BUSINESS RESOURCES

D/502/5409

LEVEL 3 UNIT 2

VALUCA DUMITRU
TABLE OF CONTENTS

P1 describe the recruitment documentation used in a selected organisation. 3

P2 describe the main employability and personal and communication skills

required when applying for a specific job role..........................................4

P3 Describe the main physical and technological resources required in the

operation of a selected organisation.......................................................7

P4 describe sources of internal and external finance for a selected business.9

Internal finance.............................................................................9

External Finance..........................................................................10

P5 interpret the contents of a trading and profit and loss account and
balance sheet...................................................................................11

Reference.........................................................................................16

Books.........................................................................................16

Journals......................................................................................17
P1 DESCRIBE THE RECRUITMENT DOCUMENTATION USED IN A
SELECTED ORGANISATION .

The recruitment documentation used in a selected organisation is illustrated

in the below;

RECRUITMENT AND RETENTION ARE IMPORTANT

Recruitment refers to the process of attracting, screening and selecting
qualified people for a position within an organization. It is an important
management activity in securing an effective workforce. Good recruitment is
about finding the right person for the job and has implications for business
performance, image with customers and industry, staffing levels and
profitability. In responding to labour shortages, Yukon has a number of
possible sources of labour. The Recruitment Strategy is not only aimed at
encouraging potential employees from other jurisdictions in Canada to
relocate to Yukon to live and work. It also recognizes the potential of the
local labour market, including under-represented groups such as Aboriginal
people, persons with disabilities, visible minorities, older workers, youth,
Social Assistance recipients and women (in trades).

Hiring an employee is only a first step. Building awareness of the importance

of employee retention is essential. The costs associated with employee
turnover can include lost customers and business as well as damaged
morale. In addition, there are costs incurred in screening, verifying
credentials and references, interviewing, hiring and training a new
employee. Retention strategies strengthen the ability of businesses to attract
and retain their workforce. Once the right staff persons have been recruited,
retention practices provide the tools necessary to support staff.
Employment contracts
An employment contract is an agreement between employers and employees
is the basis of the employment relationship. Most of the employment
contract need not be in writing to be legally valid, but if they are better. A
contract is not an offer as soon as employment is considered 'start'(Prieto,
2004).

Job descriptions
General duties of a person in a position with a job description, or may use
functions and a list of responsibilities. Generally, to whom the position
reports may contain such qualifications or skills required by business people
and a salary range of features (Aron & Aron, 2009).
A job description is helpful in evaluating whether you need a full-time
employee or a part-timer. It can form the basis of advertisements that you
run, and can be used to present a clear picture of the job-to-job applicants.
Finally, it can play a part in evaluating whether an employee has met the
expectations you set.

Performance monitor
How you should be to keep an eye on your employees that work:
 They have been encouraged to get involved and learn how supportive
treatment given time by asking employees and their representatives to
participate (Brown, 2006).
 Including health and safety of the workforce and allow more
opportunities they have changed, including consultation with
employees look into organizational arrangements (Hussey, 2009).
  To gather information about health and safety issues and ideas for
employee engagement results have been raised in the appeal to them
to see whether there are improvements have been managing them.

Think beyond the health and safety of other measures - to improve things,
productivity, can lead to additional benefits such as health and safety related
to your workforce.

Resource requirements

Resources are the means we use to achieve project objectives. The primary
resource is obviously people with applicable skills and competencies. The
other main grouping of resources we need include capital, facilities,
equipment, material and information. There is usually a gap between the
investment reach of a project and the project demands. 
P2 DESCRIBE THE MAIN EMPLOYABILITY AND PERSONAL AND
COMMUNICATION SKILLS REQUIRED WHEN APPLYING FOR A
SPECIFIC JOB ROLE.

Administrative assistants must be able to handle many details and

challenging situations at once. They keep an office running while supporting
the efforts of an executive, manager, business owner or professional group.
People who become very skilled in this field can advance to higher positions,
supporting high-ranking officials in government, higher education, non-
profits and private corporations, and they can also move on to other jobs in
their organization or industry (Prieto, 2004).

Technology Skills
An administrative assistant works with office software programs, including
spreadsheets, databases, word processing and graphic presentation
software. He sends emails and uses the Web for research and employer-
specific applications. He might assist with typing and formatting his boss'
presentations, reports, manuals, newsletters, website content and other
administrative publications (Hussey, 2009).

Communication Skills
In a busy office, an assistant uses friendly communication to interact with a
wide range of people, frequently exchanging information about office
operations (Appelbaum, 2008).

Organizational Ability
As a multitasker, an administrative assistant keeps himself organized so he
can give his attention to keeping his boss organized. He knows how to
manage a filing system, track incoming and outgoing correspondence and
coordinate the flow of paperwork around the office (Schizas, 2009).

Written Expression
An administrative assistant needs skills in standard written English and, in
some organizations, business English. He can access a course in business
communication or writing through a community college, vocational-technical
school or e-learning provider. Good writing skills will improve the quality of
his correspondence, emails and memos and enable him to assist his boss
with proofreading important documents (Shoebridge & Ferguson, 2007).

Time Management
An administrative assistant must manage his own time and the time of his
boss well. He uses an electronic calendar in an email program to set
meetings for his boss, to request others to attend and to coordinate their
responses. He responds to requests for his boss' attendance at meetings
(Johnson, 2009).

Technical Oversight
An office environment has many kinds of equipment and property that an
assistant uses or manages. He orders office supplies and repairs to
equipment to keep the office well-equipped and stocked for the staff (Aron &
Aron, 2009).

Management
Some administrative assistants need management skills because they direct
the actions of others and recommend corrections for better performance. An
example is a busy executive's office in which an assistant manages all
clerical personnel and handles requests from other staff members, such as
time-off requests. He can develop management skills through courses
offered by employers, professional associations, local colleges or e-learning
providers (Adams, 2005).

Problem-Solving Skills
A busy assistant solves problems such as how to change the boss' schedule
when unexpected obligations turn up. He also troubleshoots conflicts among
office personnel and works with vendors to ensure that orders are fulfilled as
requested, invoices are paid and refunds or exchanges are processed (Aron
& Aron, 2009).

Planning Skills
An administrative assistant uses planning skills to create administrative and
office procedures, such as establishing a procedure for employees to call in
sick. He ensures the boss has sufficient resources at his disposal to complete
projects on time (Adler, 2011).
P3 DESCRIBE THE MAIN PHYSICAL AND TECHNOLOGICAL
RESOURCES REQUIRED IN THE OPERATION OF A SELECTED
ORGANISATION.

The main physical and technological resources necessary to the operation of

a company of buildings and facilities, stock, machinery, ICTs, waste,
software licenses, patents, copyrights, etc. is under the elaboration of the
material and technical resources;

Machinery, Equipment & Infrastructure

Machinery, equipment and basic infrastructure, such as machine tools,
material handling, construction machinery, and industrial air conditioning
and refrigeration systems that form the foundation for the development of
products, provides a wide range. A manufacturer, MHI applied its advanced
technologies and infrastructure development in countries around the world
have a major role in expanding the business sectors(Prieto, 2004).

Software licenses
A list of the software subject to the non-exclusive basis, and is allowed to
use. A software license is automatically transferred to the ownership of the
buyer and the purchase price for the software, in effect, a onetime rental
fee(Schizas, 2009).

Patents and copyrights, etc.

A trademark is a word, phrase, symbol, and / or identifies and distinguishes
the source of goods model to a party from those of others. A service mark is
a word, phrase, symbol, and / or service that identifies the origin of goods,
rather than separates the sample. Some examples: the brand names,
slogans, and logos. The term "trademark" is often used in a general sense to
refer to both trademarks and service marks(Finkelstein & Gonnerman,
2009).

Unlike patents and copyrights, business was not expiring after a set term.
Trademark rights (see below), the actual "use" come from. You can continue
to use the mark in commerce as long as the point of origin of goods and
services - and thus, will never be a trademark. Also, the registration of the
trademark to last forever - as long as your specific documents filed and fees
at regular intervals(Appelbaum, 2008).

Stock
Stock represents ownership in a company and the assets and income of the
corporation is a type of security that represents an argument.

There are two main types of common and preferred stock. The owner to vote
at meetings of shareholders of the common stock and dividends received are
usually available. Preferred stock usually does not have voting rights, but it
has been argued that the common shares of assets and revenues. For
example, owners of the Preferred Stock will receive dividends before
common shareholders and a company goes bankrupt and liquidated in the
event that there are important(Schizas, 2009).
P4 DESCRIBE SOURCES OF INTERNAL AND EXTERNAL FINANCE
FOR A SELECTED BUSINESS.

INTERNAL FINANCE
Current assets
Current assets include cash or cash can be easily changed anything. For
example, if the shares of other companies in your business, you can use the
proceeds of the shares due to disinvestment and economic issues. You can,
however, lower levels of your current assets than current liabilities, as this
can prevent you from paying your debts can not eat, need to be
careful(Finkelstein & Gonnerman, 2009).

Retained Earnings
Liquid assets as well as income because they are easy to use as a source of
internal financing. As well as the income that you have not been retained in
the company as part of net income are paid. In a small business, earnings,
employers, often on a budget who do not draw a salary are paid and
retained. Instead of income, as well as to pay, you can reinvest them in the
company(Shoebridge & Ferguson, 2007).

Personal Savings
Personal savings are the backbone of many small businesses. If the financial
assets of your business to your project, you can still contribute to the
business that you have a personal finance. This provides an alternative to
seeking external investors or loans, and you retain control of your
business(Johnson, 2009).
Fixed assets
Fixed assets are not easily converted to cash. In general, the properties of
equipment, property and factories. This is because it takes time to convert
assets to cash, they can not be relied on for access to finance in the short
term. If you have time, however, you could - for example - of some of the
equipment or property to sell an investment in your business. If you need to
buy new equipment - for example, your needs will be particularly useful if
you have an increase in some of your fixed assets(Hartmann, 2008).

EXTERNAL FINANCE
Bond issues
Instead of applying for a bank loan, even small companies can issue bonds
for debt financing. Companies involved in industrial development, industrial
development revenue bonds (IDRB) program works with local government
agencies to pay for large industrial projects. Companies will not be allowed
to IDRB bonds, and allowed them to be available to private investors. The
company's investors to share the cash proceeds to repay principal and
interest, which is bound to be a local development agency(Finkelstein &
Gonnerman, 2009).

Bank loans
The bank, data analyzes, approves or declines the loan application and the
loan determines the interest rate. The prescribed period, the company fails
to repay the principal and interest, the bank provided no collateral loan
claim(Shoebridge & Ferguson, 2007).

Venture capital
Another notable venture capital equity financing. Details promising growth
potential to investors and management companies to invest in exchange for
a substantial share of the offering. Money and expertise to the growing
number of venture capital firms, companies need access to reach their full
potential. Capital and expertise to take the business from two venture
capital firms, they also often experts in their industry, their goal is to keep
control of(Prieto, 2004).

Agent Investors
Obtain additional capital through equity financing, debt financing liabilities of
the companies prefer to avoid. A source of equity financing, the so-called
"angel investor." In return, angel investors, investment (ROI) and above-
average rates of return to higher energy companies look(Dovidio, 2011).
P5 INTERPRET THE CONTENTS OF A TRADING AND PROFIT AND
LOSS ACCOUNT AND BALANCE SHEET.

Balance Sheet
Income Statement
Income Statement
Statement of Cash Flow
REFERENCE

BOOKS
Adler, N. J. (2011) International dimensions of organizational behavior.
Boston: PWS-Kent Publishing Company.
Aron, A., & Aron, E.N. (2009) Statistics for psychology. (2nd ed.). New
Jersey: Prentice-Hall International, Inc.
Hartmann, L.C. (2008) The impact of trends in labour-force participation in
Australia. In M. Patrickson & L. Hartmann (Eds.), Managing an ageing
workforce (3-25). Warriewood, Australia: Woodslane Pty Limited.
Adams, J. S. (2005) Inequity in social exchange. In L. Berkowitz
(Ed.), Advances in experimental social psychology (Vol. 2, 267-299). New
York: Academic Press.
Forteza, J.A., & Prieto, J.M. (2004) Aging and work behaviour. In H.C.
Triandis, D. Dunnette, & L.M. Hough (Eds.), Handbook of industrial and
organizational psychology. (2nd ed., Vol. 4, 447-483). Palo Alto, CA:
Consulting Psychologists Press.
Hewstone, M., & Brown, R. (Eds.). (2006) Contact and conflict in intergroup
encounters. Oxford: Basil Blackwell Ltd.
Belous, R.S., & Appelbaum, E. (2008) Human resource flexibility and older
workers: Management and labour views. Paper presented at the Forty-first
Annual Meeting of the Industrial Relations Research Association, New York.
Daboval, J.M. (2008) A comparison between baby boomer and generation X
employees’ bases and foci of commitment. Dissertation Abstracts
International, University Microfilms No. AAT 98-23312.
Finkelstein, L.M., Gonnerman, M.E.J., & Johnson, B.A. (2009) The
development of measures of age and generation identity. Paper presented at
the poster session presented at the 14th annual meeting of the Society for
Industrial and Organizational Psychology, Atlanta, GA.
Shoebridge, N., & Ferguson, A. (2007) Rise of the baby-boom
bosses. Business Review Weekly, 28-34.

JOURNALS
Kawakami, K., & Dovidio, J.F. (2011) The reliability of implicit
stereotyping. Personality and Social Psychology Bulletin, 27(2), 212-225.
Schizas, C.L. (2009) Capitalizing on a generation gap. Management Review,
(June), 62-63.