STUDY GUIDE

OFFICE ADMINISTRATION

LEARNING HOURS

|Course Materials |Lecture |Tutorial |Self-study|Library |Exam |Assignment|Total SLT |
| | | | |Search | | |(hours) |
|Planning, organising and monitoring of work |3 |4 |7 |2 |1 |10 |27 |
|Identify and apply methods to ensure an efficient workflow. | | | | | | | |
|Identify and describe legal requirements relating to the | | | | | | | |
|workplace. | | | | | | | |
|Maintenance of a healthy, safe and secure environment |6 |4 |6 | |1 |6 |23 |
|Describe methods of encouraging the maintenance of a healthy,| | | | | | | |
|and safe working environment. | | | | | | | |
|Identify and explain methods used to maintain secure | | | | | | | |
|workplace. | | | | | | | |
|Maintain, develop and implement administrative procedures |6 |1 |10 |1 |1 |6 |25 |
|Effectively maintain and evaluate straightforward | | | | | | | |
|administrative system and procedures. | | | | | | | |
|Review and develop straightforward administrative procedures.| | | | | | | |
|Describe ways of implementing revised or new administrative | | | | | | | |
|procedures. | | | | | | | |
|Undertake research and select information |6 |4 |6 | |1 |8 |25 |
|Describe sources of research. | | | | | | | |
|Selective and effectively display researched information. | | | | | | | |
|Organise and record meetings |9 |4 |14 | |1 |12 |40 |
|Explain the procedures required for organizing meeting. | | | | | | | |
|Describe the administrative support required for meetings. | | | | | | | |
|Arrange travel and accommodation |3 |2 |6 |2 |1 |6 |20 |
|Plan travel and accommodation. | | | | | | | |
|Total hours |33 |19 |49 |5 |6 |48 |160 | topic 1: Planning, organizing and monitoring of work

Objectives 1) To identify and apply methods to ensure an efficient workflow. 2) To identify and describe legal requirements relating to the workplace. 3) To develop the skills of effective time allocation, self-organisation, identifying people who waste time and interrupt workflow, and considerations when delegating and allocating work.

Learning outcomes
Students should be able to understand the various methods used to plan, organise and monitor workflow.

Work planning and scheduling

Careful planning of office procedures and tasks is essential to ensure that deadlines are met, the workload is spread and controlled, and priorities are established. Some of planning guide are: i. Begin by preparing a checklist of all the activities involved in a task and arrange them in the order in which they should be carried out, noting especially any deadlines for completing parts of a tasks as well as the date when the total task should be completed. ii. Forward planning is essential – plan well ahead to allow adequate time of each stage of he work schedule. Reminders of work to be done at different stages can be entered in an office diary. iii. Plan each day’s work and access your priorities as follow: • Urgent – top priority – must be done today • Not so urgent but important – so try to do today • Not urgent and less important – low priority – could wait for another if time does not permit for it to be done today iv. Priorities unexpected tasks according to the needs of the organization v. Report any anticipated difficulties in meeting deadlines to the appropriate person vi. Make use of any planning aids such as diaries, computerized desk diary planners, year planner charts, follow-up systems, control boards, etc.

Types of planning aids

i. Desk diaries The desk diary is the focal point and linchpin when it comes to organizing an office. It is both the reference for the day’s activities and the basis for all forward planning. Therefore, sound diary management is an essential element of any secretary’s role. A desk diary can be used as a reminder of: • Work guidelines • Appointments and meetings • Files to be followed up • Staff absences – holidays, etc. • Social engagements

ii. Computerized desk diary planner A desk diary can be kept on a computer so that the entries can be seen on a VDU (video display unit) and a printout made when required. An entry is made by keying in the date, time and brief details of the appointments, and if it has to be cancelled or changed to another time or necessary.

The computer can be programmed to reject any entries at certain times of the day or even whole days when appointments cannot be held. An appointment that occurs several times during the year at regular intervals can be entered once with the relevant date and it is automatically entered on each of the dates. Each day’s entries can be viewed at the beginning of the day and, for planning purposes, it is possible to view a month’s entries. All forthcoming events, reminders and ‘unavailable days’ can be displayed up to a maximum of 30 days. .

iii. Gantt chart A Gantt chart is a graphical representation of the duration of tasks against the progression of time. A Gantt chart is a useful tool for planning and scheduling projects and also helpful when monitoring a project's progress. Figure 1.1 Sample of a basic Gantt chart (http://www.ganttchart.com/)

iv. Plastic year planner These are large plastic calendars with space for every day of the year on which information can be written with wipe-off pens. They can be used for planning appointments, meetings, holidays, etc. You can see at glance a year’s activities and plan future events methodically on one single sheet.

v. Planning control boards Project planning, progress of work and trends can be monitored and easily controlled by visual planning boards. These boards are designed to provide quick and easy reference to all sorts of information. They can be set up for virtually any purpose, e.g. to plot sales progress, to identify different staff holidays periods, to highlight important dates and deadlines. It is easy to read and quick to update showing changes as they occur.

vi. Making lists Aide memories can simply take the form of lists and often a name or subject heading will be sufficient to jog your memory and ensure that you pass the information on. A useful, relatively recent arrival on the office stationery market is the ’post-it’ note which has an adhesive strip which sticks conveniently on practically any surface, including other paper, and yet it easily removed without trace.

vii. Follow-up systems A follow-up system is used to ensure that a matter is not overlooked especially when action is required following the writing of a letter. If, for example, a letter is written on the 7th of the month, the write may wish to send a further letter on the 17th he or she completes a memo next wanted, and places it in the filing tray.

Time management

Things will invariably fall into four categories: i. Things that must be done ii. Things that should be done iii. Things that could be postponed iv. Things that can be delegated

Typical thieves of a secretary’s time
On thing that will enable a secretary to manage her time more effectively is her ability to pinpoint typical things which eat into time in the course of the day’s work include: i. Failing to listen carefully to insructions first time round and having to ask again later ii. Not setting any time aside to liaise with the boss iii. Unnecessary interruptions iv. Lack of planning v. Setting unrealistic targets vi. Trying to tackle for too many things at once ending up with nothing completely finished vii. Doing things that could easily be delegated to someone else purely out of habit or just because you like doing them viii. Lacking confidence to do the task straight off, e.g. making draft of routine things ix. Not getting straight before tackling a task, e.g. starting a job in the certain knowledge that you should make a phone call first or not taking a few minutes to tidy your desk before settling to a task x. Not having essential reference materials to hand, eg dictionaries, timetables, telephone directories xi. Reading slowly xii. Trying to short-circuit something, eg failing to consult an instruction manual when using an unfamiliar piece of equipment or attempting a new function on familiar machine xiii. Careless proofreading xiv. Making unnessary checks xv. Looking for things which haven’t been put back in their rightful place xvi. Retracting one’s steps, eg going backwards and forwards to the files or photocopier xvii. Ploughing through mountains of infilled materials xviii. Hoarding, eg failing to discard unwanted papers, and then beingconstrained for space xix. Frittering time away on personal activities, eg office gossip, personal phone calls, reading newspaper xx. Indecision xxi. Lack of assertiveness xxii. Untidiness

Tips on better time management i. Set yourself target ii. Set aside some time every day for planning iii. Keep checklists iv. Make a ‘things to dotoday’ list v. Note the priority items and attend to them first vi. Keep frequently consulted materials to hand, eg telephone numbers vii. Keep wall charts and visual control boards up to date viii. File everyday ix. Discard unwanted paper – do not hoard x. Keep drawer tidy and label containers xi. Put things away when you have finished with them xii. Set aside regular times each day for certain tasks – develop a routine xiii. Group task together, eg try to do all photocopying together xiv. See every task through – do not leave things half done xv. Break up large task into manageable units xvi. Be systematic and tidy – do not crumble under pressure xvii. If you are busy, learn to say ‘no’ pleasantly but assertively xviii. Improve your reading speed and accuracy xix. Be confident – avoid checking and rechecking (better proofreading can save time in the long run!) xx. Take your time – do not panic – stop to think. Remember that correcting errors is time consuming!

Delegation

Delegation should achieve two principal objectives, namely: i. It should ease the secretary’s workload so allowing more time to be spent supporting the manager. ii. It should help develop junior staff by affording them new challenged and giving them opportunities to turn their to other things.

Consequently, where the above two objectives are achieved, delegations: i. Improves efficiently and performance of the department as a whole. ii. It will also help ensure a succession of suitably qualified staff when the secretary is promoted.

A secretary’s procedure for delegating to juniors
Where a secretary is in a position of delegate some of her duties to junior staff it is useful for her to follow a procedure which will help isolate appropriate things for delegation, enable her identify suitable staff and ensure that the tasks are adequately monitored. The following are possible steps for such a procedure: i. Examine own job ii. List ALL tasks undertaken currently iii. Add any tasks currently omitted through lack of time iv. Extract tasks which cannot/should not be delegated v. Rearrange remaining tasks in descending order of importance vi. Allocate an approximate time to each task vii. Work down the list till the point is reached at which there are sufficient tasks to cope with in the time allowed viii. Draw a line across the list at this point – all tasks below the line are possibilities for delegation ix. Examine strengths and weaknesses of juniors x. Match the tasks to be delegated to the most appropriate junior taking account of current workload and work content xi. Fully brief junior on the task to be delegated xii. Make sure that instructors are fully understood xiii. Inform junior of the support that will be given xiv. Indicate the amount of feedback expected xv. Delegated the necessary authority xvi. Inform others who need to know about the delegation xvii. Check progress periodically xviii. Do not anticipate trouble, but keep a watchful eye out

Organization of workplace

i. The location of the office The site must be carefully chosen, having regard to the need to maintain easy contact with branches, work, etc. Reasonably close proximity to the Post Office, Banks, and other services is also important. The cost and the running costs of the office may be vital factors. It might, however, be false economy to choose an office in a poor locality. Equally, of course, the office chosen ought to allow for future expansion of the business, bearing in mind that it is usually possible to sub-let a floor or rooms not immediately required. ii. Floor space and layout The placing of rooms and department must be a primary consideration, where, for example, certain department must be arranged in such a way that the documents they handle naturally. Services and service department, etc., such as the following, may require special planning: • Waiting room • Board room, conference room, private room of directors and chief executives. • Typing pool(s) • Filing department • Canteen(s) • Sound-proof room(s) for office machinery • Public rooms • Cloakroom(s)

Allocation of space to the various department, services, etc., must take into account current legal requirements and the number of staff to be accommodated in each case. The calculation of department area requirements can be facilitated by the use of an organization chart, which, it is suggested, should be prepared at this stage. Important factors need to be considered. Having made a decision as to which form of layout is to be adopted, consideration must be given to the following: • Legal requirement • Workflow • Minimize movement • Noise reduction • Placing of desks • Flexibility • Communication • Supervision • Lighting • Partitioning • Furniture and equipment iii. Staff required iv. Duties of the staff v. Office equipment

Legal requirements relating to the workplace

Health and Safety at Work 1974

The health and safety of employees is protected by legislation and in particular by the Health and Safety at Work Act 1974. Under this act, the employer is requires to provide: i. A safe and healthy working environment ii. Safe equipment (including efficient maintenance) iii. Safe systems of work iv. Safe methods of handling, storing and transporting goods v. Training in safety practices vi. Supervision vii. Consultation for promoting health and safety

Employers also have two other important duties towards employees: i. To issue a written statement of general policy with respects to health and safety matters and their organization, arrangements for implementation and revision within the organization. ii. To provide for the appointment of safety representatives from employees by trade unions ‘recognized’ by employers in any negotiation procedures.

The employees have a duty to: i. Take reasonable care for the health and safety of themselves and of other persons who may be affected by their acts or omissions at work. ii. Follow safety practices iii. Co-operate with their employer in promoting and maintaining health and safety. iv. Refrain from interfering with or misusing anything provided for health and safety of themselves or others.

Safety representative
It will be desirable that safety representative receive some sort of training for the functions they are expected to perform, which will include: i. Investigating any potential hazards reported by colleagues in the workplace ii. Investigating any reports of unsafe working practices or conditions likely to be injurious to health iii. Regular inspections of the workplace iv. An necessary consultation with health and safety inspectors

Safety committees
In most large organization there will be a safety committee where elected members will meet at regular intervals to consider safety matters. Where there is no committee as such, but where two safety representatives make a request in writing, the employer is under a legal obligation to set up a committee.

Workplace (health, safety and welfare) regulation 1992

Under these regulations and related codes of practices the employer must provide: i. Maintenance of equipment ii. Proper ventilation iii. Suitable temperature iv. Proper lighting v. Cleanliness vi. Sufficient office space vii. Proper seating viii. Sanitary conveniences ix. Washing facilities x. Drinking water xi. Accommodation for clothing xii. Facilities for rest and meals

Fire Precautions Act 1971
This act governs fore safety in all places of work. A fire certificate must be obtained from the fire authority and this relates to the provision of means of escape, fire fighting equipment, fire alarm systems, etc.

Health and Safety (First-Aid) Regulations 1981
The Health and Safety (First-Aid) Regulations place a general duty on employers to make adequate first aid provision for their employees if they are injured or become ill at work. Employers must also inform their employees of the first-aid provision made for them.

Health and Safety (Display Screen Equipment) Regulations 1992

The Health and Safety (Display Screen Equipment) Regulations 1992 came into force on 1 January 1993 to implement minimum safety and health requirements for work with display screen equipment. Under these regulations, employers are required to: i. Analyze workstation of employees covered by these regulations and assess and reduce risks. ii. Ensure workstations meet minimum requirements. This would entail upgrading of existing equipment. iii. Plan work so there are breaks or changes of activity. iv. On request, arrange eye and eyesight tests, and provide spectacles if special ones are needed. v. Provide health and safety training. vi. Provide information for employees on what steps have been taken to comply with the regulations.

Accident reporting
In all organization it is a statutory requirement than an Accident Book is kept. There will also be a standard procedure drawn up for the reporting of all accidents and there will usually be a specially prepared accident reporting form for the purpose.

Safe code of practice
Office supervisors should also encourage staff awareness among all office and each individual should be made aware of certain basic safety procedures. It is usual to issue a code of practice to all employees, appertaining to the particular work area in which they are engaged.

Discrimination at Work

Discriminate defined as make or see a distinction, treat badly or well especially on the basis of race and gender. The Anti-Discrimination Legislation are:

i. The Equal Pay Act 1970 The Act covers pay and any other pay related benefits included in contracts of employment, for example pension schemes, health insurance, company cars and employee loans. Under this act the contract of employment of a women employee includes an ‘equality clause’ by which her terms of employment must be at least as favorable as those of a male employee, of the same or any associated employer. A woman may also claim equal play for work of ‘equal value’ (even if different) to that of a male employee.

ii. The Sex Discrimination Act 1975 The Sex Discrimination Act 1975 covers a wider scope since it prohibits discrimination against any employee, male or female, on grounds of sex, in the recruitment of new employees or in the promotion, training, benefits or dismissal of existing employees. The act covers three types of discrimination: • Direct discrimination is where a person is treated less favorably than another on the grounds of sex. • Indirect discrimination occurs when, although the same conditions apply to both sexes, the nature of the conditions make it more difficult for one group to qualify than the other. For example a condition that job applicants must be at least 6 feet tall would discriminate against women. • Victimization occurs when less favorable treatment is given to a person because that person has made allegations or brought proceedings under the Equal Pay Act or the Sex Discrimination Act.

iii. The Race Relations Act 1976 Under this Act, it is an offence for an employee to discriminate an employee on account of color, race, ethnic or national origin. Discrimination consists of treating an employee less favorable than other employees.

REFERENCES: 1. Secretarial Duties (10th Edition, 1996), John Harrison, Addison Wesley Longman Limited. 2. Office Organisation and Secretarial Procedures, (1992), Helen Harding, Pitman Publishing. 3. Office Procedures, (4th Edition, 1996), John Harrison, Addison Wesley Longman Limited. 4. Business Law for GNVQ Advances Business, (2nd Edition, 1996), Keith Abbot, DP Publications. 5. Office Administration and Management, (5th Edition, 1992), British Library Cataloging-in-Publications Data, BPP Publishing Limited.

TUTORIAL QUESTIONS 1. Identify he types of planning aids, which a secretary might use in planning and scheduling her work. What sort of things makes for a secretary’s poor management of time? 2. Suggest ways to manage time more effectively. 3. Define delegations and its objectives. 4. What kind of tasks can a secretary delegate to a junior? 5. Outline a procedure for delegation. 6. Identify the factors, which need to be taken into consideration when planning the layout of an office. 7. State the four duties placed on an employee under the Health and Safety at Work Act 1974. 8. Under the Health and Safety (Display Screen Equipment) Regulations 1992 state the requirements of employers? 9. What must employers provide under the Workplace (Health, Safety and Welfare) Regulations 1992? 10. What are the main anti-discrimination statues?

STUDENT LEARNING HOURS

|No. |Activities |Time estimated |
|1 |Pre Lecture |2 hours |
|2 |Tutorial |4 hours |
|3 |Studying on planning aids via website: |1 hour |
| |www.ganttchart.com | |
| |www.kidasa.com | |
|4 |Mind mapping |1 hour |
|5 |Group discussion |2 hours |
|Total |11 hours |

topic 2: maintenance of a healthy, safe and secure EnVIRONMENT

Objectives 1) To describe methods of encouraging the maintenance of a health, and safe working environment. 2) To identify and explain methods used to maintain secure working environment.

Learning outcomes
Students should be able to maintain a health, and safe working environment. This could include dealing with emergencies, identifying hazards, monitoring workplace layout and workflow, ensuring that office equipment requirements are complied with and liaising with the management over issues relating to the office.

The importance of Health and Safety

Health and safety at work are important for three reasons: i. Because an employer has legal obligations for the health and safety of employees ii. Because accidents cost the employer money (not just legal damage, but operating cost as well) iii. To protect employees from pain and suffering

Methods used to encourage a healthy a safety workplace

i. Risk assessment procedure The risk assessment requirement of the Management of Health and Safety at Work Regulations clearly demands a thorough review of the whole organization’s undertaking, by the employer, or the self-employed person, as the case may be. This risk assessment is for the purpose of identifying measures he needs to take to comply with the requirements and prohibitions imposed him by or under the relevant statutory provisions.

ii. Monitoring the implementation of an organization’s safety policy Management should always take every opportunity to impress upon staff conscious and aware of their obligations as employees. Certain precautionary procedures or steps are taken in many offices, one of which includes the monitoring the implementation of an organization’s safety policy.

iii. Updating codes of practice The appropriate code of practice for the office should be implemented in full and updated as and when the need arises.

iv. Staff induction/training Induction is normally given to new employees to ensure that the newcomer has a very broad understanding of the organization but a sufficient knowledge of safety procedures. Following induction training, the employee should be given a fuller training, over time, relating to the risk for which the contract has been given.

v. Safety signs and notices Safety signs and notices alerting staff to be conscious of potential risk should be clearly displayed in the appropriate places, e.g. the display of warning notices on faulty equipment.

vi. Clearly displayed emergency procedures Emergency procedures such as fire/evacuation procedures should be clearly displayed at strategic locations to familiarize the staff to follow the necessary instructions in case of fire or other emergency.

vii. Servicing of emergency equipment Regular maintenance and checking of fire alarms, fire extinguishers.

viii. Maintained first aid box, named first aider Boxes to be kept in known places and contain specified items, regularly checked and a person trained in first aid should be available where there are over 150 people employed.

Other methods of encouraging a healthy and safe environment include regular checklists and clear, well displayed notices and named contacts during emergencies.

Potential risks

Each organization has assets, which must be safeguarded. These may be buildings, plant, machinery, equipment and people as well as information, perhaps in the form of trade secrets or confidential details about individual employees. Potential risks may include: i. Forcible entry into premises with resulting vandalism or theft – of stock, information, cash, equipment or vehicles ii. Theft by daytime visitors iii. Pilfering by employees iv. Fraud or embezzlement v. Loss by fire, flood or frost vi. Accidental damage or injury vii. Industrial espionage

Each organization must assess the risk involved and safeguard loss and damage in a reasonable way. A small organization with few assets would be ill advised in install sophisticated and expensive security measure, but reasonable safeguard should still be adopted. The organization’s insurance company may well insist on particular security devices before being willing to cover certain risks.

Building

Standard devices such as sturdy locks should be used and keys allocated to only a few people. Burglar alarms, perhaps linked to the nearest police station, or guards with dogs, are always a deterrent when the premises are not occupied.

Visitor should sign in and wear visitor’s badges until departure. Plastic cards may be used to feed into equipment to release locks, using personal identification numbers (PINs), as with banks.

Equipment

Proper training should be given in the use of equipment and machinery to prevent misuse. In a data processing department, access should be restricted to authorised personnel only. Maintenance contracts may be taken out on expensive items of equipment so that only experts carry out repairs. Equipment taken off the premises should be signed for and checked back in on return, in a similar way to control the movement of files.

Vehicle and content

Anti-theft or immobilizing devices is available and when vehicles are on the premises and not in use, garages will provide added security. I order to guard against hi-jacking, two people should man vehicles at all times, preferably with radio or telephone contact, especially if the load is of high value. A company or police escort vehicles may also serve to reassure and help defend against any hi-jack attempt.

Information on computer

i. Use personal identity codes or passwords, either for access to the computer room or access to the data itself. These can be related to levels – of staff or information – so that staff gain accesses only to information which they need to do their jobs. ii. Data can be scrambled when being transmitted; this is known as encryption. iii. Logs can be operated, so that a record is kept of who used the computer and when. iv. Access could be by authorization only. v. Locks are available so that there is no access to the hardware without the necessary keys. vi. Back-up copies should be taken and stored in a completely separate area, so if data is corrupted, lost or destroyed, it can be retrieved from the back-up copies. The back-up copies should ideally be tested for reliability and in any event, back-up tapes become less reliable after a year. vii. Duties within data processing could be split so that no person has access to entire block of useful information. viii. Avoid viruses by buying only guaranteed products and reducing exchange of disks.

REFERENCES: 1. Office Administration and Management, (5th Edition, 1992), British Library Cataloging Data, BPP Publishing Limited. 2. Business Organisations, (3rd Edition, 1993), M Richards, NCC Blackwell Limited.

TUTORIAL QUESTIONS: 1. Why is health and safety at work important? 2. Identify some of the methods used to maintain a safe and healthy environment. 3. What do you understand by risk management? 4. What steps may be taken by a secretary to ensure security of information in her office? 5. What do you consider the main security risks are likely to be in a large company?

STUDENT LEARNING HOURS

|No. |Activities |Time estimated |
|1 |Pre Lecture |2 hours |
|2 |Tutorial |4 hours |
|3 |Observing an organisation’s methods used to encourage a health and safety workplace. |2 hours |
|4 |Discussion on some ways to prevent potential risks. |2 hours |
|Total |10 hours |

topic 3: Maintain, develop and implement administrative procedures

Objectives 1) To understand the importance of systems and procedures in controlling the standards and output of a variety of activities. 2) To review and develop straightforward administrative procedures. 3) To describe the ways of implementing revised or new administrative procedures.

Learning outcomes
Students should be able to effectively maintain and evaluate straightforward administrative systems and procedures.

What is system?
A system is a group of interrelated and interdependent parts, which operate in sequence according to a predetermined plan, which has been established to achieve a goal or series of objectives. The sequential steps are referred to as procedures. This is really the working level of a system and provides guidelines to employees in terms of who should do what, how and when. Procedures are then broken down into a series of specific operations, which are performed by using particular methods.

Objectives
The objectives for developing and using systems vary from organization to organization. The following, however, identify the major objectives of using the systems concept: i. To maximize the efficient utilization of the organizational resources ii. To control operating costs iii. To improve operating efficiency iv. To help achieve the objectives of the organization v. To help carry out the various functions of the organization

Advantages

Several advantages result from using the systems concept: i. Various functions of the organization are better coordinated. ii. Wasteful, unproductive, and uneconomical activities are eliminated. iii. The operating efficiency of the organization is improved. iv. More effective control can be exerted over various activities and functions.

The concept of a system

Systems may be manual, mechanical, computerized or automated, but will be designed to best accommodate the office functions or service concerned. To appreciate the concept it is necessary to view it as a combination of people, equipment and procedures.

Techniques and tools used

A range of possible techniques and support tools are used by systems analysis and those include: i. Procedure narratives When the steps in a procedure are presented in narrative form as shown in figure 3.1. ii. Work distribution charts Identify the units of work performed. It is usual to allocate activity codes to the various activities, e.g. A= Typing, B= telephoning, C= filing, D= photocopying and so on, together with those performing the activities and the time taken. iii. Block flow charts Which are really diagrammatically representations of information contained in narrative statements. Therefore, the procedure narrative for the purchase of a typewriter for the Personal Department might be represented as shown in figure 3.2. iv. Procedural flow charts Frequently used with procedural flow charts to help visualize actual workflow. A scale drawing of the office layout would be supplied and lined would be drawn on it depicting workflow between the various workstations. Refer figure 3.3. v. Symbolic flow charts This chart is variations of the other flowchart that already described and are used top discuss, develop and design computer-based programs, rather than those for manually processed information as given in figure 3.4.

methods TO review and develop straightforward administrative procedures

i. Agree objectives The first step in developing a procedure id to establish the objectives of the exercise, e.g. whether it is to reduce costs, reduce paperwork, increase output or eliminate errors. The general objectives of improvement efforts in reviewing and developing straightforward administrative procedure are greater effectiveness and more economy.

ii. Examine procedure The next step would be to closely examine each procedure or set of procedure to identify problem areas and the causes of inefficiency. Data may be drawn from: • Existing records, including organization charts and manuals, job descriptions and specifications procedure manuals • Observation of procedures, forms and control systems in action • Discussion with managers, supervisors and employees • Questionnaire

iii. Record and analyze information Data will then be recorded to show: • What is done in the course of an operation – what steps are accomplished? • Why is it done – does the step contribute to the efficiency and effectiveness of the operation? • How it is done – what work methods, procedures and machine are used? • Where it is done – how much movement is involved? • Who does it – what department/individual/who is responsible? • When it is done – what is an operation’s place in a sequence? What time scale is involved? The recording of data may take various forms such as procedure narrative, or using charts and diagrams (organization charts procedure flow charts). Flow process charts, for example breaks a task down into small steps, and it is possible to see at a glance when there are too much moving about, too many different operations and sufficient inspection involved in a system.

iv. Seek specialist advice Once the inefficiencies have been identified, specialist advice may be sought from either existing staff drawn from specialist backgrounds such as production, accounting or computing or, externally. The specialist staff will need a good knowledge of organization structure, office practices and machinery, and should know where to find out what they don’t know. They will also need knowledge of the particular organization, its products or services, operations and policies, and of the scientific techniques for method design and form designs.

v. Assess alternative methods and identify costs The next step would be to assess alternative methods of performance and to identify the next involved. These need to be discussed with the operations staff and management affected.

vi. Develop new system To develop various specific improvements, each work step should be examined critically in the light of the different motion principles that may apply to it. The System Analyst then has to decide on the best used, and to develop it by reaching the procedures, designing new machines and redrafting forms if necessary.

vii. Installing the improved method Before installing the new system, management has to be informed and their approval obtained. After the new method has been planned, actual installation must still be carried out. The success of the proposed method will depend greatly upon how carefully this final phase is approached. The work of installing a new method seems to fall logically into four phases: i. Winning acceptance ii. Making physical changes iii. Training personnel iv. Following up on results

Ways of implementing revised or new administrative procedures

i. Introduction

Individuals involved in the change should be consult as early as possible in the planning the improvement and drawing many of the ideas from them. Ideally, the entire plan should be conceived and worked out by the supervisor and the employee directly involved, aided only by training in work simplification previously acquired.

Outline plans and later detailed schedules of how changes will affect the department should be looked over and discussed and perhaps given a ‘dummy run’ demonstration. Staff should be allowed to their worries, criticisms and opinion. They will, after all, be called upon to work with the new procedures.

ii. On the job training (OJT)

OJT provides the office trainee with the knowledge and skills needed to perform a job while using the actual equipment and materials required the jobs.

Training personnel in new methods will usually involve primarily a change in work habits, although new skills may have to be developed in some instances. Success is likely to depend upon the attitude of the employee – hence the necessary of winning acceptance – and upon the use of a sound approach to training.

iii. Support notes

Procedure manuals and supportive documents outlining procedures should be written as a guide to action, a role that could also be filled by procedure and flow charts.

iv. Follow-up support system

A follow-up system needs to be maintained and any difficulties encountered by staff must be dealt with.

v. Monitoring effectiveness of procedures

Once the system is operating smoothly, results should be measured for comparison against former methods and might therefore be ‘audited’ regularly to ensure continuing effectiveness and efficiency.

vi. Identify legal and regulatory requirements

Finally, the legal and regulatory need to be identified and adhere to. In revising and implementing new procedures, the legal implications should not be ignored.

REFERENCES: 1. Office Organisation and Secretarial Procedures, (1992), Helen Harding, Pitman Publishing. 2. Secretarial Duties (10th Edition, 1996), John Harrison, Addison Wesley Longman Limited. 3. Management of Office Operation, (4th Edition, 1985), C L Littlefield, Frank M Rachel, Donald L Caruth, Robert E Holmes, Prentice Hall of India Private Ltd. 4. Office Administration and Management, (5th Edition, 1992), British Library Cataloging Data, BPP Publishing Limited.

TUTORIAL QUESTIONS 1. What are the three component parts of any office system? 2. Name three techniques or methods used in systems analysis. 3. Devise a block flow chart for issuing office stationery. 4. What are the objectives of procedures and methods improvements? 5. Explain the methods used in reviewing and developing straightforward administrative procedures. 6. How are revised and new administrative procedures implemented?

STUDENT LEARNING HOURS

|No. |Activities |Time estimated |
|1 |Pre Lecture |4 hours |
|2 |Tutorial |1 hours |
|3 |State the differences among each tool. |2 hours |
|4 |Group discussion |2 hours |
|5 |Going online: using the Internet, conduct an online search based on one of the concepts |2 hours |
| |presented in this unit or based on one of the unit terms. Identify four or five things you | |
| |learned from the material that you did not know before. | |
|Total |11 hours |

topic 4: Undertake research and select information

Objectives 1) To be able to research and select appropriate information. 2) To know how to select and effectively display researched information.

Learning outcomes
Students should be able to understand the various sources of research available and describe selective and effectively display researched information

Before embarking on any form of research, there are five stages that need to be undertaken namely: i. Define what is needed ii. Clarify the objectives iii. Identify possible sources iv. Decide which techniques are appropriate v. Consider the implications

Primary and secondary research

i. Primary research Basically concerned with finding out new information, also sometimes known as ‘field research’; involves undertaking research on something for the first time. Any informal feedback or reading would have to be supplemented by asking people directly. This could involve: • Carrying out an interview • Designing a questionnaire or survey • Carrying out an observation, for instance primary research would be used if the views of students on a new vending machine were sought.

ii. Secondary research This research involves accessing information, which already exist, sometimes called ‘desk’ research. The information may either be inside or outside the organization, for instance, if you are looking for last year’s sales figure you would select from existing information – depending on the information you are seeking, your sources may include reference books, journals, newspapers, files, CD ROMs and computer databases.

Both primary and secondary research can basically be categories into: i. Internal Resources Personal systems, office files, reports, minutes, staff, reference books, office databases, company handbooks, staff magazines, financial reports, memoranda, cost estimate, etc. ii. General Resources Newspaper, journals and periodicals, radio and television, public libraries, travel agents, max offices, Post Office, directories, guides, financial press, catalogues and price list. iii. Specialist Resources Specialist libraries, embassies and trade delegations, government, departments, registrar of companies, employment agencies, security systems, stock exchanges, Internet, etc.

Reference books

i. Dictionaries ii. Roget’s Thesaurus iii. Black’s Titles and Forms of Address iv. Postal or Mailguide v. Telephone Directories vi. Yellow Pages vii. The ABC World Airways Guide viii. Who’s Who ix. Office Databases x. Databanks xi. Internet xii. CD-ROMS xiii. Government departments and publications xiv. Professional bodies

Identify and record selected information

i. Collate and interpret

Create categories to sort and organize relevant information using chart, table or graphics.

ii. Logically organize selected material Select an appropriate structure for organizing information in a systematic way (e.g. notes, charts, tables etc.)

iii. Check accuracy, validity and relevance After logically organizing the selected information, it will have to be shifted through, proofread for accuracy and analyzed for its relevance in terms of how and where it has to be used or incorporated.

iv. Ensure copyright regulations are met Copyright regulations need to be checked and permission has to be requested to use material. If someone writes a book and creates a computer program, the law treats that work as their property and anyone who wishes to make a copy or photocopy must get permission to do so. Occasionally be prepared to pay a fee – you are allowed to take one copy for private study or research purposes but you not allowed to make multiple copies and distribute them freely without permission; if you infringe the owner'’ right –even accidentally – you could be liable to prosecution under the Copyright Act.

v. Provide for confidentiality and security of researched and selected information The researched information ought to be protected from loss, damage or disclosure to unauthorized people.

vi. Present information effectively Once relevant and appropriate information has been located it must then be presented in a format, which is in keeping with the purpose for which it is intended. Information comes in various forms, e.g. words, figure and pictures, either with or without audio back-up, including:
|Written reports |Graphs |Maps |
|Statistical tables |Charts |Models |
|Flipcharts |Diagrams |Overhead projector transparencies |
|Slides |Films |Symbolic presentations |

Modern office equipment greatly facilitates the ease with material can be drafted, updated, altered, blown-up or reduced in size and literally prepared to camera-ready copy standard by using the computer with a desk-top publishing software.

REFERENCES: 1. Secretarial Duties (10th Edition, 1996), John Harrison, Addison Wesley Longman Limited. 2. Office Procedures, (1st Edition, 1994), Geoffrey Whitehead, Made Simple Book. 3. The Effective Secretary, (1st Edition, 2001), K D P Madon, Tata McGraw-Hill Publishing Company Limited. 4. Business Organisations, (3rd Edition, 1993), M Richards, NCC Blackwell Limited. 5. Computing in the Information Age, (2nd Edition, 1996), 6. Secretarial Procedures, Theory and Applications, (2nd Edition, 1990), Helen Harding, Pitman Publishing. 7. Office Organisation and Secretarial Procedures, (1992), Helen Harding, Pitman Publishing.

TUTORIAL QUESTIONS: 1. What is the difference between ‘primary’ and ‘secondary’ research? 2. Identity some of the reference books that is commonly used in the office? 3. What is an office database? 4. Explain the difference between databases and databanks? 5. Name two professional bodies, which provided useful information resource for the business world. 6. What are the five stages, which need to be undertaken before starting research? 7. Identify the various stages involves in effectively displaying researched information. 8. Suggest the methods available to display information effectively.

STUDENT LEARNING HOURS

|No. |Activities |Time estimated |
|1 |Pre Lecture |2 hours |
|2 |Tutorial |4 hours |
|3 |Mind mapping |2 hours |
|4 |Group discussion |2 hours |
|Total |10 hours |

topic 5: Organise and record meetings

Objectives 1) To explain the procedures required for organizing meetings. 2) To describe the administrative support required for meetings.

Learning outcomes
Students should be able to understand the procedures required for organizing meetings and the administrative support required for meetings.

Purpose of meeting

Meetings provide an arena for oral communications on all manner of topics, and used in business for a variety of purpose, namely:

i. To provide information ii. To “float” ideas or proposal iii. To generate interest and involvement iv. To seek assistance v. To report back on some exercise or activity vi. To coordinate activities vii. To dispel rumor or anxiety

Advantage of meeting

i. Enable face to face contact by a number of individuals at one time ii. Gaining the wide cross-section of opinion iii. Communication can be both vertical and horizontal

Disadvantages of meeting

i. Become too numerous ii. Resulting in a great deal of frustration and boredom iii. Owing too much lengthy and often irrelevant discussion, and achieving little or nothing iv. Difficult to arrange date and times convenient for all those who ought to be represented v. Heavy commitments and tight schedules to keep

Type of meeting

i. Formal Formal meetings are those which are prescribed by law, standing orders and constitutions and are conducted in a formal manner in accordance with a set agenda, held on specified dates, presided over by a chairman and with a secretary engaged to record the minutes. Examples of formal meetings include: • An Annual General Meeting (AGM) A meeting that held by official bodies and associations involving the public including companies with shareholders and often required by law (or the constitution, charter etc. governing the body) to hold. An AGM is generally held every year to inform their members of previous and future activities usually in organizations run by volunteers or a paid committee. The AGM is generally the forum for the election of officers or representatives for the organization. AGM are required by statue, and provide a means by which a company, organisation or society can reappraise its affairs for the past year in the form of an annual report, elect or reinstate office holders for the coming year, and generally declare its future intentions.

• Extraordinary general meeting (commonly abbreviated as EGM) A meeting that held between members of an organization, shareholders of a company, or employees of an official body, which occurs at an irregular time. The term is usually used where the group would ordinarily hold an AGM, but where an issue arises which requires the input of the entire membership and is too serious or urgent to wait until the next AGM. An EGM meeting called at the request of at least 10% of the members of a company, i.e. 10% of the voting shares, for a reason stated in their request. On receipt of such a request the directors must call a meeting within 21 days to discuss the matter raised. It is a way of drawing attention to some action on the part of the board, or of some member of the board, which gives serious cause for concern.

• Statutory committees Statutory committees meetings are required by law to ensure proper communication between the directors of a company and its shareholders. Such meetings must be held not earlier than one month or later than three months after a company commenced trading. • Board meetings A board meeting is usually held monthly, but may be called at any time. Such meetings are attended by directors and chair by a chairman of the board or the deputy chairman. Usually informal in nature depend on size and composition of the board.

• Committee meetings Committees are appointed to carry out specific tasks under the jurisdiction of a larger body. Because of their smaller size, they are usually better able to work on policy or administrative details. Committees are generally of two kinds, standing committees and ad hoc committees. A standing committee is one that meets regularly and reports to the board periodically. Thus a works committee might review all matters to do with the factory – safety, environmental matters, working conditions, etc. A welfare committee might consider such matters as bereavements, provisions for childcare, first aid facilities, etc. By contrast, an ad hoc committee is one that meets to deal specific situation. The Latin word mean ‘for this particular purpose.’ Thus a particular event – say a VIP visit – might call for a small ad hoc committee to make the arrangements and ensure that all was done that was necessary to make the event a success. After the occasion the committee would be disbanded, it purpose having been achieved. Other types of committees include executive committees, advisory committees, sub-committees, and joint consultative committees.

ii. Informal Informal meetings on the other hand are less rigid and may be called at any time and for any reason. A record may or many not be kept of the meeting, but where meetings are called to discuss business matters it is advisable to have a written record of decisions reached. Examples of informal meetings include: • Departmental - Briefing session - To pass information down - To receive progress reports • Managerial briefing / progress meetings - Depend on good interpersonal relationship - Frequently between manager and subordinates - Form a vital part of decision making process - Manager – brief staff, learn progress opinions & ideas • Working parties - Solve problem - Gather together different individual from different areas and expertise - To gain new idea - Flexible - Encourages individuality and ideas • Business lunches Another popular forum for the small informal meeting is the business lunch. Many successful meetings are transacted in this way and many important business deals are signed over the lunch table. It will frequently fall to the secretary to make the necessary booking.

Documentation

Notice

The notice of a meeting is any form of communication adopted by the conveyor(s) to summon to the meeting all persons entitled 2 attend. All notice must contain: • Venue • Day, date & time • The details of any special business to be transacted • The type of meeting: public / committee • The date of the notice • The conveyor’s name The period of notice will depend on the type of meeting to be held and can be anything from a few hours for an informal meeting of a few individuals to between 7 and 14 days for normal business, with perhaps 21 days if special business has to be discussed. Other methods to call for meeting: • Written /type advance notice of the appropriate duration • Verbal notice • Press notice • Bill posting • Door-to-door handbills • A notice board • Broadcasting

i. Agenda An agenda is a programme of the details of the business to be discussed at a meeting in the order in which they are to be taken. The purpose of an agenda is to familiarize all the participants with the topics that will be discussed at the meeting. The agenda is sent to all members of the committee or organisation to give them adequate notice, and so enable them to ponder over, prior to the meeting, the items of business to be discussed. It usually includes the notice convening the meeting, which contains the day, date, time and venue. The secretary in consultation with the chairman prepares it and items of business to be dealt with at the previous meeting are taken into consideration. Commonly applied to the actual paper which programs the details of the business to be with a meeting and the order in which it has to be transacted • Prepared by secretary and consultation with the chairperson • Send to all the members of the committee / organization to attend the meeting • Laid down between 7 to 14 days • 3 typical form of agenda: skeleton, detailed & chairperson’s agenda

|Skeleton |Detailed |Chairperson’s agenda |
|A brief outline/summary |Complete heading identifying the meeting |Contains more information |
|Consist of numbered headings |Items will be listed and details |Space provided on the right hand side |
|Usually used when included as part |e.g. proposal to be discussed will be submitted in |= chairperson write note |
|of a notice circulated to members |draft form together with the proposer’s name |Add info help chairman to conduct an |
| |Commonly found where voting & constitutional changes |effective meeting |
| |take place | |

ii. Minutes Minutes are a record of the proceedings of a meeting and are kept to preserve a brief, accurate and clear record of the business transacted. Basically there are four main types of minutes, viz: • Narrative minutes, which as the name suggests provide a fairly detailed account of what took place, summarizing the discussion and indicating who said what, prior to recording any decisions reached. • Resolution minutes, which simply provide a record of any resolutions passed in a succinct way, and sufficient to meet with any legal requirements. • Action minutes, which provide a very clear account of who has agreed to take responsibility for what. • Verbatim minutes, which provide a ‘word for word’ account of what has taken place. Their use is very unlikely in a business context. Minutes are written in the affirmative / past tense ASAP after the meeting. Maybe written with an action Coleman on the right-hand side, for recording the name or initials of the person who should take action. The minutes should include: • Name of group • Date, time & place of meeting • Names & title of officials • Names of members in attendance • Apologies for action • Approval (amendment) of the minutes of the previous meeting • Consideration of any matters arising • Reports from officials or sub-committees • Motions and the text of all resolutions • Names of proposers and seconders • An indication of whom is to take action on any particular item of business • Any other business (where any minor issues may be raised) • Date, time and place of nest meeting

Other documents

Other document associated with meetings include: i. Committee files, these may contain all papers relevant to a committee such as minutes of subcommittees or reports, copies of correspondence, agenda, minutes, supplementary papers. ii. Proxy forms, a form that is required by members who are unable to attend a meeting to fill in the name of a proxy to attend and vote on their behalf. iii. Memorandum and Articles of Association, these are regulations drawn up by a company setting out the object for which the company is formed and defining the manner in which its business shall be conducted. iv. Attendance Register, the secretary’s duty is also to record the attendance of those present. If the group is small, names can be called out, but if the group is large, a sheet of paper can be passed around for signatures. v. Treasurer’s Report, the treasurer will have to take out a report of the financial aspects of the committee i.e. last balance, expense incurred and present balance.

Requisites of a valid meeting

In order for a business transaction in at a meeting to be valid (legal), the following conditions must be met: i. It must be properly convened – this means that notice, in a legally accepted manner, must be given to every person entitled to attend. ii. It must be properly constituted – this means that the right person or that person’s accepted substitute must be in the chair and a proper quorum must be present. iii. It must be held in accordance with the rules and regulations of the particular organisation – rules and regulations governing the conduct of meetings are set out in a company’s articles of association, a club’s constitution or local authority’s standing orders.

Secretary’s role in relation to meetings

i. Before meeting • Prepare agenda in consultation with the Chairman; • Send out the notice convening the meeting together with the agenda items to members 7 – 14 days before the meeting as stipulated in the constitution; • Confirm the number of members attending to ascertain the size of room or conference table; • Book a suitable room; • Make arrangements or the setting up of any audiovisual aids, which may be required; • Organise refreshments, if required; • Book car parking spaces if representatives from other organizations or guests are expected; • Carefully not only apologies of absence as they are received; • Minutes can be sent out or given at the meeting.

ii. On the day of the meeting • Check the meeting room for heating, ventilation, lighting and seating; • Confirm the refreshments and ensure that they will be served at a convenient time; • Confirm car parking arrangements; • Liaise with the switchboard to reroute calls for the duration of the meeting and making arrangements for emergency calls to be routed to the meeting room should this be considered necessary; • Finalise the chairperson’s agenda; • Prepare the attendance register, which all members will sign on arrival; • Collect all necessary files and documents, which may be called upon during the meeting; • Have the minute book ready for the chairperson’s signature; • Place ‘Meeting in Progress’ sign outside the room.

iii. During the meeting • Take attendance of those present or ensure that members sign the attendance register; • Assist the chairman in supplying information from files as required during the meeting; • Take minutes and record details of the decisions reached, making note names of proposer and seconders and results of voting; • Answering the telephone should it ring; • Helping to serve refreshments where necessary; • Dealing with any crisis or emergency that arises, e.g. leaving the room to seek information where requested by the chairperson; • Assisting the chairperson time discussions, particularly where there may be a lengthy agenda with a number of items to go through.

iv. After the meeting • Ensure that all documents are returned to the office; • Remove the notice of meeting; • Notify the switchboard that the meeting has finished (if the meeting is held in the company); • Notify catering staff or tea lady that they (or she) may collect the refreshments trolley; • Clear away any surplus papers and destroy; • Escort guests off the premises or hotel, if required; • Prepare a draft of the minutes for the attention of the Chairman before reproducing them for the next meeting; • Deal with any matters you were asked to at the meeting such as written letters, etc; • If the Chairman is your employer, enter the date of the next meeting in his diary and yours. • Prepare and circulate the minutes or report

Meeting terminology
The following terms are used about the various aspects of meetings: i. Quorum. The minimum number of members that must be present at a meeting, under the rules, if the proceedings are to be valid.

ii. Ex officio. ‘By virtue of office’. An official may automatically qualify for a position because of the office he/she holds. Thus a personnel officer may be ex officio a member of the industrial relations committee of a company.

iii. Motion. A motion is a proposition for consideration at a meeting. It should normally be written out and handed to the chairperson or secretary in advance, so that it can be included in the agenda, but as a manner of urgency a motion may be introduced at a meeting, if the meeting agrees.

iv. Adjournment. It is the breaking-off of a meeting, to postpone further discussion or because of shortage of time. The chairperson proposes an adjournment, and if the meeting agrees, discussion will proceed at a later meeting, for which adequate notice will be given. v. Proposer and seconder. The proposer is the person who speaks to the motion, explaining why it is being proposed. He/she is followed by a seconder. A discussed then follows and the proposer has the right to reply to the discussion.

vi. Amendment. An amendment is a suggestion to alter the wording of a motion during discussion to make it more acceptable to the meeting, or cover some point omitted in the original motion. It must be proposed and seconded.

vii. Resolution. A resolution is a formal decision carried at a meeting. It is proposed, seconded and carried, i.e. passed by a majority vote.

viii. To co-opt. Co-option is the power of a committee to ask others to serve on the committee if it seems that their expertise will be helpful. Usually a person may be co-opted by a simple majority vote of the committee.

ix. Ad hoc. ‘Arranged for this purpose.’ An ad hoc sub-committee is appointed to carry out one particular piece of work, such as the arrangements for the visit of a very important person (VIP). These committees are sometimes called special or special-purpose committees.

x. Casting vote. A second vote usually allowed to the chairman, except in the case of a company meeting. A casting vote is used only when there is an equal number of a vote ‘for’ and ‘against’ a motion.

xi. Dropped motion. A motion that has to be dropped either because there is no seconder or because the meeting wants it to be abandoned.

xii. Point of order. This is question regarding the procedure at a meeting or a query relating to the standing orders or constitution raised by a member during the course of the meeting.

xiii. Postponement. The action taken to defer a meeting to a later date.

xiv. Rider. An additional clause or sentence added to a resolution after it has been passed. A rider has to be proposed, seconded and put to the meeting in the same way as a motion.

xv. Right of reply. The proposer of resolution has the right of reply when the resolution has been fully discussed. He is allowed to reply only once, and afterwards the motion is put to the meeting.

xvi. Status quo. Used to refer to a matter in which there is to be no charge.

xvii. Unanimous. When all members of a meeting have voted in favour of a resolution it is said to be carried ‘unanimously’.

xviii. Nem con or Nem dis. ‘No one contradicting’, i.e. there are no votes against the motion, but some members have not voted at all.

xix. Question be now put. When members feel that sufficient discussion has taken place on a motion, it may be move ‘that the question be now put’. If this carried, only the proposer of the motion may speak and then a vote is taken. If the motion ‘question be now put’ is defeated, discussion may be continued.

xx. Proxy. A person appointed in the place of another to represent them at a meeting. Provision must be contained in the regulations.

Minutes Writing

Points of guidance on minute taking: ❑ To familiarize oneself with the way in which the minutes have previously been recorded, by studying earlier minutes; ❑ Try to avoid taking too many notes. Subsequent editing is a very time-consuming business; ❑ To cultivate the art of effective listening; ❑ Record the exact wording of resolutions passed or decisions reached with the names of the proposers and seconders; ❑ Note the main arguments for and against the decisions; ❑ Write the minutes as soon as possible after the meeting while the discussions are fresh in the mind; ❑ Be as brief as possible as a summary is required – not a verbatim record; ❑ Write clearly so that there is no possible doubt about the decisions reached; ❑ Arrange the items in the same order as on the agenda; ❑ Prepare a draft for approval by the chairman before typing the final copy.

Grammatical conventions
The third person, past tense and reported speech are used; because reported speech is logical in practical terms, this means that you never use quotation marks; slang and colloquial expressions are not used, neither are strong adjectives, expletives or exaggerated statements; repetition such as ‘Mr Brown said’, ‘ Mrs Green said’ is tedious – reporting should be objective and factual, no matter what was said at the time, without being boring.

The Minute Book
Official copies of the approved or emended minutes are kept by the recorder in chronological order in loose-leaf form in a binder set up for that particular year. The minute taker normally has custody of the minutes and all other official documents that come before the assembly.

Every member, however, has the right to inspect the minutes, and the chairman can order that certain minutes be turned over to a committee that need them to perform its duties. People who wish to see the minutes but are not on the committee should be referred to the chairman for permission.

Bound minute books where the minutes are hand-written are still favoured by some secretaries and they do have advantages over loose-leaf ones in that the minutes are less liable to falsification and missing sheets are easily detected, so they will require less elaborate precautions in respect of safekeeping.

However, loose-leaf books are more usual and in keeping with modern methods, namely the presentation on a word processor for subsequent insertion in some form of ring binder which is used as a minute book. Such methods have the advantages of consistency of appearance and ease of preparation and reading. Also at suitable intervals earlier sheets may be extracted and stored for safekeeping until such times as they may be required.

Minutes kept in loose-leaf form in a binder do, however, necessitate precautions to prevent possible falsification such as: ❑ A suitable locking device – this may take the form of keys retained by the chairperson and secretary; ❑ The book itself is kept in a fire-proof safe and; ❑ Sheets numbered and indexed serially throughout; ❑ Blank sheets in the charge of a responsible person; ❑ Each sheet must be initially by the chairperson at the time of signing the minutes.

TUTORIAL QUESTIONS: 1. Summarise a secretary’s duties before, during and after a meeting. 2. What is the chairman’s role in relation to meetings? 3. Explain the following meeting terms: a. Quorum b. Proxy c. Motion d. Casting vote e. Adjournment f. Resolution g. Ex officio h. Unanimous 4. What do you understand by the phrase ‘conventions’ used in the conduct of meetings? 5. Explain the advantages of a loose-leaf minute book compared with a bound one. 6. Provide some guidelines for a junior on minute taking. 7. State two differences between formal and informal meetings. 8. Provide four possible reasons for calling a meeting. 9. What constitutes a valid meeting? 10. Identify and explain the four main documents associated with meetings. 11. What is the difference between a chairman’s agenda and the ordinary agenda? 12. Name and explain three types of committee.

STUDENT LEARNING HOURS

|No. |Activities |Time estimated |
|1 |Pre Lecture |4 hours |
|2 |Tutorial |4 hours |
|3 |Study on meeting terminologies |2 hours |
|4 |Mock Meeting |2 hours |
|5 |Article given to the student about AGM. |2 hours |
|6 |Minutes of meeting writing |2 hours |
|7 |Notice of meeting and agenda writing |2 hours |
|Total |18 hours |

topic 6: Arrange travel and accommodation

Objectives 1) To identify the necessary arrangements required for travel.

Learning outcomes
Students should be able to understand the arrangement required for travel

NOTES

Most organizations operate a strict travel budget and have policies covering type and class of travel that permitted, the type and class of hotel accommodation allowed and the amount of money that can be allocated for daily subsistence (e.g. basic needs such as food, taxis, tips, etc.). The policies may allow for the classifications of travel and accommodation to be varied in different situation – for instance, the main criterion used in the seniority of the member of staff involved or sometimes the length of the trip may also be a deciding factor.

It is important when making arrangements for travel and accommodation that careful and systematic planning is done to ensure that action is timely and nothing overlooked. Checklist of the action to be taken is helpful as a reminder of jobs to be done.

Travel departments and travel agents

Large companies whose personnel travel frequently are likely to operate their own travel section or department which in turn will likely to liaise with a travel agent – possibly one specializing in business travel.
Nonetheless, a secretary will still play a crucial role and will be the person to make contact with the travel section or in the case smaller company, direct with the agent.

Checklist for travel agent

Information to be supplied when using the services of a travel agent: i. Journey dates ii. Countries / places to be visited iii. Airlines preference iv. Class of travel, i.e. first class, executive class (business / club) or economy class (tourist) v. Smoking and none-smoking seats vi. Car hire vii. If traveling by car, registration number, type of car and length of car viii. Hotel reservations ix. Insurance x. Visa xi. Transport to airport

Checklist for booking accommodation

i. Check essential details with the person requiring the accommodation and note down the dates, venues, hotels if requested and their requirements for accommodations ii. Select suitable accommodation which meets the needs of the traveler (reference may be made to reference books such as the AA Members’ Handbook) iii. Telephone the hotel to reserve accommodation and ascertain the price. You will need to provide the following information • Name(s) of people requiring accommodation • Dates and times – specifying clearly the nights for which the room is required and approximate times of arrival and departure • Type of room required, i.e. single, double, twin • Method of payment to be used iv. Confirm the telephone reservation in writing by letter or fax and request a confirmation by the hotel

Sources of reference on travel

i. The Travel Trade Directory The Travel Trade Directory is published annually and contains a valuable selection of useful and up-to-date information on all forms of travel, as well as providing details of all forms of travel operators, address of passport and visa offices and all other specialist travel services.

ii. The World Calendar of Holidays The world Calendar of holidays is another useful annual publication, which details public holidays both chronologically and in alphabetical order of country. This is very useful as a reference source as it may mean preventing a wasted journey; for example, an executive could arrive at a foreign destination only to discover that he is in the midst of some holiday or religious festival.

iii. Hints to businessmen This is a joint monthly publication of IATA member airlines and contains information for all countries in respect of passport and visa requirements, health regulations, airport taxes, customs, currency and other government requirements.

iv. The ABC World Airways Guide The ABC World Airways Guide is published monthly and contains complete timetables for the airlines of the world. It gives details of fares, international travel requirements, passports, visas and health regulations in operation.

v. AAM Handbook The ‘Automobile Association Members’ or AAM Handbook has motoring information that includes road maps, hotels, garages and distances between towns.

Methods of travel

i. Traveling by air Much business travel is done by air and the following are points to remember if the benefits of flying are to be maximized: • Distance involved and the likelihood of jet lag • Duration of the business trip • Comfort-first class, business class, executive or economy • Availability of special on-board facilities for business travelers • Time savings to be gained by using Concorde on a transit-Atlantic crossing • Distance of the departure point and appointment venue from the respective airports • Implications of delays in making flight connections or perhaps changing airports • Airport facilities • Baggage restrictions • Shuttle service for domestic flights • Traveling at peak holiday periods • Booking difficulties on certain routes

ii. Traveling by train In respect of making train arrangements the following are some points to remember and consider: • Duration of journey • Services available on trains, including meals • The need to book seats and to distinguish between smoking and non-smoking compartments and seat facing directions • The benefits of executive ticket, reserved car parking at the departure station, reserved first class travel, refreshment voucher etc. • The possibility of sleeper accommodation on longer journeys • The possibility of taking one’s car on the train for use at the destination • The convenience of maintaining a supply of prepaid tickets for emergency use

iii. Traveling by car In respect of making car arrangements the following needs to be considered: • The need to carry a warning triangle to use in the event of an emergency stop • First aid kits are obligatory in some countries • The advisability of carrying spare parts • The need for adequate, up-to-date road maps • The services provided by the RA and AA • Essential currency for toll changes where using auto routes • Necessary driving documents (whether using own car or hiring) – some countries still require an international driving license • Knowledge of driving and insurance restrictions and regulations for the countries in question

As an alternative to use their own cars, many business people prefer to hire car. These can often be hired on a ‘rent it here, leave it there’ basis within countries for a minimum 48 hours, which can be particularly useful where combined with flight arrangements.

The important documentation and preparation

i. Itinerary An itinerary is simply a document referring to the details and plans for a journey or trip, including timing of events and information on modes of travel, departure and arrival times, accommodation and other items of information, which may be useful to the traveler. Points to consider when preparing an itinerary: • Do not make the schedule too tight – allow breathing space • Bear in mind time changes and the international date line • Consider factors such political unrest and strikes • Note weather conditions – dramatic changes in temperature can cause fatigue and add to the problems of jet lag • Remember that holidays or religious festivals in the countries to be visited • Always use the 24 hour clock to avoid confusion • Always include check-in times in your calculations • Allow for changes between stations and airport terminals • Include flight numbers • Allow free half days during

ii. Passport These must be up to date and valid for the type of trip envisaged. Full 10 years passports are available form the UK passport offices but take time to be processed, renewed or amended. Order a new passport in good time if the pages are nearly all used up. iii. Visas These are necessary to secure entry into some countries and it is important to check the regulations applying at any particular time as they change frequently. Information is obtainable from the appropriate embassy or from the International Air Transport Association (IATA). Again sufficient time should be allowed to arrange for visas.

iv. International Driving License The Automobile Association and the Royal Automation Club are authorized to issue international driving licenses at a relatively modest fee to those traveling abroad. Charges are minimal and licenses are issued to any current holder of a valid license on production of two passport size photographs and the appropriate fee.

v. Insurance Certificates Travel can be hazardous and adequate insurance cover is essential. This should cover all contingencies from death, personal accident, medical expenses, loss of money and personal property including luggage.

vi. Health Certificates Some countries require travelers to have certain inoculations/vaccinations. Again current health regulations are available from IATA. The main health risks are in respect of cholera, malaria, typhoid, polio and yellow fever and any necessary inoculations/vaccinations should be had well in advance of any trip in case there are side effects to overcome.

Other documentation and preparation

i. Maps ii. Phrase Book iii. Briefing Documents iv. Speeches v. Sales Literature vi. Visiting Cards vii. Checklists viii. Addresses and Telephone Lists ix. Emergency Information x. Display Equipment xi. Specimens and Samples xii. Financial Arrangements In general it will be a matter of choosing from the following options: • Cash in the relevant currency or currencies • Eurocheques supported by appropriate cards • Traveler’s cheques in an appropriate currency and in denominations of a suitable size • Credit cards Whichever variations are used it is important that records are kept of all cheque and card numbers in case of thefts. Also where credit cards are to be used, expiry dates should be examined.

REFERENCES: 1. Office Organisation and Secretarial Procedures, (1992), Helen Harding, Pitman Publishing. 2. Secretarial Procedures, Theory and Applications, (2nd Edition, 1990), Helen Harding, Pitman Publishing. 3. Office Procedures, (1st Edition, 1994), Geoffrey Whitehead, Made Simple Book. 4. The Business Administration Handbook, (1992), Sue Kennedy McGraw-Hill Book Company. 5. Secretarial Duties (10th Edition, 1996), John Harrison, Addison Wesley Longman Limited. 6. Office Procedures, (4th Edition, 1996), John Harrison, Addison Wesley Longman Limited.

TUTORIAL QUESTIONS: 1. Identify some of the main documents required for overseas travel. 2. What are the sources of reference on travel? 3. Define what is an itinerary and the factors that need to be taken into account when preparing it. 4. Provide a checklist for overseas travel. 5. What are the financial options available to an executive for overseas travel?

STUDENT LEARNING HOURS

|No. |Activities |Time estimated |
|1 |Pre Lecture |2 hours |
|2 |Tutorial |2 hours |
|3 |Mind mapping |2 hours |
|4 |Group discussion |1 hour |
|5 |Itinerary writing |1 hour |
|Total |8 hours |