SCHOOL OF BUSINESS MANAGEMENT

ASSIGNMENT

UNIT Unit 43 – Small Business Enterprise

LECTURER Ms Alankrita Bista VERIFIER Mr. Azam
HAND OUT 28.09.10 SUBMISSION 10.01.11 (ONLINE
DATE DATE SUBMISSION)
STUDENT TERM Sept’10

ASSINGMENT GUIDELINES

1. This Assignment is designed to help you achieve a Merit or Distinction.

2. During your Structured Individual Study (SIS), you are required to answer each
question above (Outcomes Assessment Criteria) which has been covered separately
in respective Lessons.
3. In your answer, write about the key concepts highlighted by the Lesson
(underpinning knowledge).
4. You can get an idea of the key concepts by referring to the Lesson’s handout, in the
Overview section of the Lesson.
5. Look for real-life examples to apply your key concepts (applied knowledge).
6. Make use of the SIS time to research books.
7. During your SIS time, use the computer to research recommended websites and
word process your Assignment.
8. Follow the guidelines given in your Handbook.
9. Study the Merit and Distinction Descriptors below to ensure that your work
demonstrates compliance in order for it to be considered for their respective Awards.

It is important that the work you produce is carefully planned & written.
Your work should demonstrate (a) your understanding of the theory you have learned
(underpinning knowledge) and (b) your ability to apply it to real life/contemporary
situations/case study (applied knowledge).

Please follow the instructions below:

1. Start each answer from a new page
2. Highlight each question clearly
3. Avoid bullet points and restrict the use of numberings; remember that you are
supposed to write an essay.
4. All work should be comprehensively referenced and all sources must be
acknowledged fully, this includes books & journals used as well websites visited.
Details such as page numbers, publishers and publication year should also be stated,
in addition to the name of the author(s) and publication. Books, articles and journals
should be the main sources; net sources are allowed up to 25% max.
5. Follow Harvard Referencing system.
6. Ensure that your work is within the stated word limit.
7. All work should be word-processed.
8. Pages should be numbered (bottom right hand corner)
9. Assignment sheet should be attached in the front.
10. Spell check the document and read thoroughly for grammatical errors.
11. 1.5-line spacing is preferred but is not essential.
12. Bibliography at the end of the assignment.

The correct format to answer each question (Task) is as follows:

1. Introduction (analyse the question – which theory is it trying to ask you to
demonstrate?)
2. Underpinning Knowledge (write about the relevant theory/points)
3. Applied Knowledge (apply the theory/points you have written about in your
underpinning knowledge to your case study/real life example)
4. Conclusion (summarise what you have written in 2 & 3 above).

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GRADE DESCRIPTORS

PASS Le arne r’ s Evid e nce Sho ws Tut o r COM M EN TS/ FEEDB AC K

DESCRIPTORS to
(F RO M Che c
O utc ome s k
Asse ssme nt
C ri te ri a)
1 I nve sti gate A – Describe the profile of a

pe rformanc e of selected business
a smal l se l e c te d B – Review and analyse the
busi ne ss 
performance of the business
e nte rpri se
C – Identify strengths and

weaknesses of the business
2 Propose changes A - recommend appropriate

to improve actions required to overcome the
management weaknesses identified
and business B - Investigate ways in which
performance 
existing performance could be
maintained and strengthened
C - Suggest new areas in which the

business could be expanded,
justifying suggestions.
3 Revise business A - Review existing business

objectives objectives and plans
and plans to B - Revise business plans to

incorporate incorporate appropriate changes
proposed changes C - Prepare action plans to

implement changes
4 Examine the A - Assess the impact of changes

impact and on the business and associated
management of personnel
change in B - Explain how the

the business implementation of changes will be
operations managed in the business
C - Monitor improvements in

business and management
performance over a given
timescale

MERIT Le arne r’ s Evid e nce Sho ws COMMENTS/FEEDBACK

DESCRIPTORS
- Relevant theories and

1 Identify and techniques have been
apply strategies applied
to find - Effective judgments have

appropriate been made
solution - Complex problems with 
more than one variable
have been explored
- An effective approach to

study and research has
been used.
2 Select/ design - A range of sources of

and apply information used

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appropriate - The selection methods and 

methods/techniq techniques/sources justified
ues - The design of

methods/techniques
justified
- Complex information/data

have been synthesized and
processed.
- Appropriate learning

methods/techniques applied
3 Present and - Appropriate structure and

communicate approach has been used
appropriate - Logical and coherent

findings arguments have been
presented
- Technical language

accurately used
- A range of methods of

presentation has been used
- Appropriate media used

- Familiar and unfamiliar 
contexts have been used
- It is appropriate for familiar

and unfamiliar audiences

DISTINCTION Le arne r’ s Evid e nce Sho ws COMMENTS/FEEDBACK


DESCRIPTORS
1 Use critical - Synthesis has been used to

reflection to generate and justify valid
evaluate own conclusions
work and justify - The validity of results has

valid conclusions been judged
- Self criticism of approach

has taken place
- Evaluation has taken place

using defined criteria
- Realistic improvements 
have been proposed against
characteristics for success
2 Take - Autonomy/independence

responsibility for demonstrated
managing and - Substantial

organizing activities/projects have
activities been planned, managed
and organized
- The unforeseen have been 
accommodated
- The importance of

interdependence has been
recognized
3 Demonstrate - Ideas generated and

convergent, decisions taken
lateral and - Self evaluation has taken

creative thinking place
- Convergent and lateral 
thinking have been applied

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- Problems have been solved


- Capacity for innovation and

creative thought has been
used
- Receptiveness to new ideas

have been demonstrated
- Unfamiliar contexts have

been applied
Any Other Comments

Grade Given by Tutor:

Pass 
Merit 
Tutor Signature:…………………Date:
Distinction  ……….

IV Grading Check:
Agree 
Disagree 
MODIFY GRADE TO IV Signature:……………… Date:
…………..

Student’s Response:

Student Signature: Date:

Instructions

-You are required to produce an academic report of 3000 words (+/- 10%) covering
all the questions from the case stud below:

-You are required to follow the formal presentation format.

-You are required to reference sources by using Harvard Referencing Style.

-The college’s regulations concerning cheating, collusion and plagiarism apply to

this assessment.

- This assignment must be completed individually, in print, and must be bound with
front and back covers.

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Unit 43 – Small Business Enterprise Assignment

Case Study

JERRY STEVENSON – ZENITH HEALTHCARE

Start-Up

Jerry Stevenson is a 38-year medical doctor who has just inherited a large legacy,
following the recent demise of his grandfather. Jerry wants to start a business as a
locum agency. Having been in the NHS for the last 15 years, he feels ready for a
change and is attracted by the idea of having his own successful business. Jerry is
your friend; you have known each other since you were both at university. He
invites you over to his place for the weekend to ‘strategise’ with him about his
future business plans.

Twelve Months Later

Twelve months later, Jerry wants you to help him review his performance and
progress so far.

During the first review of his business, you observe a number of interesting points
that need attention:

(a) Jerry is still working full-time for the NHS as Consultant in General
Surgery. In addition to his work as NHS Consultant, he also has a small
private practice that is increasingly demanding more of his attention.

(b)Zenith Healthcare now employs more than 5 full time staff. However,
there is no one officially in charge of the daily operation.

(c) The administration is not given the full attention it deserved. Though
sales is increasing in line with forecast, cash (in) flow was less than
projected. This placed severe strain on the company’s overdraft.

(d)The market is becoming highly competitive. It is beginning to show

very early signs of consolidation.

(e) Some companies are embarking on acquisitions, related and un-

related.

The five staff employed by Zenith are paid an average of between £40,000 to
£50,000 per annum each. Working as a team, they specialise in marketing and
sales, operations: recruitment, credentialing, scheduling, making presentations,
Service Level Agreements, after-sales, client-account management, site visits,
etc.

Though most of the staff are highly competent in their roles, many do not have
any formal higher academic qualifications. Some have voiced their desire for

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some form of continuing professional development (CPD), a transparent rewards

structure, and a policy on career progression. The workload has increased
significantly; the existing staff feel that there is an urgent need for additional
manpower. Many have toyed with the idea of asking Jerry for share options.

24 Months later

The company’s turnover is £2.5 million. The company is projected to double its
turnover in the next twenty four months. Net profit is 8 percent.

Recently, at a cocktail party, a venture capitalist (VC) offers to help Jerry either
sell Zenith, or to acquire another company similar to Zenith.

Many hospitals in the UK are beginning to privatise. In addition, a number of

foreign healthcare companies have begun to express interest in entering the UK
hospital sector. These foreign companies, mostly American, are hesitant about
their entry strategy. Many of these companies specialise in the management of
healthcare establishments: they recruit, staff, and manage medical personnel, and
are responsible for the operation of the medical facilities they manage.

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Required:

1 As an experienced business executive, what advise would you give Jerry,

eg: a systematic approach to starting up a new business, structure, etc.
(1a)

2 How would you review the performance of his business? (1b)

3 Help Jerry identify his company’s strengths and weaknesses. (1c)

4 Following the analysis of the company’s strengths and weaknesses,

recommend a plan of action that will capitalise on the company’s
strengths, and overcome its weaknesses. (2a)

5 Jerry has bought you a one-week, return ticket to his holiday home in
Florida. He wants you to help him investigate ways in which the business’
existing performance could be maintained and strengthened (2b).

6 While you are with Jerry, could you also suggest new areas in which his
business could be expanded? (2c)

7 You realise that the moment has arrive where it would be appropriate for
Jerry to review his existing business objectives and plans. Using your
initiative, help your friend outline those key areas where attention should
be given (3a).

8 Once you have agreed with Jerry those key areas which require attention,
help him revise his business plans to incorporate appropriate changes
(3b).

9 Accordingly, prepare action plans to implement changes (3c).

10 Help Jerry assess the possible impact of changes on the business and his
management team (4a).

11 Explain to Jerry how the implementation of changes should be managed

(4b).

12 Jerry is worried that the change process could go wrong. To assuage his
fears, explain to Jerry how possible it would be to monitor changes in
improvements and performance (4c).

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