Business Administration Level 3
Information Pack
Contents:
Sample Paper 1 Model Answers & Examiner’s Report Syllabus Sample Paper 2
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Sample Paper 1 SERIES 3 EXAMINATION 2005 BUSINESS ADMINISTRATION LEVEL 3 (Code No: 3407) WEDNESDAY 12 JUNE __________
Instructions to Candidates (a) The time allowed for this examination is 2 hours 30 minutes. You are advised to spend the first 15 minutes reading through the tasks and making notes. (b) Complete any 4 tasks. (c) All tasks carry equal marks. Up to 10 marks will be allocated for appropriate presentation of the tasks you complete. (d) Put a line through any rough work. (e) You may use an English or bilingual dictionary, a thesaurus and a cordless non-programmable calculator. (f)
Write clearly.
Scenario You are employed as an Administrative Assistant in the Athena House Group, a large international organisation. The Head of Administration is Paul Romaro. You are required to carry out any 4 from 5 of the following tasks.
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TASK 1 You have received the following e-mail message: E-mail message From To Date Subject
Paul Romaro, Head of Administration Administrative Assistant 19 June 2005 Athena House Group Open Day
As you may know, the Directors have decided to hold an Open Day so that staff and their families, suppliers, customers and any other interested parties can come along to Head Office and see what we do. It should raise the profile of the company and good publicity will always generate sales so we need to make this a well-planned and impressive occasion. I am considering setting up a project team to work on the organisation of this whole event but need more information about such a team. Please send me an e-mail message that: (a) (b) (c) (d) (e)
explains what a project team is what departments should be represented in the project team for organising the Open Day the benefits of using a project team any disadvantages what support the team would need from me as the manager of the group.
In the meantime, I need to start drawing up an Action Plan so that the organisation of the event stays on course. Please draft a sample Action Plan form. Leave it blank either for me to complete later or for me to pass on to the project team should I decide to go ahead and form this group. Paul Prepare the e-mail message (20 marks) and the Action Plan Form (5 marks). (Total 25 marks)
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TASK 2 You have received the following note from Paul Romaro:
DESK NOTE
MAIL ROOM PROCEDURES There have been complaints that mail is reaching staff late in the day. Sometimes it is opened, sometimes not, enclosures are missing and so on. Please prepare some guidelines for how to deal with incoming mail. Make sure you include procedures to avoid the above problems happening in the future. I am holding a training session for staff who handle the incoming mail and a copy of the guidelines will be given to them. The guidelines will also be included in the Procedures Manual. I am not sure that guidelines are the best way to convey this information what about a flow chart as well? Please send me an e-mail giving details of what you see as the advantages of such a chart.
Paul Prepare the Guidelines (15 marks) and the e-mail message (10 marks) (Total 25 marks)
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TASK 3 You have received the following memorandum: MEMORANDUM To
Paul Romaro, Head of Administration
From
Jennifer Wheatley, Production Department
Ref
JW/PP
Date
19 June 2005
As you know, I have been asked to cover Health and Safety in the Workplace. This is completely new to me. At the Health and Safety meeting last week you very kindly offered to help me with any advice and guidance I might need. I am taking up your offer. I need to cover Risk Assessment and Safety Notices and would appreciate your help in preparing the following information: (a)
Risk Assessment: (i) (ii) (iii)
what it is who is responsible for carrying it out what happens when a Risk Assessment of the workplace is carried out. (I need to discuss this process during a training programme - I do not need a list of hazards, but one or two could be mentioned to illustrate a point.)
and (b)
Safety Notices: (i) (ii) (iii)
the main types used throughout the Company where to place each type the information each type should contain.
Thanks
JW Admin Assistant Will you please deal with this for me? I think a Briefing Document layout would be best. Paul Prepare the Briefing Document addressing the points made about Risk Assessment (12 marks) and Safety Notices (13 marks). (Total 25 marks)
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TASK 4 You have received the following e-mail message: E-mail message From To Date Subject
Paul Romaro Administrative Assistant 19 June 2005 Maintenance of Photocopier
We seem to have been having a lot of problems with the photocopier recently and I would like you to take responsibility for overseeing the maintenance of this machine. The most common faults seem to be: (a) (b) (c)
lack of power routine small faults eg paper jammed in the photocopier consumables need replacing eg toner.
Please send a memo to all staff telling them that you are now the key operator for the photocopier. You will need to give details of the most common faults, including those I have listed above, and state what action staff should take if any of these problems occur whilst they are using the photocopier. You will also need to devise a new equipment fault form. Please prepare this and attach a copy to the email, together with a reminder to staff to fill it in when necessary! Paul Prepare the memo (20 marks) and the form (5 marks). (Total 25 marks)
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TASK 5 You have received the following memorandum: MEMORANDUM To
Mr Paul Romaro, Head of Administration
From
Jonathan Willett, Marketing Manager
Ref
JW/PC
Date
19 June 2005
TRAVEL ARRANGEMENTS With our new marketing strategy about to be implemented in this branch, my staff have a lot of travelling to do. Can you please help out with making the following travel arrangements? I am not sure what the best mode of transport would be or of the possible methods of paying for any tickets and travel expenses. 1 Janice Leong - travelling to the USA on a 3-week coast-to-coast lecture tour - starting in Chicago, then New York, Washington DC, San Francisco and finally Los Angeles - taxis, car hire etc during her stay in each of these cities have been arranged by the organisations she is visiting. 2 Sam Hayward - travelling from London to Edinburgh for the Scottish Sales Conference taking a few product samples with him - needs to work on the notes for his presentation whilst travelling - does not like flying - can only be away from the office for one day. 3 James McKenzie - visiting our offices in Lyons, France and Barcelona, Spain - meeting his family for a 2-week touring holiday in Spain. Please let me have an e-mail message giving your reasons for what you think would be the most appropriate mode of transport for each to use. Mention any disadvantages of the methods you suggest. Could you also please let me have a list of the possible ways that travel expenses such as tickets and travel costs, accommodation, meals etc could be paid for? Regards Jonathan
Admin Assistant Please e-mail me - what do you think would be the most appropriate mode of transport in each case? Let me have your reasons and any disadvantages. Add a list of suggestions for how the travellers could pay for their tickets and travel costs eg taxi fares, petrol, accommodation, meals and other expenses whilst away from the office. Thanks Paul Prepare the e-mail message (20 marks) and the List (5 marks).
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(Total 25 marks)
Model Answers & Examiner’s Report Business Administration Level 3 Series 3 2005
GENERAL COMMENTS The paper offered candidates the opportunity to select tasks from a broad spectrum of Business Administration topics. Topics ranged from working with others, planning and organising work and travel to dealing with equipment and preparing a range of documents. Whether through study, work experience or a combination of both, many candidates showed a good understanding of the subject matter and were able to apply this knowledge to the situations presented to them in the Examination Paper. Better scripts showed evidence of planning. Notes had been made and then these were expanded in to the answer. Such answers were more logically structured with fewer grammatical and spelling mistakes. They were better presented using numbered points and headings where appropriate and included answers to all parts of the question. They also used the mark allocation as a guide to the number of points to include in their answers. Candidates thus avoided losing marks because their answers lacked sufficient detail. Weaker scripts showed candidates did not have the basic knowledge to answer the questions they had chosen eg the topic areas of Task 3 are included in the syllabus and should have been studied but many candidates clearly did not know a great deal about Risk Assessment or safety signs. Candidates often do not have the breadth or depth of knowledge which is needed to be successful in the Examination. Candidates also lost marks because they did not follow instructions carefully and did not present their answers using the layout asked for in the task. This was particularly so with Tasks 1, 2 and 4 which required answers in e-mail and memorandum formats. Many candidates omitted parts of the questions – particularly Tasks 1, 2 and 4. This could have been oversight or lack of knowledge. Candidates need to make sure each part of the question is attempted. They should read the task carefully, highlighting what they need to do to answer the question and then make a final check once they have completed their answer to make sure they have not overlooked part of it. A number of candidates did not answer 4 questions. This could have been lack of knowledge or lack of time. Candidates need to prepare thoroughly for the examination with detailed course work, revision and timed practice of past examination papers.
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Model Answer to Task 1 E-mail Message From To Date Subject
Administrative Assistant Paul Romaro, Head of Administration 19 June 2005 Athena House Group/Open Day
(a) Project teams bring together specialists from different functional areas within an organisation to work on a particular activity. They are mainly self-managed and make decisions on the project as a group. Project teams may have specialist staff specifically allocated to them for the duration of the project. This ensures there is no conflict of responsibility as there is total commitment to the project. The team is directly controlled by the team manager. Once the project they are working on is finished, the staff may return to their original post, be redeployed or become unemployed. Project teams may comprise staff who work as part of the team but at the same time also work in their own functional area carrying out their usual job. Each team member is controlled by his functional manager rather than the project manager and this can lead to conflicting demands being made on him. (b) Representatives from each department in the company - including Human Resources, Accounts, Administration, Marketing, Production. (c) Benefits • Specialist staff bring expertise to the project from a range of functional areas • More ideas generated • Team members are more committed to the project and have a closer link with the end product • Good team spirit can motivate staff • Project managers can set targets and monitor progress easily through the team • Resources and costs for the project can be identified and monitored from the outset (d) Disadvantages • Staff may be involved in several projects causing problems in allocating their time and prioritising work • Team members may not get on • Demotivating once the project is at an end for those staff who have nothing to move on to may cause them to delay the completion of the project • Lines of authority may not be clear and project staff may be uncertain whether the functional or the project manager has priority • Project team can feel isolated from the overall work of the organisation (e) The team manager decides on the human and financial resources needed to complete the project. He meets regularly with the team to obtain feedback on how the project is progressing, to agree and set targets and monitor their achievement, to help resolve any difficulties, to monitor the budget and to ensure the team works together. He supports and represents the team to higher management.
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Model Answer to Task 1 continued
Action Plan for
Date
Task
Staff needed
Resources needed
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Date to be completed by
Completed ✔
Comments
Examiner’s Report on Task 1 This was not a popular question but those candidates who did answer it had clearly studied the topic and could produce detailed answers to the first part of the question. Most descriptions of a project team were good but marks were not awarded for simply saying it is ‘a team working on a project’. Comments regarding the differing structures of the temporary team and the matrix team were looked for. Examples of the various departments that would be involved in the team should have been given rather than just stating that ‘all departments’ should have an input. Advantages tended to be limited to there being more ideas generated but could have included points such as the range of staff expertise within the team and how resources and costs for the project can be more easily identified and monitored. Disadvantages were often limited to one or two such as team members not getting on, or were completely omitted. Some candidates commented that they did not think there were any disadvantages. The role of the project manager was usually well described with most candidates suggesting more responsibilities than just the need to encourage the team.
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Model Answer to Task 2 GUIDELINES Mail Room Procedures • Report for work approximately one hour before the office staff to allow time to sort the mail • Scrutinise mail for possible letter bombs • Pre-sort mail items into different categories: • Urgent items (opened and delivered quickly) • Personal, private and confidential (normally delivered unopened) • Registered/Recorded Delivery items (recorded separately to show responsibility for handling and delivery) • Monetary items (recorded separately to prevent discrepancies) • Circulars (attach a circulation slip or send to appropriate department) • Wrongly delivered mail (re-post unopened with appropriate note on the envelope eg Not known at this address) • Parcels (if signed for, state Contents not checked or if damaged state this on the form, usually delivered unopened) • Routine items (first class mail normally opened first) • • • • •
Open all mail - usually with the aid of a letter opening machine Remove all contents Ensure that all enclosures are enclosed and attached firmly to the main document If enclosures are missing make a note on the relevant letter Enter any cheques, postal orders, etc in a Remittances Book - should be signed and checked by someone in authority • Check all envelopes are empty before being discarded - many organisations retain envelopes for a few days in case of queries • Date-stamp each item other than legal or financial documents Distribution: • Sort into appropriate departments/sections/individuals • Place in collection baskets or pigeon holes for collection by staff or on trolleys for delivery to departments or staff • Urgent items placed on top • Personal unopened items • First class mail on top of second class items • Circulars, journals, magazines at the bottom
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Model Answer to Task 2 continued E-mail Message From To Date Subject • • • • • • • • • •
A Candidate Paul Romaro, Head of Administration 19 June 2005 Mail Room Procedures
Illustrates the logical process by which a procedure is followed through from start to finish The actual ‘flow’ of documents from one process to another is shown clearly and neatly Actions are shown in boxes joined by arrows Helps the writer to think through a process in a logical way and incorporate alternative ‘yes/’no’ responses that require different actions to be taken Instructions in diagrammatic form are simpler and more straightforward to follow Staff who deal with the mail will find the flow chart easy to understand It will be a quick source of reference and should speed up the mail distribution process It is more eye-catching and much more appealing to read than a detailed passage with a lot of text Easier to remember information presented in a visual format Easily transferred to OHT for use in the training session
Examiner’s Report on Task 2 This was a popular choice of question and many candidates were able to gain high marks for their answer to the first part. Marks were given for detailed guidelines that looked at all aspects of dealing with incoming mail including the various types of mail and how to treat Private and Confidential or Urgent mail. Candidates who did not score highly lost marks because they dealt only with the issues noted in the task and did not mention other factors to be considered when handling incoming mail eg dealing with suspicious mail, how to sort the mail, what to do with remittances. Very few candidates mentioned the need for mail room staff to arrive earlier than the other staff. Many recommended that mail should be distributed by 12 noon. Some candidates wasted time describing processes for dealing with incoming and outgoing mail. A few candidates misread the question and prepared a flow chart either instead of or as well as the guidelines. A number of candidates did not attempt the second part of the question and so lost 10 marks. Those who did were often only able to mention a couple of advantages of using a flow chart and tended to repeat the point about it being ‘eye-catching’. Points should have included those particular to flow charts eg a flow chart shows the actual logical flow of documents from one process to another clearly and neatly, incorporates alternative ‘yes/no’ responses that indicate different actions to be taken. Many confused flow charts with graphs and bar charts and drew charts that showed comparisons between the amount of mail handled in 2004 and in 2005 or the number of complaints.
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Model Answer to Task 3 Briefing Document (a) Risk Assessment (i)
This is identifying possible risks and hazards in the workplace and reporting them. The Management of Health and Safety at Work Regulations 1992 require that potential risks and hazards are recorded in a certain way and the risks attached to activities are also identified and assessed.
(ii)
• • •
The organisation’s health and safety officers, supervisors and all staff Health and safety consultants employed by the organisation Government health and safety agencies
(iii) Staff may be asked to carry out an analysis of which work activities in their area could entail a risk. They would then make an assessment of each in relation to: • • • • •
The activity itself, the equipment and machines used, the working environment The possible hazard eg any potentially dangerous equipment, any obstructions to movement, any potential fire hazard The control measures which are already in place eg protective clothing or equipment, maintenance and repair arrangements, fire prevention measures The degree of risk ie insignificant, low, medium or high to both employees and others Possible remedial actions - an action plan is drawn up with a series of actions to control the hazards identified. These actions could be: - removing the hazard completely eg replacing faulty equipment - reducing the risk eg training staff, putting up safety notices - protecting staff and equipment from risk eg replacing broken guards on machines Risks in an area can change over time and as circumstances alter. Risk assessment should be an ongoing process and potential hazards should not be ignored eg carpet lifting in one area.
(b) Safety Notices Safety Notices fall into 4 categories: 1 2 3 4
Prohibition or must not do signs - forbid dangerous behaviour or restrict access to a particular area. These signs always have a red edge and a diagonal red line. Mandatory or must do signs - require employees to take a certain action eg wear protective clothing. These signs have a circular blue background. Warning signs - alert staff to a particular hazard or danger. These signs are triangular yellow signs. Informational signs - give details of first-aid points or emergency escapes. These signs are rectangular or square with a green background.
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Type of Safety Notice
Where found
Information
Fire evacuation
Offices, reception and public areas
What to do in the event of a fire What fire exit to use Assembly point
First-aid, illness or injury
Public areas and other relevant key places
Names and contact details of duty first-aiders What to do in case of injury or illness
Operation of machines and equipment
Areas where machines and equipment are used
Instructions for the correct operation of the machines and equipment What to do if there is a break down Name and contact details of the key operator Warnings relating to incorrect usage and possible dangers
Hygiene
Toilet area Kitchen and food preparation areas
Washing hands Food preparation notices
General
All working areas
No smoking How to keep the work area tidy Good working practices
Examiner’s Report on Task 3 The majority of candidates who attempted this question had clearly not studied the topic and did not know a great deal about Risk Assessment. Some candidates referred to insurance companies carrying out an assessment to determine the premium to be charged for providing building and contents insurance cover. Other candidates described the procedure for carrying out a fire evacuation drill. Answers should have included the basic points about Risk Assessment ie the process for identifying and recording potential hazards and their associated risk levels and then determining the best course of action to deal with them. Whilst the question did allow for a few examples of possible dangers some candidates provided long lists of health and safety hazards and avoided any explanation of Risk Assessment. For the second part of this question only a few candidates were able to produce detailed answers that showed awareness of the different types of safety notices. These should have included prohibition signs, mandatory signs, warning signs and informational signs eg slippery surface, emergency exits but few candidates described other notices. Answers tended to repeat the same example, usually variations on the emergency exit notice and the fire evacuation notice. Some candidates described where notices would be put eg on notice boards or bulletin boards without giving any examples of what notices could be placed on them.
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Model Answer to Task 4 MEMORANDUM To:
All Staff
From:
Paul Romaro, Head of Administration
Date:
19 June 2005
Ref:
Maintenance of Photocopier
Inform staff of new responsibility as key operator Identify common faults: (a) Lack of power: • Check power sources eg plugged in, switched on, connected up, warmed up, cut-out not activated • Check if there is a power failure • Contact the key operator • Record in the fault log if it is not an oversight error (b) Routine small faults eg paper jammed in the photocopier: • Follow instructions on the digital display eg showing where to remove the paper jam • Follow instructions in the manual provided by the manufacturer • Check paper in the paper tray is not damp or creased • Contact the key operator • Record any regularly occurring problems in the fault log (c) Consumables need replacing eg toner: • Contact the key operator • Follow the instruction notices printed on the photocopier • Follow the instructions in the manual provided by the manufacturer • Record in the fault log so that usage can be monitored and new supplies ordered (d) Consumables need replacing eg paper: • Follow the instruction notices printed on the photocopier • Follow the instructions in the manual provided by the manufacturer • Fan paper before inserting in the paper tray • Contact the key operator if unable to resolve the problem • Usually no record made in the fault log unless usage is being monitored (e) Safety, security problems eg smoke coming out of the photocopier, burning smell: • Switch off immediately • Inform the key operator immediately • Record in the fault log Remind staff that manufacturers’ instruction manuals are available by the photocopier Attach new Fault Form - remind staff to fill it in as necessary
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Model Answer to Task 4 continued
EQUIPMENT FAULT LOG
Date
Description of equipment
Description of fault
Fault reported by
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Action taken eg fault corrected, date, by whom
Examiner’s Report on Task 4 This was a popular question which was very well answered by many candidates. Good answers included awareness of the features of photocopiers eg lack of power could be caused by the copier being in power save mode, use of the digital displays to locate paper jams and to check if consumables need replacing. Those candidates who did not gain high marks repeated the points given in the task and did not give suggestions for further problems that might occur or how to deal with any of the faults described. Some candidates simply wrote out the question while others gave a list of the features of a photocopier. A few candidates repeatedly suggested that any and all of the faults should be dealt with by the key operator. The second part of the task required candidates to produce a fault form. In the majority of cases this was well done with candidates including all essential information and producing a neat and attractively displayed form. Candidates who lost marks did so usually because they did not allow for a record of the name of the person reporting the fault or for the details of how the fault was repaired. Some candidates did not use the memorandum layout that was requested in the task and so lost presentation marks.
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Model Answer to Task 5 E-mail Message From To Date Subject 1
Jonathan Willett, Marketing Manager Paul Romaro, Head of Administration 19 June 2005 Travel Arrangements
Air travel to Chicago and internal flights to the cities where she is lecturing Reasons:
• • • • • •
Disadvantages:
2
Speed - traveller needs to reach each of the destinations by the quickest possible means as the trip is spread over 3 weeks with stops in 5 different cities Distance - effective method of making long journeys Wide range of destinations Availability of direct rather than stopover flights Ease - less stressful; can work or rest whilst in flight Availability of special Executive Club and on-board facilities for business travellers
• • • •
Cost - can be expensive Implications of delays in making flight connections Baggage restrictions Possibility of jetlag for some travellers
• •
Cost-effective - can be cheaper than car travel Overnight sleeper train available - traveller has limited time available to travel Buffet service usually available Seats can be reserved Time travelling can be used for other work eg reading, writing notes for the presentation Traveller has little luggage to carry - only a few product samples and notes Less stressful - traveller can rest No parking problems Traveller does not like flying
Rail travel Reasons:
• • • • • • • Disadvantages:
• • • •
Not very flexible - tied to timetables and routes Popular inter-city routes can be expensive at peak travel times Not door-to-door - other arrangements need to be made to get to and from the station Delays and cancellations possible
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Model Answer to Task 5 continued 3
Car travel Reasons:
• • • • • •
Flexible - not tied to timetables Direct - journeys can be made from door-to-door Accessibility - traveller already has car Cost-effective if car is provided by company Ease of carrying product samples, documents, luggage Traveller is combining business travel with a family touring holiday
Disadvantages:
•
May need to book Channel Tunnel or ferry crossings well in advance if travelling at peak holiday times Not effective use of time - no other work can be carried out while driving to destinations Stressful - traveller may arrive at meetings tired and stressed particularly as he is the only driver Knowledge of the driving regulations and restrictions of the countries visited is needed Need to check travel requirements of the countries visited eg a warning triangle, first-aid kit, tinted headlamps may be required International Driving Licence, green card/additional insurance may be needed Delays possible eg traffic jams, road works Toll charges for autoroutes add to the cost and require currency Parking is often difficult and expensive in cities
• • • • • • • •
• • • • •
Traveller pays all expenses himself and these are reimbursed on production of receipts for expenses and an expenses claim form Daily travel allowance is given to the traveller by the company Expenses invoices are sent direct to the company eg by the travel agent organising the air flights Cash advances may be given to travellers to cover expenses Credit cards - a company credit card is issued to the traveller for use whilst travelling
Examiner’s Report on Task 5 This was a popular question but candidates tended to repeat many of the points they made. Good candidates suggested a different method of travel for each traveller and so could ensure there was no repetition of the advantages and disadvantages for each of the travel methods. Candidates at this level should have realised that the Examiner would not require the same information in answer to each part of the task and consequently should have given different travel methods for each person in the scenario. Some candidates made unrealistic suggestions for travel eg driving across America, taking a taxi to Edinburgh or sending someone else who will fly, travelling by sea from Lyons to Barcelona. A few candidates listed items the travellers should take with them eg laptop computer, mobile phone, passport. This information was not needed and used valuable time. The advantages of the methods of travel tended to be limited to cost and time savings but could have included factors such as the accessibility and flexibility of car travel. Few disadvantages were noted apart from jet lag, delays and cost. The second part of the question was usually well answered with candidates suggesting relevant methods of paying for goods that included company credit cards and invoices being sent directly to the company as well as the more obvious travellers cheques and currency. Some candidates included payment methods in the first part of the question and thereby repeated the same points four times. A few candidates recommended travellers paid for the trips out of their own pockets, not mentioning anything about reimbursement!
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Extended Syllabus Business Administration Level 3 Aims The aims of this syllabus are to enable candidates to develop: an understanding of administration and organisation knowledge of administration systems and procedures understanding of a range of business services and management support Assessment Objectives The examination will assess the candidate’s ability to: demonstrate the need for effective work practices, administration systems and procedures show awareness of the importance of accurate and timely information and effective business communication identify appropriate suppliers of equipment and services and after sales care identify appropriate equipment and services for given situations plan business meetings, events and travel Target Audience and Candidate Progression This qualification is intended for candidates who are working or preparing to work in an administrative role which requires initiative and business awareness Successful candidates who also obtain passes in English for Business Second Level, Business Practice Third Level and in a Third Level Office Skills award will qualify for the Third Level Private Secretary’s Diploma. Successful candidates who also obtain a pass in a Third Level IT award will qualify for the Third Level Diploma in Business Administration. Level of English Required Candidates should have a standard of business English equivalent to LCCIEB English for Business Second Level and which enables them to make themselves understood in a business context.
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Syllabus Topics 1
Equipment, Materials, Services and Supplies
2
Work Environment and Controls
3
Procedures, Information and Communication
4
Organisation and Personal Effectiveness
5
Business Meetings, Events and Travel
Coverage of Syllabus Topics in Examinations The examination will consist of one question from each topic area. Examination Format The format of the examination is as follows: •
The time allowance for the examination is 2 hours 30 minutes
•
Candidates will be required to complete 4 tasks from a choice of 5. There will be a task from each of the 5 syllabus areas
•
All tasks carry equal marks
•
Candidates will be provided with a scenario giving them their job title and employer details
•
The tasks will be presented as 5 separate ‘in-tray’ exercises. Each task will simulate a task which could ordinarily be given in a real business situation. Tasks may be presented in various forms and there will be clarification of the requirements set out beneath each task Mark allocation for individual sections of the task will be shown on the examination paper.
Guided Learning Hours LCCIEB recommends that 140-160 Guided Learning Hours (GLHs) provide a suitable course duration for an ‘average’ candidate at this level. This figure includes direct contact hours as well as other time when candidates’ work is being supervised by teachers. Ultimately, however, it is the responsibility of training centres to determine the appropriate course duration based on their candidates’ ability and level of existing knowledge. LCCIEB experience indicates that the number of GLHs can vary significantly from one training centre to another.
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Candidate Answer Guidance Answer Formats Unless otherwise requested, candidates will be asked to provide answers in one or more of the following formats: •
Short reports to include appropriate headings
•
Forms and notices and lists. Simple form design or completion of a form may be required
•
Letters, memos, faxes and e−mails. Any acceptable business style will be accepted. Letterheaded paper will not be required
Candidates may produce their answers on a word processor or computer but questions requiring form−filling will need to be completed by hand. Candidate Performance Measurement Pass Mark Information Pass Credit Distinction
50% 60% 75%
Mark Allocation A positive marking approach is used. Recommended Reading List and Support Material Reading List Title
Authors(s)
Publisher
ISBN Code
Business Administration, Third Level
LCCIEB Chief Examiner
LCCIEB
1-86247-001-4
Support Material Examiners’ Reports and Model Answers and past question papers can be purchased from the LCCIEB Customer Service Department.
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Syllabus Topic
Items Covered
1
Equipment, Materials, Services and Supplies
Candidates must be able to:
1.1 Office equipment
1.1.1 Describe the use, functions, benefits and general care required for a range of business equipment and make comparison of different equipment on cost, advantages and efficiency including: photocopiers fax machines telecommunications equipment including telephone answering equipment pagers and mobile phones multi-function equipment (combined uses) computers, word processors and typewriters printers mail room equipment binding and laminating equipment shredders
1.2 Specific purpose equipment
1.2.1 Select appropriate equipment for specific areas including: post room reception print room
1.3 Innovations
1.3.1 Describe innovations in business equipment and communications as they come into common usage and the advantages they bring including: delayed transmission fax voice recognition Internet other developments
1.4 Factors influencing choice
1.4.1 Explain the factors which influence choice of equipment: volume of work location/distance, external/internal price/budget/cost rental/purchase/contract options reliability and after sales care 25
1.5 Faults reporting and after-sales service
1.5.1 Describe reporting and recording procedures for equipment faults or service failure, remedial actions and contingency plans when faults or service failure disrupts urgent work
1.6 Consumables
1.6.1 Describe the range of business stationery and consumables required and how the following influence choice between suppliers: volume and range price/budget/cost considerations delivery, reliability and after-sales care convenience/location security
1.7 External services
1.7.1 Be aware of reasons for choice and fitness for purpose of a range of external business services including: telecommunications services local/international mail, parcel and courier services freight services staff agencies secretarial services suppliers
2
Work Environment and Controls
Candidates must be able to:
2.1 Office design
2.1.1 Demonstrate understanding of the influence that office design has on the working environment and employee performance including: use of space open-plan/closed offices furniture, fittings and decor light, heat and ventilation
2.2 Work flow and output
2.2.1 Explain how the office layout and location may contribute to: efficient work flow improved distribution of work improved output
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2.3 Work practices
2.3.1 Explain how changing work practices are impacting on the work environment including: homeworking/teleworking and the virtual office flexitime
2.4 Safety
2.4.1 Outline the need for safety and security in the work-place and make recommendations concerning: safe usage of equipment risk assessment emergency procedures fire precautions safety notices induction and training of staff
2.5 Reporting procedures
2.5.1 State the need for and give examples of procedures for recording and reporting accidents, fire and other emergencies
2.6 Controls
2.6.1 Outline the need for office controls, standards and documentation including: stock records and stock monitoring petty cash systems and claims for expenses annual leave entitlement postage records equipment records/logs sign off requirements for purchase orders, budgets and invoices
3
Procedures, Information and Communication
Candidates must be able to:
3.1 Procedures and standards
3.1.1 Describe the need for procedures and standards including: form control and design company policy, procedures and quality control manuals turnaround times/meeting deadlines reporting and tracking work in progress
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3.2 Records management
3.2.1 Explain different systems, methods and standards for storing and retrieving information: manual/computerised/electronic/othe r on site/off site/remote vaulting indexing and classifying information
3.3 Visual communication
3.3.1 Identify information requirements and the most suitable methods of conveying information including: text, graphics, tables and charts flow charts visual aids planning boards
3.4 Methods of communication
3.4.1 Select an appropriate communication medium and method for a given purpose, understanding and explaining its advantages: letter memorandum report form fax e-mail telephone call face-to-face communication (meetings) teleconferencing/videoconferencing
3.5 Security of information
3.5.1 Explain the need for security and confidentiality of certain types of business documentation and communications: personnel records financial information product or service information customer details
3.6 Appropriate tone
3.6.1 Explain the need for using appropriate tone, register and style when meeting or replying to external agencies/members of the public/customers/colleagues and seniors
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3.7 Sources of information
3.7.1 Outline sources of business information: libraries Internet suppliers and customers reference and user manuals office exhibitions trade/professional bodies agents and consultants network groups
4
Organisation and Personal Effectiveness
Candidates must be able to:
4.1 Absence cover
4.1.1 Draw up rotas for office cover and absences and make contingency arrangements
4.2 Time management
4.2.1 Work effectively and understand the need for: clear job descriptions and instructions on task allocation planning and prioritising of work action plans and schedules good practice in diary and appointment planning
4.3 Using technology to assist planning
4.3.1 Explain how technology may assist in planning and meeting deadlines for work: electronic diary/follow up systems electronic planners mobile and portable computer systems
4.4 Work patterns
4.4.1 Outline different work patterns, their advantages and disadvantages: flexitime homeworking/teleworking job sharing portfolio working contract work project teams
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4.5 Effective teamwork
4.5.1 Describe the need for, and ways of ensuring, effective teamwork: meeting work deadlines management support cover for office at all times fair distribution of work responsibility for personal and team development
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4.6 Performance monitoring
4.6.1 Recognise the need for appraisal and performance monitoring including training and development needs linked to individual and team objectives
Business Meetings, Events and Travel
Candidate must be able to:
5.1 Administrative arrangements
5.1.1 Explain the stages involved in preparing for meetings and events and the planning and documentation requirements including: agenda/programme invitations speakers/participants/guests/delegat es’ information viewing venues refreshments/food arrangements equipment and facilities syndicate/conference rooms seating plan method and timing of payments name badges visual aids reception staff registering delegates briefing participants/ contributors/Chairman
5.2 Features and choice of venue
5.2.1 Identify and describe features of suitable venues, and explain reasons for choice of venue: numbers of guests/delegates external/internal attendees budget profile of event availability and location equipment and other facilities communication and transport network 30
5.3 Monitoring and evaluation
5.3.1 Explain what is required on the day of and after an event or meeting: final check of facilities, venue and equipment back up availability monitoring of proceedings payment arrangements evaluation of event
5.4 Travel arrangements
5.4.1 List requirements necessary to make arrangements for business travel and accommodation: preferences relating to mode of transport travel agencies/airlines researching relevant information on destination(s) including visa, time zone, public holidays, health and security requirements planning of itineraries booking and confirmation arrangements briefing of travellers interpreters travel connections bills/expenses to be paid and different methods of payment
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Sample Paper 2 Sample Paper 2 SERIES 4 EXAMINATION 2004 BUSINESS ADMINISTRATION LEVEL 3 (Code No: 3407) TUESDAY 5 DECEMBER __________
Instructions to Candidates (a) The time allowed for this examination is 2 hours 30 minutes. You are advised to spend the first 15 minutes reading through the tasks and making notes. (b) Complete any 4 tasks. (c) All tasks carry equal marks. Up to 10 marks will be allocated for appropriate presentation of the tasks you complete. (d) Put a line through any rough work. (e) You may use an English or bilingual dictionary, a thesaurus and a cordless non-programmable calculator. (f)
Write clearly.
Scenario You are employed as an Administrative Assistant in the Office Services Department of Athena House Group, a large international organisation. The Head of Administration is Sachin Patel. You are required to carry out any 4 from 5 of the following tasks.
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Task 1 You have received the following e-mail message: E-mail message From To Date Subject
Sachin Patel, Head of Administration Administrative Assistant 4 December 2004 Effective Teamwork
Please prepare a briefing document for a presentation I am to give later this month to the newly-promoted team leaders in the Production Department. They need to be made aware of: 1
their responsibilities as team leaders
2
what they should expect from their team members.
Suggestions for how they can help make their teams effective should also be included. Sachin Prepare the briefing document on effective teamwork. (25 marks)
Task 2 The Minutes of the last Office Services meeting included the following item: Action 5.3
FIRE PREVENTION AND EVACUATION PROCEDURES
Discussions with the Company Safety Officer revealed that much more could be done by staff to help prevent the occurrence of a fire and that many staff were unsure of what they should do if a fire did break out. It was agreed that the Administrative Assistant would (a)
draw up a list of suggestions for what staff could do to help prevent a fire
(b)
design a safety notice to be put up in each office that tells staff what action to take to evacuate the building if a fire occurs.
Administrative Assistant
Prepare the List (15 marks) and the Notice (10 marks) required. (Total 25 marks)
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Task 3 You have received the following memorandum: MEMORANDUM To
Administrative Assistant
From
Sachin Patel, Head of Administration
Ref
SP/
Date
4 December 2004
CENTRALISATION OF MAIL SERVICES It has been decided to create a centralised post room with up-to-date machinery and equipment. Prepare a brief report that identifies: (a)
the machinery and equipment needed to handle incoming and outgoing mail
(b)
any necessary post room furniture
(c)
the factors that affect the choice of equipment for a centralised post room.
SP Prepare the Report on the centralisation of mail services. (25 marks) Task 4 You have received the following e-mail message: E-mail message From To Date Subject
Sachin Patel, Head of Administration Administrative Assistant 4 December 2004 Athena House Group Annual Conference – December 2005
Planning for the Annual Conference has started and we need to arrange guest speakers. There are a number of items we need to consider when approaching guest speakers. Please prepare a checklist we can use for this purpose. We must also prepare an Evaluation Form to give to delegates after the Conference to find out what they thought of the whole event. Can you please prepare a draft. Sachin Prepare the Checklist (10 marks) and the Draft Evaluation Form (15 marks). (Total 25 marks)
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Task 5 You have received the following note from Sachin Patel: DESK NOTE
VIDEOCONFERENCING A videoconferencing system is being set up in the Board Room and we need to encourage all staff to use this. Please write a memo to all staff explaining what videoconferencing is, the equipment needed, what it can be used for and the benefits of using it. Thanks Sachin Prepare the memorandum on videoconferencing. (25 marks)
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