Business Administration Report: Office Management and Support Details

This business administration report delves into various facets of office management, providing insights into crucial aspects such as handling mail, offering administrative support, and utilizing spreadsheet software. The report explores key concepts within business administration, including the importance of skillful composition in reports, presentation skills, and the significance of communication in a business environment. It further examines strategies for managing office facilities, including problem identification, implementing changes, and monitoring procedures. Additionally, the report covers handling both internal and external mail, emphasizing the importance of security and efficiency. It also addresses providing administrative support, including meeting management and policy adherence, as well as the application of spreadsheet software. Furthermore, the report explores the role of social media in a business context, covering various tasks and considerations. The report is a comprehensive guide to enhance operational efficiency and decision-making within a business setting.

BUSINESS
ADMINISTRATION

Table of Contents
INTRODUCTION...........................................................................................................................1
UNIT 10...........................................................................................................................................1
1.1................................................................................................................................................1
1.2................................................................................................................................................1
1.3................................................................................................................................................1
1.4................................................................................................................................................2
2.1................................................................................................................................................2
UNIT 11 (Manage Office Facility)..................................................................................................2
1.1................................................................................................................................................2
1.2................................................................................................................................................3
1.3................................................................................................................................................3
1.4................................................................................................................................................3
1.5................................................................................................................................................4
UNIT 19 (Handle Mail)...................................................................................................................5

1.1................................................................................................................................................5
1.2................................................................................................................................................5
1.3................................................................................................................................................5
1.4................................................................................................................................................5
1.5................................................................................................................................................6
1.6................................................................................................................................................6
3.2................................................................................................................................................6
UNIT 21 (Provide Administration Support)....................................................................................6
1.1................................................................................................................................................6
1.2................................................................................................................................................6
1.3................................................................................................................................................6
1.4................................................................................................................................................7
1.5................................................................................................................................................7
1.6................................................................................................................................................8
1.7................................................................................................................................................8
1.8................................................................................................................................................9
UNIT 49 (Spreadsheet Software).....................................................................................................9
1.1................................................................................................................................................9
2.1................................................................................................................................................9
3.1................................................................................................................................................9
UNIT 52 (Using Mail)...................................................................................................................10
1.2..............................................................................................................................................10
1.4..............................................................................................................................................10
2.4..............................................................................................................................................10
2.7..............................................................................................................................................10
UNIT 73 (Principles of Social Media in a Business).....................................................................11
TASK 1..........................................................................................................................................11
1.1..............................................................................................................................................11
1.2..............................................................................................................................................11
1.3..............................................................................................................................................11
1.4..............................................................................................................................................11

1.5..............................................................................................................................................12
1.6..............................................................................................................................................12
TASK 2..........................................................................................................................................12
2.1..............................................................................................................................................12
2.2..............................................................................................................................................13
2.3..............................................................................................................................................13
TASK 3..........................................................................................................................................14
3.1..............................................................................................................................................14
3.2..............................................................................................................................................14
3.3..............................................................................................................................................14
3.4..............................................................................................................................................14
3.5..............................................................................................................................................15
3.6..............................................................................................................................................15
TASK 4..........................................................................................................................................15
4.1..............................................................................................................................................15
4.2..............................................................................................................................................15
4.3..............................................................................................................................................16
4.4..............................................................................................................................................16
4.5..............................................................................................................................................16
4.6..............................................................................................................................................16
CONCLUSION..............................................................................................................................16
REFERNCES.................................................................................................................................17

INTRODUCTION
Business Administration is a part of management of a business, this includes accounting,
finance and marketing. They helps a company in decision making so that they can handle the
business operation in a better way (Hesselbarth and Schaltegger, 2014). Technical aspects are
also considered in this, in order to get better outcomes.
UNIT 10
1.1
 Research
 Skilful Composition
 Concise and logical progression of ideas.
 Create Relevancy.
 Cite experts or provide real life case studies.
 Creating an environment of shared knowledge.
 Use humour and anecdotes where appropriate.
 Keep bullet points and lists to a minimum.
 Conclusion
1.2
 Qualification structures
 Progression opportunities
 Choosing Units
 Scoring points
 Develop a Presentation
1.3
There are mainly 5 factors which is required while making a presentation and they are as
follows:
 Clarity
 Interest
 Logical Organisation
 Relevance to audience
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 Emphasis on Important Points
 Apt Example
 Appropriate audio and Visual
 Enthusiasm
 Short Sentence
 Direct Speech and active mood
 Appropriate Vocabulary
 Link between Sections
1.4
An advantage to this is that it is quick and reliable (most of the time), it is easy to access
(with some exceptions), and is the most widespread around the world, making cross-continental
communication easy as can be (Roth, 2012).
A disadvantage to this age, however, is the limitation to the access of technology some
people, and even some countries as a whole, have. It also poses a threat to hacking into the
different forms of communication since everything is sent through the internet or the airways.
2.1
 Purpose: The reason the writer composes the paragraph.
 Tone: The attitude the writer conveys about the paragraph’s subject.
 Audience: The individual or group whom the writer intends to address.
UNIT 11 (Manage Office Facility)
1.1
 Identify Problems
 Plan Changes
 Implement Changes
 Monitor the Procedures
1.2
To bring effectiveness of work and systems there are certain steps that are as follows:
 Identify Priorities
 Adopt a Good Attitude
 Build Essential Skills
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 Time Management/Productivity
 Communication Skills (Allais and Hagen, 2013)
1.3
 Act Like a Business Owner
 Research
 Sell Your Department Wisely
 Start a Dialogue
 Keep Your Maintenance On-Schedule
1.4
Factors to be taken into account in the design of office systems, procedures and guidance
documents are as follows:
The office
Services
Describe general office work in relation to:
 Receiving incoming and sending outgoing communications in the form of electronic
mail, letters, forms, telephone, fax and courier (Pham, Segers and Gijselaers, 2013).
 Sorting and processing information, manually and with the help of machines.
 Communicating information i.e. verbally, in writing and by technological means. Recording and sorting information for future references.
Staff
 Identifying the roles of clerical, secretarial, reception and administrative support staff. Describe their basic duties and responsibilities.
Health and Safety
 Identify potential hazards in an office and explain how they can be avoided.
 Describe and undertakes standard procedures for reporting hazards and accidents.
 Identify safety procedures for dealing with accidents, fires and other emergencies.
 Identify safe working practice to maintain a safe and healthy working environment.
Systems and Procedures
Handling the mail
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 Describe a system for opening, distributing and circulating incoming mail within an
organisation Describe procedures for preparing and despatching outgoing mail (Blackburn, 2011).
Stationary and stock
 Describing simple stock control procedures for the ordering, storing and issuing of office
stationery and suppliers. Complete stock requisitions and stock control cards.
purchase and sale of goods
 Identify the principle documents used in the purchase and sale of goods.
 Describe the flow of these documents in a business transaction.
 Complete orders and invoice from information provided, which may include simple
calculations and percentage (Mulder, 2012).
 Differentiate between trade and cash discounts.
1.5
Different ways to improve your office work environment:
 Hire great team members (and don't be afraid to let bad ones go)
 Improve the lighting
 Make the office comfortable
 Improve communication
UNIT 19 (Handle Mail)
1.1
Certain steps by which we can stop junk mails are given below: Return to sender: The sender will have to pay the return postage which may prompt
them to remove your details from their mailing lists. Most companies understand there is
no point in continuing to send further advertisements and leave you alone. Mail Preference Service: The MPS is a free service set up by the direct marketing
industry to help people who don't want to receive junk mail. It's good practice for
organisations to check the MPS list before sending marketing but it is not a legal
requirement that they do so (Miller and Cameron, 2011).
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 Door-to-door opt out: To opt out of door-to-door mail, write to the address below
requesting your name and address be added to the door-to-door opt out scheme.
 Contact the sender: This is a very effective way of stopping unwanted mail as they can't
refuse to take your name, address and any other personal information off their mailing
list.
1.2
Mail falls firstly into 2 categories:
 Internal: From inside. Example: memos, reports, forms, notices.
 External: From outside the organisation. Example: e – mail, from computer to computer.
 Traditional: Hand delivered. Anything send by post.
 Electronic: Via telephones. Example: e – mail, fax.
1.3
A franking machine is a device that franks all outgoing mail with the date, item price and
usually a return address and company logo. A franking machine can frank letters and large
letters, as well as labels for parcels and large packages (Aremu and Adeyemi, 2011).
1.4
After all the post, has been franked, it to be placed inside the appropriate posting bag,
based on its class: this is for easier distribution. Most outgoing packages are already pre-
packaged by the employees wanting to send them.
1.5
To ensure security of mail items, all post addressed to employees are organised and
delivered to their pigeon holes, to be opened by themselves. The main courier service used by
my workplace is Parcel force. All items intended to be picked up by Parcel force need a label
affixed to them which is scanned by the courier. Items being delivered usually need to be signed
for by the administrator (Ismail, 2013).
1.6
If there is any belief of a suspicious item, there are several ways to identify a suspicious
item, some of the characteristics includes: misspelling of name or address, no return address,
packaging. The procedures in place state never to open a package believed to be suspicious, and
to isolate it from the rest of the mail, preferably sealing it in another package or container.
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3.2
Firstly collect the mail from my co-workers, register the mail on a control registry of
outgoing mail, including information such as the sender, recipient, subject and the Method of
Dispatch.
UNIT 21 (Provide Administration Support)
1.1
 Analysis
 Assignments
 Decision – making
 Idea generations
 Information Exchange
1.2
If there are less number of members in a meeting there may still be a meeting if the group
is large enough that four members (more than three) does not constitute a majority (Gulid,
2011).
1.3
 Make Reminder Calls
 Spread the Word
 Promote Online (Company Website, Social Media, & Email)
 Choose a Great Event Location
 Get Creative
 Send Feedback Surveys
 Listen and Deliver
1.4
Health, safety and security are the most important factors to be considered while
conducting a meeting.
 Check to see if the venue is a safe structure for the kind of meeting taking place.
 Check that electrical wires are secured properly and not trailing on the floor.
 Make sure that the equipment to be used, like laptops and OHPs, is good working order
and has passed ICT testing to avoid safety issues.
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 Make sure that any confidential documents taken to the meeting are not left behind and
are brought back safely. Also, make sure that only authorised people are allowed access
to those documents (Lin, Chen and Lee, 2011).
1.5
Before the Meeting
 Date and time of the meeting
 The purpose of the meeting
 The meeting lead or chair’s name
 Any other issues Date for next meeting
During the Meeting
As people enter the room, check off their names on your attendee list or write down the
names as people enter the meeting room. If there are new people whom you are not aware, ask
either the chair or the person itself to introduce them to the team
After the Meeting
After the meeting look through the notes and add any additional points that are left out,
clarifying any doubts then and there so you do not lose track of what was discussed in the
meeting
Number the pages as you go so you aren’t confused later.
 Focus on action items, not discussion (Pollard, Minor and Swanson, 2014).
 Be objective.
 If you need to refer to other documents, attach them in an appendix or indicate where
they may be found.
 When you finish typing the minutes, ask the meeting chair to review the document for
errors.
1.6
Meeting Chair:
 More effective run person
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 More on chairing person More on reviewing and renewing committee.
Meeting Secretary:
Before the meeting: Consult with the chairperson on the order of business for the
meeting, and the way in which it should be dealt with on the agenda. Decide what business
requires discussion and what requires a decision by the management.
At the meeting: Arrive in good time before the meetings with the minutes and with all the
relevant correspondence and business matters for that meeting, in good order.
After the meeting: Prepare a draft of the minutes and consult the chairperson and most
senior staff members for approval (Meru and Struwig, 2011).
1.7
A formal meeting in a business environment is a pre-planned event with a formal notice
that most often is sent via email or an official company memo. An informal meeting can take
place almost anywhere, anytime, and there is seldom the structure and formality that you will see
in a formal meeting.
An informal meeting can take place virtually anywhere from a fast food restaurant to a
company meeting room. There is usually no formal invitations sent out although meeting
participants can be notified via email in many cases. It is very unlikely that any company policies
will be enacted at these type of meetings unless the company in question is very small with few
employees.
1.8
Policy and procedures for meetings are a very important part of the formal meeting
process because they set out what can and cannot be decided in meetings, as well as ensuring that
certain conventions are adhered to at that meeting (Dilger and Müller, 2013).
UNIT 49 (Spreadsheet Software)
1.1
Candidates should be able to demonstrate a clear plan about what they intend to solve by
creating a spreadsheet. Tied up with this criterion is the need for candidates to find a suitable
project in order to build their project around. In some cases, the companies might be reluctant to
release sensitive numerical data, so the assessors might need to support candidates in their
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process. Once they have found a suitable project, they should then put together some rough plans
and design layouts in order to show roughly what they are dealing with and how they might
address the fix.
2.1
Candidates should be able to explain what methods they will use to work on their data.
These should also be justified and not just for the sake of it. The idea here is to show that
students can research, evaluate and decide what are the best methods to use in their spreadsheets
to solve the problems and make sure the answers that are created are worthwhile (Chitungo and
Munongo, 2013).
3.1
The overall layout of the spreadsheet, including labelling, colour schemes, tab names etc,
will assist in the clarity of presentation and the ability for it to be used effectively and efficiently.
Candidates should show in a design phase what methods and techniques they intend to use, as
well as show these in the final design. They can use a variety of advanced techniques such as
conditional formatting of cells to give colour and clarity to key data, as well as clear names on
columns and rows and any charts produced.
UNIT 52 (Using Mail)
1.2
Candidates should be reasonably advanced user of e-mail systems, whether on mobile
devices or more traditional systems. As above, the type and size of attachment will greatly affect
how quickly mails can sent and in some cases if at all. While your e-mail client and network
might allow large file attachments, this may not be the case with your intended recipient. Since
this process takes a great deal of time to carry out (you sending and their system receiving or
sending a message that it could not be accepted), it might impact on overall efficiency.
1.4
Any of the following should prevent the award of this criterion. Candidate sending
abusive messages, candidate "spamming" multiple addresses with unsolicited messages,
candidate not conforming to any local acceptable use policy, candidate sending inappropriate file
attachments, candidate downloading executable attachments or those of an unauthorised nature.
This criterion is to some extent about what not to do as much as about what should be done.
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2.4
Candidates should have a detailed understanding of e-mail management. These days,
people receive hundreds of e-mails a day and these need to be managed and at some point they
need to minimised. Most e-mail on-line systems have limits on how much data can be used,
particularly with free services. With broadband services it is easy for people to attach huge video
and audio files to e-mail which build up quickly. Candidates need to show ways to archive these.
2.7
Candidates don't need to be expert e-mail server administrators, but should know some of
the main problems with e-mail systems and be able to explain their main principles. Elsewhere in
this guidance it has been discussed about attachment and end-to-end issues, but there are other
issues related to connectivity, especially in mixed environments with Ethernet connections and
wireless ones. They also need to be competent with other devices such as smart phones and
knowing about different levels of data connectivity (Pham, Segers and Gijselaers, 2013).
UNIT 73 (Principles of Social Media in a Business)
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.
Success: To be able to do this successfully the learner needs to mention that the criteria
can include delivering the task or project on time, within budget and within the required
deliverables. It is important to decide how they can be achieved in order to ensure that all parts
of the task or project is completed and achieved on time and fully.
1.2
 Financial implications on too much resource being used or too little being used
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 Allocation of work to specific people, ensuring that correct knowledge and expertise is
given against each aspect of the task or project. If this is not done correctly it could mean
the task or project being delivered late or not at all.
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
To enable managers to know which parts of task or project will need to take priority and
this in turn will lead to deciding to whom, and why, tasks within the task or project need to be
allocated. This then allows the manager to be able to allocate suitable time for each aspect of the
task/project ensuring that all individual deadlines are met (Allais and Hagen, 2013).
1.4
 To ensure that tasks/projects being undertaken will benefit the business in terms of sales,
productivity, meeting customer requirements (internal or external)
1.5
The two ways information validated need to be individual to the learner, and their own
specific experiences given. However these validation ways could be:
 Integrity of person/s or site/s information came from
 Checking information against details and specification of task/project requirements
 Against other information received and being used already.
1.6
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:
The learner should mention that these can be addressed by:
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 Being clear at the onset of the task/project of the budget, resourcing allocations in terms
of people numbers, equipment needed and analysing where there may be a lack of
resource/knowledge to compete the task/ project successfully
 Communicating clearly with all personnel involved with the task/project as to what the
objectives (Roth, 2012).
 Continuous monitoring of progress of task/project so that any issues can be identified and
dealt with early rather than late.
TASK 2
2.1
Difference in influence of managers and leaders can include:
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
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. The main influence a leader can
have over a manager is that team members will follow a leader because of who that person is and
because of the team belief in the leader.
2.2
 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, helps to
keep the team member motivated (Hesselbarth and Schaltegger, 2014).
 Transactional leadership style – this could be suitable if the team member responded
positively to reward based task completions. Assumption from manager is that the team
member only works for reward or punishment
 Transactional leadership style – Would have a negative impact on the context as this team
member being extremely capable and knowledgeable may not respond well to
relinquishing all responsibility and may prefer the decision making authority rather than
being rewarded.
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2.3
Maslow's original Hierarchy of Needs model was developed between 1943-1954, and
first widely published in Motivation and Personality in 1954. At this time the Hierarchy of Needs
model comprised five needs. This original version remains for most people the definitive
Hierarchy of Needs.
 Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
 Safety needs - protection from elements, security, order, law, limits, stability, etc.
 Belongingness and Love needs - work group, family, affection, relationships, etc.
 Esteem needs - self-esteem, achievement, mastery, independence, status, dominance,
prestige, managerial responsibility, etc.
 Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal
growth and peak experiences
Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always
arose from different factors, and were not simply opposing reactions to the same factors, as had
always previously been (and still now by the unenlightened) believed.
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.
• Co-ordination involves bringing together and harmonising different work based activities
across the business. It also involves ensuring overseeing of work delegated to team
members and others involved in work.
• 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 (Dilger and Müller, 2013).
3.2
Consider smart targeting for all team members, close monitoring of progress of
individuals and overall team objective, building commitment from the team and each person in
the team, being clear about objectives so that all team members know their own role and
responsibility within achieving objectives, renegotiate with team members as necessary.
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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
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.
Analysis of theories and models of management
Learner should be able to refer to at least two theories and models:
• Nudge theory – modern change management concept that helps managers to understand
people’s way of thinking, helping them to improve upon this and managing change of all
types.
• Corporate governance - manages the risk involved within leadership, authority, ego,
wealth creation, responsibility, ethics etc. and how these issues reconcile and conflict
within organisational and market settings (Meru and Struwig, 2011).
Tuckman’s forming, storming, norming and performing model – explains team development and
how teams mature into co-operative working that can work independently.
3.5
Information and explanations on how directive a manager will need to be dependent on
the theory used, how hands on a manager needs to be with managing different aspects of team
behaviours, thinking processes and motivations and commitments.
3.6
Operational constraints could be:
• Staffing levels – increased or decreased
• Allocation and procurement of resources and materials
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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 (Pollard, Minor and Swanson, 2014).
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.
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.
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.
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 (who reports on what to whom),
ensuring that flow of information covers management accounting, finance and that this is a top
down as well as a down to top system of gaining information and feeding back; this then flows
into organisation objectives (Lin, Chen and Lee, 2011).
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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 (e.g. an accounting firm offers accounting
services to clients, this would be the output of their activity).
Outcomes: The outcomes are the changes that take place as you carry out your aims or
objectives as an organisation and the outcomes may not be what the organisation planned them
to be initially.
CONCLUSION
From the above report it can be concluded that all the factors which are mentioned above
is required to run a business in a proper way. This includes managing the facilities of office so
that workers can work effectively. Process of handling the mail will help us to know the better
ways to respond to all the factors.
REFERNCES
Books and Journals
Hesselbarth, C. and Schaltegger, S., 2014. Educating change agents for sustainability–learnings
from the first sustainability management master of business administration. Journal of
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Roth, A. E., 2012. Axiomatic models of bargaining (Vol. 170). Springer Science & Business
Media.
Allais, M. and Hagen, G. M. Eds., 2013. Expected Utility Hypotheses and the Allais Paradox:
Contemporary Discussions of the Decisions Under Uncertainty with Allais' Rejoinder
(Vol. 21). Springer Science & Business Media.
Pham, N. T., Segers, M. S. and Gijselaers, W. H., 2013. Effects of work environment on transfer
of training: empirical evidence from Master of Business Administration programs in
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Blackburn, G., 2011. Which Master of Business Administration (MBA)? Factors influencing
prospective students' choice of MBA programme–an empirical study. Journal of Higher
Education Policy and Management. 33(5). pp.473-483.
Mulder, M., 2012. The daily power game (Vol. 6). Springer Science & Business Media.
Miller, P. J. and Cameron, R., 2011. Mixed method research designs: A case study of their
adoption in a doctor of business administration program. International Journal of
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Aremu, M. A. and Adeyemi, S. L., 2011. Small and medium scale enterprises as a survival
strategy for employment generation in Nigeria. Journal of sustainable development.
4(1). p.200.
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Ismail, S., 2013. Critical success factors of public private partnership (PPP) implementation in
Malaysia. Asia-Pacific Journal of Business Administration. 5(1). pp.6-19.
Gulid, N., 2011. Student Loyalty toward Master's Degree Business Administration Curriculum at
Srinakharinwirot University. American Journal of Business Education. 4(8). pp.49-56.
Lin, C. J., Chen, H. F. and Lee, T. S., 2011. Forecasting tourism demand using time series,
artificial neural networks and multivariate adaptive regression splines: evidence from
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Pollard, H., Minor, M. and Swanson, A., 2014. Instructor Social Presence within the Community
of Inquiry Framework and Its Impact on Classroom Community and the Learning
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Meru, A. K. and Struwig, M., 2011. An evaluation of the entrepreneurs’ perception of business-
incubation services in Kenya. International journal of business administration. 2(4).
p.112.
Dilger, A. and Müller, H., 2013. A citation-based ranking of German-speaking researchers in
business administration with data of Google Scholar. European Journal of Higher
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