................................................................................................................................14
4.2.........................................................................................................................................14
4.3.........................................................................................................................................14
4.4.........................................................................................................................................14
4.5.........................................................................................................................................15
4.6.........................................................................................................................................15
4.7.........................................................................................................................................15
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UNIT 73 – Principles of leadership and management...................................................................16
TASK 1..........................................................................................................................................16
1.1.........................................................................................................................................16
1.2.........................................................................................................................................16
1.3.........................................................................................................................................16
1.4.........................................................................................................................................16
1.5.........................................................................................................................................17
1.6.........................................................................................................................................17
TASK 2..........................................................................................................................................17
2.1.........................................................................................................................................17
2.2.........................................................................................................................................17
2.3.........................................................................................................................................18
TASK 3..........................................................................................................................................18
3.1.........................................................................................................................................18
3.2.........................................................................................................................................19
3.3.........................................................................................................................................19
3.4.........................................................................................................................................19
3.5.........................................................................................................................................19
3.6.........................................................................................................................................19
TASK 4..........................................................................................................................................19
4.1.........................................................................................................................................19
4.2.........................................................................................................................................20
4.3.........................................................................................................................................20
4.4.........................................................................................................................................20
4.5.........................................................................................................................................20
4.6.........................................................................................................................................20
CONCLUSION..............................................................................................................................21
REFERENCES..............................................................................................................................21
TASK 1..........................................................................................................................................16
1.1.........................................................................................................................................16
1.2.........................................................................................................................................16
1.3.........................................................................................................................................16
1.4.........................................................................................................................................16
1.5.........................................................................................................................................17
1.6.........................................................................................................................................17
TASK 2..........................................................................................................................................17
2.1.........................................................................................................................................17
2.2.........................................................................................................................................17
2.3.........................................................................................................................................18
TASK 3..........................................................................................................................................18
3.1.........................................................................................................................................18
3.2.........................................................................................................................................19
3.3.........................................................................................................................................19
3.4.........................................................................................................................................19
3.5.........................................................................................................................................19
3.6.........................................................................................................................................19
TASK 4..........................................................................................................................................19
4.1.........................................................................................................................................19
4.2.........................................................................................................................................20
4.3.........................................................................................................................................20
4.4.........................................................................................................................................20
4.5.........................................................................................................................................20
4.6.........................................................................................................................................20
CONCLUSION..............................................................................................................................21
REFERENCES..............................................................................................................................21
INTRODUCTION
Business administration is a management in business which includes process like
accounting, finance and marketing. Some analyses view management as a subset of
administration, specifically associated with the technical and operational aspects of an
organization, and distinct from executive or strategic functions. Alternatively, administration can
refer to the bureaucratic or operational performance of routine office tasks, usually internally
oriented and reactive rather than proactive. Administrators, broadly speaking, engage in a
common set of functions to meet the organization's goals.
UNIT 11 - Manage an office facility
1.1
Discover What is Important
Plan to Fulfil Important Elements (Klepser and et. al., 2016)
Regularly Review Process Performance
1.2
planning work and setting expectations,
continually monitoring performance,
1
Business administration is a management in business which includes process like
accounting, finance and marketing. Some analyses view management as a subset of
administration, specifically associated with the technical and operational aspects of an
organization, and distinct from executive or strategic functions. Alternatively, administration can
refer to the bureaucratic or operational performance of routine office tasks, usually internally
oriented and reactive rather than proactive. Administrators, broadly speaking, engage in a
common set of functions to meet the organization's goals.
UNIT 11 - Manage an office facility
1.1
Discover What is Important
Plan to Fulfil Important Elements (Klepser and et. al., 2016)
Regularly Review Process Performance
1.2
planning work and setting expectations,
continually monitoring performance,
1
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1.3
Probably the best-known of the constraint management tools developed by Goldratt is
called “Drum-Buffer-Rope” (DBR) describe a system with dependencies and statistical
fluctuations (Kearns and et. al., 2014).
1.4
Cost
Needs
Flexibility and functionality
Size
1.5
Hire an Adequate Workforce
Hire the Right Employees for the Job
Set Realistic Expectations (Ingram, 2018).
UNIT 15 - Analyse and present business data
TASK 1
1.1
Uses of Primary data
Research is oriented for specific goals and purpose, cutting out possibility of wasting
resources.
Limitations of primary data
Primary research may ask for huger expense than secondary research.
Uses of secondary data
Accuracy
Sufficiency (Chambers, 2018)
Limitations of secondary data
Accuracy of secondary data is not known.
Data may be outdated.
1.2
Use of quantitative data
Relatively easy to analyse.
2
Probably the best-known of the constraint management tools developed by Goldratt is
called “Drum-Buffer-Rope” (DBR) describe a system with dependencies and statistical
fluctuations (Kearns and et. al., 2014).
1.4
Cost
Needs
Flexibility and functionality
Size
1.5
Hire an Adequate Workforce
Hire the Right Employees for the Job
Set Realistic Expectations (Ingram, 2018).
UNIT 15 - Analyse and present business data
TASK 1
1.1
Uses of Primary data
Research is oriented for specific goals and purpose, cutting out possibility of wasting
resources.
Limitations of primary data
Primary research may ask for huger expense than secondary research.
Uses of secondary data
Accuracy
Sufficiency (Chambers, 2018)
Limitations of secondary data
Accuracy of secondary data is not known.
Data may be outdated.
1.2
Use of quantitative data
Relatively easy to analyse.
2
Limitations of quantitative data
Difficult to understand context of a phenomenon.
Use of qualitative data
Complement and refine quantitative data
Limitations of qualitative data
Data collection is usually time consuming (Sivarajah and et. al., 2017).
1.3
Reliability becomes a key concern at this stage, and many case study researchers go to
great lengths to ensure that their interpretations of the data will be both reliable and valid.
1.4
Audience
Product Research
Brand Analysis
Database Research
1.5
Sampling risk is one of the many types of risks an auditor may face when performing the
necessary procedure of audit sampling. As a result, a "sample" of a client's accounts are
examined.
1.6
Raise in population is the highest risk because responds from them can be biased.
1.7
Descriptive analysis
Inferential analysis
TASK 2
2.1
Parameters helps in analysing data in order to forecast the future for better future
decisions.
2.2
Gather the facts
3
Difficult to understand context of a phenomenon.
Use of qualitative data
Complement and refine quantitative data
Limitations of qualitative data
Data collection is usually time consuming (Sivarajah and et. al., 2017).
1.3
Reliability becomes a key concern at this stage, and many case study researchers go to
great lengths to ensure that their interpretations of the data will be both reliable and valid.
1.4
Audience
Product Research
Brand Analysis
Database Research
1.5
Sampling risk is one of the many types of risks an auditor may face when performing the
necessary procedure of audit sampling. As a result, a "sample" of a client's accounts are
examined.
1.6
Raise in population is the highest risk because responds from them can be biased.
1.7
Descriptive analysis
Inferential analysis
TASK 2
2.1
Parameters helps in analysing data in order to forecast the future for better future
decisions.
2.2
Gather the facts
3
Define the ethical issues
2.3
Data organization is critical to optimal data use. Consequently, it is important to organize
data in such a manner as to reflect business operations and practices (Runkler, 2016). As such,
careful consideration should be given to content, access, logical structure, and physical
organization.
2.4
Valid
They can use suitable elements from which company can get better results.
Reliable
Reliable which they got must be dependable and trustworthy.
2.5
When analysing data from a probability sample, analytical methods that ignore the survey
design can be appropriate, provided that sufficient model conditions for analysis are met.
Simple random sampling
Data structure
Variables
2.6
Separate data from analysis, and make analysis repeatable
If possible, check your data against another source
Document your process (Wamba and et. al., 2017).
Get feedback from others
2.7
Once a researcher has designed the study and collected the data, it is time to examine this
information and draw conclusions about what has been found.
TASK 3
3.1
For every reporting there is a definite structure and style which need to follow in an
appropriate and suitable manner. In this aspect, all font, style, size need to understand and
4
2.3
Data organization is critical to optimal data use. Consequently, it is important to organize
data in such a manner as to reflect business operations and practices (Runkler, 2016). As such,
careful consideration should be given to content, access, logical structure, and physical
organization.
2.4
Valid
They can use suitable elements from which company can get better results.
Reliable
Reliable which they got must be dependable and trustworthy.
2.5
When analysing data from a probability sample, analytical methods that ignore the survey
design can be appropriate, provided that sufficient model conditions for analysis are met.
Simple random sampling
Data structure
Variables
2.6
Separate data from analysis, and make analysis repeatable
If possible, check your data against another source
Document your process (Wamba and et. al., 2017).
Get feedback from others
2.7
Once a researcher has designed the study and collected the data, it is time to examine this
information and draw conclusions about what has been found.
TASK 3
3.1
For every reporting there is a definite structure and style which need to follow in an
appropriate and suitable manner. In this aspect, all font, style, size need to understand and
4
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inspect properly which consider under the house style (Pampaka, Hutcheson and Williams,
2016).
3.2
With every data and its analysis, various limitations are associated like its reliability and
its understanding. Thus, this section have to understand by the company and present information
properly with graphs and charts as it could be termed as one of a major limitation which not to
present information properly (Storey, 2016).
3.3
Every data need to be reference properly and put all essential source into it. This will
make easy to inspect such things properly as well as better understanding about every
consideration get done.
UNIT 19 - Handle mail
1.1
Managing junk mail improves your productivity by reducing the amount of mail that you
have to deal with the administrator dealing with the post will open the item and use their own
discretion to see if it would be relevant to a member of staff, if so the item will be delivered with
the rest of the post to the staff pigeon holes (Lundie, Summers and Kemp, 2017).
1.2
If there is a problem with these prices, for example the wrong price of letter, the value
can be inputted manually on the franking machine. If the scales on the franking machine cannot
weigh the item because it is too heavy.
1.3
To frank an item, it needs to be weighed for the correct price; this can be checked
alongside the Royal Mail's current rates. Then first or second class needs to be selected, as well
as the type of item egg letter, large letter, small parcel (Nooh and et. al., 2016).
1.4
Most outgoing packages are already pre-packaged by the employees wanting to send
them. However, some packages still need to be weighed by the franking machine for a label to be
created.
5
2016).
3.2
With every data and its analysis, various limitations are associated like its reliability and
its understanding. Thus, this section have to understand by the company and present information
properly with graphs and charts as it could be termed as one of a major limitation which not to
present information properly (Storey, 2016).
3.3
Every data need to be reference properly and put all essential source into it. This will
make easy to inspect such things properly as well as better understanding about every
consideration get done.
UNIT 19 - Handle mail
1.1
Managing junk mail improves your productivity by reducing the amount of mail that you
have to deal with the administrator dealing with the post will open the item and use their own
discretion to see if it would be relevant to a member of staff, if so the item will be delivered with
the rest of the post to the staff pigeon holes (Lundie, Summers and Kemp, 2017).
1.2
If there is a problem with these prices, for example the wrong price of letter, the value
can be inputted manually on the franking machine. If the scales on the franking machine cannot
weigh the item because it is too heavy.
1.3
To frank an item, it needs to be weighed for the correct price; this can be checked
alongside the Royal Mail's current rates. Then first or second class needs to be selected, as well
as the type of item egg letter, large letter, small parcel (Nooh and et. al., 2016).
1.4
Most outgoing packages are already pre-packaged by the employees wanting to send
them. However, some packages still need to be weighed by the franking machine for a label to be
created.
5
1.5
To ensure security of mail items, all post addressed to employees are organised and
delivered to their pigeon holes, to be opened by themselves. However, post with no name is
usually opened by me; if it states it is confidential or private, I will be hand it to the business
manager.
1.6
There are several ways to identify a suspicious item, some characteristicsinclude5
misspelling of name or address, no return address, stains, discolouration or a strange odour, or
uneven/unnecessary packaging.
3.2
Including information such as the sender, recipient, subject and the method of dispatch
(Kipling, 2017).
UNIT 55 – Manage a budget
TASK 1
1.1
From an initial rough estimate to a detailed estimate to a completed, approved project
budget. On occasion, you may even revise your approved budget while your project is in
progress and the financial plan will describe and quantify in financial terms the activities and
resources required to achieve each objective (Taniguchi and Hirakawa, 2016).
1.2
A brief, compelling, service-oriented problem statement.
A mission statement or vision of the future that addresses the problem.
1.3
Stakeholder mapping
Influence is key
1.4
Business planning
6
To ensure security of mail items, all post addressed to employees are organised and
delivered to their pigeon holes, to be opened by themselves. However, post with no name is
usually opened by me; if it states it is confidential or private, I will be hand it to the business
manager.
1.6
There are several ways to identify a suspicious item, some characteristicsinclude5
misspelling of name or address, no return address, stains, discolouration or a strange odour, or
uneven/unnecessary packaging.
3.2
Including information such as the sender, recipient, subject and the method of dispatch
(Kipling, 2017).
UNIT 55 – Manage a budget
TASK 1
1.1
From an initial rough estimate to a detailed estimate to a completed, approved project
budget. On occasion, you may even revise your approved budget while your project is in
progress and the financial plan will describe and quantify in financial terms the activities and
resources required to achieve each objective (Taniguchi and Hirakawa, 2016).
1.2
A brief, compelling, service-oriented problem statement.
A mission statement or vision of the future that addresses the problem.
1.3
Stakeholder mapping
Influence is key
1.4
Business planning
6
Structured planning can make all the difference to the growth of your business. It will enable you
to concentrate resources on improving profits, reducing costs and increasing returns on
investment.
Business cycle
Review your current performance against last year/current year targets.
Work out your opportunities and threats (Ronto, Ball, Pendergast and Harris, 2016).
TASK 2
2.1
A forecast of income and expenditure (and thereby profitability)
A tool for decision making
A means to monitor business performance
2.2
Production budget
Operating budget
Administration expenses budget
2.3
Complete a Risk Assessment
Develop the Plan
Maintain the Plan
2.4
All vacant paid positions will be advertised in local and state-wide papers.
The advertisements will have details of duties, salary range, closing date and contact
details (Ren, L., and et. al., 2016).
TASK 3
3.1
Monitor, control, and record all the finances (income and expenditure),
Know how to minimise costs in the areas that you are responsible for,
3.2
Labour
7
to concentrate resources on improving profits, reducing costs and increasing returns on
investment.
Business cycle
Review your current performance against last year/current year targets.
Work out your opportunities and threats (Ronto, Ball, Pendergast and Harris, 2016).
TASK 2
2.1
A forecast of income and expenditure (and thereby profitability)
A tool for decision making
A means to monitor business performance
2.2
Production budget
Operating budget
Administration expenses budget
2.3
Complete a Risk Assessment
Develop the Plan
Maintain the Plan
2.4
All vacant paid positions will be advertised in local and state-wide papers.
The advertisements will have details of duties, salary range, closing date and contact
details (Ren, L., and et. al., 2016).
TASK 3
3.1
Monitor, control, and record all the finances (income and expenditure),
Know how to minimise costs in the areas that you are responsible for,
3.2
Labour
7
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Materials
Flexible Budget
Cost and Efficiency
3.3
Changes in conditions
The quality of management
Lousy budgeting
3.4
Well-rounded family of measures
Actionable metrics (Cassidy, 2016)
Outcome-oriented metrics
3.5
Change in the degree or focus of the wander or program.
Change in a key individual showed in the application or respect report.
3.6
Fraud and malpractice both carry out their work and in their general conduct.
These responsibilities will be stated in an organisation’s policies and procedures relating to fraud
or malpractice, and these policies and procedures are likely to state.
TASK 4
4.1
The nature of audit differs it may depend on internal or external. Thus, it is necessary to
identify areas from where they can improve or make alteration as per the market situations
(Goetz and Patz, 2016).
4.2
Budget audit is used to get accurate outcomes from the plans which they have applied.
8
Flexible Budget
Cost and Efficiency
3.3
Changes in conditions
The quality of management
Lousy budgeting
3.4
Well-rounded family of measures
Actionable metrics (Cassidy, 2016)
Outcome-oriented metrics
3.5
Change in the degree or focus of the wander or program.
Change in a key individual showed in the application or respect report.
3.6
Fraud and malpractice both carry out their work and in their general conduct.
These responsibilities will be stated in an organisation’s policies and procedures relating to fraud
or malpractice, and these policies and procedures are likely to state.
TASK 4
4.1
The nature of audit differs it may depend on internal or external. Thus, it is necessary to
identify areas from where they can improve or make alteration as per the market situations
(Goetz and Patz, 2016).
4.2
Budget audit is used to get accurate outcomes from the plans which they have applied.
8
UNIT 65 - Recruitment, Selection and Induction practice
TASK 1
1.1
Plan
Require
Hire
Inspire
Results
1.2
Information needed to identify recruitment requirements includes:
Corporate information
Supply issues
Demand issues
1.3
‘Organisational culture’ according to Schein (2004) can be seen at three levels:
Artefacts- tangible level or surface level
Espoused beliefs and values- shared goals and perceptions
Basic underlying assumptions- these are embedded and taken for granted
The current and future workforce is integral to the strategic direction and culture of the
organisation (Anderson and et. al., 2017).
1.4
‘Analyse ‘means to examine in detail the factors involved in establishing the recruitment
and selection criteria.
Key factors include:
Legislation and good practice
Establishing a vacancy exists
Job analysis- job description
1.5
A range of selection processes are used and the choice can partly relate to the level of
seniority of the prospective post holder.
9
TASK 1
1.1
Plan
Require
Hire
Inspire
Results
1.2
Information needed to identify recruitment requirements includes:
Corporate information
Supply issues
Demand issues
1.3
‘Organisational culture’ according to Schein (2004) can be seen at three levels:
Artefacts- tangible level or surface level
Espoused beliefs and values- shared goals and perceptions
Basic underlying assumptions- these are embedded and taken for granted
The current and future workforce is integral to the strategic direction and culture of the
organisation (Anderson and et. al., 2017).
1.4
‘Analyse ‘means to examine in detail the factors involved in establishing the recruitment
and selection criteria.
Key factors include:
Legislation and good practice
Establishing a vacancy exists
Job analysis- job description
1.5
A range of selection processes are used and the choice can partly relate to the level of
seniority of the prospective post holder.
9
methods:
Face to face interviews and /or telephone interviews
Use of references and previous employment checking
Psychological testing
1.6
‘Analyse’ means to examine and draw meaning from the patterns of employment that
affect staff (Chandor, 2017).
These include, for example:
Full-time employees
Part-time employees
Job-sharing arrangements
1.7
Job specifications are created from three main areas of investigation:
Research
Job description
Person specification
1.8
Induction processes are most likely to include information about:
Practical arrangements
Initial role direction and focus
1.9
Human resource processes are those involving legal requirements, organisational policies
and procedures relative to new employees, in order that both compliance and employee well-
being issues have been addressed. Those groups requiring particular attention are:
School and college new recruits
Employees with disabilities
10
Face to face interviews and /or telephone interviews
Use of references and previous employment checking
Psychological testing
1.6
‘Analyse’ means to examine and draw meaning from the patterns of employment that
affect staff (Chandor, 2017).
These include, for example:
Full-time employees
Part-time employees
Job-sharing arrangements
1.7
Job specifications are created from three main areas of investigation:
Research
Job description
Person specification
1.8
Induction processes are most likely to include information about:
Practical arrangements
Initial role direction and focus
1.9
Human resource processes are those involving legal requirements, organisational policies
and procedures relative to new employees, in order that both compliance and employee well-
being issues have been addressed. Those groups requiring particular attention are:
School and college new recruits
Employees with disabilities
10
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TASK 2
2.1
Current staffing needs’ relates to the number of people required to complete identified
tasks. Information is gathered under the following headings to find out about the actual staffing
profile. Examples of relevant information include:
Headcount and demographics (e.g. age, gender, race, disability)
Titles
Grades
Any gaps in the staffing profile requires clarification (Flores, 2017).
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. ‘Identified
staffing needs’ are based on information gathered internally to meet planned requirements.
2.3
Predictions about the future workforce needs are made by using the following sources of
information and data:
External environment, trends in employment and sector information
Internal environment
Internal environment
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
A resourcing plan is an essential requirement, particularly when constrained by budgetary
limitations, when decisions are being made about priorities for action to meet the identified
needs.
2.5
Different methods of recruitment include using:
11
2.1
Current staffing needs’ relates to the number of people required to complete identified
tasks. Information is gathered under the following headings to find out about the actual staffing
profile. Examples of relevant information include:
Headcount and demographics (e.g. age, gender, race, disability)
Titles
Grades
Any gaps in the staffing profile requires clarification (Flores, 2017).
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. ‘Identified
staffing needs’ are based on information gathered internally to meet planned requirements.
2.3
Predictions about the future workforce needs are made by using the following sources of
information and data:
External environment, trends in employment and sector information
Internal environment
Internal environment
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
A resourcing plan is an essential requirement, particularly when constrained by budgetary
limitations, when decisions are being made about priorities for action to meet the identified
needs.
2.5
Different methods of recruitment include using:
11
Existing employees -internal recruitment
Job centres
‘Cost effectiveness’ provides an economic analysis of the relative costs and outcomes of
two or more courses of action. ‘Evaluate’ means to examine the relative costs, expected quality
outcomes and the longer term gain for the organisation (Dash, 2018).
2.6
Key legislation regarding recruitment and selection cannot be explained in a brief
paragraph; however, a good starting point is The Equality Act 2010 which aims to provide a
simpler and more consistent and more effective legal framework.
2.7
Candidates; hence, the medium, content and design of the advert (if this is to be the
chosen route) are critical:
For semi- skilled positions there may be a wider pool of available talent in the locality
and the job centre may be able to provide a stream of applicants
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
TASK 3
3.1
Assessment processes include:
Psychometric testing
Assessment Centres
To ensure validity and reliability, qualified and competent staff should be utilised to
deploy the tests and make recommendations about individual.
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
12
Job centres
‘Cost effectiveness’ provides an economic analysis of the relative costs and outcomes of
two or more courses of action. ‘Evaluate’ means to examine the relative costs, expected quality
outcomes and the longer term gain for the organisation (Dash, 2018).
2.6
Key legislation regarding recruitment and selection cannot be explained in a brief
paragraph; however, a good starting point is The Equality Act 2010 which aims to provide a
simpler and more consistent and more effective legal framework.
2.7
Candidates; hence, the medium, content and design of the advert (if this is to be the
chosen route) are critical:
For semi- skilled positions there may be a wider pool of available talent in the locality
and the job centre may be able to provide a stream of applicants
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
TASK 3
3.1
Assessment processes include:
Psychometric testing
Assessment Centres
To ensure validity and reliability, qualified and competent staff should be utilised to
deploy the tests and make recommendations about individual.
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
12
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.
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:
Process for unsuccessful candidates:
Informed as soon as possible either by telephone and/or letter
Process for successful candidates:
Verbal offer stating conditions of service including length of contract
Written conditional offer
3.5
Depending on the success criteria established by the organisation,
effectiveness is evaluated by the quality of the outcomes of the selection process.
Success indicators for possible consideration are:
Cost effectiveness of recruitment and selection methods
Staff retention rates
3.6
Both order and detail are important when following organisational policies and
procedures also when carrying out selection assessments with due regard to legal and ethical
requirements.
TASK 4
4.1
Induction materials are designed to:
Enable the new employee to fulfil the requirements of the role effectively, so that new
tasks can be commenced
Increase training accessibility, where required and
Make contact with other employees as early as possible
13
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.
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:
Process for unsuccessful candidates:
Informed as soon as possible either by telephone and/or letter
Process for successful candidates:
Verbal offer stating conditions of service including length of contract
Written conditional offer
3.5
Depending on the success criteria established by the organisation,
effectiveness is evaluated by the quality of the outcomes of the selection process.
Success indicators for possible consideration are:
Cost effectiveness of recruitment and selection methods
Staff retention rates
3.6
Both order and detail are important when following organisational policies and
procedures also when carrying out selection assessments with due regard to legal and ethical
requirements.
TASK 4
4.1
Induction materials are designed to:
Enable the new employee to fulfil the requirements of the role effectively, so that new
tasks can be commenced
Increase training accessibility, where required and
Make contact with other employees as early as possible
13
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4.2
Induction information is made available at a general and specific level, increasing use
being made of accessible online information through the company website links. Essential
policies and procedures (or links to) are made available at Induction; Ones that are of direct and
immediate concern to the new employee.
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; these are useful for
explaining company values and beliefs alongside more practical day to day information.
Face to face meetings are also arranged between key parties to establish good working
relationships (Carvalho and Sampaio, 2017).
4.4
‘Entitlements’ are guaranteed rights linked closely with legislation, company policy and
good practice within the organisation. 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
Training needs are assessed by:
Requirements of skill or experience required
Value of undertaking training
‘Gaps’ between the role requirements and individuals’ current levels of performance are
identified, with a view to providing training where required.
4.6
Training opportunities can be classified as:
On-the-job training
Demonstration / instruction
Coaching
Off-the-job training
Day release (employee takes time off work to attend a local college or training centre)
14
Induction information is made available at a general and specific level, increasing use
being made of accessible online information through the company website links. Essential
policies and procedures (or links to) are made available at Induction; Ones that are of direct and
immediate concern to the new employee.
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; these are useful for
explaining company values and beliefs alongside more practical day to day information.
Face to face meetings are also arranged between key parties to establish good working
relationships (Carvalho and Sampaio, 2017).
4.4
‘Entitlements’ are guaranteed rights linked closely with legislation, company policy and
good practice within the organisation. 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
Training needs are assessed by:
Requirements of skill or experience required
Value of undertaking training
‘Gaps’ between the role requirements and individuals’ current levels of performance are
identified, with a view to providing training where required.
4.6
Training opportunities can be classified as:
On-the-job training
Demonstration / instruction
Coaching
Off-the-job training
Day release (employee takes time off work to attend a local college or training centre)
14
Distance learning / evening classes
Self-study, computer-based training
4.7
Models of support
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.
This support is sometimes delivered from within the organisation and sometimes by another
partner organisation.
UNIT 73 – Principles of leadership and management
TASK 1
1.1
Objectives – If there is more than one objective then it is important to rank the objectives in
order of priority and risk of criticality to the outcome of the management of the task or project.
Scope – The scope (specific tasks involved) can then be delegated and allocated out to people
within the team who have the necessary skills, knowledge and expertise to carry out the task.
This will also include knowing what resources will be needed – time, physical, equipment etc.
Success - It is important to decide how they can be achieved in order to ensure that all parts of
the task or project is completed and achieved on time and fully (Huber, 2017).
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
•As a manager your full understanding of the brief for the project or task – if this is not
clearly and fully understood then incorrect decisions can be made, jeopardising the task
or project as a whole.
1.3
Importance on obtaining sufficient valid information can be:
15
Self-study, computer-based training
4.7
Models of support
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.
This support is sometimes delivered from within the organisation and sometimes by another
partner organisation.
UNIT 73 – Principles of leadership and management
TASK 1
1.1
Objectives – If there is more than one objective then it is important to rank the objectives in
order of priority and risk of criticality to the outcome of the management of the task or project.
Scope – The scope (specific tasks involved) can then be delegated and allocated out to people
within the team who have the necessary skills, knowledge and expertise to carry out the task.
This will also include knowing what resources will be needed – time, physical, equipment etc.
Success - It is important to decide how they can be achieved in order to ensure that all parts of
the task or project is completed and achieved on time and fully (Huber, 2017).
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
•As a manager your full understanding of the brief for the project or task – if this is not
clearly and fully understood then incorrect decisions can be made, jeopardising the task
or project as a whole.
1.3
Importance on obtaining sufficient valid information can be:
15
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.
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
By following procedures set by the organisation, the manager can ensure that work is up
to standard and in line with rules of the organisation. Thus lessening any risk of non-
compliance that may be legislative, regulatory or organisational (Gopee and Galloway,
2017).
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
• Against other information received and being used already.
1.6
Firstly, the learner needs to identify issues that he/she had to address or could address.
These could be:
• Financial
• Resource based – equipment, time, information
• People.
The above issues can hamper (obstruct) the achievement of targets and quality standards as
follows:
TASK 2
2.1
The main responsibility of a manager is to: plan, organise, lead and control. The main
influence a manager has over a team is the fact that he/she is a manager and the team will be
16
turn will lead to deciding to whom, and why, tasks within the task or project need to be allocated.
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
By following procedures set by the organisation, the manager can ensure that work is up
to standard and in line with rules of the organisation. Thus lessening any risk of non-
compliance that may be legislative, regulatory or organisational (Gopee and Galloway,
2017).
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
• Against other information received and being used already.
1.6
Firstly, the learner needs to identify issues that he/she had to address or could address.
These could be:
• Financial
• Resource based – equipment, time, information
• People.
The above issues can hamper (obstruct) the achievement of targets and quality standards as
follows:
TASK 2
2.1
The main responsibility of a manager is to: plan, organise, lead and control. The main
influence a manager has over a team is the fact that he/she is a manager and the team will be
16
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influenced by that manager by virtue of the position rather than because members of the team are
following the person they believe in.
The main responsibility of a leader is to: communicate, motivate, inspire and
encourage employees towards a higher level of productivity. Leaders tend to show personal
passion and are an inspiration to team members (Bowers, Hall and Srinivasan, 2017).
2.2
Context - An extremely capable and knowledgeable team member who is a self-
starter and has been assigned to a complex and difficult task.
Leadership styles and evaluation of suitability - Participative leadership style – this is
suitable as it allows the team member to make own decisions on task completion.
Transactional leadership style
Transactional leadership style
Context - A team working routinely with highly toxic and dangerous chemicals on a daily
basis.
Leadership styles and evaluation of suitability
Bureaucratic leadership style
Bureaucratic leadership style
2.3
This original version remains for most people the definitive Hierarchy of Needs.
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc.
3. Belongingness and Love needs - work group, family, affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige,
managerial responsibility, etc (Gerbaudo, 2017).
5. Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal
growth and peak experiences
TASK 3
3.1
Planning should take account of planned and unexpected contingencies, plans should be
flexible enough to be amended as and when needed.
17
following the person they believe in.
The main responsibility of a leader is to: communicate, motivate, inspire and
encourage employees towards a higher level of productivity. Leaders tend to show personal
passion and are an inspiration to team members (Bowers, Hall and Srinivasan, 2017).
2.2
Context - An extremely capable and knowledgeable team member who is a self-
starter and has been assigned to a complex and difficult task.
Leadership styles and evaluation of suitability - Participative leadership style – this is
suitable as it allows the team member to make own decisions on task completion.
Transactional leadership style
Transactional leadership style
Context - A team working routinely with highly toxic and dangerous chemicals on a daily
basis.
Leadership styles and evaluation of suitability
Bureaucratic leadership style
Bureaucratic leadership style
2.3
This original version remains for most people the definitive Hierarchy of Needs.
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc.
3. Belongingness and Love needs - work group, family, affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige,
managerial responsibility, etc (Gerbaudo, 2017).
5. Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal
growth and peak experiences
TASK 3
3.1
Planning should take account of planned and unexpected contingencies, plans should be
flexible enough to be amended as and when needed.
17
• Co-ordination involves bringing together and harmonising different work based activities
across the business.
• Controlling helps managers to identify when objectives are not going to plan and allows
managers to make alternative arrangements and adjustments as necessary in order to
correct the deviations.
3.2
Specific, Measurable, Agreed, Realistic, Time-bound. If you're setting a standard, or an
objective for yourself, or agreeing an objective with another person, the task or standard must
meet these criteria to be effective. The same applies to communications which urge some sort of
action or change by the audience/listener/reader.
3.3
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
• Corporate governance - manages the risk involved within leadership, authority, ego,
wealth creation, responsibility, ethics etc.
• Tuckman’s forming, storming, norming and performing model – explains team
development and how teams mature into co-operative working that can work
independently (Clark, 2017).
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
Staffing levels – increased or decreased
• 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
18
across the business.
• Controlling helps managers to identify when objectives are not going to plan and allows
managers to make alternative arrangements and adjustments as necessary in order to
correct the deviations.
3.2
Specific, Measurable, Agreed, Realistic, Time-bound. If you're setting a standard, or an
objective for yourself, or agreeing an objective with another person, the task or standard must
meet these criteria to be effective. The same applies to communications which urge some sort of
action or change by the audience/listener/reader.
3.3
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
• Corporate governance - manages the risk involved within leadership, authority, ego,
wealth creation, responsibility, ethics etc.
• Tuckman’s forming, storming, norming and performing model – explains team
development and how teams mature into co-operative working that can work
independently (Clark, 2017).
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
Staffing levels – increased or decreased
• 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
18
TASK 4
4.1
The objectives are set first and within this key criteria of outcomes are set also.
• This then feeds into the performance measurement across all levels of personnel within
the organisation and is linked into specific job roles and outcomes of performance levels
expected within each role.
• These outcomes against each aspect of the performance indicators then feeds back into
the organisation overall objectives.
4.2
The main / key features are that it has to be reliable and good. The performance system
could include – information needs to be quantitative, measurable, easily understood by everyone
using the system, visible and appropriately used.
4.3
Make sure that what is being set is measurable, map core business processes, mapped
core business processes are aligned to roles, responsibilities and any factors for success that are
critical to the business, select the KPIs based on success criteria established, set target and
review dates (Gerbaudo, 2017).
4.4
Ensure monitoring is based on a clearly formed plan and can be chart driven e.g. as for
project management, plans should have the KPIs on it so that it is clear that this is what is being
monitored against, it should also contain the timetabling for reviews.
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. Looking at performance management pyramids, ensuring that flow of information
covers management accounting, finance and that this is a top down.
19
4.1
The objectives are set first and within this key criteria of outcomes are set also.
• This then feeds into the performance measurement across all levels of personnel within
the organisation and is linked into specific job roles and outcomes of performance levels
expected within each role.
• These outcomes against each aspect of the performance indicators then feeds back into
the organisation overall objectives.
4.2
The main / key features are that it has to be reliable and good. The performance system
could include – information needs to be quantitative, measurable, easily understood by everyone
using the system, visible and appropriately used.
4.3
Make sure that what is being set is measurable, map core business processes, mapped
core business processes are aligned to roles, responsibilities and any factors for success that are
critical to the business, select the KPIs based on success criteria established, set target and
review dates (Gerbaudo, 2017).
4.4
Ensure monitoring is based on a clearly formed plan and can be chart driven e.g. as for
project management, plans should have the KPIs on it so that it is clear that this is what is being
monitored against, it should also contain the timetabling for reviews.
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. Looking at performance management pyramids, ensuring that flow of information
covers management accounting, finance and that this is a top down.
19
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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. Outputs are related to organisation objectives.
Outcomes are the things that take place because of the organisation’s products or services.
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 (Clark, 2017).
CONCLUSION
From the above report it can be concluded that how business administration apply various
strategies in order to complete their goals and objectives and for this what is the role of managers
in executing the plan is mentioned here.
20
Outputs: the products, services that are the result from an organisation’s activities or
from a specific project are known as the outputs. Outputs are related to organisation objectives.
Outcomes are the things that take place because of the organisation’s products or services.
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 (Clark, 2017).
CONCLUSION
From the above report it can be concluded that how business administration apply various
strategies in order to complete their goals and objectives and for this what is the role of managers
in executing the plan is mentioned here.
20
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management as value drivers: how to manage and measure adding value. Taylor &
Francis.
Kearns, R. D., and et. al., 2014. Disaster planning: the past, present, and future concepts and
principles of managing a surge of burn injured patients for those involved in hospital
facility planning and preparedness. Journal of Burn Care & Research. 35(1). pp.e33-
e42.
Kipling, R., 2017. With the night mail. Lulu. Com.
Klepser, M. E., and et. al., 2016. Effectiveness of a pharmacist-physician collaborative program
to manage influenza-like illness. Journal of the American Pharmacists Association.
56(1). pp.14-21.
21
Books and Journals
Anderson, C. and et. al., 2017. An enhanced induction programme for general practice specialty
training: a qualitative study of trainee perceptions and experience. Education for
Primary Care. 28(2). pp.102-110.
Bowers, M. R., Hall, J. R. and Srinivasan, M. M., 2017. Organizational culture and leadership
style: The missing combination for selecting the right leader for effective crisis
management. Business Horizons. 60(4). pp.551-563.
Carvalho, A. and Sampaio, M., 2017. Volunteer management beyond prescribed best practice: a
case study of Portuguese non-profits. Personnel Review. 46(2). pp.410-428.
Cassidy, A., 2016. A practical guide to information systems strategic planning. CRC press.
Chambers, J. M., 2018. Graphical methods for data analysis. CRC Press.
Chandor, A., 2017. Choosing and keeping computer staff: Recruitment, selection and
development of computer personnel. Taylor & Francis.
Clark, L., 2017. Implementing an institution-wide community-engaged learning program: The
leadership and management challenge. In Learning Through Community Engagement.
pp. 133-151. Springer, Singapore.
Dash, S. S., 2018. Statistics for Recruitment and Selection. In Statistical Tools and Analysis in
Human Resources Management. pp. 108-141. IGI Global.
Daunton, M. J., 2015. Royal mail: the post office since 1840. Bloomsbury Publishing.
Flores, C., 2017. Beginning teachers’ induction in Chile: the perspective of principals. Journal of
Education for Teaching. 43(5). pp.520-533.
Gerbaudo, P., 2017. Social media teams as digital vanguards: the question of leadership in the
management of key Facebook and Twitter accounts of Occupy Wall Street, Indignados
and UK Uncut. Information, Communication & Society. 20(2). pp.185-202.
Goetz, K. H. and Patz, R., 2016. Pressured budgets and the European Commission: towards a
more centralized EU budget administration?. Journal of European Public Policy. 23(7).
pp.1038-1056.
Gopee, N. and Galloway, J., 2017. Leadership and management in healthcare. Sage.
Huber, D., 2017. Leadership and Nursing Care Management-E-Book. Elsevier Health Sciences.
Ingram, R. J., 2018. Emergency Response to Radiological Releases: Have We Communicated
Effectively to the First Responder Communities to Prepare Them to Safely Manage
These Incidents?. Health Physics. 114(2). pp.208-213.
Jensen, P. A. and van der Voordt, T. eds., 2016. Facilities management and corporate real estate
management as value drivers: how to manage and measure adding value. Taylor &
Francis.
Kearns, R. D., and et. al., 2014. Disaster planning: the past, present, and future concepts and
principles of managing a surge of burn injured patients for those involved in hospital
facility planning and preparedness. Journal of Burn Care & Research. 35(1). pp.e33-
e42.
Kipling, R., 2017. With the night mail. Lulu. Com.
Klepser, M. E., and et. al., 2016. Effectiveness of a pharmacist-physician collaborative program
to manage influenza-like illness. Journal of the American Pharmacists Association.
56(1). pp.14-21.
21
Kumar, N., and et. al., 2017. Contamination, a Major Problem in Nuclear Medicine Imaging:
How to Investigate, Handle, and Avoid It. Journal of nuclear medicine technology.
45(3). pp.241-242.
Lundie, M., Summers, B. and Kemp, G., 2017. Radiation exposure of radiographers who handle
18Ffluorodeoxyglucose for positron emission tomography at a hospital in Pretoria,
South Africa. African Journal for Physical Activity and Health Sciences (AJPHES),
2017(Supplement 1.2). pp. 217-226.
Macsai, M. S., 2017. Ophthalmic microsurgical suturing techniques. Springer.
Nooh, A., and et. al., 2016. Bucket-handle meniscal tear in a 9-year-old girl: a case report and
review of the literature. Journal of Pediatric Orthopaedics B. 25(6).` pp.570-572.
Pampaka, M., Hutcheson, G. and Williams, J., 2016. Handling missing data: analysis of a
challenging data set using multiple imputation. International Journal of Research &
Method in Education. 39(1). pp.19-37.
Ren, L., Qiu, H., Wang, P. and Lin, P. M., 2016. Exploring customer experience with budget
hotels: Dimensionality and satisfaction. International Journal of Hospitality
Management. 52. pp.13-23.
Ronto, R., Ball, L., Pendergast, D. and Harris, N. D., 2016. Food literacy at secondary schools in
Australia. Journal of School Health. 86(11). pp.823-831.
Runkler, T. A., 2016. Data analytics: models and algorithms for intelligent data analysis.
Springer.
Sivarajah, U., and et. al., 2017. Critical analysis of Big Data challenges and analytical methods.
Journal of Business Research. 70. pp.263-286.
Storey, D. J., 2016. Understanding the small business sector. Routledge.
Taniguchi, K. and Hirakawa, Y., 2016. Dynamics of community participation, student
achievement and school management: the case of primary schools in a rural area of
Malawi. Compare: A Journal of Comparative and International Education. 46(3).
pp.479-502.
Wamba, S. F., and et. al., 2017. Big data analytics and firm performance: Effects of dynamic
capabilities. Journal of Business Research. 70. pp.356-365.
22
How to Investigate, Handle, and Avoid It. Journal of nuclear medicine technology.
45(3). pp.241-242.
Lundie, M., Summers, B. and Kemp, G., 2017. Radiation exposure of radiographers who handle
18Ffluorodeoxyglucose for positron emission tomography at a hospital in Pretoria,
South Africa. African Journal for Physical Activity and Health Sciences (AJPHES),
2017(Supplement 1.2). pp. 217-226.
Macsai, M. S., 2017. Ophthalmic microsurgical suturing techniques. Springer.
Nooh, A., and et. al., 2016. Bucket-handle meniscal tear in a 9-year-old girl: a case report and
review of the literature. Journal of Pediatric Orthopaedics B. 25(6).` pp.570-572.
Pampaka, M., Hutcheson, G. and Williams, J., 2016. Handling missing data: analysis of a
challenging data set using multiple imputation. International Journal of Research &
Method in Education. 39(1). pp.19-37.
Ren, L., Qiu, H., Wang, P. and Lin, P. M., 2016. Exploring customer experience with budget
hotels: Dimensionality and satisfaction. International Journal of Hospitality
Management. 52. pp.13-23.
Ronto, R., Ball, L., Pendergast, D. and Harris, N. D., 2016. Food literacy at secondary schools in
Australia. Journal of School Health. 86(11). pp.823-831.
Runkler, T. A., 2016. Data analytics: models and algorithms for intelligent data analysis.
Springer.
Sivarajah, U., and et. al., 2017. Critical analysis of Big Data challenges and analytical methods.
Journal of Business Research. 70. pp.263-286.
Storey, D. J., 2016. Understanding the small business sector. Routledge.
Taniguchi, K. and Hirakawa, Y., 2016. Dynamics of community participation, student
achievement and school management: the case of primary schools in a rural area of
Malawi. Compare: A Journal of Comparative and International Education. 46(3).
pp.479-502.
Wamba, S. F., and et. al., 2017. Big data analytics and firm performance: Effects of dynamic
capabilities. Journal of Business Research. 70. pp.356-365.
22
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