Element 1
Understand negotiations in a business environment
1.1 Explain the importance of negotiation in a business environment
In all business environments, there will be times where negotiation is needed, without it disappointment or conflict may be created, and the main reason negotiation is used is to avoid this, and to reach agreements without causing communication barriers in future. Negotiation is important as it enables individuals to build and maintain internal workplace relationships, as well as relationships between other businesses. It also makes a business more efficient. This means workflow can continue as normal and progress isn’t slowed negotiation helps businesses operate more effectively and achieve organisational goals. The negotiating process involves, preparing the meeting for the negotiation to take place and taking time to research the business, and how it can benefit your own organisation, as well as planning your approach. Each approach will depend on the opposite party and the deal you want to make with them. Next each party will discuss and clarify what they require and would like from the negotiation, as well as stating what they are willing to offer. During this stage, it is important to listen rather than challenge points as this will be advantageous to you when compromising. However do ask questions concerning the clarity of what they are saying to avoid misunderstanding later. After this, each party (depending on their approach) will try to negotiate towards their intended outcome, most commonly this is the win-win outcome. This will often be done by compromising, and solving any issues encountered during the discussion. After whichever outcome has been agreed by both parties, each will have some sort of action to implement in order to complete the negotiation.
Since working with Street league there has been a few situations in which negotiation was used. As a contract & Quality admin, I am responsible for compiling reports to a deadline, dealing with awarding organisations, preparing and booking exams, collating internal and external quality assurance records as well as producing reports on such activity where appropriate. However sometimes there is a slightly possibility that I might not be able to meet a deadline therefore I have to negotiate a suitable date/time that I am possible to meet the requirement of my manager. To do this, I look at my timetable and when I am available for a deadline to get submitted. I email or just speak to my manger to arrange an alternative date and times, and ask them if this would be suitable. With this type of negotiation, I am taking an integrative approach which means that all deadlines are on time, this is also known as a win-win situation. This is the best type of approach as everyone leaves the negotiation pleased with the outcome.
1.2 Explain the features and uses of negotiation in a business environment
Being a good negotiator is an important skill to have as it benefits both the individual and the business. However the ability to negotiate involves many separate skills, these include; preparation, being analytical, being an active listener and being a good verbal communicator. Before a negotiation meeting, individuals must be prepared for any situation the opposite party may present and be able to counter opinions in order to reach a mutually beneficial outcome. It is important to be able to analyse issues that are to be discussed, as well as identifying ways in which both businesses can agree. Actively listening means being involved in the conversation with both verbal communication and body language; it is important to be attentive during conversation as this will help you find and identify possible areas of compromise. It is obvious good communication is needed during negotiation; however it is important to remember to be clear and effective whilst speaking, and making sure your body language matches your verbal speech, for example individuals should look professional and interested in the conversation as unclear communication could lead to a misunderstanding within the negotiation and may mean it takes longer for an outcome to be made.
There a few different approaches to negotiation, and depending on the approach taken, the outcome will differ every time, some approaches include; distributive, compromise and integrative.
A distributive approach is when two parties try to claim the maximum amount for themselves; this is also known as a win-lose approach, as the intention is to “win” as much as possible. Distributive negotiation means there is a fixed amount of goods/resources which are divided between the two parties unequally. For example, from a sales point of view, the salesperson would try to bargain with the customer to get the highest value, whereas the customer will try to negotiate with them for the lowest price. This approach is fairly competitive and is usually taken when there is unlikely to be another deal between the two parties; this means there is less concern about reputation and creating a relationship.
A compromise approach is where the two parties are more interested in creating a partnership and will settle for less than they asked for to avoid conflict. This is also called taking a soft approach or soft bargaining, where each party will agree to disagree and treat each other as friends in order to seek agreement as much as possible. Due to this, soft negotiators are often very open and easily trusting, especially when discussing their bottom line (the lowest offer they will take). The opposite of this approach is aptly called the hard approach where the two parties will not compromise and make threats during the negotiation, often using phrases such as “this is my final offer”. Hard negotiators will see each other as adversaries and are only interested in doing the best for themselves; this is similar to the distributive approach but is instead intentionally malicious. They will also use very aggressive negotiating tactics such as misleading the opposite party about their bottom line and pressuring them into giving unnecessary discounts as part of the deal. Despite the hostility created with taking a hard approach, it usually takes less time for a deal to be completed and can sometimes lead to an automatic win if one party has more power than the other. For obvious reasons, this negotiation approach is the most unappealing in business.
An integrative approach is also known as the win-win situation as it aims to find the best possible outcome which benefits both organisations equally; this is the most desirable approach to negotiating. This approach requires both sides to put more effort into understanding what each other expects from the negotiation, as well as being honest, sharing information and cooperating; doing so will help both organisations achieve what they want from the deal. Whilst preparing for the negotiation, it is important to try and orient yourself towards an integrative approach as this will provide the best progress for your business. Even though creating an integrative strategy for negotiating is important, it is also helpful to plan an alternative strategy in case the opposite party changes their mind during the negotiating and takes a different approach.
1.3 Identify the components of negotiation tactics
Taking different approaches to negotiation means there are also different tactics that can be used. It is important to learn tactics as it will be easier to recognise when they are being used and which counter tactics to use against the opposite party.
Depending on the approach taken, negotiation tactics can be fair or deceitful. Bribery is a very common tactic that is used not only in business, but in everyday life as well, for example parents may offer children a small amount of money if they do some chores or for good behaviour. This tactic is useful in an integrative approach as it enables both parties to get what they want (the parent gets a clean house, and the child receives money). From a business point of view, the incentives could include bigger shares, information about a particular product or more advertising. Financial incentives within an organisation e.g. bonuses/promotions, can also lead to improved work performance as employees are more willing to do well knowing they will be rewarded for doing so; this is a really simple tactic to implement and will yield good results. However, despite how unassuming bribery may seem, within an organisation or corporation, it can often lead to corruption and dishonesty especially within government bodies. If making a deal forces you to compromise, one tactic that can be used is allowing the opposite party to think about potential possibilities by using questions such as “what if…” and “consider this…” Doing so gives them the opportunity to discover further options they possibly hadn’t thought of. This tactic could give both businesses a better deal, however it should be used carefully as many people go into negotiation confident about what they want and will be very narrow-minded about what they could have; meaning their consideration of possibilities is limited.
If you decide to take a hard approach to negotiate, there are several dishonest tactics that could be used to pressure the other business into giving you what you want, although usually immoral, they are surprisingly successful. One way is by intimidating the opposite party, this could be done by stating how qualified you are, belittling, comparing your credentials to theirs and taking a much more vociferous role in the negotiation. Although not deliberately aggressive, this tactic works as individuals are more likely to give in and agree with you if they believe you are better qualified. Another tactic is refusing to continue the negotiation until a concession has been given, for example businesses will ask for bigger discounts before continuing the discussion on their side of the deal. This tactic is mainly used when one side has given more than the other, and is therefore asking for an equal amount before continuing. As a last stand, businesses can also attack each other with violent threats, such as threats to sue; this demonstrates individuals will go to great lengths to get what they want. This tactic is generally too unpredictable to know whether it will be successful every time; for example, fear and intimidation may make a business relent and cooperate, or it could do the exact opposite and make them close the deal down completely. Other negotiation tactics include flattery, making deals with strict deadlines, distracting with unnecessary information, bluffing and making ultimatums.
Element 2
Understand how to develop and deliver presentations
2.1 Explain the different types of presentations and their requirements
Presentations come in a lot of different forms and have a variety of purposes. In the business world, there are six main types of presentations.
1. Providing Information. This format encompasses anything from a team meeting that gives updates on a project or upcoming event to a demonstration that shows product functions. Informative presentation are very brief and to the point and factual.
2. Making a Decision. It’s time for the annual holiday party and ideas are being tossed around the office. When giving your input on the location, make sure to share the must-haves and nice-to-haves for the event. When it’s time for the final decision, you can see how your idea stacks up to the other options. Decision making presentation are more about the audience taking suggested action. The audience are told what to do and how to do it.
3. Persuasive Presentations. The goal of a persuasive presentation is to influence a change in the belief, attitude, or behavior of another person when that person has some degree of free choice. Expanding upon the example provided above, a persuasive presentation would not only inform the audience members about what Street league does and how it helps 16 – 24 years old to get employment, but would also try to get them to take specific and appropriate action to improve it.
4. Instructional Presentations. These presentations give specific directions or orders. It is designed to teach something completely new to the audience. Very thorough, and usually takes a long time. All the theory and knowledge from the basic steps to checking the audience’s understanding. An example would include tutorial classes and instructional videos.
With any presentation, know your objectives. If your purpose is to inform or update, you will most likely use one of the first three types of presentations. On the other hand, if you’re on a mission to persuade someone, use one of the last three presentation types. Not every presentation has to mold itself into a traditional presentation; it can be an interview, status report, program, pitch, speech or demonstration, for example.
2.2 Explain how different resources can be used to develop a presentation
To ensure a presentation is effective, presenters should implement a range of different resources. Providing hand-outs is a very easy way to allow the audience to take notes if they need to, as well as explaining key points/technical terms from within the presentation. Producing hand-outs allows the presenter to give more detailed information whilst saving time to present the important parts, as well as giving the audience a copy of any diagrams or graphs that may be needed in future. Hand-outs should be produced on good quality paper in order to leave a good impression with the audience. Hand-outs should be given out before. If I was creating a presentation for my company, I would give hand-outs before the presentation of the slides, as well as any additional information they may need. This would allow me to refer the audience to a particular slide/image without having to display it on the screen.
Resources also include any equipment used to present e.g. laptop, speakers, a whiteboard etc. It is always important to have a plan when presenting electronically in case any of the equipment is faulty. It may also be useful to email the presentation to the venue prior in case there are any faults; this means the presenter has a back-up copy.
When preparing an electronic presentation, it is important to keep in mind the target audience and to produce content suitable for the situation. The content must be understandable and include technical terms to the appropriate degree. The slides must look professional and use a consistent format/theme throughout; any transitions or animations that are used should also remain consistent and must not distract or undermine the message of the presentation. For example, if presenting to an established company, the presentation should be almost faultless and well-rehearsed in order to give a good impression. If I were required to present to an important organisation, I would prepare the presentation myself. The presentation should not use too many colours, and should be legible when printed in black and white. The fonts should be readable, and images/diagrams should only be used in order to aid the presenter/audience.
2.3 Explain different methods of giving presentations
There are many different types of presentation and each has a different effect on the audience depending on the purpose. Presentations can be displayed in a number of ways; electronically, paper based using audience hand-outs, via video link e.g. international conferences, via a face-to-face discussion etc. Usually, presentations fit into one of four categories; informative, instructional, educational or persuasive. Each of these will have similar content and some themes may overlap, however all types of presentation will have slight differences in the techniques used in order to achieve the specific aim.
2.4 Explain best practice in delivering presentations
It is important that all presentations are rehearsed, even if you are going to improvise. This is so the speaker is aware of the timings of the presentation, so they can give a rough idea to the audience and allow for any questions at the end. It may always be useful to create cue cards that contain key points; this means the speaker can refer to the cards without reading from any slides.
1. Voice. Using your voice effectively can have a great impact on your delivery. The best speaking voice is conversational, natural, and enthusiastic.
2. Gestures. Speakers often communicate with their audience either intentionally or unintentionally using gestures and other physical behaviors.
3. Visual Aids in Presentation. Visual aids can help you emphasize main ideas, illustrate a concept, or stimulate the interest of your listeners.
When producing electronic slides with programmes such as Microsoft PowerPoint, a master slide should be created which includes the title of the presentation, the name and logo of the organisation; this ensures the presentation is as professional as possible. The first slide should also include the date, the event, and the name and job title of the presenter. If hand-outs are given out, the audience will easily be able to remind themselves of these details after the presentation. Although not essential, it is important for a presenter to establish credibility with the audience, as they are more likely to listen to someone who is knowledgeable about the subject area, especially younger audiences. This is also important if audience members ask spontaneous questions; presenters may look unprofessional if they are struggling to answer.
The second to last slide should briefly recap the main points of the presentation as this will allow a final opportunity for the audience to ask any questions. Finally, the last slide of the presentation should state contact details for the speaker and any other relevant organisations, this slide should be left up as the speaker is answering any final questions. All information needs to be accurate, and proof-read. Spelling and grammar are also extremely important when preparing a presentation; even if it is only for a small group of people. Any inaccuracies in spelling and grammar will give a bad impression and make the presenter seem unprofessional.
2.5 Explain how to collect and use feedback on a presentation
To collect feedback, presenters could produce a short questionnaire/evaluation on how informative/engaging etc. the presentation was, including questions such as “what did you like/dislike most about the presentation?” and “how aware/informed are you now of the topics discussed?”, as well as incorporating questions regarding next steps e.g. “what action are you going to take based on the presentation?”. For educational presentations, I would produce a short quiz which focuses on the main points and quickly assesses the audience’s knowledge. It is helpful if audience feedback is quantitative (can be measured) eg asking “how much did you enjoyed the presentation?” on a scale, and then following up with “what did you like the most?” Similarly, a hand-out could be given to the audience members where they rate certain aspects of the presentation on how far they agree/disagree, such as good ending, appropriate language, use of visual aids and good preparation.
Another method of collecting feedback is to self-evaluate, the easiest way to do this is to film the presentation so it can be watched later. Watching performances back will enable you to assess areas that could be improved e.g. speak more clearly/slowly. All feedback gathered will contribute towards improved presentations in future.
Element 3
Understand how to create bespoke business documents
3.1 Explain the characteristics of bespoke documents
There are a huge number of uses for bespoke business documents whether they are used in the office, a warehouse or on the road by your sales teams. Bespoke business documents are documents designed for a specific organisation or department. They are personalised to suit each business and can include letterheads, compliment slips, invoices, business cards, leaflets, brochures and catalogues.
It is important that when creating a bespoke documents that the aim is to give a good impression to other businesses or customers; to do this, documents need to be professional and well thought out. If a bespoke document looks unprofessional & poorly-designed it can severely affect the company reputation with its stakeholders. Documents need to be consistent throughout, meaning that the company logo needs to be the same on all documents produced, as well as the general theme e.g. same font and style (bold/italic/underlined etc.) and colour scheme. It has been said that business documents should use no more than 2 different fonts, as it may look messy with more than this. Fonts need to be readable, as well as in the correct size; headings need to be larger than the main body of the text in order to differentiate, and there should also be plenty of white space in between paragraphs to make it easier to read.
Some documents need to be planned and researched before creating, for example when designing a poster or flyer for an event, a deadline needs to be set for when the poster is to be produce, printed and distributed in order to advertise the event in plenty of time.
3.2 Explain the factors to be taken into account in creating and presenting bespoke documents & 3.3 explain the legal requirements and procedures for gathering information for bespoke documents
When designing different types of bespoke documents, different factors need to be taken into consideration, however there should be a consistent style throughout, this is called a “house style” where there is a preferred format and layout of documents produced.
There are certain legal requirements companies must follow when producing business documents, for example letterheads should include the full registered name of the companies, the VAT registration number and the full address including the postcode. Sometimes, documents should also include contact details such as a telephone number or email address, as well as a website and the director/senior manager of the Company. Legally, all documents needs to be commercially sensitive and comply with copyright law; this means making sure information included is not confidential and conforms to the Data Protection Act, as well as making sure all information used is with consent.
Letterheads are one of the most important pieces of stationery within the office, as they set the standard for all correspondence received by customers and stakeholders. Letterheads need to be clear and should just include the company’s logo and contact details. The letterhead needs to be positioned appropriately so a long letter can fit on an A4 page if necessary. Similar to this companies compliment slips needs to be very similar to a letterheads in terms of their content and often include the words “With compliments”. They are usually sized to fit into a standard envelope, as this is to avoid folding. Compliment slips are a very useful piece of stationery as they allow employees to send informal messages but in a professional way. Usually the logo and contact details are positioned to one side of the slip and a large blank space is left to handwrite a message if necessary. Compliment slips do not have any legal requirements; however they should follow the same style and fonts as the letterhead in order to maintain “brand identity”. Compliment slips allow for connectivity between a company and its customers as they provide a personal touch with correspondence.
Business cards are particularly important as they are usually the first business document a potential customer/partner sees, this is why it is vital they are of a high standard and printed on high quality material. When designing a business card, the most important thing to consider the size. Business cards need to be small enough to carry, but large enough to contain all of the information found on the letterhead, as well as the employee’s name and position, and possibly their own direct telephone number and email address.
3.4 Explain techniques to create bespoke business documents
Techniques to create bespoke business documents:
1. Research:
1.1 Sourcing information
1.2 planning the research
1.3 conducting the research
2. Providing design options:
1.1 Showing knowledge and application of legislation and regulations
1.2 efficient use of software applications and resources
1.3 appropriate document type
1.4 document size and style
1.5 combining information
1.6 image size and quality
3. Approval of document:
1.1 checking and proofreading skills
1.2 editing skills
1.3 consultation
1.4 feedback
1.5 final approval
There are many different techniques and skills that go into creating a bespoke document this includes the use of various word processing and sometimes image editing software or even bespoke programmes developed to produce a specific kind of document such as a Genogram. Creating bespoke documents also requires careful planning and first devising some specification before actually sitting down to make the document is a good place to start. You also need to think about how the document is going to be distributed & used and this should inform how you design a document.
3.5 Explain how to gain approval of bespoke documents
In most organisations, senior management are responsible for approving business documents and checking they follow the agreed house style before they go out to the public.
In my organisation, all letters that I make are approved by my line manager before they are posted. They are checked for spelling, grammar and punctuation, as well as making sure they read correctly (proof-read). In all documents, it is important to check dates, times, amounts etc. as these will not be detected when carrying out a spell-check on the document; this is especially important for documents such as promotional posters/flyers as prices and dates need to be accurate and up to date.
Element 4
Understand information systems in a business environment
4.1 Explain the typical stages of information systems development
Information system is a system used to collect, organise and store data. There is different ways to store information such as; electronic databases (e.g. I use Hanlon), paper based system (e.g. an archive of files, stock control systems etc.) Information systems are developed a number of different ways, and various procedures have been developed, these include; the waterfall model and the fountain model. The waterfall model is a sequential process used to develop information systems. The process looks like a waterfall as progress steadily flows downwards through each stage of development. The fountain model also offers more interactions between design and distribution allowing for the software to be more refined before distribution. This however, may be seen as a disadvantage as it takes more time and resources may be used before releasing the system.
Sometimes, different types of system are combined to create a mixture of procedure. Typically, the main stages involve; analysing and evaluating the existing system and identifying any problems, outlining requirements for the new system whilst fully addressing problems, designing the system; this includes both software and hardware e.g. the physical construction, installing operating system/specific programming, security etc., and testing the system on its users; this is useful as it may help identify early problems before deploying the system. After this, the system can be phased into regular use, gradually replacing the old system. It is important to remember that the development process continues after deployment, as the system still needs to be maintained and kept up and running; users also need to be kept up to date with the latest adjustments in terms of training, as well as any changes in procedures when using the system. In Street League, all staff are trained to use Hanlon and we all have access to the training manual. Any updates to the system are always given by the MIS manager, who will inform staff of new features etc.
4.2 Analyse the benefits and limitations of different information systems & 4.4 explain how to monitor the use and effectiveness of an information system
There are different types of information that are available at different hierarchical levels within Street League. Strategic information is needed by senior management for decision making; this information will be found in the Management system on Office 365 which provides managers with the information they need. Management systems are used to analyse existing information, solve problems with structure and allow managers to plan future plans. It offers access to databases and analytical tools, as well as supporting the exchange of information within Street League. In Street League, all staff can see details regarding learners on Hanlon.
Information relating to the daily running of the organisation and operational decisions is provided by the transaction processing system. These systems are usually operated directly by front line staff, and provide key data used to make higher managerial decisions and managements of operations. The information is usually gathered through automated tracking of low level activities and basic transactions made within the organisation. This information includes processing orders, payroll, attendance records etc.
Limitations of electronic information systems may occur due a technical fault to the system meaning that the system breakdown or there are problems with the quality of output. For example, when adding an activity on to Hanlon and the data may not be accurate. These problems can interrupt the running of Street League and possibly consumer satisfaction, as well as delivering inaccurate information which is why it important information is kept up to date. Due to this, especially in the early stages of deployment, constant monitoring is needed to ensure integration issues are reduced. It is important to continually monitor an information system even after it has been integrated to ensure there are no issues with the storage and retrieval of data.
There are many benefits to using information systems; an electronic information system allows users to access and understand information quickly and effectively, as well as providing the most accurate, up to date information. This is important as organisations need to be able to make quick, informed decisions within the company. Information systems also allow users to present their information, as well as quickly perform different tasks within the system. These systems also offer decentralisation; this is the process of redistributing and allocating tasks within the department, in turn this allows monitoring of operation at low levels and frees up time of the managers. Overall, information systems enhance communication and collaboration within a team as they aggregate information efficiently and monitor general activity. It is possible to manage the effectiveness of an information system by how quickly tasks are being carried out, as well as the quality of the end product. An effective information system will be able to provide the right information very quickly. To monitor effectiveness, sampling of the end product needs to be carried out. The easiest method is random sampling; this is when all products/tasks have the same chance of being checked for quality and accuracy. Haphazard sampling is a similar method, but relies more on convenience, which makes it a very easy and cheap method for organisations to use. When creating correspondence for my organisations, there is no sampling method used as all documents are checked by my line manager, and she will outline any amendments that need making before posting the letter/sending minutes etc.
4.3 Explain legal, security and confidentiality requirements for information systems in a business environment
Information systems must comply with all legal procedures and legislation, including the Data Protection and Freedom of Information Acts. These acts apply to all organisations including; government departments, hospitals and health trusts, educational institutions, the police etc. The Freedom of Information Act gives members of the public the right to ask public bodies to disclose all information on a particular subject. Unless there is a good reason to withhold the information e.g. a threat to national security, it must be provided within 20 days.
Organisations must also comply with the Computer Misuse Act, which was introduced primarily to deal with computer hacking. It covers offences including gaining unauthorised access to computer programmes and databases, as well as harmful intent to commit a hacking offence. The act also covers the intent to impair operation or prevent access to a computer or computer programme.
Organisational policies regarding security and confidentiality must also be considered. The Acceptable Use Policy for IT covers the storage and retrieval of information, and how to behave appropriately with online information, as well as who has rights to access; this ensures information is kept confidential. These policies reflect what is stated in the Data Protection Act whereby all data should be used tactfully and purposefully, and safeguarded against unlawful modifications. In my organisation, all staff log on to the system with their own individual password, and then have to enter another password to get into the secure database, SIMS. These passwords must be changed every 90 days; this ensures the system is kept secure, and that only those who are authorised have access. For further protection, in the event of a system failure/breakdown, all data should be backed up to a secure offsite location so that it can be recovered; this is also why it is useful to have an archive of physical files for additional evidence.
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