Task 1 1

BTEC Level 7 APDMS Advanced Professional Development
Table of Contents
Task 1 ……………………………………………………………………1
Task 2 ……………………………………………………………………6
Task 3 …………………………………………………………………..12
Task 4 …………………………………………………………………..16
Task 5.…………………………………………………………………..26
Page 1
Task 1
What skills are required for effective management? Analyse, with supporting
evidence from own experience, two personal skills and two professional skills a
manager needs to be effective in their role. Explain how these contribute to
meeting both organisational and personal goals.
1.0 Effective Management Skills
“ Effectiveness is concerned with doing the right things”

Mullins (2005)
Effective management is widely known as an efficient process of controlling,

managing, leading, planning and take responsibility for an organisation at any time
from a manager. To obtain the organizational goals manager of any organization
needs certain kinds of skills which will make the management effective. All managers
should have their particular aptitudes or skills; engage in certain interrelated activities
in order to achieve the organizational desired goals.
Effectiveness is relating to the outcome of the task what employee actually achieves.
Effectiveness is related to the achievement of some purpose, objective or task to the
performance of the process of management and the execution of work. He further
suggests that criteria for assessing the effectiveness of manager should be considered
in terms of measuring the results that the manager is intended to achieve and also it is
important in what manner he achieves results and effects on other people this will
influence effectiveness in longer term. Managerial effectiveness comes from the
combination of personal attributes and dimensions of the manager’s job in meeting
the demands of the situation and satisfying the requirements of organisation as
suggested by Mullins (2005)
Montana and Bruce (2005) suggest that, ‘Many skills are required to master the
challenging nature of managerial work to meet the changing trends in management.
The most important skills and competencies are those that allow managers to assist
others in becoming more effective and productive in their work’.
Page 2
The skills that are required for effective management can be categorised as:
• Personal skills
• Professional skills
1.1 Personal Skills

It is a self-development process or methods and technique to improve personality and
which can be listed as:
• Planning Aids;
• Procrastination;
• Comfort Zones;
• Problem Solving;
• Setting Objectives;
• Time Management;
• Stress Management;
• Prioritising Work Tasks;
• Analysing Time Spent Over a Period;
• Effective Delegation of Tasks and Monitoring
1.2 Professional Skills

It is a continuing self-development to meet requirements for industry sector
professional bodies and can be listed as:
• Multitasking;
• Motivation ;
• Leadership Skills ;
• Delivering Effective Presentations;
• Team Player;
• Time Management;
• Report Writing;
• Communication Skills;
• Management Styles;
• Leading and Chairing Meetings.
Page 3
Personal Skill: Time management And Delegation:

Time management and delegation are more important skills on the view of my job
experience. Every organisation has some goals and targets so we have to fulfil these
according to the set time. As a assistant manager of a multinational company I have to
deal with my clients, most of the doctors of Bangladesh. So I am to set meeting with
them to represent the products- New Baby Milk, Cereal according to the age. So time
should be maintained properly because these doctors are very busy. Selling the
product is easy but to take time from the doctors and to maintain is difficult, otherwise
it is very difficult to expand the new product in the market without recommendation
of the doctors.
The other skill which I found very effective in my orgnisation was delegating the
tasks. Deligation is key element in relationship of manager his team, especially for the
new entrants in the organisation. If one can tell them that they have the ability to
perform the tasks and assistance is available throughout the job they get inspired and
perform the task better. In this way one can enhance the team morale, effectiveness
and productivity and exactly in the same way I was treated by my manager and the
same I used to do with my subordinates and the results were seen as efficient. The
delegation skill is extremely important to build the future career.
Professional skills: Presentation And Report writing

As an assistant manager, I think that Presentation skill is one of the most central
skills of an effective manager to plan, to monitor and to review the sales progress. The
untrained presenter may lead the subject matter light and irrelevant, as well as the
audiences or spectaculars will be bored and loose their attention.
When one is responsible in a post of manager or higher than manager he must write
report of different issues. So a well written report is one of the ways in which, an
employer establishes his credibility and communicate his ideas. Writing skill helps to
plan, research and structure reports effectively. Moreover, a well-written report helps
to convey message with clarity and credibility, creating a professional impression.
Page 4
2.0 References
Montana, P.J. and Charnov, B.H. (2005), Barron’s Management, 3rd edition, Baron’s
Educational Series, USA
Mullins, L.J. (2007) Management and Organisational Behaviour, 8th edition, Prentice
Hall, UK
Page 5
Task 2
Conduct a personal and professional skills audit using SWOT analysis (see
appendix A). Employ the cause and effect diagrams to further analyse one
professional and personal skill. Generate a detailed action plan which
demonstrates how you intend to address areas for further management and
leadership development. Explain the impact of learning styles on personal
development.
SWOT analysis is done to find out the strength, weakness, opportunity and threats so
that anybody could perform better and get the targeted goals. Marke et al (2005)
define SWOT analysis as ‘a universal tool in strategic planning. During the SWOT
analysis planners assess the strengths, weakness, opportunities and threats facing the
library.’
2.1 Personal SWOT analysis

Strengths Weakness
1. Team Player 1. Time Management
2. Optimistic 2. Stress Management
3. Creativity 3. Report Writing
4. IT Skills 4. Prioritising work tasks
Opportunities Threats
1. Gain feedback from lecture 1. Research Project
2. Learn some writing skills 2. Presentation
Table 1.0: Personal SWOT analysis
Page 6
The cause and effect diagram for the personal skill is shown as below:
Not been shown
Not enough properly
Practice
Poor
Abstract
Unable to reference
properly
Poor Report
Writing Skills
Spelling
Grammar
Poor written English
Figure 1.0: Cause Effect Diagram of Personal Skill
Professional SWOT analysis
Strengths Weakness
1. Motivation Skills 1. Presentation Skills
2. Team Player 2. Meeting Deadlines
3. IT Skills 3. Report writing Skills
4. Time Management 4. Time Management
1. Multitasking 1. Report Writing
2. Training 2. Presentation
Table 2.0: Professional SWOT analysis
Page 7
The cause and effect diagram for the professional skill is:
Not enough
practice Poor Content
No Handouts used
for the diagram
Nervousness
Poor presentation
skills
Poor English Technical problem
No consistency
Figure 2.0: Cause Effect Diagram of Professional Skill
Derbyshire, L. (1981) suggest management as ‘’ The conducting or supervising of

something (as a business) especially: the executive function of planning, organizing,
co-ordinating, directing, controlling and supervising any industrial or business
project or activity with responsibility for results.’’ and Kouzes and Posner (2007)
quoted as Keith refers, ‘’Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen.’’ Management is the process
of planning, leading, organizing and controlling the resources for the achieving
organizational goals and leadership is the ability and art of a person who influence
behaviour of the other people by his idea and vision in accomplishing common task or
common goals. So for the management and leadership all the skills (personal as well
as professional) are required because these skills enable the performance of anybody
in an organization to achieving the goals. As everybody is not perfect in this world,
some skills that a person has born inherited and some are lacking so have to learn it.
Like this, researcher also has to learn some skills to be perfect which are weaker in
comparison to other skills. Researcher is planning to address these areas in the
following way. An excellent report contains high quality abstract, proper referencing,
good grammar, spelling and English. Therefore for the improvement of the poor
Page 8
report writing skills, researcher will practice as many as possible and show to the
respective professor so that researcher could get feedback for the further
improvement. And for the poor presentation skills also practice is the main things to
be done as we know the ‘practice makes a man perfect’. Both of these skills needs
more and more practice for the improvement and researcher is planning to do more
and more practice as possible for the improvement of the both skills. As the human
nature differs from each other so do the learning styles. Learning styles also have their
impact on the personal development as everybody does not have same learning style.
Some person learns more in practical way, some learns by theory, some people learns
quick and some people learns slowly because they are seeking for the logic. So
learning style can be categorised in four types as shown below:
• Pragmatist
• Theorist
• Activist
• Reflector
Pragmatist
Pragmatist is a practical person who likes to solve problems and enjoy on
experimenting to improve their techniques. Pragmatist frequently comes up with the
answer to a problem. They like to see whether the theories work in practise or not and
work well in deadline. They dislike the situations where there is no clear and practical
outcome.
Theorist
Theorist always seeks a logical explanation for everything and likes to think all the
possible implications. They are only comfortable once they can account for what is
happening. Some might think themselves as a little detached. They prefer not to deal
with every emotional situations, structured situations and dealing with facts rather
than feelings.
Page 9
Activist
Activists are an enthusiast who will try anything, enjoy a challenge and enjoy working
with others. Activist prefers to be the centre of attention and their main weakness is
long term implementation. They are easily bored, don’t put in enough thought before
starting and thrive on responsibility.
Reflector
Reflector are a thoughtful person who thinks hard before acting, prefer to observe
how things are done first and makes notes and ponder on them before acting. Most of
their discussions are about work, not chit chat and they find it difficult to make quick
decisions. They would prefer not to take a leading role and dislike having no time for
reflection.
Page 10
References
Derbyshire, L. (1981) Mastering Management Practical Procedures For Effective
Business Control, 1st edition, Horizon Publishers, USA
Kouzes, J.M. and Posner, B.Z. (2007), The Leadership Challenge, 4th edition, Jossey –
Bass, USA
Marke et al (2005), Legal Research and Law Library Management, 16th edition, Law
Journal Press, New York
Page 11
Task 3
You need to determine your goals (using SMART goals (see Appendix A)), and
clearly identify target dates for monitoring and review. Produce an ‘on going’
development plan (see appendix B) and reflective record (see appendix C) of
management experience. On attaining one profession goal and personal goal –
produce a reflective analysis for each goal.
SMART Goals Analysis:

SMART is a mnemonic used in project management at the project objective setting
stage. It is a way of evaluating the objectives or goals for an individual project. The
term is also in common usage in performance management, whereby goals and targets
set for employees must fulfil the criteria.
Specific: improve my Presentation and report writing skills to develop my career and
exercise again and again and follow the feedback from teacher.
Measurable: The essential metric is whether or not the system is operational by
January 30.
Achievable: in class and work place I can practice this. If I do it well then I can
realize to achieve this skill.
Realistic: to improve the skills I can competently evaluate performance and develop
my career in personal and professional fields to make the goal a reality.
Timed: Within end of January 2010.
Personal Development Plan: Personal Development Plan is a structured and

supported process undertake by an individual to reflect upon my own learning,
performance or achievement and to plan for my personal, educational and career
development (Cottrell, 2008).
Personal development plan indeed be very personal something for me, which I have to
think more deeply for my goal. What I have to need learn and develop is given below:
Page 12
Learning and How does this support my Learning actions to be Date for
development need professional and personal taken including resources achievement/rev
goals needed to achieve them iew
• Attempt to write UK study system is based on Submit my report to my 10th May.

Professional report writing. Good report lecturer Gary Bell and order
report. writing gives me distinction and to gain feedback.
I can chance to getting MBA.
• Attempt to It is use full for achieve the Presentation in class my Within 1 months.
Presentation MBA and will helpful when I teacher will show me what I
will apply for a company as an did wrong or good.
executive officer.
• Attempt to In stress, I will be known how To ask my teacher and learn End of May
maintain Stress. decision will take that time and something to well in stress 2010.
control and how I will do better time.
to achieve my goals.
• Attempt to Strong English language is Doing the IELTS, I can get 15th August
improve English critical for MBA. knowledge of speaking,
speaking. writing, listening and

reading.
Table: 3 Personal Development Plan
Page 13
Reflection Structure
Name: x
Reflection number: 39
What have I learnt from my experience?
What went well?
The learner is regular and attentive student. At the first time the learner feel very
scared about report writing and presentation skill. In professional perspective The
learner did a presentation. It was not so good but the learner tried. The learner can
write report but that was not perfect. The lecturer Dr.Gary Bell taught The learner
how to write report in a proper way and told The learner all the relevant activities.
What could have gone better?
The learner have improved the IT knowledge which can effective for him to show his
performance as a presenter. The learner’s English speaking style is going better than
previous. For that the learner could be talk with every one frankly. When the learner
fall in a problem he can control and adjust with his stress. It is becoming better.
How can I put into practise what I have learnt?
What the learner have learnt from his past and present experience it is very useful for
the learner to achieve his dream. Now the learner knows all the computing skills and
English language skill that how to do and maintain the formality.
Page 14
References:
Cottrell, S. (2008) The Study Skills Handbook, Palgrave Macmillan: London
Lynch, R. (2003) Corporate Strategy, 3rd e., Prentice Hall:London
Page 15
ADVANCE PROFESSIONAL DEVELOPMENT
Project Management: is there a

crisis?
Task - 4
Prepared by
MD. BARIUL ISLAM
Page 16
Abstract
The objective of this report is to investigate and examine the problems related to the
failures of projects in the software industry. An overview of the key objectives to
control and improve the software development process can be framed through this
report. The part of this framework is linked to the improvement in the coming days.
The researcher also outlined future work in employing the framework, as it is linked
to control the software crisis.
The main findings and the results of the paper work after analysis are described, and
further refinements to the methodology are proposed. The project is concluded with
recommendations of areas for further investigation.
Page 17
Table of Content
1.0 Introduction…………………………………………………………………….4
2.0 Symptoms of Software Crisis………………………………………………….5
3.0 Primary Causes of Software Crisis……………………………………………7
4.0 Conclusion………………………………………………………………………9
5.0 References………………………………………………………………………10
Page 18
1.0 Introduction
The rise in the demand for Software has seen a growth in the Software Industry over
the decades. Almost all of the Organizations use Software Technology for its smooth
functioning. The clients’ crave for newer and more sophisticated technology has given
rise to strong competition in the software market. But the Software Industry faces
problems such as poor product quality, delay in delivery of products, cost overruns
and issues related to patents/ copyrights. Collectively, these problems can be framed
as the “Software crisis” (Conte et al, 1986).
Some of the leading researchers believe one of the main causes of failure in the
software industry is the management of the software project. It could be associated
with the cost incurred due to the poor project management and use of outdated
associative methodologies. One leading magazine article suggests that UK
government has wasted around £1.5 million on ill planned and delayed IT project
(Computing, 2003).Although, the whole issue of “Software crisis” cannot be solved at
an instance. Fugetta (1999) believes researchers should pursue a deeper understanding
of issues and offered solution within this discipline.
Page 19
2.0 Symptoms of Software crisis

Every organization installs a set of Custom made Software system for its operations.
Software failures/problems occur more frequently as expected in today’s world of
Gizmos. The three core symptoms to assess the success or failure of a software
project are identified as cost, delivery time and quality. According to KPMG (1995)
survey conducted using a sample of 250 UK organizations, Software failure is defined
as:
“A project that has failed significantly to achieve its objectives and/or has exceeded
its original budget by at least 30 percent.”
The failures of software project are clearly visible by the different cases with respect
to the UK Government IT Projects (Computing, 2003) and also International IT
Projects (Charette, 2005). The UK government IT projects deal in areas of:
• National Air Traffic services
• Pathway
• Passport Agency
• Prison services
• Child support Agency
The UK Government has produced documents showing the amount of budget spent
from the year 1997 – 2002 on the IT project failures .The UK Government has run
into over cost of £ 1.5 billion from the IT project failures during the same period.
DeMarco (1982) states that some of the projects (almost 15%) fail as they cannot
deliver anything and the cost of projects overrun upto100-200%. Moreover, he
contends that certain organizations have re-defined success of a project, if the cost
overrun is held within 30% of the total estimated budget. Financial resources were
wasted on ill-planned, mismanaged and delayed IT projects (Computing, 2006).
Page 20
Project failures are a common phenomenon in every economy, in large or small

companies, in commercial, non-profit, personal and government organizations
software crisis take place. Charette (2005) has compiled in some of the exceptional
failure statistics and estimates Software project failure has cost the US economy at
least $ 25billion or more since the 1990’s.
Some of the examples are given below:
Software Project Dates Project Outcome Cost
($)
UK Inland Revenue(UK) 2004/5 Software errors contributed to tax-credit 3.45b
overpayments.
International Revenue(USA) 1997 Tax modernization effort. 4.0b
Oxford Health Plans Inc(USA) 1997 Billing and claims system problems contribute to 3.4b
quarterly loss; stock plummets, leading to loss in
corporation.
London Stock Exchange(UK) 1993 Tarus Stock settlement system cancelled. 600m
Allstate insurance Co.(USA) 1993 Office automation system abandoned. 130m
Table 1.0: International IT Project Failures (Charette, 2005)
3.0 Primary causes of Software crisis

Glass (1998) and Charette (2005) discovered that 62% of the organizational had at
least one major failure. These were classified on the basis of the primary causes of
failure.
Norton states:
“It’s about people and processes, not technology, and the mechanisms there to fix the
problem.”
Primary causes of software runaways (Glass, 1998)
Causes Description of cause
1 Project objectives not fully specified.
2 Bad planning and estimating.
3 Technology new to the organization.
4 Inadequate/no Project management methodology.
5 Insufficient senior staff on the team.
6 Poor performance by suppliers of Hardware/software.
7 Other- performance (efficiency problem).
Table 2.0: Primary causes of software project failures (Glass, 1998).
Page 21
Charette has also produced a list of Primary causal factors for Project failures.
Causes Description of cause
1 Unrealistic or Unarticulated projected goals.
2 Inaccurate estimates of need resources.
3 Badly defined system requirements.
4 Poor reporting of the project’s status.
5 Unmanaged risks.
6 Poor communication among customers, developers and users.
7 Use of immature technology.
8 Inability to handle the project’s complexity.
Table 3.0: Primary causes of Software Project failure (Charette, 2005)
4.0 Conclusion
Page 22
From the overall study of the report, it can be said that failures in the IT sector are all
a result of total mismanagement. The planning and estimating of most of the Projects
lacked the drive to attain its objectives due to which the Projects failed. The project
management methodology should be adequate, specific and well defined for the
success of any Project. The company should focus on the quality, cost and delivery
time, effective senior management should be recruited and selected for the better
performance. The overall change in entity focus should strive towards avoiding
failures.
5.0 References
Page 23
Charette, R. (2005) “Why IT Projects Fail”, IEEE Spectrum, Vol- , pp-

Computing (2006) “Whitehall shills under fire”, Computing, March, pp 1.
Conte, S.D., et al (1986) Software Engineering Metrics and Models, Benjamin
Cummings, Menlo Park, CA, USA.
DeMarco, T. (1982) Controlling Software Projects: Management, Measurement and
Estimation, Yourdon Press Inc, Prentice-Hall, Englewood Cliffs, New Jersey, USA.
Fugetta, A. (1999) “Rethinking The Modes of Software Engineering Research”, The
Journal of Systems and Software, Vol. 47, pp, 113-138
Glass, R.L., (1998) Software Runaways, Prentice Hall International Limited, London,
UK.
KPMG (1995) “Runaway Projects – causes and Effects”, Software World (UK), Vol-
26:3.
Reflective analysis of report writing skill
Page 24
At the beginning of the course it was recognised as one of my weakness, and I had
worked on this skill along this course to be able to produce an effective report. Report
writing is another form of effective communication; It helps in informing the reader
specifically relating to the subject. On the other hand, a bad report can cause improrer
communication and mislead information to the reader. A well written and precise
report can prove to be helpful to an individual’s career.
On the verge of finishing this course, now I consider report writing skills to be one of
my strength. I have gained sufficient knowledge about report writing skills, on the
basis of frequently showing my report to tutor and getting effective feedback to
improve on this skill. The report writing skill is an essential tool required by a
manager to be effective in his communication. I feel proud for the fact that, now it is
in one of my strengths list.
Task 5
Page 25
Reflect upon each effective management activity of this learning programme-

you should include an analysis of your strengths and weakness both at the start
and end of the programme.
The first activity conducted was about learning style inventory activity 3. Upon
completion of this activity I found myself belonging to pragmatist type of learning.
Depending on this style of theory I applied my learning style according to it in report
writing skill I had learned according to pragmatist i.e. I practised report writing on
regular basis shown to tutor and got feedback and again improved on that.
In time management skills as well I practised keeping record of the activities to do,
which helped me in prioritising the tasks and doing it according to their criticalness.
The second activity was about to discus the do’s and don’ts factors in presentation.
From this activity I have learnt how to plan presentation and what needs to be
included in the content of the presentation. Tips to avoid poor presentation, when
should handouts be given and last not least what factors about audience will influence
the content of presentation.
In time type activity I belong to thinking category, and it helped me in managing my

time efficiently on this basis of how I make use of time.
The fourth activity was daily log analysis. In this activity I found although ajorty
(38.065) Of the time was allocated to very important tasks (A), however I realised
that 34.79% of the time I was spending in activities which belong to routine, non
essential tasks(C), 18.23% on important but non-urgent tasks(B), 4.28% on non-
scheduled task(D). I was astonished to see that second most of the time I was
spending on non essential tasks, which is very bad. Changes in the allocation of time
for tasks will be done to make efficient use of time.
In the fifth activity I have identified my intermediate and long term stress signals, and
also what activities make me to come out of that stress. In this way I have gained fair
skills to manage stress.
Page 26
Strengths Weakness
Two years of management experience. Leadership skills
Problem solving skills. Poor network skills
Poor time management.
Reporting writing skills.
Adoptable to new environment.
Delegating tasks.
Applying theoretical management Project presentation failure
concepts in the organization, Recession could hamper the career
Getting feedback from the lecturer about growth in the organization.
presentation skills. Health issues.
To get MBA qualification from Financial backup to complete MBA
university
Meeting people from different cultural
background to know each other.

Table 3.0: SWOT analysis after course work
Reference:
Page 27
Blair, G. M. Presentation Skills for emergent management [online] Available at

http://www.see.ed.ac.uk/~gererd/Management/art1.html?
http://www.ee.ed.ac.uk/~geard/management/art1.html [Accessed on 12 November
2009].
Covey, S. (1990) The Seven Habit of Highly Effective People Business Balls,
[Online] available at http://www.businessballs.com/sevenhabitsstevencovey.htm
[accessed on 12 November 2009].
Goleman, D. (2003) What Makes a Leader, Harvard Business Review, New Jersey,
Harvard Business School Publishing Corporation
Hopkins, L. How to write a business report, [Online] Available at

http://www.articlesnatch.com/Article/How-To-Write-A-Business-Report-/836799
[Accessed on 12th November 2009]
Mullins, L. J. (2005) Management and Organisational Behaviour, 7th Ed. London,

Prentice Hall Pearson Education Limited
Rose, S. (2007) Back in Fashion: How we’re Reviving a British Icon, Harvard
Business Review, London, Harvard Business School Publishing Corporation.
Page 28

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BTEC Level 7 APDMS Advanced Professional Development

1.0 Effective Management Skills

“ Effectiveness is concerned with doing the right things”

Effective management is widely known as an efficient process of controlling,

1.1 Personal Skills

1.2 Professional Skills

Personal Skill: Time management And Delegation:

Professional skills: Presentation And Report writing

2.1 Personal SWOT analysis

Poor written English

Figure 1.0: Cause Effect Diagram of Personal Skill

Professional SWOT analysis

Figure 2.0: Cause Effect Diagram of Professional Skill

Derbyshire, L. (1981) suggest management as ‘’ The conducting or supervising of

SMART Goals Analysis:

Personal Development Plan: Personal Development Plan is a structured and

• Attempt to write UK study system is based on Submit my report to my 10th May.

improve English critical for MBA. knowledge of speaking,

speaking. writing, listening and

Table: 3 Personal Development Plan

What have I learnt from my experience?

What went well?

What could have gone better?

How can I put into practise what I have learnt?

Lynch, R. (2003) Corporate Strategy, 3rd e., Prentice Hall:London

ADVANCE PROFESSIONAL DEVELOPMENT

Project Management: is there a

2.0 Symptoms of Software Crisis………………………………………………….5

3.0 Primary Causes of Software Crisis……………………………………………7

2.0 Symptoms of Software crisis

• Child support Agency

Project failures are a common phenomenon in every economy, in large or small

3.0 Primary causes of Software crisis

1 Unrealistic or Unarticulated projected goals.

2 Inaccurate estimates of need resources.

3 Badly defined system requirements.

4 Poor reporting of the project’s status.

6 Poor communication among customers, developers and users.

7 Use of immature technology.

8 Inability to handle the project’s complexity.

Table 3.0: Primary causes of Software Project failure (Charette, 2005)

Charette, R. (2005) “Why IT Projects Fail”, IEEE Spectrum, Vol- , pp-

Reflective analysis of report writing skill

Reflect upon each effective management activity of this learning programme-

In time type activity I belong to thinking category, and it helped me in managing my

Applying theoretical management Project presentation failure

concepts in the organization, Recession could hamper the career

Getting feedback from the lecturer about growth in the organization.

presentation skills. Health issues.

To get MBA qualification from Financial backup to complete MBA

Meeting people from different cultural

background to know each other.

Blair, G. M. Presentation Skills for emergent management [online] Available at

Hopkins, L. How to write a business report, [Online] Available at

Mullins, L. J. (2005) Management and Organisational Behaviour, 7th Ed. London,

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