Advanced Administrative Services by Nadeem Khan

Administration
Administrative Services
Higher
Support Materials
OUTCOME 1:
Contribute to the Planning, Organising and Monitoring of Work
Aims
By the end of this Outcome you should:
• Be able to plan, prioritise, organise and deal with changing priorities.
• Be able to identify and implement techniques for effective time management.
• Be able to set targets, especially with regard to own workload.
• Be aware of means by which targets can be monitored and controlled including

ways of dealing with deviations from plans.
• Understand the various means of communicating information within an

organisation.
• Be able to identify the scope, influence, limit and importance of administration to

the organisation.
• Be aware of the scope and limit of own authority for action.
Administration: Higher – Administrative Services (Outcome 1) 1

Planning and Prioritising
Part of the job of an administrative assistant is to plan tasks to meet the requirements of the
organisation and his/her line manager.
In carrying out the tasks associated with any job an administrative assistant will discuss with
his/her line manager(s) what work has to be completed. Tasks need to be prioritised. It is the
administrative assistant’s responsibility to ensure that urgent tasks are completed before
non-urgent tasks and that important non-routine work is completed before routine work.
Workloads and tasks are often dependent upon the time of the year. Good planning should
ensure that tasks are completed smoothly and efficiently whatever the time of the year.
Tasks can be:
• yearly
• monthly
• weekly
• daily.
Work which can be planned or prepared for on a yearly basis is usually routine and will
include:
• annual general meetings
• end of year financial reports
• quarterly reports.
A yearly wall planner can be a useful visual way in which to display dates of annual
events. Such planners are often made of reusable plastic with information being written on
them with a non-permanent marker. As well as marker pens, magnetised coloured strips or
labels may also be used on a wall planner to identify events.
Work which can be planned or prepared for on a monthly basis is usually routine and will
often be transferred from the yearly planner to a monthly task list. This work will include:
• monthly department meetings
• staff appraisal/progress interview arrangements
• monthly reports, e.g. collation of sales figures.
Some of the weekly tasks will be ‘transferred’ from the monthly task list.
Tasks generally fall into one of five categories, namely:
• urgent – very high priority
• must be done – high priority
• should be done – medium priority

• could be done – low priority
• could be delegated – very low priority for the administrative assistant’s workload.
Assigning each task to one of the five categories above can assist in prioritising tasks.
One of the most effective planning aids available to the administrative assistant will be a
diary. The diary should be maintained and updated regularly throughout the day. It
should be referred to regularly in order to check on approaching deadlines or
appointments and to help with the prioritisation of work. It is not necessary to enter
routine, repetitive tasks into a diary. Such tasks should be automatic and no reminder
should be necessary. Dealing with the incoming mail, for example, is a daily, routine,
repetitive task which should be carried out automatically without the need for a written
reminder. A diary is only effective if it is kept up-to-date and used as a source of
reference – there is no point in entering an appointment in a diary for next week if the
diary is unlikely to be referred to and the appointment forgotten!
(See also Higher Administrative Services, Outcome 3.)
Priorities Lists
At the beginning of each week and at the start of the working day, it is a good idea to plan
tasks by completing a Priorities List or an Action Plan.
A Priorities List, sometimes known as a ‘to do’ list, can be used to detail a number of small
tasks or to detail a large complex task by breaking it down into a series of small tasks.
When preparing a Priorities List the administrative assistant should:
• list all the tasks requiring to be done
• break each task down into a series of smaller tasks (steps) that have to be taken to
complete it, e.g. to arrange a meeting might require the administrative assistant to check
dates in diaries, check the number of people attending, check room bookings, book a
suitable room, arrange catering and prepare papers for the meeting (all of these steps
should be listed)
• number the tasks in the order in which they should be carried out
• estimate the time it will take to complete each task (step)
• note any changes/problems that affected the priorities
• tick (or cross off) each task (step) on the list once it has been completed
• indicate which jobs require to be carried forward to the next work session.
A Priorities List is usually prepared on a daily basis but depending upon the nature of the
work it may be more appropriate to prepare a Priorities List on a weekly basis. No matter
the time frame, the Priorities List should be viewed as an active document which is
continually being referred to and changed. In the example shown below, the Priorities List
was drawn up at the beginning of the day and then completed at the end of the day or as
unforeseen problems arose.
Two examples of Priorities Lists are shown below. The first shows a number of small tasks
and would have been drawn up at the beginning of the day and then completed at the end
of the day or altered as unforeseen problems arose.
The second example shows a more complex task that has been broken down into smaller
tasks.

Priorities List
(Example of a daily to do list)
Name Susan Greenback

Date Started 9 February (am) Date Completed 9 February (pm)
PRIORITY TASK TIME CHANGES OR COMPLETED

PROBLEMS OR CARRIED
FORWARD
11 Tidy out desk drawer. 20 minutes No time Not started. Carried

available. forward.
1 Check incoming mail, e-mail, fax and 30 minutes 9
answering machine.
7 Compile structure of hotel database (due 1 hour Awaiting further Started and carried
end of June – task from Action Plan) instructions from forward.
boss – called
away.
8 Update staff records database. 45 minutes 9
10 Display new Health and Safety posters. 15 minutes 9
4 Consult chairperson re non-standard 30 minutes 9
Agenda items and then key in Notice of
Meeting and Agenda for next week’s
monthly meeting of department managers.
5 Send out or e-mail Notice of Meeting and 10 minutes Check Agenda Started but not
Agenda to department managers. items – ensure no completed. Carried
accompanying forward. Printer
paperwork is problems. High
necessary. priority tomorrow
morning.
9 File items in filing tray. 10 minutes 9
6 Circulate Minutes of last department 10 minutes Started but not
managers’ monthly meeting. completed. Carried
forward. Printer
problems. High
priority tomorrow
morning.
2 Meet with line manager to discuss today’s 30 minutes Boss called away Not started.
tasks. on urgent
business.
3 Key in Minutes of last department 30 minutes 9
managers’ monthly meeting.
N.B.
1. Italics have been used to indicate areas which also feature in the Action Plan
example.
2. The tasks were entered first followed by the priority order but it would be equally
appropriate to enter the tasks in priority order, i.e. 1-11.
THIS FORM (TM1) HAS BEEN TAKEN FROM THE SUPPORT

MATERIALS (PROCEDURES PACK)

Priorities List – Preparation for Department Managers’ Monthly Meeting
(Example of a large complex task broken down into smaller tasks on a to do list)

Date Started 12 April Date Completed 20 April
PRIORITY TASK TIME CHANGES OR COMPLETED

PROBLEMS OR CARRIED
FORWARD
1 Discuss Agenda items with line manager. 10 minutes 9

2 Prepare standard Notice of Meeting and 30 minutes 9
Agenda for all department managers for
meeting at end of month.
3 Get line manager to check the Notice of 5 minutes 9
Meeting and Agenda.
4 E-mail the Notice of Meeting and Agenda 10 minutes 9
to department managers – attach Minute of
last meeting and any other relevant
documents. Must be done at least 3 days
prior to the date of the meeting.
5 Prepare the Chairperson’s Agenda. 10 minutes 9
6 Book a suitable room for the meeting – 10 minutes 9
complete Forms RB1 and RB2.
7 Complete in-house catering request – Form 10 minutes 9
CR1.
8 Prepare Attendance Register for use on day 10 minutes 9
of meeting.
9 Enter date and time in personal diary and in 5 minutes 9
line manager’s diary.
N.B.
1. When breaking down a large, complex task, it is more useful to list the tasks in the
order in which they are to be attempted.
2. The forms referred to are contained in the Procedures Pack.
3. For more information on arranging meetings see Higher Administrative Services,
Outcome 5.


Action Plans
An Action Plan may be prepared when a larger or longer term project needs to be
planned and outlined to the line manager or may be used to see at a glance how the
project should be approached. This kind of Plan should show:
• the tasks arranged in the order in which they should be done
• an estimate of the time that each part of the project will take to complete
• any notes to explain actions or changes in priorities.
Some of the tasks detailed on an Action Plan would be transferred to the Priorities
List.
More detailed project analysis can be recorded on a ‘work plan and review’ form
which will be discussed later.
An example of an Action Plan is shown below.
Action Plan (Example)

Project Compile a database of suitable hotels (UK)
for company travel
Estimated Completion Date June
ACTION REQUIRED ESTIMATED ACTUAL NOTES

(e.g. TASKS) TIME FOR TIME
COMPLETION TAKEN TO
COMPLETE
Discuss with line manager hotel 2 hours 3 hours Possible – costs, facilities, distance
criteria that should be met. from airports/train stations, number
of hotels required in each city.
Research hotel information 6 hours 8½ hours Possible sources of information:
AA/RAC Handbook, Internet,
Yellow Pages and Thomsons local
directories.
Compile structure of hotel 1 hour 45 minutes Suggest to boss additional field
database. should be ‘discount offered’.
Enter data into database 5 hours
records.
Review use of hotels on a 30 minutes monthly
regular basis and update records
accordingly.
N.B.
1. Italics have been used to indicate areas which also feature in the Priorities List.
2. The last two tasks on the Action Plan have still to be completed.


Dealing with Changing Priorities
Although a Priorities List and Action Plan may be completed methodically, plans may
still have to be amended because of unforeseen (unexpected) circumstances. There
will be certain occasions when urgent action will be required on the administrative
assistant’s part and other work that has been planned for that day will have to be
tackled later.
The following are examples of unexpected circumstances:

• a member of staff fails to show up for work
• the computer network ‘crashes’
• a line manager suddenly changes a deadline for a piece of work.
It should, therefore, be remembered that when compiling Priorities Lists and Action
Plans that:
• work schedules should have some degree of flexibility built in
• tasks should not be left to the last minute – planning should ensure that should an
unforeseen situation arise, it would be unlikely to make the completion of a task go
beyond the scheduled deadline.
Priorities Lists should have a mixture of high, medium and low priority tasks so that
some tasks can be delayed if necessary. If a Priorities List only included high priority
tasks then an emergency requiring a change to plans would result in the administrative
assistant not knowing which task should be left until another day. A mixture of tasks
would enable low or medium priority work to be tackled another day, whilst
hopefully, leaving some time to deal with the high priority tasks.
Above all, the administrative assistant should remain calm and, if necessary,
reschedule work or call on others to help complete the work.
Organising
An administrative assistant will often have many tasks to deal with at any one time.
An orderly and neatly arranged workplace will assist the administrative assistant in
carrying out tasks.
The following organisational or planning aids can assist the administrative assistant in
managing tasks:
• desk diaries }
• electronic diaries }(see also Outcome 3)
• reminder systems
• Priorities Lists/Action Plans.
It is also helpful to:

1. keep the workstation tidy, free from clutter;
2. use trays to help organise tasks – these might be labelled: IN, OUT, WORK
STARTED (or PENDING), and FOR FILING;
3. label files clearly;
4. tick off jobs on Priorities Lists/Action Plans as they are completed;
5. replace papers in files and put the files away before leaving the workstation if the
administrative assistant is interrupted in the middle of a job;

6. monitor progress carefully, especially where there is a target completion date. If
the administrative assistant suspects that the task is not going to be completed on
time then he/she should tell the line manager immediately – shortcuts should not
be taken. Shortcuts may enable the task to appear to be completed but the work is
often of a poorer standard than expected or required.
Time Management
Time is a limited resource and administrators need to use time well in order to
maximise efficiency. Good time management techniques should ensure that:
• the best use is made of the time available
• time-wasting activities are minimised
• more time is made available for important or urgent jobs.
If time is not managed effectively then problems can arise, for example:
Activity panic
Jobs are left unfinished and the administrative assistant is left running from one crisis
to another as deadlines approach.
Reaction not action

Planning of tasks becomes unmanageable and situations arise where the
administrative assistant has to react to crisis rather than planning and prioritising tasks
methodically and carefully.
Work overload
Being pressed for time which results in an ever-increasing list of jobs that still have to
be tackled.
Stress
Poor time management leading to stress with the administrative assistant feeling that
the work will never be completed.
What Causes Poor Time Management? Time Stealers.

To overcome the causes of poor time management it is a useful exercise to identify
the time stealers (also known as time wasters) that can affect the workflow. The table
overleaf identifies the most common time stealers and suggests ways in which they
can be tackled so as to improve time management.

TIME STEALER SUGGESTIONS FOR IMPROVEMENT
Lack of forward planning Make better use of Priority Lists and Action Plans.
The telephone Learn to control the conversation. Do not allow conversations to
run on for too long. If it becomes apparent that there is a lot to be
discussed, suggest a meeting at a more appropriate time.
Schedule a time of the day to make calls.
Unexpected visits from colleagues Be polite but firm especially if the person is just looking for a
chat. Stand up as the person enters the room. Inform the person
you cannot stop work, e.g. ‘I would love to chat, but I really
must get on with this piece of work. Why don’t we meet for
lunch tomorrow?’ If the person wishes to discuss a work matter
let them know it has to be kept brief, e.g. ‘I can only spare 5
minutes at the moment so fire away.’
Taking on too much work Learn to say NO! Be assertive. If your work is piling up you
must approach your line manager and ask for help or for a halt to
new work being allocated until your desk is clear.
Taking work home Approach your line manager about workload. If realistic aims
and targets are set, you should be able to manage your work
within the working day.
Not assessing priorities correctly Take time at the beginning and end of each day to assess what
tasks have been completed, what tasks need to be carried
forward and what tasks are new. Note all carry forward tasks on
your Priorities List for the next working day. Prioritise the tasks
as urgent, must be done, should be done, could be done and
could be delegated.
Lack of self discipline or shuffling Use your Priorities List. Do not procrastinate (put off) tasks
papers which you do not particularly like doing. Tackle one or two
uninteresting tasks per day – do not allow them to pile up.
Reward yourself for completing these tasks. Practise handling
papers only once, i.e. do not keep picking up and putting down
papers – deal with them as they arrive whenever possible.
Communication problems Communicate clearly – recap on instructions that you may be
giving to staff or read back tasks allocated to you by your line
manager. This cuts down on the time wasted through clarifying
obscure messages or checking on missing facts.
Making unnecessary journeys Group jobs so that visits to other departments, the photocopier,
the mail room, etc are cut down to one or two trips per day.
Searching for lost papers File, file, file! Set up and maintain filing systems that are backed
up with cross referencing.
Darting about from one task to Prioritise all work and stick to the list (unless emergency
another situations arise). Finish a task before moving on to the next task
on your list.
Delegate If you have staff in a more junior position to yourself learn to
delegate. Accept that others can do tasks as well as you can.
Book time for yourself Allow yourself a time slot in the week when nobody (except
your line manager) can interrupt you unless it is an emergency.
This could involve the use of a ‘do not disturb’ sign, red time
(whereby a red sign on the desk means do not disturb) or any
other appropriate method of informing colleagues that your work
is not to be interrupted.

Setting targets
Targets can appear in many different documents (e.g. on Action Plans, on Priorities
Lists, in diaries or on Personal Development Plans) and in many different forms.
Whether targets are complex or simple, short term or long term, they should all have
certain characteristics, i.e. they should be SMART.
SMART stands for:

S Specific – is the target well defined and does it state exactly what is required?
M Measurable – is the target measurable in quantifiable or qualitative terms?
A Agreed – have you discussed and agreed the targets with your line manager?
R Realistic, but challenging – do you have the necessary knowledge and/or skills
to complete the target or has an over-ambitious target been set?
T Timed – have you set a completion date?
An administrative assistant may be set the following targets following discussion with
the line manager:
1. by the end of next month a database of 100 suitable UK hotels for company travel
business is to be compiled for use within the organisation;
2. within the next two months the manual filing system detailing employee records is
to be transferred to a database;
3. by 30 September the administrative assistant is to attend a training course
covering the preparation of PowerPoint presentations.
Review Processes
An organisation may decide to carry out a review of any long term projects to
identify:
1. any problems that occurred and identify ways in which these problems could be
avoided in the future;
2. any future staff development needs.
A written record needs to be kept of any review process.
A review process provides:

• the opportunity for an employee to identify in detail any difficulties encountered
during particular projects
• a forum for two-way discussion between the employee and the line manager
• for the identification of any development needs which the employee may have
• for the identification of any particular strengths which the employee may possess.

The method chosen to review work varies from organisation to organisation. For
example, some organisations carry out staff appraisal interviews based upon targets
set for individual employees; others focus on an employee’s contribution to specific
projects.
A work plan and review form is one method of focussing on specific projects. A work
plan and review form may focus on projects which have been identified on an Action
Plan or it may take the place of an Action Plan. To complete a work plan and review
form the following steps should be taken:
1. transfer the identified project/assignment from your Action Plan (as appropriate) –
the project will usually be medium to long term, e.g. representing two months’
work;
2. list the associated tasks that are required to carry out the project;
3. number the tasks to be undertaken, in order;
4. for each task, set appropriate targets in discussion with your line manager,
including an estimated time limit;
5. identify and list the resources needed to complete each task;
6. periodically review your work, commenting upon any difficulties that have been
encountered;
7. discuss with your line manager any changes which require to be made to targets.
8. tick completed targets;
9. at the end of each target evaluate and review your actions, identifying points that
could be improved upon or changes you would make if repeating the project.
An example of a completed work plan and review form is shown overleaf.

WORK PLAN AND REVIEW: Susan Greenback
DESCRIPTION OF TASK: Compile a database of suitable hotels (UK) for company travel (N.B. Task originally identified on Action Plan)
COMPLETION DEADLINE: 30 June
ASSOCIATED TASKS PRIORITY TIME RESOURCES COMMENT TARGETS

ORDER LIMIT MET
Arrange meeting with line 1 1 week Current criteria used for selection of hotels. See meeting notes for criteria list and 9
manager. Discuss: possible field names.
(a) criteria to be used
Schedule two, one-hour meetings.
(b) information that end
users of database will
need.
Research hotel info. 2 2 weeks RAC/AA Handbooks, Internet addresses, Yellow Possible monthly check to see if any Off ill for
Pages or other classified directories, e.g. changes have been made, e.g. changes to one week,
www.inbusiness.co.uk for Thomson details. tariffs? Break task down into six extend all
Separate website address list for current hotel separate hours. targets by
information? one week
Compile structure of hotel 3 1 day Check fields with line manager before 9
database entering hotel details. No longer than
one hour.
Construct records. 4 1 week 9
Review database. 5 Ongoing Researched information. Monthly task in place.
EVALUATION AND REVIEW This project went well and I completed most targets on time. In future if any similar tasks are allocated to me I would have a weekly ten-
minute progress meeting with my line manager. This would also give me a chance to suggest any improvements that I may think about after starting the job. I need more
practice linking databases together and interrogating information.
THIS FORM HAS BEEN TAKEN FROM THE HIGHER EXEMPLAR STUDENT ACTIVITIES

Personal Development Planning
Targets are also likely to be recorded in the Personal Development Plan of an
employee.
Personal Development Plan = a document which can be used to record formally areas
of strength and areas for development. Methods of improving the areas for
development along with target dates can also be recorded on the Personal
Development Plan.
Employees are encouraged to identify, in discussions with line managers, areas where
they have particular strengths and areas where they would wish to acquire or develop
knowledge and skills. The information, which is recorded on a Personal Development
Plan, can form part of a formal staff appraisal system or be used within an informal
staff development and review process. A Personal Development Plans allows an
employee to:
• focus on specific aspects of his/her job
• identify skills that the employee already has and which can be shared with other
employees
• identify his/her training needs
• expand his/her job role within the organisation.
An example of a Personal Development Plan is shown overleaf.

PERSONAL DEVELOPMENT PLAN (EXAMPLE)
DATE AREAS OF COMPETENCE AREAS OF DEVELOPMENT REQUIRED TARGET REVIEW NOTES INITIALS
IDENTIFIED DEVELOPMENT DATE
IDENTIFIED
30 June Access database construction. Linking different databases Training course in Access at Advanced 30 Sept Course now attended and SG
Sorting records on more than together. More advanced level. putting skills acquired into
one field. interrogation of practice. SK (line
information. manager)
15 Geographical filing Use of PowerPoint Training course in PowerPoint at 1 Feb Course now attended. Agree SG
November package for presentations. Beginner level required. to put skills into practice by
preparing a presentation for SK
next month’s team meeting.
28 May Neat and tidy workspace Dealing with awkward Time spent with Senior Receptionist to 30 June Spent time with the Senior SG
maintained. visitors at Reception. identify ways of handling difficult Receptionist. Now looking
situations. forward to a week’s SK
secondment to Reception.
Employee’ signature Susan Greenback________________
Line manager’s signature Simon Kemp_______________
THIS FORM (DP1) HAS BEEN TAKEN FROM THE SUPPORT MATERIALS (PROCEDURES PACK)

Establishing and Implementing Control Mechanisms and Monitoring Achievement
of Targets
Where targets are set for employees a system for controlling and monitoring those
targets requires to be in place. Such systems should not be over-complicated and
should not be viewed by employees as a way in which they are being spied upon.
They should be seen as a constructive aid to help the individual worker achieve
targets and receive any necessary assistance. Targets can be monitored and controlled
using various methods including:
• random or sample checks of work where some, but not all, tasks are looked over by
the immediate superior
• double checks whereby a completed task is also undertaken by the immediate
superior in order to pinpoint if there are any problem areas or to ensure results
obtained are the same
• buddy systems whereby an employee is paired with a more experienced employee
who can be called upon for help and advice
• mentoring systems where an employee is assigned a more senior member of staff
(not necessarily the line manager) who can be called upon for help and advice
• Gantt charts which show at a glance whether or not projects are on schedule
• periodic method and systems audits whereby existing procedures are reviewed and,
if necessary, amended where the change will result in greater efficiencies or
improved work practices.
Control mechanisms should aim to establish sooner, rather than later, whether targets
are running to the planned schedule. Systems should, therefore, monitor progress on
an on-going basis. Possibly the best method of monitoring progress continuously is to
ensure that there are good communication channels in operation which allow
employees to discuss whether or not targets are on schedule. Progress can be
discussed and recorded at:
• regular team meetings
• regular one-to-one meetings between employee and line manager.

Dealing with Deviations from Planned Targets
If there are thorough control and monitoring systems in place then any deviations
from targets should soon be spotted. Such deviations from targets should be discussed
and, where possible, acted upon. With your line manager you should discuss:
1. were the targets SMART and understood?
2. did any unforeseen circumstances arise that caused the work to fall behind
schedule, e.g. absence from work?
3. did the actions of others whom you were dependent upon hold up the work?
4. was the work plan structured correctly or did additional tasks occur after the job
started?
5. did the task extend beyond your capabilities and experience?
6. did your line manager support you when undertaking the task?
In some instances it will be possible to bring the targets back in line with plans. For
example, you may be offered overtime or it may be possible to trim back some tasks.
In other situations, however, the completion dates for targets may have to be changed,
especially if the circumstances are beyond your control. In such instances it is
important to gather all the evidence that you can to justify why a target date has to be
changed. It is also helpful to suggest ways in which slippage of targets can be avoided
in the future.
In any situation where it is apparent that targets are not going to be achieved it is vital
to remember that the problems must be discussed with the line manager as soon as
possible.

Communicating Information
Good communication skills are a key aspect of an administrative assistant’s role. All
members of the team have to interact with each other either to pass on information or
to gain information. The three main methods of communication are verbal, written
and visual.
Verbal communication (speaking to colleagues) is the most common method of

communication. Verbal communication can take place:
1. between individuals on a one-to-one basis, e.g. face to face or by telephone;
2. as part of a group, e.g. as part of a team briefing or at a meeting.
Means of verbal communication include:

• videophone
• answering machine
• audio tape
• radio pager
• public address system
• voice mail
• video-conferencing.
In many organisations an informal communication channel (the grapevine) will exist

– this will especially be the case where the formal communication channels available
to employees are limited or where such channels are not used effectively.
Organisations need to have clear lines of communication so that employees are well-
informed on a formal basis.
When communicating a message verbally you should:

1. prepare, where possible, what you are going to say so that key points are covered
in a logical manner;
2. get to the point as quickly as possible, minimise non-essential information;
3. be prepared for questions;
4. summarise and recap the main points of your message.
Likewise, when you are the receiver of a verbal message, you should:
1. listen to the message carefully;
2. question anything you do not understand;
3. recap what the message is about and what, if anything, you have to do.
Advantages of verbal communication include:

• language style of the message can be altered to suit the receiver
• facial expressions and body language of the receiver can help convey whether or
not the message is being understood
• feedback is instant and the giver of the message can react to any questions or
misunderstandings.
There will, however, be times when it is not appropriate to communicate verbally and
written communication will be necessary.

Written communication can take many forms, including:
• letters
• memoranda
• reports
• telephone messages
• action minutes
• notices
• itineraries.
Such documents are increasingly being sent by electronic means, e.g. by e-mail
(internal and external) over computer networks or the Internet, and by fax.
When communicating a message in writing, there are some golden rules which should
be followed:
1. briefly introduce or explain the problem or request;
2. explain the problem or request in more detail but avoid giving unnecessary
information;
3. summarise the request or suggest alternative courses of action.
Advantages of written communication include:

• useful means of communicating complex or complicated information
• provides a record for reference.
Visual means of communication include:

• videos
• films
• OHP transparencies
• slide show presentations
• computer slide show presentations (e.g. Microsoft PowerPoint)
• signs, displays, notice boards
• charts, graphs, diagrams.
The method of communication chosen will depend upon a number of factors, for
example, the:
• intended audience
• length of the message
• type of information that is to be communicated.

Role of Administrative Services
Scope, Influence, Limit and Importance of Administration to the Organisation

Organisations are groups of people working towards a common objective or set of
objectives. We are surrounded by organisations of all kinds – big and small, formal and
informal.
Business organisations are usually formal, that is, they have a well-defined structure and
the members of the structure have specific roles to fulfil. The common objective of most
business organisations is to make a profit.
The principal function of the business will be to produce or sell goods or services to
achieve the profit objective. Organisations are often split into departments that work
together in order to fulfil this objective, e.g. the Sales Department, the Purchases
Department, the Accounts Department and the Production Department. Other departments
will service the operations aspect of the company, e.g. the Human Resources Department
or the Staff Canteen.
Whether the organisation is big or small, the role of some members within each department
or within a separate ‘Office Services’ Department, will be the provision of administrative
support to the other members of the organisation. Some examples of the type of tasks that
will be carried out by the person/people with an administrative role are listed below:
• answering the telephone
• filing and retrieving correspondence
• word processing letters and documents
• staffing the reception area
• collecting and distributing mail
• reproducing documents
• processing petty cash
• processing orders.
The Office Services Department provides a service to the other departments of an

organisation. The department can be further defined as the service which:
1. Collects information.
Information pours into the organisation from a variety of sources via a number of
different means of communication: e-mail, post, telephone, fax, visitors, etc.
2. Sorts and classifies information.

Unless the information is systematically sorted for further processing, it may not
be dealt with appropriately within the organisation.
3. Records information.
If records are not maintained properly it may be impossible at some future time to
refer to or find important documents.
4. Processes and interprets information.

It is sometimes necessary to change information in some way so that it becomes
more meaningful to the organisation.

5. Transmits information.
Information has to be passed on to the correct parties. This may be to internal or
external parties. Information is transmitted (sent) by a number of different means
of communication: e-mail, post, telephone, fax, visitors, etc and it is necessary to
select the most appropriate means for communicating the information (see also
Higher Administrative Services, Outcome 2).
The administrative function aids effective communication within and outwith an

organisation. Without it, communication would become chaotic and disorganised and
in the long term the main function of the business, i.e. to produce or sell goods or
services profitably, may be disrupted.
Identify the Scope and Limit of Your Own Authority for Action
The administrative assistant will be responsible for organising and planning his/her
workload. The administrative assistant’s line manager will, in discussion with the
administrative assistant, set appropriate targets and deadlines for completion.
When agreeing and setting targets it is essential that every employee knows:
1. exactly what duties his/her job involves;
2. to whom they are accountable;
3. who, if anybody, they are responsible for.
There are two documents that will help with the above, namely:
• the job description
• the company organisation chart.
A job description is a formal statement (written) describing the purpose and duties of
a particular job. By being familiar with the content of the job description employees
should be able to determine whether or not they are being asked to complete tasks that
are outwith the remit of the position. A detailed job description will cover the
following areas:
• identification of the job: job title, department and number of people doing this job
• purpose of the job: a general statement of the major intent of the job
• duties of the job: more specific details of what is involved in the job
• responsibilities: what, or who, the employee is responsible for, e.g. staff, money or
machines
• relationships: who the employee is accountable to and who the employee may have
to deal with both inside and outside the organisation
• salary/wages: a clear statement of the salary scale, increments, bonus rates and any
fringe benefits to which the employee may be entitled (e.g. private health schemes
and company car).
At the very least, a job description should detail the job title, the duties of the job and
to whom the post holder is accountable.
An organisation chart (see also Higher Information Technology for Management,

Outcome 4) should enable an employee to see:
• where his/her job fits into the organisation as a whole
• to whom the employee is responsible

• who the employee is responsible for
• the main lines of communication
• to whom the employee might be able to go for further information on specific
jobs/tasks.
Sometimes, in negotiation with the line manager, it is a useful self development

exercise to attempt a task that is more stretching than normal duties. If tasks are being
undertaken that are outwith the employee’s normal duties there should be plenty of
opportunity for help, advice and support. Such tasks should not prevent the employee
from carrying out his/her normal duties.
An example of a job description is shown below.
Zodiac International
Administrative Assistant
Job Description
Name of Supervisor Simon Kemp
The holder of this post is accountable to the Supervisor named above and is expected
to carry out the undernoted duties:
• photocopying
• filing
• faxing
• reception/telephone
• using a variety of software applications (including word processing, database and

spreadsheet)
• general administration
• stock control
and any other duties allocated by the Supervisor.
THIS FORM HAS BEEN TAKEN FROM THE SIMULATED OFFICE PACK

Working with Others
Although the administrative assistant is responsible for his/her own workload, he/she
will also be part of a team. Some tasks will be undertaken alone whilst others will be
shared with other employees. It is also likely that, at times, help and support from
other colleagues will be necessary for the successful completion of certain tasks.
Everyone employed in an organisation relies upon others to make sure that the
workflow is smooth and uninterrupted. There is no one department or person that is
more important than another – everyone makes a contribution.
Members of a team, whether work-related or not, are more successful when the
following qualities are in evidence:
1. there is planning and discussion of tactics;
2. team mates encourage each other;
3. all members of the team give 100%;
4. all members of the team share the credit for completing a task successfully.
To make the team really effective every team member should:

• pull their weight
• produce good quality, accurate work
• offer to help colleagues who are under pressure
• share jobs where possible.
Problems can arise when individuals either want to take all the credit for jobs well
done or produce work that is of poor standard. Gossiping, being continually late and
letting people down will all affect good working relationships and must be avoided.

SUMMARY
Contribute to the Planning, Organising and Monitoring of Work
• All tasks need to be prioritised so that urgent work is completed before non-urgent
work and there is time to complete routine tasks. Prioritise tasks as urgent, must
be done, should be done, could be done or could be delegated.
• A Priorities List is used to detail a number of small tasks or to detail a large

complex task that should be broken down into smaller jobs. Priorities Lists can be
prepared on a daily or weekly basis and should be regarded as active, working
documents which are subject to continual change.
• An Action Plan is used to record large or long term projects and to outline or see
at a glance how the project should be approached. This kind of Plan can be used to:
arrange tasks in the order in which they should be done; estimate the time that each
part of the project will take to complete; and make any notes to explain actions or
changes in priorities.
• Plans often have to be adapted due to unforeseen (unexpected) circumstances.

There will be certain occasions when urgent action will be required on the
administrative assistant’s part and other work that has been planned for that day
will have to be tackled later. Priorities Lists and Action Plans should have some
degree of flexibility built in.
• There are many planning and organisational aids available to the administrative
assistant. These include: desk diaries; electronic diaries; reminder systems; and
Priorities Lists/Action Plans.
• Time is a limited resource and administrators need to use time well in order to
maximise efficiency. Good time management techniques should ensure that: the
best use is made of the time available; time-wasting activities are minimised; and
more time is made available for important or urgent jobs. ‘Time stealers’ should
be tackled to reduce the effect they have on effective time management.
• Targets can appear in many different documents and in many different forms.
Targets can be complex or simple, short term or long term. Targets should all have
certain characteristics – they should be SMART.
• An organisation may decide to carry out a review of any long term projects to
identify: any problems that occurred and ways in which these problems could be
avoided in the future; and any staff development needs for the future. A written
record should be kept of any review process, e.g. a work plan and review form.
• Targets need to be controlled and monitored. Control mechanisms should aim to

establish sooner, rather than later, whether targets are running to the planned
schedule. Systems should monitor progress on an on-going basis.

• If there are thorough control and monitoring systems in place then any deviations
in targets should soon be spotted. Such deviations from targets should be
discussed and, where possible, acted upon so as to rectify the situation.
• Good communication skills are a key aspect of an administrative assistant’s role.

All members of the team have to interact with each other either to pass on
information or to gain information. The three main methods of communication are
verbal, written and visual. The method of communication chosen is dependent
upon the nature of the information that is to be passed on to others.
• The Office Services Department of any business provides a service to the other
departments of an organisation. The work of the Office Services Department
involves: collecting information; sorting and classifying information; recording
information; processing and interpreting information; and transmitting information.
• The job description and the organisation chart can help employees to determine
the duties involved in the job for which they are employed and the relationship of
that job to other jobs within the organisation as a whole. Familiarisation with these
two documents can help to ensure that realistic work targets are set for each
employee and that employees are not being asked to complete tasks that are
outwith their remit.
• Everyone employed in an organisation relies on someone else to make sure that

workflow is smooth and uninterrupted throughout the organisation. There is no one
department or person that is more important than another – everyone makes a
contribution. To be a successful team member requires: planning and discussion
of tactics; encouraging team mates; giving 100%; and sharing credit.

HIGHER: ADMINISTRATION UNIT: ADMINISTRATIVE SERVICES
OUTCOME 2:
Develop, Implement and Maintain Procedures to Meet Specified Needs
CONTENTS PAGE
Aims 3
Types of Procedures 4
Common Procedures 4
Filing 4
Photocopying 5
Telephone Calls 6
Fax Transmission 7
Incoming Mail 9
Outgoing Mail 9
Introducing New Procedures 10

Informing and Consulting Others 10
Designing, Specifying and Developing New Ideas 11
Formulating and Estimating Costs and Benefits 12
Implementing Procedures 14
Informing Staff of a New/Revised Procedure 14
Supplying Guidance to Users 15
Monitoring the Effectiveness of New Procedures 15
Effects of Change on Users 16
Form Layout and Design 17

Common Faults in Form Design 19
Form Control 20
Summary 23

OUTCOME 2:
Aims
• Be familiar with common procedures (filing, photocopying, telephone calls, fax

transmission and incoming and outgoing mail) which apply to routine
administrative functions (storing, retrieving, recording, communicating (using
voice, data and text), checking, sorting, monitoring, analysing and presenting
information).
• Be aware of the following when introducing new procedures:

when and how to inform and consult with others
the key aspects of designing, specifying and developing new ideas
how to formulate and estimate costs and benefits
how to implement procedures
how to supply guidance to users
how to monitor the effectiveness of the procedures
the effects of change on users.
• Have an understanding of the essential aspects of form layout and design.
• Be aware of the key features of a forms control system.

Types of Procedures
Common Procedures
Procedure = a series of steps which have to be taken to accomplish something.
An organisation will have its own procedures for filing and photocopying documents,
and dealing with telephone calls, fax transmissions and incoming and outgoing mail.
The following are some of the key features of such procedures.
Filing
1. Carry out filing on a daily basis – probably towards the end of the day;
2. Before papers are placed in a filing system check that the papers have been
released for filing (a release mark could be the letter ‘F’ for file, a tick or the
manager’s initials at the top right corner of the papers or a line drawn across the
papers);
3. Sort the papers into order (alphabetical or numerical) prior to placing them in the
filing system (an extendable sorter with flaps would be of assistance);
4. Remove paper clips as these may catch on other documents in the file – staple
papers which have to be kept together;
5. Give the document a file reference if it does not already have one;
6. Arrange papers within a file in chronological (date) order with the most recent
document placed at the front of the file;
7. Use ‘out cards’, ‘out markers’ or ‘absent files’ when papers/files are borrowed;
8. Use ‘cross reference cards/sheets’ when a file could be placed in more than one
position;
9. Follow the organisation’s procedures for removing old papers/files – the
organisation will usually have agreed retention periods (i.e. the length of time
papers should be kept in active files, transfer files or dead files – legal
documents will have a longer retention period than normal correspondence);
10. Leave space in front of filing cabinets to allow for drawers to be pulled out – in a
vertical filing cabinet do not have more than one drawer open at any one time as
the cabinet might become unstable.
Increasingly in modern organisations documents will be scanned into a computerised

filing system using a scanner and held on disk/tape which can then be accessed by
users from workstations throughout the organisation.

Photocopying
All organisations use photocopiers. Photocopiers (which are usually rented with the
rental charge covering maintenance and repair costs) are used to make high quality
copies of original documents. Photocopiers may be used to make a few copies of a
document (letters, reports, etc) for circulation within the organisation or may be used
to make larger numbers of copies of documents for circulation outwith the
organisation.
Organisations will usually have guidelines on the maximum number of copies to be

taken on each type of photocopier within the organisation. The rental agreement will
indicate the minimum number of copies to be made each month along with the cost
per copy. Small-run photocopiers, which are likely to have a relatively slow operating
speed, will have a higher cost per sheet than long-run photocopiers.
The organisation may require the office worker to complete a photocopying register
or an authorisation form before copies can be taken. This should ensure that:
• only authorised personnel use the photocopier
• only authorised work is undertaken on the photocopier
• a check is kept on the number of copies being taken
• the appropriate photocopier is being used
• urgent work is given priority
• the user is aware of any copyright restrictions.
Photocopying Register
DATE USER’S DEPARTMENT REGISTER REGISTER NO OF NOTES

NAME AT START AT END COPIES
TAKEN
15/3/99 E Sinclair Accounts 008978 008985 7 Single Sided
16/3/99 R Philip Office 008985 008987 2 Double Sided
Modern photocopiers will usually have security number or password facilities with
the appropriate number or password having to be keyed in before the photocopier
becomes operational. Such a facility will record the number of copies made against
each number or password.
The following procedure is likely to be followed when using a photocopier:

1. key in the security password/number (as required);
2. place the original carefully in the tray or face down on top of the glass plate;
3. line up the document against the appropriate guide marks;
4. select the size of copying paper required (e.g. A3 or A4);
5. select whether single/double sided;
6. if a small document is to be copied place an A4 sheet behind the document;
7. if A5 size copies are required make 2 copies and place both side by side on to A4
paper – after making the A4 copies guillotine them to A5 size;
8. make a trial copy and adjust for light/dark copy;
9. set the machine for the number of copies required (set for collated, back to back or
stapled copies as appropriate);

10. press the “go” button;
11. after the copies have been made remove them from the out-tray;
12. remove the original;
13. finally, press the reset button.
If you have the opportunity you should practise copying different types of documents
and using a range of the functions of a photocopier.
Telephone Calls
The tone of the telephone ring should assist you in identifying whether a telephone call
is from outwith your organisation or from another extension within your organisation.
When answering a telephone call from outwith your organisation you should try to
create a favourable impression by:
• answering the telephone call promptly
• answering “Good morning/afternoon/evening”, giving the name of your
organisation and your own name, and asking how you can assist the caller.
When answering a telephone call from another extension it is usually sufficient to

give your name and the name of your department.
If you receive a phone call for someone who is not available to take the call then you
should assist the caller by offering one or more of the following:
• asking the caller if someone else in the organisation can help
• taking a message and passing it on to the person concerned
• asking if the caller wishes to ring back later
• suggesting that the person required returns the call when he/she is available.
You should always have a pen or pencil and a telephone message pad or piece of
paper beside the telephone.
When you are taking a telephone message you should note the following:
1. the date and time when the call was received;
2. the caller’s name and the name of their organisation;
3. who the message is for;
4. the key points of the message;
5. the telephone and extension number of the caller;
6. your own name as the name of the person who took the call.
Before making an outgoing telephone call you should note the following:
1. the dialling code and telephone number of the person you are about to call;

2. the name of the person you wish to speak to;
3. the essential points, in order, of what you wish to say.
If you are leaving a message on a telephone answering machine you should:

1. speak only after the special tone;
2. state who you are, the name or your organisation and your telephone number;
3. state who the message is for;
4. state concisely your message along with any action you wish to happen, e.g.
person called to call back;
5. spell out difficult or unusual names.
Fax Transmission
Most organisations will have at least one fax machine. Fax machines are used to send
exact (facsimile) copies of documents from one fax machine to another. A fax
machine is able to both send and receive faxes. The fax machine scans the document
and converts it into signals which are then sent over a telephone line. Any document
(including text, drawings, photographs, graphics or other illustrations) can be sent by
fax. Some modern fax machines also incorporate a telephone answering machine and
photocopier. Such machines may also allow you to forward faxes automatically to
other fax machines and retrieve faxes when you are in another location.
A fax is sent at very high speed (transmission is almost instantaneous) over a

telephone line – the cost of sending the fax will be the same as for a telephone call
and will depend on the duration of the transmission, distance and time of the day. A
document which contains a lot of text or graphics (i.e. the document has little white
space) will take longer to send by fax and will, therefore, be more expensive than a
document which has a lot of white space. The cost of sending a local fax can often be
less than the cost of sending the document by post. Faxes can be sent at any time of
the day or night (provided the receiver’s fax machine has been left switched on) to
almost anywhere in the world.
A fax machine can be connected to any telephone socket. The organisation can set the
fax machine for any of the following:
• manual – when ringing you should answer the call. If you hear fax tones then you
should press “start” on the fax machine to begin receiving the fax and then hang
up
• fax only – the fax machine automatically answers every call as a fax call.
Incoming voice calls cannot be received but outgoing telephone calls can be still
be made
• fax/telephone – the fax machine automatically answers every call (sometimes
switching to fax mode after a specified number of rings). If the call is a fax then
the fax will be printed. If the call is a voice call then it will ring to alert you to
pick up the telephone.

Organisations will usually have a separate dedicated (fax only) telephone line which
is used to send and receive faxes. Where only one telephone line is available the use
of the line for receiving and sending telephone calls has to compete with the use of the
line for receiving and sending faxes.
Fax machines are simple to operate. The following procedure should be followed
when sending a fax:
1. complete a front sheet or label to provide information on who the fax message is
being sent to, who is sending the fax and the total number of pages being sent (this
allows the receiver to check that all pages have arrived);
2. check the quality of the document to be sent – a photocopy of the document may
have to be made if the original is of poor quality or is not on A4-size paper;
3. place the document in the document feeder;
4. check the fax number of the recipient;
5. dial the number (commonly used fax numbers can be stored in a “quick dial”
memory on the machine – with this facility only one key has to be pressed to call
the required number);
6. press the appropriate keys to send the fax.
The original document is ejected from the fax machine after it has been sent. A
transmission report can be printed after each document is sent to show the length and
time of the connection and to confirm that the transmission was successful.
Alternatively a transmission report can be printed to provide information on the most
recent incoming and outgoing faxes.
When you are sending a fax, the fax machine will transmit a tone to the receiving fax
machine and receive a tone back – this is called a “handshake”. If the receiving fax
machine is not switched on then the handshake will not be completed and the fax will
be unable to be sent.
Faxed messages are printed on to either thermal paper or plain paper. Plain paper would
normally be used by business organisations – the image on thermal paper will tend to
fade over time and thermal paper, which is provided on a roll, is liable to curl up.
Computers can be used to send messages directly from the computer screen or a
computer file to a fax machine provided the computer is connected to the
telecommunications system (usually via a modem link) and has the appropriate
software.
If you have the opportunity you should practise sending and receiving messages by
fax.

Incoming Mail
The mailroom staff will usually arrive for work before the other staff in the
organisation so that incoming mail can be opened and distributed, and be available to
be dealt with when the other staff arrive.
The following procedure should be followed when dealing with incoming mail:
1. arrange the envelopes and parcels so that addresses are the right way around and
the right way up;
2. sort the mail into the following categories:
“private/personal/confidential” (these envelopes are date-stamped and left
unopened in departmental trays)
urgent (this mail is dealt with first)
registered and recorded mail (must be signed for on delivery)
other;
3. open the mail, and remove and check the contents;
4. check for enclosures and that any enclosures are attached;
5. date-stamp the mail;
6. check any remittances with the amount stated in the covering letter (remittances
may have to be recorded in a Remittances Book);
7. photocopy or attach a circulation/routing slip to any correspondence which has
to be seen by more than one person;
8. sort the mail using departmental trays or pigeon holes;
9. distribute the mail to departments or, alternatively, departments may collect their
mail from the mailroom;
10. recheck the envelopes.
Outgoing Mail
The following procedure should be followed when dealing with outgoing mail:
1. collect outgoing mail from out-trays at regular intervals throughout the day;
2. before placing mail in envelopes check:
letters have been signed
addresses correspond to those on the envelopes
enclosures are there and are attached
the amount of any remittance agrees with the amount stated in the covering
letter;
3. fold documents, insert the documents into envelopes and seal the envelopes;
4. sort the mail into the following categories:
First Class
Second Class
Registered/Recorded (will need to be handed in at the post office)
Parcels;
5. weigh each item of mail, calculate the postal charge and write the charge on the
item of mail;
6. stamp or frank the mail;
7. send the mail (place the mail in a mailbag to be collected by the post office or
place the mail in a postbox).

Introducing New Procedures
A new procedure may have to be introduced in an organisation because of:
• changes to the range or sophistication of equipment, software or services being
used, e.g. the introduction of voicemail
• growth in the organisation, e.g. through expansion of the product range
• the relocation of the organisation
• changes in legislation, e.g. the introduction of new health and safety regulations
• changes in organisational structure, e.g. the range of departments or layers of
management.
Existing procedures should be kept under review to ensure that they are operating
efficiently. If deficiencies in an existing procedure are identified then a revised
procedure will have to be prepared and introduced.
Informing and Consulting Others

When it has been decided that a new/revised procedure requires to be introduced it
would be usual to consult those people within the organisation who are going to be
affected by the procedure. Consultation during the developmental stage of a procedure
has the following benefits:
• involving a range of people is likely to lead to the introduction of better
procedures through the pooling of knowledge, skills, backgrounds, experiences
and ideas
• employees with particular skills (e.g. technical or legal skills) are able to provide
specialist advice whilst the procedure is being developed
• the range of difficulties/issues in operating the old procedure are likely to be
identified more fully
• there should be fewer unforeseen consequences – people will have had the
opportunity to highlight likely difficulties/issues in operating the new procedure
across the departments or sections of the organisation
• the involvement of a range of people is likely to make the new or revised
procedure more applicable across the departments or sections of the organisation
• people will have been given early warning of the new or revised procedure – they
should not be surprised by its introduction and are likely to be less hostile towards
it
• people are more likely to follow a procedure if they have been involved in the
development of the procedure or have been consulted during its development –
users will have a sense of ownership of the procedure and will be more likely to
support its introduction.
The drawbacks to consultation are:

• delays in the introduction of the new or revised procedure – consultation is time-
consuming
• opportunities for sabotaging, high-jacking or delaying the development of the new
or revised procedure are increased
• some people may make unhelpful or negative suggestions because they do not
have the time to respond properly or because they are unfamiliar with the area of
work involved
• it may be difficult to get agreement – different people may make different and
conflicting suggestions

• some people/departments may consider that their ideas or suggestions have been
ignored – this may make them resentful or hostile to the introduction of the new or
revised procedure
• there may be difficulties in operating or interpreting the procedure because it
attempts to cover too many sections, departments or situations.
There are situations when it would not be appropriate to consult with people on the
introduction of a new or revised procedure. This would happen when:
• delays in the introduction of the new or revised procedure would be detrimental to
the well being or security of the organisation
• the procedure is straightforward and routine, and time is limited
• there is no alternative, e.g. legal requirements have to be followed or government
or health and safety legislation dictates that a certain procedure has to be followed
• the procedure involves specialist skills which other employees do not have
• the involvement of too many people would not make the consultation meaningful.
Designing, Specifying and Developing New Ideas

The development of a new/revised procedure would usually go through a number of
stages:
STAGE DESCRIPTION
1 Identify the need for the procedure
2 Define the nature of the procedure (agree the purpose of the procedure and the way in which it
is to be developed)
3 Design the procedure in broad terms (the length of time taken will depend upon the nature of
the procedure, any specialist skills/knowledge involved and the nature of any consultation)
4 Specify the procedure (the details are added – who, what, how, when, where, etc)
5 Trial/pilot the procedure
6 Refine the procedure
7 Introduce/implement the procedure
8 Review/evaluate the procedure
9 Amend/adjust the procedure as necessary
All standard procedures within an organisation should be catalogued/referenced and

recorded. Procedures must be made known to all those who are required to follow
them. Each procedure should be set out in a clear, logical and easy to follow way.
Many procedures will be set out as steps in the form of a numbered list. Some
procedures may be set out as vertical flow diagrams with questions being asked at key
points whereas others may be set out in the form of drawings with arrows showing the
order to be followed.
Using incoming mail as an example, the procedure should specify:

• who is required to undertake the procedure, e.g. designated mailroom staff and/or
designated office staff
• what has to be done – the steps in the procedure from delivery of the mail to
distribution to personnel/departments
• how the procedure is to be undertaken, e.g. by using specialist equipment such as
letter opening machines
• when the procedure is to be undertaken, e.g. after delivery of the morning mail
and after delivery of the afternoon mail
• where the procedure is to be undertaken, e.g. a designated mailroom or an area of
the office.
Formulating and Estimating Costs and Benefits

An organisation will be interested in the costs and benefits of introducing a new or
revised procedure. Costs are always negative; benefits are always positive. Costs and
benefits may be social (to do with motivation, morale, working environment) or
financial. Your line manager is likely to require an estimate of costs and benefits
before agreeing to the introduction of any new/revised procedure you have devised.
Costs can usually be quantified (expressed in financial terms) and will usually include
costs of materials, equipment and staff; benefits are usually more difficult to quantify
and may refer to the financial benefits from the better use of materials, equipment and
staff.
Both aspects (the costs and the benefits) should be considered before it is decided
whether to implement a new/revised procedure. A procedure should be rejected if the
costs of implementing the procedure are estimated to be high and the benefits are
considered to be low/few.
The following is an estimate of the costs and benefits of introducing a new procedure
in an organisation, i.e. the introduction of flexitime for office staff.
COSTS BENEFITS
Type Value Type Value
Card reader/machine £250 Reduction in staff absences – £240

estimate
Installation of card £50 Increased motivation, increase £?

reader/machine in staff morale
Costs of networking £90 Reduction in staff overtime £120

machine to main payments – estimate
computer system
Costs of computer £140 Increase in staff output £?

software
Cost of time cards £50 Reduction in time off for £150

dental appointments, hospital
appointments, etc – estimate
Training of staff £80 Reduction in lateness – £85

COSTS BENEFITS
estimate
Costs of noting £65

adjustments
Replacement of lost £50

cards – estimate
TOTALS £775 £595
The initial net cost of introducing the above procedure would be £775-£595 = £180.
Given that this does not allow for the benefits of increased motivation and increased
output it would appear that the final overall benefits will outweigh the costs. It is
likely, therefore, that it would be recommended that the procedure be introduced.

Implementing Procedures
Implementing means putting the procedure into action – making the procedure
operational. The way in which a procedure is to be implemented is just as important
as the way in which the procedure is to be developed – a wonderful procedure may
fall apart if it is implemented badly. There should be fewer problems where staff who
are affected by a new/revised procedure have been involved in its development or at
least have been kept fully informed of its development.
Informing Staff of a New/Revised Procedure
1. The new/revised procedure should be introduced to staff – preferably at a face to

face meeting where staff can ask questions and replies can be given.
2. Staff should be made aware (briefly) of why and how the procedure was
developed and the people who were consulted in the development of the
procedure.
3. Staff should be made aware of any health and safety or legislative requirements
relating to the procedure.
4. Information on the new/revised procedure should be set out clearly in writing.
5. If the procedure refers to the operation of equipment then the procedure should be
demonstrated with staff being given the opportunity to practise the procedure and
receive feedback.
6. It should be made clear whether the procedure is being suggested (a procedure
which the organisation would like to be followed), being recommended (a
procedure which the organisation expects to be followed) or being specified (a
procedure which must be followed).
7. Staff should be made aware of what will happen if the procedure is not followed –
especially where the procedure is specified (will failure to comply invoke
disciplinary measures?).
8. Staff should be monitored and given assistance when undertaking the procedure
especially during the introductory stage.
TYPE OF EXAMPLE HOW IMPLEMENTED/INTRODUCED

PROCEDURE
Suggested The procedure to be Usually straightforward procedures which can be implemented

followed when in an informal way – probably following discussion at a
taking telephone meeting. Such procedures will probably not require to be
messages. written down. Monitoring would usually be undertaken on an
informal basis – users would feed back problems/issues when
following the procedure and changes will be agreed and
implemented.

TYPE OF EXAMPLE HOW IMPLEMENTED/INTRODUCED
PROCEDURE
Recommended The procedure to be Usually more complex procedures which have been developed
followed when through a process of drafting and consultation. Users will
booking rooms usually require clear written guidance on how the procedure is
within the to operate and who should be referred to if help is required.
organisation.
Specified The procedure to be More complex procedures which will have gone through
followed when drafting and consultation. Users are likely to require
appointing staff. comprehensive guidance and may require training and support.
Users will require to be made aware of what action will be
taken if the procedure is not followed.
Some procedures may require to be introduced immediately (e.g. those associated

with health and safety, security and the use of new equipment) whereas other
procedures may be introduced on a step-by-step basis. If the procedure is complex and
is to be introduced over a short period of time then a high level of training and support
will be required. If the procedure is complex but is to be introduced over a longer
period of time then a step-by-step approach, with training provided at each stage, may
be preferred.
Supplying Guidance to Users

Guidance on the operation of a new/revised procedure may be provided in the
following ways:
• informal discussions, meetings
• demonstration
• formal training events, courses
• written guidelines in the form of memos, leaflets, codes of practice, policy
documents, posters and instruction sheets
• checklists – useful for very structured procedures
• coaching and work shadowing – useful for more complicated procedures where
one person is to be required to take over the duties of another person.
Monitoring the Effectiveness of New Procedures

Procedures are not fixed forever – they will necessarily be subject to change because
of:
• changes within the internal structure of an organisation
• changes outwith the organisation
• technological changes, e.g. the introduction of a new or more sophisticated piece
of hardware or software
• changes in legislative requirements
• monitoring strategies which lead to better ways of undertaking procedures.
New or revised procedures require to be monitored on a regular basis for the

following reasons:
• improvements to the procedure may be identified
• the procedure may not be operating as anticipated
• the outcome of the new or revised procedure may not be as anticipated

• the procedure may become redundant or be affected by other procedures within
the organisation
• changes may make the procedure too costly
• new legislation may affect how the procedure should be carried out.
Monitoring may be undertaken on an informal or formal basis.
Informal monitoring may be undertaken through discussion with users of the

procedure and informal observation of the procedure in action. You may get a feel for
how the procedure is working by becoming involved in the procedure yourself.
Formal monitoring may be undertaken through questionnaires, formal discussions,
formal review meetings and quantifying the costs and benefits of undertaking the
procedure.
Effects of Change on Users

People like familiar patterns of work. People will usually be suspicious about any
change to their work routines. Where people have not been involved in developing a
procedure or have not been kept fully informed then they might become anxious
especially where the procedure is being imposed upon them. Managers should be
aware of how different people may react to new or revised procedures. They must
provide for these different reactions and manage change sensitively and effectively.
Changes to operating procedures (changes to the ways in which jobs are carried out)
can usually be managed in a relatively easy way. Such changes are job-centred. The
change can be discussed with the people concerned, training or instructions can be
given and any problems and anxieties can be dealt with quickly before they become
serious issues.
Major changes are more difficult to deal with. These are changes which can lead to
high levels of anxiety, worry or distress. Such changes are people-centred. Major
change may lead to concerns about:
• job security (e.g. the introduction of a new procedure may cut back on a person’s
workload)
• personal anxieties (e.g. where an employee is given additional responsibilities or
is required to undertake more complicated work – the employee may feel unable
to cope)
• status within the organisation (e.g. if a person is no longer involved in a procedure
this may be perceived as lowering the status of the individual)

• prestige (e.g. a new or revised procedure may not require the use of traditional
skills held by an individual)
• social life (e.g. changes in work routines may lead to disruption in family life).
Where there are high levels of anxiety, worry or distress there will often be high
levels of absenteeism and poor labour relations.
When introducing major change it is important to involve the staff affected by the
change and to keep them fully informed. The staff affected must feel that they have
some control or influence over what is happening to them. Staff must feel that their
concerns are being listened to and acted upon.
Form Layout and Design

The following are just a few examples of the many types of forms you may come
across in a business organisation: order form, invoice, receipt, visitors’ book, time
sheet, contract, market research return, stock requisition form, job application form,
training evaluation form, telephone message form, fax transmission sheet and
memorandum.
Forms are used by organisations to collect, record, arrange and communicate

information in a consistent and efficient way. Forms may be for internal use within the
organisation or may be for external use, i.e. sent out to customers or clients. A poorly
designed form can lead to wrong or misleading information being collected or
recorded – this can be costly to the organisation with employees having to request
further information, clarify information or double check information.
Forms can be a cost-effective way of collecting specific information. The use of forms
should avoid the collection of non-essential information. A well-designed form should
provide reliable information which the organisation can use for comparison purposes,
e.g. consumer surveys which allow information on performance in one year to be
compared reliably with performance in another year. The use of standardised forms
can assist in placing information on to computer files and databases. The use of
standardised forms should also allow information to be stored or filed in an efficient
manner.
When designing a form you should consider the following:

• the purpose/use of the form
• the heading/title
• the reference
• the appearance and layout of the form
• the size
• the language to be used
• any instructions to be given for the completion of the form
• how the information collected is to be used.

Purpose/Use of the Form
You should think about what the form is seeking to do, i.e. its purpose, and how it is
to be used. Is it to gather information? Is it to organise information? Is it to record
information? Is it for internal use? Is it for external use? Will the form be handled
many times? Will the form be stored for a long time? Will the form be photocopied?
If the form is to gather information then it must be constructed so as to gather

precisely all the information required in a consistent and accurate manner. If the form
is for external use then particular attention should be paid to its appearance and
quality. If the form is likely to be handled many times or is to be kept for a long
period of time then you should think about the quality of the paper to be used. If
completed forms are to be photocopied then it may be more convenient to use A4
paper which you can stack easily in the office photocopier.
Heading/Title
The form should have a heading which makes the form and its purpose immediately
recognisable to the user.
Reference
The form should have a reference number or initials at the top right or bottom right (a
reference number will speed up the processing of forms – you can use the reference
number in communications rather than having to refer to the form’s heading/title).
The use of a reference should also assist in speeding up the filing and retrieval of
forms within a storage system.
Layout of the Form

The form should provide sufficient space for information to be inserted. The way in
which questions are asked and the amount of space provided for responses should act
as a guide to the amount of information required. You should think about how the
user of the form is likely to complete the form – more space should be provided for
handwritten answers than for typed answers.
The form should be attractive to look at and easy to read and understand – this is
especially so for those forms which are to be sent outwith the organisation. An off-
putting form is likely to lead to poor quality responses or a low response rate.
Graphics should be used as appropriate to make the form more appealing/interesting.
If there is a lot of writing on the form then you should consider how it could be
broken up so as to look less daunting to read and complete, e.g. by the use of boxes.

Forms should follow a consistent layout with the information to be collected set out in
systematic order – this should reduce errors in form completion.
Related items should be grouped together. Mistakes are less likely to occur if
questions are asked in a sensible order. If the form requires a person to insert their
name, address, postal code and telephone number then it would sensible to group such
items together. The use of lines or boxes around grouped items should also help.
You should consider using different fonts and font sizes. The use of too many fonts
and font sizes can, however, lead to confusion with people being unable to distinguish
the important pieces of information from the unimportant. Beware, also, of using
small font sizes – people may not bother reading small print or may miss key points
contained in the small print.
If it is intended to use window envelopes to distribute the forms then you will have to
make sure that the form fits into the window envelope to be used and that the name
and address sections are properly positioned. If the form itself is to be printed with a
Freepost or Business Reply address then you will have to think about how the form is
to be folded and printed.
Size
You should consider how the form is to be stored, i.e. the type of filing cabinet to be
used. The smallest convenient size of form should be used.
Language to be Used
If the completion of the form requires responses to questions then the questions
should be straightforward and unambiguous. Complicated language or sentence
structure should be avoided. If the language used is confusing then the end result is
likely to be the collection of inadequate, wrong or misleading information.
Instructions to be Given for the Completion of the Form

Requesting certain key information to be completed in BLOCK LETTERS can speed
up the processing of information. You should consider using different fonts and font
sizes, underlining key aspects or putting certain words in bold type – this should not,
however, be overdone.
How the Information Collected is to be Used

When designing a form you should consider how the information collected on the
form is to be extracted. If the form is to be used by different departments in an
organisation then it may be possible to group all the information required by each
department. If multi-part sets of forms are to be used then you should consider using
different colours of paper to assist with the circulation of different sections to
different departments. Where information from forms is to be transferred to a
computer system attention will have to be paid as to how the information is to be read
and recorded by the computer operators.
Common Faults in Form Design

If you are designing a form it is a good idea to trial the form with a group of people so
as to highlight problems with layout, wording, instructions, etc. It would also be
useful to trial the form with a sample of people who will be required to extract

information from the form. Draft forms would not require to be printed on high
quality paper – photocopied forms on cheap quality paper should suffice for trialling
purposes.
The following are some of the common faults in form design:

• insufficient space provided for the insertion of information, e.g. forename(s) and
address
• items not grouped properly
• items placed in an illogical order
• instructions unclear or ambiguous
• sections of the form not clearly distinguished
• lines omitted (which act as a guide to the user) where handwritten responses are
required
• too much information printed on the form (over-use of footnotes or small print)
• too many instructions given on the form
• too many fonts and font sizes used
• forms which have been revised not being clearly distinguishable from original
versions or over-similarity of forms used for different purposes
• space for signature too near the bottom of the form
• name of the organisation issuing the form not shown clearly at the top of the form
• margins too small.
Form Control
The number and use of forms within organisations should be subject to control and
regular review. Organisations need to know how many forms are being completed and
returned to them, and the instances of forms being returned with incomplete or wrong
information. The preparation and issue of superfluous forms or forms which require to
be issued for completion a second time can be very costly to an organisation.
The objectives of a form control system are to:

• keep and use only those forms that are absolutely necessary
• check that forms currently in use do meet the requirements of the organisation
• check that all proposed new forms (or revised old forms) are really necessary
• review the design of forms to ensure that information can be completed or
extracted accurately and efficiently
• ensure that forms are sent only to those people/organisations who require to use
them
• ensure that forms are designed and produced efficiently and at relatively low cost.
A procedure for introducing a forms control system within an organisation is shown

overleaf.

A FORMS CONTROL GROUP IS SET UP
THE ROLE/REMIT OF THE FORMS CONTROL GROUP IS DEFINED
DEPARTMENTAL/SECTION HEADS ARE INFORMED OF THE FORMS

CONTROL GROUP AND ITS ROLE/REMIT
THE FORMS CONTROL GROUP CONTROLS, ORGANISES AND REVIEWS

AND ANALYSES.
The Forms Control Group –
Stage One (Controls)

1. Obtains copies of all the forms in use within the organisation.
2. Places a halt on any on-going forms preparation.
3. Requires that any requests for new/revised forms be submitted to the Group.
4. Considers whether the storage of forms should be centralised.
5. Introduces an ordering procedure for the issue of forms.
Stage Two (Organises)

1. Makes a list of all the forms in use.
2. Allocates reference numbers to all current forms.
3. Gathers information on the purpose and use of all current forms.
Stage Three (Reviews and Analyses)

1. Analyses all current forms to check that information can be completed or
extracted accurately and efficiently (check on purpose, use, design, opportunities
for standardisation, size, preparation cost, etc).
2. Decides on whether each form is necessary.
3. Sets up a Forms Register to provide information on all forms in use within the
organisation (all new forms are added to the Register).
4. Makes suggestions for changes to current forms.
5. Defines the “acceptance criteria” for the preparation of new/revised forms.
6. Issues guidelines on form preparation (design, wording, production process, etc).
7. Decides on who is to be issued with forms and in what quantities.
An example of a Forms Register is shown overleaf.

FORM TITLE USE ORIGINATING DATE FIRST DATE AVERAGE PRODUCTION SIZE
NO DEPT PRINTED REVISED LIFE SPAN PROCESS
RB 2 Room Booking Internal booking of Administration 24/8/98 15/5/99 1 yr – 18 Photocopier A4

Chart rooms months
E1 Expense Claim Expense claim Finance 20/6/97 14/5/98 1 yr Offset Litho A4

Form (travel and
subsistence) – all
departments
From the Forms Register you can very quickly see when a form was last revised. When a new form is being suggested you can use the Forms
Register to check whether a similar form already exists.

SUMMARY
• Organisations will have their own procedures for filing and photocopying
documents, and dealing with telephone calls, fax transmissions and incoming and
outgoing mail.
• Existing procedures should be kept under review to ensure that they are operating
efficiently.
• When a new procedure requires to be introduced it would be usual to consult those

people who are going to be affected by the procedure. Consultation during the
developmental stage has many benefits.
• There are situations when it would not be appropriate to consult on the

introduction of a new or revised procedure.
• The development of a new/revised procedure would usually go through a number

of stages: identify, define, design, specify, trial, refine, introduce, review and
amend.
• An organisation will be interested in the costs and benefits of introducing a new or

revised procedure. Costs are always negative and benefits are always positive.
• A procedure should be rejected if the costs of implementing the procedure are

estimated to be high and the benefits are considered to be low/few.
• There should be fewer problems in implementing a procedure where staff who are
affected by the new/revised procedure have been involved in its development or
have been kept fully informed of its development.
• Guidance on the operation of a new/revised procedure may be provided by:

informal discussions and meetings, demonstration, formal training events and
courses, written guidelines, checklists and coaching/work shadowing.
• New or revised procedures require to be monitored on a regular basis.
• When introducing major change it is important to involve the staff affected and to
keep them fully informed. The staff affected must feel that they have some
control or influence over what is happening to them.
• Forms are used by organisations to collect, record, arrange and communicate

information in a consistent and efficient way.

• When designing a form you should consider: the purpose/use of the form, the
heading/title, the reference, the appearance and layout of the form, the size, the
language to be used, any instructions to be given for completion and how the
information collected is to be used.
• Common faults in form design include: insufficient space for insertion of

information, items not grouped properly, items placed in an illogical order,
instructions unclear or ambiguous, lines omitted, too much information printed on
the form, and too many fonts and font sizes used.
• The number and use of forms within organisations should be subject to control
and regular review.
• The objectives of a form control system would include: keeping and using only
those forms which are absolutely necessary, checking that forms currently in use
do meet the requirements of the organisation, reviewing the design of forms and
ensuring that new forms are designed and produced efficiently.

OUTCOME 3:
Manage Appointments
CONTENTS PAGE
Aims 3
Prioritising, Organising and Recording Appointments 4
Recording Appointments 4
Paper-based Desk Diaries 4
Paper-based Personal Organisers 4
Electronic Diaries 5
Electronic Personal Organisers 6
On-line Diaries 7
Types of Appointment 8
Prioritising and Organising Appointments 8
Dealing with Non-routine and Emergency Situations 9
Summary 11

OUTCOME 3:
Manage Appointments
Aims
• Be able to prioritise, organise and record appointments.
• Identify the different paper-based and electronic aids available for managing
appointments.
• Deal with non-routine and emergency situations.

Prioritising, Organising and Recording Appointments
Recording Appointments
Any employee with an administrative role will soon realise that planning and
prioritising tasks is one of the most important aspects of the job (see also Higher
Administrative Services, Outcome 1). Without careful planning and prioritising,
situations may arise that would cause interruption to the flow of work and create a
poor impression of the firm. For example:
• deadlines may be missed
• customers may be let down
• appointments may be double booked
• meetings may be poorly attended
• important appointments may be missed.
To avoid such situations arising it is vital that good use is made of diaries.
Diaries can take many forms but the basic formats are:
• paper-based desk diaries
• paper-based personal organisers
• electronic diaries
• electronic personal organisers
• on-line diaries.
Paper-based Desk Diaries

There are many commercially produced diaries on the market. It may, however, be
feasible for an organisation to design its own diary specifically to meet the needs of
the organisation. Whatever diary is chosen it should:
• be the correct size, e.g. it is not advisable to use one personal diary for the
appointments of everyone in the office
• have at least one page per day
• have pages subdivided into appropriate appointment times – the time divisions will
depend upon the type of organisation in which you work, e.g. in a hairdresser’s the
diary may have to be broken down into 20 minute slots
• run for a full year with some space available to record appointments that need to be
transferred to the new diary
• be easily accessible by all users of the diary.
Paper-based Personal Organisers

Personal organisers are an extension of paper-based diaries. They contain not only
diary pages for detailing appointments but also other useful information such as:
• address pages
• reference pages
• to-do lists
• notes pages
• built-in calculators
• credit card holders.
Personal organisers are arranged in sections, hole-punched and held within mini ring-
binder type wallets. This enables information to be updated easily from year to year.
Outdated pages can be replaced with new pages without having to discard information
which may still be required. Where employees use personal organisers liaison with the
administrator who maintains the ‘office’ diary is essential so that appointments
entered by personal users are transferred to the office diary with no overlaps or
double-bookings occurring.
Electronic Diaries
Many organisations invest in electronic diaries for use by their employees.
Electronic diary = a computer-based system that allows users to manage appointments

and share information with other users.

An electronic diary enables users to key in details of:
• meetings
• appointments
• names and addresses, e.g. of business contacts
• telephone, fax and e-mail numbers
• priorities lists
• itineraries.
By linking computers information entered into electronic diaries can be shared and
interrogated. This facility is particularly useful if the diaries of many employees
overlap. For example, if several employees have to attend the same meeting, the
following procedure would be carried out:
1. the date of the meeting would be entered into the system together with the names
of the employees expected to attend;
2. the diaries of those employees required to attend the meeting would be checked
electronically to ensure that everyone was available;
3. if an employee was not available to attend the meeting the software would
highlight this to the user;
4. an alternative meeting time could be entered into the system or the original
meeting confirmed in the diaries of those employees who could attend.
Using an electronic diary saves the administrative assistant a lot of time. In addition,
any appointments entered into the screen-based diaries of colleagues (for example an
administrative assistant on behalf of the line manager) will be highlighted when the
colleague accesses his/her own diary.
Other features of electronic diaries include:

• memo sections – a space where reminder notes about appointments can be entered
• appointment times – enables start and estimated end times of appointments to be
entered along with the purpose of the appointment or the name of the
person/people you are meeting with
• ‘to do’ lists – enables a number of tasks to be listed and prioritised. If at a later
time another task needs to be entered into the list and takes precedence over items
already entered, the system will re-sort the list into priority order
• double-booking blocks – the system will alert the user to any appointments that
when entered would result in a double-booking
• repeat appointments – once entered the software will automatically enter in
recurring appointments, e.g. monthly meetings
• alarm facility – an alarm can sound to remind you that an appointment is pending
• names, addresses and e-mail numbers can be stored as part of the diary
• monthly or daily lists of scheduled appointments can be requested easily.
If electronic diaries are to be used in an organisation all users need to have access to
computers and training in the use of the software.
Electronic Personal Organisers

Electronic Personal Organiser = a small hand-held device, usually no bigger than a
pocket calculator, that allows information (such as that held in a paper-based

organiser) to be stored in a digital format. The electronic organiser has a numeric and
alphabetic keypad. Functions vary according to the model purchased.
In addition to the features offered by a personal organiser, an electronic organiser will

often enable the user to:
• access word processing, spreadsheet and database facilities
• convert currency values
• record voice memos for action later
• connect to the office/base computers to enable information to be shared
• communicate via e-mail, fax or Internet
• convert home to world times
• manage expenses.
The number and range of features available will depend upon the model of electronic
personal organiser that is purchased. To manage appointments effectively it is
essential that the electronic personal organiser is compatible with the computer system
and software used in the office.
On-line Diaries
Web-based ways to schedule meetings and update personal and business calendars are
becoming a popular method of managing appointments. Using password protection
features, companies are creating web sites that offer free personal and business
information management services. These on-line diaries enable users to maintain and
share meeting schedules or appointments with colleagues and safely keep calendars
and address books in much the same way as electronic diaries but with the added
feature of e-commerce (electronic trading) facilities. The software also allows
itineraries and travel reservations to be planned automatically as it can link directly to
travel agency and hotel web sites.
Staff members can schedule meetings from any computer connected to the Internet.
Such web sites automatically offer:
• personal calendars
• reminder systems
• group calendars
• contact databases
• event listings and news.
They can also be set up to:

• check automatically for conflicts in the diaries of invitees to a meeting/event
• send out e-mail invitations and reminders
• reserve conference rooms.
Some of the sites offering such services are www.when.com, www.Jump.com and
www.ScheduleOnline.com.
If an organisation registers with such a site an administrator will need to take overall
control of scheduling meetings on other people’s calendars – individuals need to
control their own diaries. For example, a sales manager may see that each member of
the sales force is free first thing on Monday morning and then will block out an hour

for a team meeting. The meeting appears on all the individual calendars and sales
representatives also receive an e-mail alert.
Of course, whenever a meeting time changes or a new task crops up, users need to log
on to the Internet site and enter changes. If the daily workload is especially variable
you may find it easier and quicker to scribble changes on to a paper calendar/diary!
The type of diaries chosen for use by an organisation will depend upon:
• the nature of the work involved
• the sophistication of technology available to employees
Types of Appointment
The type of appointment that the administrative assistant may have to attend will vary
from organisation to organisation depending upon the exact nature of the job.
Examples of appointments which the administrative assistant may have to attend are
listed below:
1. appraisal interview with line manager;
2. meeting with line manager to discuss the day’s work;
3. meeting with other administrative assistants to discuss a proposed change to
Contracts of Employment;
4. meeting with a sales representative selling office sundries;
5. two-day training course;
6. meeting with Human Resources Manager to discuss a personal problem;
7. whole-staff meeting to discuss proposed changeover to ‘flexitime’;
8. weekly team meeting of all employees within the Department.
Prioritising and Organising Appointments

Having established the format of diaries to be used in the organisation it is essential
that the best possible use is made of these diaries.
As well as a personal diary, certain employees may be responsible for maintaining the
diary of a line manager and coordinating the diaries of other members of the
organisation. If this is the case, then the following rules should help to ensure that
appointments are organised effectively:
1. communicate regularly with anyone who has the authority to enter appointments
into the diaries of colleagues;
2. establish whether or not there are times in the day when colleagues prefer
appointments not to be made, e.g. a ‘quiet hour’ possibly at the beginning or the
end of the day;
3. if a ‘master diary’ is maintained, ensure that any personal diaries that overlap with
the master are updated to ensure that appointments coincide.
Anyone who has a diary to maintain, either a personal diary or a diary maintained on
behalf of colleagues, should ensure that the following rules are applied whenever
possible:
1. do not overbook, i.e. overfill diaries with appointments – ensure that there is some
time available for desk work;
2. allow some degree of flexibility when planning appointments – it is better to leave
too much time between appointments than too little in case meetings over-run;

3. attempt to estimate how long an appointment/meeting will last in order that
subsequent appointments can be booked in at a realistic time;
4. if using paper-based systems, provisional appointments (i.e. appointments that
have to be confirmed) should be entered in pencil and then re-entered in pen when
confirmation is received;
5. if using electronic-based systems, provisional appointments should be marked as
such and unmarked when confirmed (the method of marking will depend upon the
system used).
Dealing with Non-routine and Emergency Situations
In every job, situations will arise that are non-routine or emergency.
Non-routine = a procedure that is irregular and varied from normal practice.
Examples of non-routine situations are:

• a line manager is on long-term illness absence and you have to report to someone else
• the telephone lines fail preventing any incoming or outgoing telephone calls
• due to a flu epidemic you are transferred to another department for a week.
Emergency = an unforeseen situation demanding immediate action.
Examples of emergency situations are:

• an important customer arrives and demands to see your line manager
• company share prices crash and an unplanned board meeting has to be arranged
• production staff go on strike.
A situation may be non-routine and an emergency.
Although you plan methodically and carefully plans may have to be adapted because
of unforeseen (unexpected) circumstances. There will be certain times when urgent
action will be required on your part and other work that has been planned for that day
will have to be tackled later (see also Higher Administrative Services, Outcome 1).
It should, therefore, be remembered that when entering appointments into diaries:

• work schedules should have some degree of flexibility built in
• tasks with a deadline should not be left to the last minute.

If a non-routine or an emergency situation arises, how you react will depend upon: the
nature of the situation; your personality; support from colleagues; and organisational
procedures, e.g. there may be an agreed procedure for handling awkward customers.
In such situations remember to:
• remain calm
• call on others to help you
• accept responsibility for your actions if you have contributed to the situation
(everyone makes mistakes)
• consult others for advice
• keep others informed.
An example of a non-routine and an emergency situation along with a possible

strategy for dealing with the situation is detailed below.
Setting the scene: Gregson and Sons is a small firm of training consultants
employing 12 people. It is Friday afternoon. The staff have all been out to lunch to
celebrate winning a new contract. On return to work in the afternoon, eight members
of staff suffer from food poisoning and have to be sent home.
There are four members of staff left in the building. These staff members must be
employed effectively.
The office diary shows that there are two appointments scheduled for the afternoon –
prospective clients due at 3 p.m. and a sales representative is due at 3.30 p.m. There
are no trainees in the building.
Possible strategy:
Prioritise what must be done.
Priority Number 1: Ensure that a member of staff is on duty at Reception Desk to

greet any visitors to the firm and to answer any incoming telephone calls. This is a
high priority task as the organisation must appear to be running normally if any
visitors or telephone calls are received.
Priority Number 2: Ensure that a member of staff is given time to prepare for the
meeting at 3 p.m. with the prospective clients. This is a high priority task as it would
not be desirable to cancel an appointment that may lead to income for the
organisation in the future.
Priority Number 3: Contact the sales representative by telephone and re-schedule this
appointment. This is a low priority task and will not reflect badly on the organisation
or affect business if the appointment is postponed.

SUMMARY
Manage Appointments
• All appointments for employees in an organisation should be recorded. This

helps work to flow within an organisation.
• There are many diary formats available to assist in organising and recording
appointments. These diaries can be electronically-based or paper-based. The type
of diary chosen will depend upon the needs of the organisation and the level of
technology available to employees. Diary formats include: paper-based desk
diaries, paper-based personal organisers, electronic diaries, electronic personal
organisers and on-line diaries.
• Diaries of employees should be coordinated, either manually or electronically, to

ensure that appointments coincide and that overbookings or double bookings do
not occur.
• Prioritise and organise appointments. Diaries should not be over-filled with

appointments and a degree of flexibility should be allowed when making
appointments.
• If a non-routine or an emergency situation arises, act calmly, communicating with

colleagues regularly. Check: the facts of the situation; if any organisational
procedures would help; and if colleagues are available for support.

OUTCOME 4:
Organise and Monitor Travel and Accommodation Arrangements
CONTENTS PAGE
Aims 3
Organising Travel and Accommodation Arrangements 4

Booking Travel and Accommodation 6
Methods of Travel 6
Evaluating and Monitoring Costs in Terms of Routes and Method of Travel 8

Booking Accommodation 9
Monitor Travel and Accommodation Arrangements in Line with Financial 10
Limitations
International Time Zones and Effects on Arrangements 11

Practices, Procedures and Standards Required when Dealing with Business 12
Abroad as well as Cultural Differences
Preparing Itineraries 14
Making Monetary Arrangements and Dealing with Exchange Rates 16
Travellers’ Cheques 18
Eurocheques and Eurocheque Card 18
Direct Payment by the Organisation 18
Checking and Verifying Expenditure 19
Passport and Visas 22
Passport 22
Visa 22
Medical and Travel Insurance 23
Vaccinations 24
Summary 25

OUTCOME 4:
Aims
• Be able to obtain details of travel and accommodation requirements.
• Understand how to book and monitor travel and accommodation needs.
• Appreciate the effects that international time zones can have on arrangements.
• Be aware of practices, procedures and standards required when dealing with

business abroad.
• Understand cultural differences.
• Be able to prepare itineraries.
• Be able to evaluate and monitor costs and time in terms of routes and methods of
travel.
• Be able to make monetary arrangements and deal with exchange rates.
• Check and verify expenditure relating to travel and accommodation.
• Appreciate visa, medical and insurance requirements when arranging travel and
accommodation.

Organising Travel and Accommodation Arrangements
Employees may be required to travel to meetings, conferences and events. Travel may
be within the UK or overseas. Accommodation may also be required.
An administrator will often be required to organise the travel and accommodation

arrangements. To do this properly the following information will require to be
obtained:
• the name and department of the employee(s) going on the business trip
• the destination
• the purpose of the trip
• the dates of the trip
• the method and form of travel preferred
• the type of accommodation required (if necessary)
• the budget for the trip
• whether the employee is a smoker/non-smoker
• any special needs the employee may have, e.g. wheelchair access or special diet.
It is important that the administrator obtains the correct details to help ensure that the
most appropriate travel and accommodation requirements are made.
Complicated or important instructions received over the telephone or during a face-to-

face conversation may be misheard – this can have serious consequences on the
arrangements you make! It would be wise for an administrator responsible for making
travel arrangements to insist that all requests are confirmed in writing – either by fax,
e-mail, memo or brief note. Some organisations ask staff to complete a pre-printed
Request Form for travel and accommodation to assist the administrator when making
arrangements. An example is given on the next page.
The use of this type of pre-printed Request Form should ensure that the administrator
receives the essential information relating to the travel and accommodation
requirements. Because the request is in writing and signed, disputes should not arise
over what was requested or required.
It is important to remember that misunderstandings can be very costly to an

organisation! The administrator should get the correct information before he/she
begins to book travel and make accommodation arrangements.

TRAVEL/ACCOMMODATION REQUEST FORM
Name ............................................. Dept ......................................................
PASSENGER DETAILS
Title Surname First Name Date of Birth
............. ............................. ............................. .........................
............. ............................. ............................. .........................
............. ............................. ............................. .........................
REASON FOR BUSINESS TRIP
.........................................................................................................................
.........................................................................................................................
TRAVEL/ACCOMMODATION DETAILS
Departure Date ............................ Place of Departure .............................
Cities to be visited Dates of stay Accommodation preferred
...................................... ............................. ...........................................
...................................... ............................. ...........................................
Preferred form of travel ..............................................................................................
OTHER REQUIREMENTS
Smoking/Non-Smoking* Itinerary Required YES/NO*
Special Requests ........................................................................................................
....................................................................................................................................
Visa YES/NO* Vaccinations YES/NO*

* Delete as appropriate
Signed ........................................................... Date ...........................................

Booking Travel and Accommodation
This is one area where good planning and organisation are absolutely essential –
otherwise the consequences can be disastrous, with missed appointments, long delays
or unsuitable accommodation.
The procedures for booking travel and accommodation needs will vary depending on
the size of the organisation and the number of times travel arrangements have to be
made.
A large organisation may feel it necessary to have specialist staff to deal with travel
and accommodation arrangements. Most organisations will not, however, have the
luxury of specialist staff – the organisation of travel and accommodation being part of
the duties of general administrative staff.
A local travel agent can provide valuable help and advice, and may be used to make
certain bookings for travel and accommodation needs. The Internet is also an
excellent source of travel and accommodation information – increasingly travel and
hotel bookings can be made over the Internet.
Methods of Travel
There are 4 basic methods of travel:

• road (including car hire)
• rail
• air
• sea.
The following are advantages and disadvantages of each method of travel.

METHOD ADVANTAGES DISADVANTAGES
ROAD
Private car/hire car • can choose own time of • tiring if long journey
departure and route taken • delays possible due to heavy traffic, road
• door-to-door works or getting lost
• relatively inexpensive method of • parking may be difficult to find and/or
travel expensive
• can stop for a break when you
want
Taxi • convenient • more expensive than private motoring,

• no parking problems especially for long journeys
• no difficulties in finding address, • traffic delays increase cost
especially in a city centre or • can prove difficult getting a taxi during
unfamiliar place peak times
TRAIN • usually quite fast • expensive to travel during peak times

• reliable in most weathers • train can be crowded and no guarantee of
• useful if travelling from one city seat if not pre-booked
centre to another • may have to change trains on some routes
• frequent service • may be delays
• can pre-book your seat • difficult to store much luggage
• space to work, move and/or relax
AIR • fastest type of travel • expensive

• good facilities at most airports • airports can often be several miles from
refreshments/meals en route city centre
• minimal check-in time for most • long check-in time required for some
domestic (within the UK) flights flights abroad
• most popular method of • bad weather can mean delays, rerouting or
transport if going abroad cancellation
• need to pay extra if your luggage is above
the weight limit
• parking can be expensive if leaving car at
the airport for more than just one day
SEA
Ferry and • reasonably priced • slower than air travel
Hovercraft • useful method of transport • boarding/disembarking can take time
between British mainland and • delays or cancellations in bad weather
surrounding destinations • rough seas can make journey unpleasant
• modern ferries have reduced • ferryports not usually near city centres
sailing times – hovercrafts are • limited number of seats and car spaces
even faster make advanced booking necessary,
• cars allowed on most vessels especially in peak season (summer
• regular sailing times on popular months)
routes
• sleeping accommodation and
other facilities on board
Channel Tunnel • fastest crossing • quite expensive in peak periods

(alternative to ferry • regular service • delays possible
and hovercraft when • booking not always required
crossing the • simplified customs procedure
Channel between • can take your car
England and France)

Evaluating and Monitoring Costs in Terms of Routes and Method of Travel
When deciding on the most appropriate travel arrangements the administrator requires
to take into account the advantages and disadvantages of the various forms of
transport as well as:
• the reason for the trip
• who is going on the trip (level of responsibility) and any preferred methods of
travel
• the distance involved
• the amount of time available
• the budget available
• company policy.
Given below are some business scenarios requiring travel arrangements to be made
from Edinburgh to various destinations. Examples of alternative travel arrangements
for each situation are provided to give you a flavour of the types of decisions an
administrator will need to make.
Travel from Edinburgh to Glasgow for a meeting – the business traveller could either
drive or take the train. Suitable transport from the train station would have to be
organised.
Travel from Edinburgh to London for a business conference – the business traveller
could drive, take the train or fly. Suitable transport from the train station or airport
would have to be organised.
Travel from Edinburgh to Paris, France – the business traveller could either:
• drive to a ferry port and take the ferry or hovercraft to France – this would also
enable him/her to have the option of taking his/her car to France. When in France
the person would have to travel to Paris
• drive to the South of England and travel through the Channel Tunnel to Paris
• fly from Edinburgh to Paris and, if necessary, hire a car in Paris.
Travel from Edinburgh to New York, USA – the business traveller would require to fly
and, if necessary, hire a car on arrival in New York.
Travel from Edinburgh to Orkney – the business traveller could either:

1. drive to Aberdeen and get the ferry from Aberdeen to Stromness, Orkney;
2. take the train to Aberdeen and get the ferry from Aberdeen to Stromness, Orkney;
3. fly from Edinburgh to Kirkwall, Orkney.
If the business traveller was using option 2 or 3 suitable travel arrangements would
have to be made on arrival in Orkney.
The method of travel chosen for a business trip will depend on the cost and the travel
time. The least expensive method of travel will not necessarily be the one which is
chosen. For example, it may be less expensive to drive from Edinburgh to London but
driving takes approximately seven hours compared with flying from Edinburgh to
London which takes approximately one hour. If the business traveller requires to get
to London quickly then the flight is likely to be more appropriate.

It should be noted that prices for different methods of travel are subject to frequent
change. For example, flights at peak times of the year are likely to be more expensive
than at other times of the year. Special or promotional offers may also be available at
certain times of the year. The administrator should investigate the alternative methods
of travel each time a business trip is to be organised.
When making travel arrangements the following should be remembered:

• many towns and cities have more than one train station – a careful note should be
made of which station the business traveller is departing from and arriving in
• travel agents and the Internet are both excellent sources for up-to-date information
• it may be possible to obtain special rates by making bookings through a travel
agent or the Internet
• if the budget stretches to First Class travel or Business Class then this can offer
extra comfort to the business traveller
• if hiring a car for the business traveller make a note of the hire company and
where the car is to be collected from, e.g. if it is to be picked up on arrival at the
airport.
Booking Accommodation
When booking accommodation, as with travel arrangements, it is important to ensure
that you have accurate information on the requirements.
The accommodation chosen should ensure that the employee is at his or her best to
conduct business.
Well-known hotel groups which are familiar with the needs and expectations of
business customers are used by many organisations. Such hotels offer many of the
following facilities:
• desk area for working
• office services, e.g. multi media PC (including Internet access, e-mail facility,
photocopying and printer) and fax machine
• stationery
• telephone in room
• a private bathroom
• tea/coffee making facilities
• 24-hour room service
• TV and video
• early morning breakfast
• fast check out service.
This type of hotel can, however, be expensive and may not be appropriate for all
business budgets. Organisations will often have regulations concerning the standard of
accommodation that is appropriate to the type of business trip or position of the
employee, e.g. the more important the business trip or the higher up the organisation
an employee is, the higher the standard of accommodation.
A travel agent can be an excellent source of information. A travel agent may also be
able to obtain better rates when booking accommodation.

When booking accommodation it will be necessary to:
• specify the accommodation requirements
• check carefully the rate quoted, e.g. whether the cost is per room or per person,
and whether the cost includes breakfast
• check any special requirements with the hotel, e.g. if the person is disabled or has
special dietary requirements
• check the expected time of arrival with the hotel – especially if this is likely to be
after 6.00 pm – otherwise the room may be re-let
• check the exact location of the hotel and obtain maps as appropriate
• check car parking facilities (if appropriate).
Unless your travel agent is making the booking, it is usual for the administrator to
telephone the booking agency or the hotel to make the reservation and then to write or
fax confirmation of the booking. A copy of the letter or fax should be kept.
Monitor Travel and Accommodation Arrangements in Line with Financial

Limitations
The administrator should keep the budget for the business trip in mind at all times
when organising the travel and accommodation arrangements. It is important that the
administrator contacts his/her superior if it is proving difficult to keep within the
budget.
There should be a system in operation for evaluating the travel and accommodation
arrangements made. The business traveller should be required to report back to the
administrator (or organiser of the business trip) either in person or by way of a
questionnaire (or similar form) with his/her views on the travel and accommodation
arrangements made. Such information should assist in the organisation of future trips
to the same destination. If the feedback is highly positive then the same or similar
arrangements can be made in future. If the feedback is highly negative then different
travel and/or accommodation arrangements will require to be made.

International Time Zones and Effects on Arrangements
When organising a business trip abroad you may need to take into account time
differences between countries. Some examples are given below:
COUNTRY TIME DIFFERENCE*
Australia +10 hours
United States of America -5 hours
Germany +1 hour
Japan +9 hours
Spain +1 hour
* These are not always exactly to the hour as Britain and several other countries change
their clocks during the year to make the maximum use of daylight. Always check on
the air ticket as this shows the time of departure and the time of arrival in each country
(i.e. local times). You should also note that countries such as the United States of
America and Australia are so large that different parts have different time zones.
A business traveller may experience jet lag when visiting a country with a large time
difference to the UK.
Jet lag = extreme tiredness and other bodily effects felt after a long flight involving
marked differences in international time zones.
There have been many studies on how to reduce the effects of jet lag. The following
advice should be followed:
• avoid alcohol and caffeine during the flight – especially in large quantities!
• drink water during the flight
• if possible do some pre-flight exercise
• wear comfortable clothing and footwear during the flight
• find out how many hours ahead or behind the country you are travelling to is and
alter your watch – this helps you get in the right frame of mind
• try to avoid overnight flights
• book comfortable seating, e.g. First Class or Business Class, rather than economy
seats (if this is possible within your budget).

Jet lag is always worse if the journey is from west to east and is a long one.
For example, if a business traveller leaves San Francisco at 6.00 pm to fly to Glasgow
it is already 2.00 am the following day in Glasgow. When the business traveller
arrives in Glasgow, his/her body clock is saying it is 4.00 am but in Glasgow it is
actually 12 noon. When the traveller arrives in Glasgow he/she is likely to feel very
tired because of the time difference and the long journey. If possible the first
appointment should not be scheduled until the next morning.
People travelling from east to west (e.g. from the UK to the USA) gain time – if you
left the UK on a 9.00 am flight to New York, the arrival time would be 5.00 pm UK
time but 12 noon in New York. A meeting could then be made for 2.00 pm, given that
the traveller’s body clock would be registering 7 pm.
The time difference between the UK and the country being visited can be an important
factor for the administrator to consider when arranging appointments and meetings.
The time difference also needs to be considered when the administrator requires to
contact the business traveller. A traveller to the United States is unlikely to welcome
being woken up in the middle of the night by a routine morning telephone message
from the UK.
Practices, Procedures and Standards Required when Dealing with Business

Abroad as well as Cultural Differences
Ways of conducting business vary from one culture to another. It is important that
business people are aware of these differences when travelling to a foreign country or
when receiving foreign guests to the UK. Information about cultural differences and
business practices, procedures and standards should be acquired so as to avoid offence
or embarrassment.
The businessperson who shows an interest in the culture of the country being visited
is likely to have a more rewarding trip. Having a knowledge of the language and
customs of the country being visited will impress one’s hosts.
On the whole business practice in European and American countries operates roughly
along the same lines as the UK. There are, however, significant differences when
dealing with China, Japan, South East Asian countries and Arab and Islamic
countries.

It should be remembered that, whichever country is being visited, people will be more
welcoming if the traveller has taken the trouble to understand their customs, and has
learned to speak even a little of their language.
The following provides some examples of the more important differences between the
customs of Europe and those of Japan and Arab and Islamic countries.
IN JAPAN IN ARAB AND ISLAMIC COUNTRIES
The key is showing respect, both for one’s host and Men should wear business suits. Women should
for one’s own organisation – never criticise the host never wear trousers – skirts should be at least knee-
company or individuals within it. length and, in some countries, should cover the
ankles. Women should carry something with which
to cover their heads if necessary.
Business cards are a major business tool – you will In many Muslim countries alcohol is banned. Even
need a very large number of them as they are passed where this rule is more flexible it is recommended
out to almost everyone. The details should be printed not to drink in public to avoid offending your host.
in both English and Japanese. When presenting and Food, drink or cigarettes should not be touched with
receiving business cards do so with both hands and your left hand.
be sure to take the time to read the business card you
have received (this signifies your full attention and
due respect).
Never assume you are on first name terms until your You should never speak to a woman unless you have
host indicates that this is the case. been formally introduced – you may find that you
can only speak to a woman through her husband.
Bowing is an integral part of daily life and the level You may be expected to remove your shoes when
of the bow changes with the relationship of the entering certain buildings.
people greeting each other, e.g. a subordinate will
bow lower than his superior will. Take your lead
from your host and aim to bow slightly lower. The
Japanese tend to use bowing rather than shaking
hands.
It is a mark of respect that the Japanese will take Punctuality is not vital and you may be kept waiting
time to consider your proposals fully – this can result – sometimes for a long time. It is important not to
in long meetings with frequent pauses for thought. It lose your patience in such a situation.
is important not to show impatience – if they are
taking their time this is ultimately a sign of respect.
Hierarchy is very important in Japanese business Do not show too much interest in one of your host’s
life, therefore it is important to match people with possessions – they may feel forced to give it to you
the same status in negotiations, e.g. your Managing as a gift
Director should meet their Managing Director.
Large delegations are an indication of the Japanese
company’s serious interest in your proposals and
they should be met by a similar number of people
from the UK company.
Never appear loud and aggressive. Gift giving is appreciated, as is gratitude for
hospitality.
Women doing business in Japan may be regarded Muslims take Friday as their day of rest and
with unease especially by older business people. Saturday is a normal working day. Sunday may
sometimes be taken as a non-work day.
The Japanese rely heavily on paperwork for

information and will be impressed if you write good
meetings reports and provide a good solid company
profile (in Japanese and English).

Preparing Itineraries
An itinerary is the main document that the administrator arranging a business trip will
be expected to prepare once all the travel and accommodation bookings have been
made and confirmed. A well-prepared itinerary will be invaluable to the person going
on the business trip.
ITINERARY = a programme of travel, accommodation and events for a trip, which

gives a brief summary of all the arrangements made, in date and time order, for easy
reference.
When preparing an itinerary the following rules should be remembered:

• show all the dates covered by the trip, the destination and the names of those
involved clearly at the top
• ensure the arrangements start from the traveller’s home (or the office) and return
to the home (or office)
• list the arrangements in date and time order
• always use the 24-hour clock
• give clear information regarding the travel and accommodation arrangements
made, e.g.
* times of departure and arrival
* flight numbers and terminals
* check-in times
* name, address, telephone and fax number of hotel and/or car hire firms.
The style of itinerary will vary from one organisation to another, although the main
features will usually be the same. An example of a basic itinerary is given overleaf.

ITINERARY OF MR MARC JONES
Trip From Edinburgh to London – Wednesday, 25 June 200- And Thursday 26

June 200-
Wednesday 25 June 200-
0630 hours Taxi from house to Edinburgh airport
0700 hours Check-in for flight to London Heathrow (Flight Number BA 288)
0800 hours Depart to London Heathrow
0900 hours Arrive London Heathrow where Mrs Rosemary Queen will meet you
and take you to the London Transport Museum
1030 hours Attend conference at London Transport Museum
1230 hours Lunch with other delegates which is being organised by Mrs Rosemary
Queen
1700 hours Tour of the London Transport Museum
Overnight accommodation is booked at the nearby Palace Hotel for

yourself and the other delegates
Palace Hotel
Edgware Road
London
W2 1JU
Tel: 0171402 4141 Fax: 0171 724 8866
2000 hours Dinner Dance at the Palace Hotel
Thursday 26 June 200-
0730 hours Taxi from Palace Hotel to London Heathrow airport
0815 hours Check-in for flight to Edinburgh airport (Flight Number BA 624)
0845 hours Depart from London Heathrow
0945 hours Arrive Edinburgh airport
Taxi from airport to office

Making Monetary Arrangements and Dealing with Exchange Rates
A person going on a business trip will require money! The arrangements the
administrator will be required to make will depend upon the organisation’s policy
regarding how much money should be taken and whether the trip is within the UK or
abroad. Generally, the rule should be to keep cash to a minimum in case of loss or theft,
and to provide the traveller with alternatives to paying by cash, e.g. credit cards, charge
cards or travellers’ cheques for journeys abroad.
If the trip is within the UK you simply have to ensure that the traveller has enough
money with them for small day-to-day needs and suitable ways of making payments for
other expenses incurred during the trip, e.g. a credit card or charge card.
If you are organising a trip abroad then there is a greater range of options with regards
to making the monetary arrangements.
Firstly, you will have to ensure that the traveller has enough money to pay for day-to-
day requirements such as taxis, cups of coffee and tips – this money will need to be in
the currency of the country being visited.
Below are some examples of the currency in different countries:
COUNTRY CURRENCY
USA Dollar
Australia Australian Dollar
UK Sterling
France French Franc
Germany Deutschmark
Hong Kong Hong Kong Dollar
Ireland Punt

COUNTRY CURRENCY
Japan Yen
Spain Peseta
When ordering foreign currency (from a bank, post office, travel agent, etc) it is
important to be aware that the current exchange rate will determine how much is
received. The exchange rate can go up or down. You should allow sufficient time for
your order to be processed – about 7 days – particularly if you need an unusual
currency which your bank or travel agent is unlikely to keep in stock.
The following are examples of exchange rates at the time of publication:
£1 (STERLING)
WOULD BUY:
America 1.5 Dollars
Australia 2.5 Australian Dollars
France 10 French Francs
Germany 3 Deutschmarks
Japan 190 Yen
Euro 1.5 Euros
Exchange rates are frequently changing and the up-to-date rates are displayed at the
bank, post office or travel agent. You can also find this information in many
newspapers, on teletext and on the Internet.
Using the exchange rate examples above, £500 sterling would convert to:
POUND STERLING EXCHANGE RATE PER POUND AMOUNT OF CURRENCY

STERLING
£500 1.5 American Dollars 750 Dollars
£500 2.5 Australian Dollars 1250 Australian Dollars
£500 10 French Francs 5000 French Francs
£500 3 Deutschmarks 1500 Deutschmarks
£500 190 Japanese Yen 95000 Yen
£500 1.5 Euro 750 Euro
Travellers’ cheques, euro cheques and plastic cards are other popular methods of
accessing money or paying for goods when abroad.

Travellers’ Cheques
These are available from banks and travel agents in sterling, dollars and several other
currencies. It is sensible to obtain travellers’ cheques in a variety of denominations,
e.g. £100, £50 and £20 – the person on the business trip is then able to cash a
travellers’ cheque for the amount of money required.
When travellers’ cheques are purchased they require to be collected by the person
who will be using them, as for security reasons they need to be signed in front of the
bank or travel agency clerk. When the cheques are cashed, the holder must produce
his or her passport and sign the cheque again in the space provided.
Each travellers’ cheque has a unique number. It is important that the traveller keeps a
note of this number along with the value of each cheque – this information should be
kept in a safe place, separate from the cheques. If the travellers’ cheques are lost or
stolen the traveller simply contacts the nearest bank office (from an issued list) and
quotes the travellers’ cheque numbers – replacements will then be provided at no
extra charge. This makes travellers’ cheques far safer than cash.
Unused travellers’ cheques can be exchanged for pounds sterling on return to the UK.
Eurocheques and Eurocheque Card

Eurocheques are only valid in European and Mediterranean countries. Eurocheques
are used in the same way as normal cheques to pay for goods or obtain cash from a
bank. As with normal cheques, a Eurocheque card is likely to be required. Some
Eurocheque cards can be used in autobank machines to withdraw cash – a Personal
Identity Number (PIN) is required for this service.
It normally takes up to 10 days to obtain a Eurocheque book and card.
Direct Payment by the Organisation

The most popular method of payment abroad with business travellers is ‘plastic’ –
credit cards, charge cards and debit cards. These cards can be used to pay for goods
and services with the organisation that the business traveller works for being billed
directly by the credit card company.
Credit cards, e.g. Mastercard and Visa

Credit cards allow the holder to spend up to a pre-agreed credit limit. The holder
receives a monthly statement from the credit card company with an itemised list of all

the transactions – this is very useful for checking and verifying expenditure. If the
balance due is paid within a few weeks no interest is charged. However, if only part of
the balance is paid (a minimum amount to be paid is always quoted on the statement)
interest will be charged on the remaining balance still due. These interest rates can be
high!
The pre-agreed limit on the credit card can sometimes be a problem for a business
traveller. In some countries, e.g. USA, hotels may ask for the credit card on arrival
and process it for a much larger amount than the quoted hotel bill (in case the guest
causes any damage or runs up a high bill). The charge is adjusted to the correct
amount at the end of the stay, but in the meantime the card may be virtually unusable
if it is close to its credit limit. For this reason it is a good idea for a business traveller
to take two credit cards with them – one Visa and one Mastercard.
Charge cards, e.g. American Express and Diners Club

A charge card differs from a credit card in that the total expenditure on the card must
be paid in full at the end of a pre-set period (usually between 45 and 60 days) – if not,
a late payment penalty is charged. There is no pre-set spending limit. A charge card is,
therefore, ideal for someone on a business trip who may have to extend his or her stay
at the last minute and purchase additional air tickets and accommodation.
Corporate cards can be purchased and issued under the name of the company. The
company receives a breakdown account for each separate card so that expenses can be
checked.
Debit cards, e.g. Switch and Delta

These are linked to current or savings accounts and act as a cheque substitute. Debit
cards are carried by many individuals and are often used to pay for goods (rather than
writing a cheque) as well as to obtain cash from autobank machines.
The difference from a credit card or charge card is that the amount is automatically
transferred from the customer’s bank account into the retailer’s bank account – the
card holder does not wait until they receive a bill to make payment.
It should be noted that there are still areas of the world where plastic cards are not
acceptable so it is important that the administrator has up-to-date information on the
country being visited.
Checking and Verifying Expenditure

Every organisation should operate an effective system for checking and verifying
expenditure incurred on business trips. Such a system should assist the organisation in
checking that they are not over paying for travel and accommodation, and should also
assist in estimating how much future trips are likely to cost.
Two types of claims for expenditure will usually arise from business trips:
• invoices from the travel agent, airline or hotels
• Expenses Claim Forms from the travelling employee(s).

The invoices from the travel agent, airline or hotels are the bills for using the
particular service. When making reservations for a business trip, the administrator
should make a careful note of the prices being charged. This will assist in checking
that the final invoices are for the agreed amount. If you have a query regarding any
bill it is important to check with the business traveller to see if there is a simple
explanation for the invoice charge. If the charge cannot be explained then the business
that sent the invoice should be telephoned and the charge queried.
The following are examples of common discrepancies on invoices:

• a room may have been booked which was to include breakfast in the price yet the
hotel may have charged separately for breakfast
• arrangements may have been made for the hire of a particular make and model of
car. When the business traveller goes to pick up the car the hire firm may not
have the make and model of car available and may try to charge for a more
expensive car.
The Expenses Claim Form assists the employee in claiming all the expenses they have
incurred during a business trip. It also assists the business in checking the claim and
verifying expenditure.
It is normal practice for an organisation to insist that business travellers attach receipts
to Expenses Claim Forms. This assists in proving that the expense was actually
incurred and helps to check that the claim is for the correct amount. If payment has
been made for some expenses by credit card or charge card, the monthly statement
can assist in checking the validity of the amounts claimed.
The Expenses Claim Form should be checked carefully by the organisation as

personal expenses may have been inadvertently claimed or an arithmetical error may
have been made in adding up the expenses.
The following is an example of an Expenses Claim Form.

EXPENSES CLAIM FORM
Name ........................................................................................................................
Department ..............................................................................................................
Position ....................................................................................................................
Travel Details Cost Correct/Error Noted
Subsistence Cost Correct/Error Noted
Other Expenses Cost Correct/Error Noted
Total Expenses Due £ ......................................
Employee’s Signature ..................................................................................................
Date ............................................ Approved by ................................................

Passport and Visas
Passport
All UK nationals travelling outside the UK need a valid passport. A British passport
lasts for 10 years from the date of issue – it is important to double check that the
passport will be valid at the time of the business trip!
If a new passport is required then this should be organised well in advance of any
business trip. Application forms are available from the Post Office and from many
travel agents. It is usual to apply for a passport by completing the application form
and posting it to your nearest passport office. In an emergency, however, the person
requiring the passport can visit his/her nearest passport office in person and wait for
the application to be processed. Passport offices can be found in London, Liverpool,
Glasgow, Peterborough, Belfast and Newport (Gwent).
A note of employees’ passport numbers and the date and place of issue should be kept
in case a passport is lost or stolen. If a passport is lost or stolen in the UK the police
and the passport office should be notified. If the passport is lost or stolen during a
business trip abroad then the traveller should notify the police and contact the nearest
British Embassy or Consulate who will arrange for the necessary emergency travel
documents to be issued for the return journey.
Visa
For entry into certain countries a visa or permit is required (see page 23 for examples
of countries requiring a visa). Visas are usually just a formality and are obtained from
the Embassy or Consulate of the country concerned. Either the staff from the Embassy
or Consulate, or the travel agent will have details of the cost, how to apply, the length
of time for which the visa is valid and how long it usually takes for one to be issued.
Nowadays a travel agent can make any visa arrangements. The visa is stamped on a
page in the passport and states clearly the date of expiry.
In an emergency, it is possible to apply in person for a visa to the relevant Embassy or

Consulate.
Many regular business travellers may find it beneficial to have 2 passports for the
following reasons:
• if one has expired and is away for renewal then they can use the other to travel
with
• if one is away to get a visa stamp then they can use the other
• evidence of a visit or a visa with a certain country can result in another country
refusing entry, e.g. an Arab country may refuse admittance to anyone whose
passport contains evidence of a visit to Israel.

Medical and Travel Insurance
All travellers should ensure that they have suitable medical and travel insurance.
Insurance policies are available from insurance companies, banks, building societies,
brokers, major travel agents, the AA and other sources. A good insurance policy for
business travellers will include cover against all of the following:
• medical expenses and emergencies – this will include medical treatment
(including having to stay in a hospital), a special air ambulance home, an
ambulance to and from the airport in both countries and, in many cases, access to
a 24-hour emergency helpline
• personal liability – to cover accidental injury to people or property
• cancellation or early return – should cover the full cost of the trip if an
acceptable reason is given, e.g. illness or death of business traveller/fellow
traveller, redundancy, disasters at home/work (e.g. a fire), being a police witness
or on jury service
• belongings and luggage – to cover personal items and company equipment or
samples taken abroad. The policy should also give compensation so that essential
items can be replaced if luggage is delayed en route
• money – cover should be for travellers’ cheques, tickets and passports as well as
for cash
• delayed departure – if the delay is for more than 24 hours, through bad weather,
strikes or transport failure, then the full cost of the trip should be covered.
Other features of the insurance policy may include the expenses incurred in obtaining
a duplicate passport and cover for legal expenses. The best policies are ‘nil excess’,
which means that the full amount of any claim will be paid, without any deduction.
Most travel insurance policies do not cover driving abroad. If a business person is
taking their own car abroad they should ensure that they are properly covered by
taking out additional cover in case of breakdown, accident or theft. Such policies offer
roadside assistance and recovery abroad, will pay for a replacement car whilst the
traveller’s car is being repaired and if the car is unrepairable will transport the car and
up to 4 or 5 passengers back to the UK.
If a car is hired abroad the rental company will issue their own insurance policy. It is
important to check that this policy provides adequate cover.
Most organisations where executives are frequent travellers have annual insurance
policies to cover all of the above risks of travel.
If the business trip is within Europe then an E111 form should be obtained from the
Post Office. This is free and entitles the traveller to free or reduced-cost emergency
medical treatment in most European countries. In return, visitors from these countries
are also entitled to medical treatment when visiting the UK.

Vaccinations
As well as taking out relevant insurance cover it is also important that any
vaccinations (or inoculations) are obtained. These are either essential or highly
recommended when visiting certain countries and can be obtained from your local
doctor. It is important for an administrator to have up-to-date information on
vaccination requirements and the length of time these are required to be administered
before the business trip – it can be several weeks before some vaccinations are
completely effective.
The vaccination certificate should be taken on the business trip as it may have to be
shown when entering the country or be shown to a doctor if the person takes ill on the
trip.
Examples of Visa and Vaccination Requirements
COUNTRY VISA REQUIRED FOR UK VACCINATION

PASSPORT HOLDERS REQUIREMENTS
Australia Yes Tetanus
Canada No Tetanus
China Yes Hepatitis A

Typhoid
Tetanus
Polio
Malaria
Japan No Tetanus
Polio
South Africa No Typhoid

Tetanus
Polio
Malaria
United States Yes Tetanus

SUMMARY
• The first key step when organising travel and accommodation is to obtain the
correct information about the trip. If the administrator misunderstands instructions
then this can have serious consequences.
• When making travel and accommodation arrangements it is important to make the

best possible arrangements within the allocated budget for the trip.
• The four main methods of travel are road, rail, air and sea – for each business trip
the advantages and disadvantages of each method should be considered and the
most suitable form of travel chosen.
• When booking accommodation the administrator should organise the most

suitable accommodation for the trip. A poor hotel with restricted check-in times
and limited facilities in a noisy or remote location should be avoided!
• Travel agents can be a useful source of information, help and advice. The Internet
is increasingly becoming a good source of information.
• Any time difference between the UK and the country being visited should be
taken into account when arranging appointments and meetings – particularly if ‘jet
lag’ is an issue.
• Cultural differences between the UK and the country being visited should also be
made clear to the business traveller to ensure that their trip goes smoothly.
• The administrator should ensure that an itinerary is prepared giving details of all
travel arrangements, accommodation and events.
• The administrator should ensure that the business traveller has suitable ways of
making payment during the business trip. Depending on the destination these may
include: obtaining foreign currency, travellers’ cheques, eurocheques, credit cards,
charge cards and debit cards.
• All claims for expenditure should be checked and verified before payment is
made. Two types of claim for expenditure will usually arise from a business trip:
• invoices from the travel agent, airline or hotels
• Expenses Claim Forms from the travelling employee(s).
• Before anyone can travel abroad they need a valid passport. For some countries a
visa and/or current vaccination certificate is also required. In addition, adequate
medical and travel insurance must be obtained.

• The administrator should ensure that the business traveller has the following
documentation for the business trip along with the itinerary:
• tickets
• current passport and visa (if required)
• current vaccination certificates (if required)
• letters and faxes of confirmation for hotels and car hire
• reports, presentation materials and other relevant business documentation
• E111 Form
• maps
• emergency numbers.

OUTCOME: 5
Organise, Support and Record Meetings
CONTENTS PAGE
Aims 3
Purpose of Meetings 4
Nature of Meetings 4
Informal Meetings 4
Formal Meetings 5
Types of Meetings 5
Types of Committee 5
Organisation’s Procedures – Legal and Regulatory Requirements 6

Election of Office Bearers 6
Roles and Responsibilities 7

Chairperson 7
Secretary 8
Duties of the Secretary before a meeting 8
Duties of the Secretary on the day of the meeting (before the meeting starts) 9
Duties of the Secretary on the day of the meeting (during the meeting) 9
Duties of Secretary after the meeting 10
Conventions and Procedures – Meetings 10

Terms Used in the Conduct of Meetings 10
Preparation of the Notice of Meeting and Agenda 13
Chairperson’s Agenda 15
Methods of Recording Key Issues and Decisions at Meetings 16
Methods of Recording Attendance 19
Typical Procedures at a Meeting 19
Evaluating and Selecting Venues 20

Internal Venue 20
External Venue 21
Consequences of Inadequate Preparation 25
Summary 26

OUTCOME: 5
Aims
• Understand the purpose and nature of meetings (including the nature of a formal
business meeting).
• Know the roles and responsibilities of the main office bearers, with particular
reference to the Chairperson and Secretary.
• Be aware of the conventions, procedures and terms used in the conduct of

meetings.
• Be aware of the need for a Notice of Meeting and Agenda to help ensure that the
relevant people know about the meeting, what is to be discussed and the structure
of the meeting.
• Be familiar with the methods of recording attendance and key issues and decisions
at meetings – preparation of attendance register, Minutes, reports and Action
Minutes.
• Be able to evaluate and select venues for meetings and events (taking into account
catering facilities, requirements of participants with special needs, resources
required and the financial budget set).
• Understand the consequences of inadequate preparation for meetings and events.

Purpose of Meetings
Meeting = a gathering together of people for a purpose (Collins English Dictionary)
In this day and age of high-tech communications some people may argue that there
should be no need for meetings. In response to this argument, however, many people
would consider that whenever individuals are required to work and co-operate with
each other, it becomes necessary for those involved to meet.
In reality, meetings are an essential part of business life. They provide an opportunity
for people to have face-to-face discussion for the exchange of information and views,
the delegation of tasks and responsibilities, and a shared approach to problem solving
and decision making. This can often produce better ideas, plans and decisions than a
number of individuals working alone.
It is often argued that meetings can waste a lot of time and perhaps not achieve a great
deal. The first rule of effective meetings is that if a meeting is not necessary, then it
should not be held. It is often the case that a letter, a memo, a telephone call or a
simple conversation between two people can resolve problems.
Examples of when a meeting may be required are given below:

• where persuasion or encouragement is required
• where the exchange of ideas is required or a problem needs solved
• where there is a significant amount of information to be given to a number of
people.
If it is decided that a meeting is necessary then it is must be well organised and well
run to ensure it is effective. This is why the role of the Secretary and the role of the
Chairperson are vitally important for a successful meeting.
Nature of Meetings
Meetings fall into 2 categories – informal meetings and formal meetings.
Informal Meetings
Informal meetings are frequently held in business and can range from two members of
staff talking at coffee break about a topic related to their work, to the weekly meeting
of a Sales Team to discuss sales figures – this type of Team Meeting is very common
in business.

Informal meetings differ from formal ones as they take place without any specified
procedures or rules being followed. A group leader often leads the meeting rather than
a Chairperson and notes of the meeting may not always be required.
Formal Meetings
Formal meetings are normally held for a specific purpose and at regular intervals, e.g.
the Annual General Meeting (AGM) of a public limited company which has to be
held by law, or a Board Meeting.
Formal meetings tend to be very procedure conscious and have to follow certain rules
and regulations. The rules and regulations may be set out in a formal document
known as a constitution.
Minutes (formal notes) of the meeting will require to be taken and kept as a record of
what was discussed and what was decided during the meeting (these are looked at in
more detail later).
The following notes refer to the formal meetings an administrator would be involved
in organising, supporting and recording.
Types of Meetings
The most common types of formal meetings in business are as follows:
Annual General Meeting – all public limited companies must hold an annual meeting
to which all shareholders are invited. The AGM is required by law (a statutory
meeting) and the regulations are laid down in the Companies Acts. The AGM gives
shareholders the opportunity to discuss the performance of the company during the
year, discuss the future plans and elect office bearers for the coming year.
Extraordinary General Meeting (EGM) – a meeting open to all shareholders,

normally called to discuss special business which cannot be held over until the next
AGM, e.g. a rival company wants to buy the business.
Board Meeting – the business of a limited company is managed between AGMs by its
Board of Directors. The Directors hold board meetings at which company policy is
discussed and determined.
The Board of Directors can delegate powers and duties to a Committee or

Committees, which are formed to carry out certain tasks and report back to the Board.
Types of Committee
Executive Committee – has the ability to make decisions, which are binding (the
Company has to accept). The Board of Directors is an example of such a committee.
Advisory Committee – created to look at certain issues and make recommendations to

the Board of Directors, e.g. whether the company should expand into a particular
market.

Joint Committee – formed to coordinate the activities of two or more committees,
either temporarily or permanently. Such a committee can help to improve
communications between committees.
Standing Committee – permanently in existence to deal with certain matters which

have been assigned to it, e.g. a local council will have standing committees to deal
with finance and housing.
Ad Hoc Committee – formed for a particular task, e.g. to plan a special event such as a
retirement dinner. Having achieved its purpose it then ceases to exist.
Sub-committee – formed as part of another committee to look at a particular aspect,

e.g. to organise a fund-raising event. A Sub-Committee can be either standing or ad
hoc.
Organisation’s Procedures – Legal and Regulatory Requirements

Formal meetings have to comply with various legal requirements. For example,
statutory meetings, such as the Annual General Meeting and an Extraordinary General
Meeting, have to be run in accordance with the regulations laid down by the
Companies Acts.
To ensure that a meeting is valid (legal) it is important that the meeting is:
• properly convened – this means that the relevant notice must be given to every
person entitled to attend
• properly constituted – the Chairperson (or accepted substitute) must be present
and a suitable quorum (minimum number of people allowed to attend) must be
present
• held in accordance with the rules and regulations governing the conduct of
meetings of the particular organisation – these are set out in:
a company’s Articles of Association
a club’s Constitution
a local authority’s Standing Orders.
Election of Office Bearers

The election of the office bearers of a company should be in accordance with the
Articles of Association. Office bearers are usually appointed or reappointed at the
AGM. Nominations for each position will be proposed and seconded. Where more
than one person is nominated then a vote will be taken.

Roles and Responsibilities
The roles and responsibilities of the main office bearers at a meeting are as follows.
OFFICE BEARER BRIEF SUMMARY OF ROLE
Chairperson The Chairperson is responsible for keeping order at a

meeting and generally taking charge of the meeting.
Secretary This would be part of the role of an Administrative

Assistant. The Secretary provides administrative support.
Treasurer Responsible for preparing financial reports and presenting

this information at the meeting. In business the Finance
Director or Chief Accountant would perform this role.
Chairperson
It can be argued that the Chairperson is the most important person at a meeting. The
Chairperson’s role is to take charge of the meeting. If the meeting is not chaired
properly then it may not achieve what it set out to achieve. By looking at the
responsibilities of the Chairperson you will be able to appreciate the importance of
this position. The Chairperson’s responsibilities include the following:
• to make sure that the meeting is set up and run according to the rules of the
organisation – the Chairperson must be completely familiar with the organisation’s
Standing Orders (the rules concerning the organisation and running of meetings) in
case there is a dispute about procedure
• to ensure that the previous Minutes are a correct record – the Chairperson must
liaise with the Secretary before the meeting to ensure that the Minutes of the
previous meeting have been prepared and checked
• to start the meeting punctually
• to sign the Minutes as a correct record once all members of the Committee present
at the meeting have agreed – this happens towards the start of the meeting
• to work consistently through the Agenda explaining clearly the item being discussed
• to try to ensure that everyone has the opportunity to speak and that discussion is
kept to the point – the Chairperson needs to prevent over-talkative members holding
the floor and encourage quieter members to have their say
• to ensure that all who speak address the Chair (talk to the meeting as a whole by
raising points through the Chairperson rather than talking directly to the other
members) – it would be very difficult to keep order if several different conversations
were going on at the one time
• to decide when discussion has gone on long enough and sum up conclusions reached
in an unbiased manner
• to put matters to the vote (when necessary), declare the results of voting and
summarise decisions so that they can be recorded properly – no one should be left in
any doubt as to what has been agreed
• to close or adjourn a meeting formally
• to make decisions, usually in consultation with the Secretary, between meetings and
generally act on behalf of the Committee
• to take any appropriate follow-up action required, as agreed

• to liaise with the Secretary regarding the preparation of the draft Minutes and the
next Agenda.
A good Chairperson is one who is competent, tactful, impartial and firm but fair.
Some people argue that the ability to be a good Chairperson is natural and others that
it is a skill that must be learned.
Secretary
The Chairperson is not the only person responsible for the smooth running and
success of a meeting. It can be argued that the Secretary is equally important.
The Secretary has certain tasks that should be completed before, during and after a
meeting to ensure that his/her role is carried out properly.
The amount of work involved will depend upon several factors:

• the reason for calling the meeting
• the type of meeting (e.g. formal or informal)
• the number of people who are likely to attend
• the venue.
There is a considerable difference between organising an AGM at a large hotel and

arranging for six members of a department to meet in the office for half an hour!
Duties of the Secretary before a Meeting
As Secretary to a meeting you should:

• book the venue/accommodation for the meeting – this will be determined by the
type of meeting and whether it is to be held internally (on the business premises)
or externally (e.g. in a hotel or conference centre). Always confirm the booking in
writing. Allow extra time both before and after the meeting as this gives you the
chance before the meeting to check the room is tidy and organised the way you
want it and provides for the meeting over-running
• note in your diary the date, time, place and nature of the meeting
• open a file for the meeting into which can be placed papers or notes of items in
connection with the meeting
• draft a Notice of Meeting and Agenda and present it to the Chairperson for
approval
• prepare and distribute the approved Notice of Meeting and Agenda to those
members entitled to attend. Attach any additional papers, which are to be sent out,
and the minutes of the last meeting if these have not been circulated previously
• make extra copies of the Agenda, any additional papers and the Minutes of the last
meeting for backup at the actual meeting
• carefully note any apologies for absence that are received. The Chairperson may
wish you to obtain statements or documents from members who cannot be present
but whose knowledge or opinions would have been sought
• arrange for name cards if the people present are not known to each other and
organise a seating plan as necessary
• arrange, as appropriate, refreshments, audio visual aids, car parking spaces and
special needs requirements such as wheelchair access
• prepare the Chairperson’s Agenda
• place a copy of the Minutes of the previous meeting in the Minute Book ready for
the Chairperson’s signature during the meeting
• have an Attendance Register (Sederunt) or sheet prepared for completion at the
meeting – this is particularly important if a large attendance is expected
• make sure that there are stocks of pencils, paper and notebooks. Look out
documents or files which may require to be referred to at the meeting
• notify the Press if the meeting is a public one, or if it is anticipated that a report
will appear in the newspaper.
Duties of the Secretary on the day of the Meeting (before the Meeting starts)
As Secretary you should:
• ensure that Reception is aware of the meeting and provide Reception with a list of
those attending – this is particularly useful if guests are expected
• put up direction signs to the meeting room
• place a ‘Meeting in Progress’ notice on the door
• check the room before the meeting to ensure that it is organised how you want it
and that there is suitable heating, lighting and ventilation
• check that water jugs, glasses, stationery and audio visual aids are in position and
that refreshments will be served at an appropriate time
• confirm the parking arrangements
• arrange with the switchboard to re-route calls or take messages whilst the meeting
is in progress
• collect all necessary files and documents which may be called upon during the
meeting including the attendance register, and spare copies of the Agenda and
Minutes of the previous meeting
• greet people on arrival at the meeting.
Duties of the Secretary on the day of the Meeting (during the Meeting)
• read the Minutes of the previous meeting, letters of apology and any other
correspondence
• ensure that the Chairperson signs the previous Minutes and signs any alterations
• assist the Chairperson throughout the meeting with files, papers, Agenda, etc

• take notes summarising all the proceedings at the meeting so that the Minutes can
be drafted after the meeting OR write down the action to be taken, by whom and
for what date if only Action Minutes are required
• make a separate note of any action to be taken by you and/or the Chairperson
• check that all those present have signed the Attendance Register.
Duties of Secretary after the Meeting

• remove the ‘Meeting in Progress’ sign and direction signs
• clear the room and leave it tidy. Check that no one has left anything behind
• if necessary, notify the catering staff that they may collect the unused
refreshments
• notify the switchboard that the meeting has finished
• draft the Minutes of the meeting as soon after the meeting as possible when the
discussion is still fresh in your mind and then check the draft Minutes with the
Chairperson
• send out the agreed Minutes before the next meeting or keep the Minutes aside to
be sent out with the next Notice of Meeting and Agenda for the next meeting
• prepare a note of any issues to be dealt with by the Chairperson and pass it to the
Chairperson
• remind any members who have agreed to take any action following on from the
meeting
• record the date and any other important information about the next meeting in the
Chairperson’s diary and your diary – if electronic diaries are used you may be
responsible for updating the diaries of relevant members
• make a note in your diary to remind you when the next Notice of Meeting and
Agenda should be sent out for the next meeting
• begin to draft the Agenda for the next meeting
• attend to any necessary correspondence and prepare thank you letters, as
appropriate, for the Chairperson’s signature.
Conventions and Procedures – Meetings

The more formal a meeting is the more heavily it will rely on conventions (customs or
customary practice) and procedures.
Terms Used in the Conduct of Meetings

There are many terms used during the course of a meeting – particularly if the
meeting is a formal one. To be able to contribute to the meeting you need to
understand what these terms mean. Examples of terminology are given overleaf:

TERM DEFINITION
ABSTAIN Where a member refrains from voting either in favour of or

against a motion.
ADDENDUM This is an amendment which adds words to a motion.
AD HOC This means “arranged for this purpose”. An Ad Hoc Committee is

set up to carry out a specific job. It can also be called a Special
Purposes Committee. When the work is completed the Committee
is disbanded.
ADDRESS THE CHAIR Where a member wishes to speak they must go through the
Chairperson, e.g. ‘Madam Chairperson’ or ‘Mr Chairman’.
ADJOURNMENT If a meeting is running out of time it may be necessary to adjourn

the meeting until a later date.
AMENDMENT This is a change to a proposed motion by the addition, deletion or

modification of words. An amendment must be proposed,
seconded and voted upon in the usual way.
ANNUAL GENERAL A meeting of all members of an organisation or shareholders of a

MEETING company which must be held each year.
BALLOT A written vote with provision for preserving secrecy of each

individual’s vote
CASTING VOTE An additional vote, usually held by the Chairperson, to enable a

decision to be made if the votes when counted are equally ‘for’
and ‘against’ a motion.
EN BLOC All at the same time, e.g. members of a Committee may be

appointed or re-appointed en bloc rather than voting for each
individual member.
EX OFFICIO This means “by virtue of office”. A person may be a member of a

Committee because of another post that they hold.
EXTRAORDINARY GENERAL A meeting called for a particular reason – often because of an

MEETING emergency (or a problem) where as many members as possible are
required to make a decision.
IN CAMERA This means “privately”, e.g. a meeting which is not open to the
public.
INTRA VIRES Within the legal power or authority of the organisation.
LIE ON THE TABLE A matter is said to “lie on the table” when the meeting decides that
no action should be taken on it at present.
MAJORITY The greater number of members either vote ‘for’ or ‘against’ a

motion.
MOTION A proposal moved by a member suggesting the way forward. This

should be discussed at a meeting.

TERM DEFINITION
NEM CON This means “no one contradicting”, i.e. no one opposes the
motion, but some may abstain from voting.
NO CONFIDENCE If a substantial majority of members are unhappy with the

Chairperson a vote of ‘no confidence’ may be passed. In this
situation the Chairperson must vacate the Chair and the Deputy or
some other nominated person will take over.
POINT OF ORDER A query raised by a member regarding the procedure at a meeting

or a query relating to the standing orders or constitution, e.g.
absence of a quorum.
PROPOSER The member putting forward a motion for discussion at a meeting
PROXY VOTE Where someone is allowed to vote for another member who is
unable to attend the meeting.
QUORUM This is the minimum number of members necessary for a meeting

to be held. The quorum will be specified in the regulations or
constitution.
RESOLUTION Once passed, a motion becomes a resolution.
RIDER This is an addition to a resolution – it adds to the resolution rather

than altering it.
RIGHT OF REPLY The proposer of a motion has the right of reply once the motion
has been fully discussed and before it is put to the vote.
SECONDER A person who supports the proposer of a motion.
SINE DIE For an indefinite period.
STATUS QUO This means as things stand at present, i.e. there is to be no change.
ULTRA VIRES Outside the legal power or authority of the organisation.
UNANIMOUS When all the members of a meeting have voted in favour of a

motion it is said to be carried unanimously.
VERBATIM A word for word record of what was said.

Preparation of the Notice of Meeting and Agenda
In order that the relevant people know about a meeting (date, time and place) and the
items to be discussed at the meeting it is necessary to prepare a Notice of Meeting and
Agenda. An example of a Notice of Meeting and Agenda is given below:
Notice of Meeting
A meeting of the Board of Directors is to be held in the Conference Room on
Wednesday, 23 February 200- at 1000 hours.
Agenda
1 Apologies for absence
2 Minutes of the previous meeting
3 Matters arising
4 Correspondence
5 Proposed expansion (Architect giving presentation)
6 Any other competent business
7 Date and time of next meeting
The Notice of Meeting section explains what meeting is to be held, where it is to be

held and when it is to be held – it should be straightforward to prepare. The length of
notice you need to give those entitled to attend the meeting is normally stated in the
Standing Orders of the meeting.
The Agenda gives the meeting a structure. The Agenda outlines what is to be
discussed at the meeting. This gives those attending the meeting an opportunity to
prepare for the meeting. The Agenda will make an essential contribution to the
meeting’s effectiveness and success.
The preparation of an Agenda is usually straightforward – items 1, 2, 3, 4, 6 and 7 in

the example given are the same for nearly every meeting. The items in the middle of
the Agenda depend on what is to be discussed at the meeting – it is this section that
the Chairperson must be careful with:
• it is important not to select too many items as this can result in the meeting being
rushed and decisions taken without adequate consideration
• the items that are chosen need to be clearly defined so that those attending the
meeting know exactly what is going to be discussed – if the items on the Agenda
are too vague, this can cause problems
• the order in which the items appear on the Agenda is also important – they should
be taken in a logical order with the more important items being dealt with first.
It is usual to issue the Notice of Meeting with the Agenda (as in the example). If time
is short and an Agenda is not yet completed or there is a long time between meetings,
a separate Notice of Meeting may be sent out.
Any other relevant information to do with the meeting, e.g. documents relating to
Agenda items, should be issued with the Notice of Meeting and Agenda to give
people a chance to prepare for the meeting. This can also save a lot of time at the
meeting.
The Agenda should clearly identify any person who is to talk on a particular item.

Chairperson’s Agenda
The Chairperson should be well informed about the Agenda items so that he/she can
chair the meeting effectively. A Chairperson’s Agenda is often prepared so that the
Chairperson can write in information or make notes against Agenda items prior to the
meeting. The Secretary can assist the Chairperson by spacing out the normal Agenda
and adding a “notes” column. The Secretary and Chairperson would write in any
relevant information in the notes column. An example of a Chairperson’s Agenda is
given below:
CHAIRPERSON’S AGENDA
A meeting of the Board of Directors is to be held in the Conference Room on

Wednesday, 23 February 200- at 1000 hours.
AGENDA NOTES
1 Apologies for absence 1 David Wong still in hospital – meeting’s

best wishes
2 Minutes of the previous 2

meeting
3 Matters arising 3 Total cost of decorating Conference was

£3,500
4 Correspondence 4 Letter of thanks from local college

regarding company’s response to request
for work experience places
5 Proposed expansion 5 Approximate costing should be available
6 Any other competent business 6
7 Date and time of next meeting 7 Avoid 14-21 March – on holiday

Methods of Recording Key Issues and Decisions at Meetings
Most meetings, however informal, are recorded in some way. Informal meetings will
require a summary of what has been discussed and agreed; formal meetings will
require Minutes.
‘Minutes’ is the term given to the written record of what was discussed and decided
during a meeting – they should be brief, accurate and clear. As indicated previously,
the Secretary is responsible for taking notes during the meeting from which the
Minutes can be prepared.
The following are some practical hints and suggestions on how you as Secretary could
take the notes during a meeting:
• have an outline of the main points to be discussed pre-prepared with space left to
record discussion and decisions; have a note pre-prepared of any information
which you wish to state at the meeting; you could also have a note of those who
are due to attend (and tick off those present) along with the names of
absentees/apologies
• write your notes in double-line spacing so that you can go back and insert a word
or phrase easily if you need to
• write legibly
• try to avoid taking down every word said (even if you are using shorthand) – but
be sure to record fully any important decisions
• try to pick up key words and phrases to act as triggers when you are preparing the
Minutes
• try to ensure you know each person’s name and use their initials in the left margin
against something they say
• asterisk or underline any important points or decisions reached
• make sure you note correctly the date of the next meeting.
Minutes should be written as soon as possible after the meeting when discussions are
fresh in the Secretary’s mind. They should be written in the third person and past tense.
For example, ‘The Chairperson raised the question of ...’, ‘The Chairperson asked the
Secretary to ...’, ‘The Finance Director drew the attention of the meeting to ...’.
The Minutes should include the following:

• the name of the organisation, the type of meeting and the place, date and time of
the meeting
• the names of those present with the name of the Chairperson first and that of the
Secretary last. It is advisable to list the names of the other members in
alphabetical order
• each Agenda item should be included in the Minutes with a brief note of what was
discussed and decided. ‘Resolutions’ must contain the exact wording given at the
meeting
• the date and time of the next meeting
• space for the Chairperson to sign and date the Minutes once they are agreed as a
correct record at the next meeting.
The following is an example of such a set of Minutes:

Minutes of the Meeting of the Board of Directors held in the Conference Room
on Wednesday, 23 February 200- at 1000 hours.
Present
Mr Douglas Walker Chairperson

Mr Steven Clark Purchasing Manager
Mr Howard Finch Finance Director
Mrs Moyra McGrath Human Resources Director
Mrs Jatinder Sangar Sales and Marketing Director
Miss Catherine Bradley Secretary
1 Apologies for Absence

An apology for absence was received from Mr David Wong, Production Director, who
was in hospital. The Chairperson was instructed by the meeting to send him best wishes
for a speedy recovery.
Proposed by Mr Finch
Seconded by Mr Clark
2 Minutes of the Previous Meeting

The Minutes of the previous meeting were taken as read, agreed as a true and correct
record and signed by the Chairperson.
3 Matters Arising
The Chairperson reported that the total cost of decorating the Conference Room was
£3,500. The Secretary was to circulate a breakdown of costs to members.
4 Correspondence
The Secretary read out a letter of thanks from the local college regarding the Company’s
response to their request for work experience places.
5 Proposed Expansion
Mr Samuel Anderson, from Anderson and Donaldson Architects, gave a presentation on
the proposed expansion of the factory. He anticipated that the projected cost figure would
be available for the next meeting.
6 Any Other Competent Business

There was no other competent business.
7 Date and Time of Next Meeting

It was agreed that the next meeting would be held at 1000 hours on Wednesday, 22
March 200-.
The meeting closed at 1115 hours.
Chairperson .............................................................
Date ........................................................................
At some meetings Action Minutes are preferred. These simply require the Secretary
to show on a prepared layout the action required, who is to carry out each task and the
target date for the tasks to be completed. An example of an extract from Action
Minutes is given below:
Action Minutes
Date Of Meeting: Wednesday, 23 February

200-
Attending: Mr Douglas Walker

Mr Steven Clark
Mr Howard Finch
Mrs Moyra McGrath
Mrs Jatinder Sangar
Miss Catherine Bradley
Action Required By Whom Target Date
‘Get Well Card’ to be sent Chairperson Next Friday

to Mr Wong Mr Douglas Walker
Detail of costs of Secretary Next Wednesday

decorating Conference Miss Catherine Bradley
Room to be sent to
members
The benefits of recording the key issues and decisions of a meeting using Minutes or
Action Minutes are:
1. proof is provided of what was discussed;
2. decisions made are recorded;
3. any action required by members is highlighted – the Minutes can be a useful
reminder!
4. they inform absentees, or interested non-members, about what took place at the
meeting.
At the beginning of the next meeting it would be usual for the Chairperson to seek
agreement from those present that the ‘Minutes of the previous meeting are accepted
as a true and correct record’. Not only does this prevent anyone at a future date from
arguing about what was said, it also satisfies any legal requirements there may be.

Methods of Recording Attendance
By sending out the Notice of Meeting and Agenda you are in effect inviting people to
the meeting. Those who cannot attend should send their apologies for absence to the
Secretary. This should ensure that the Secretary has a good idea as to who is going to
attend the meeting.
The Secretary should have an attendance register or sheet prepared for completion at
the meeting. This simplifies the procedure for recording attendance at a meeting.
Typical Procedures at a Meeting

To put the conventions and procedures of a meeting into context a brief outline of the
possible proceedings at a meeting is given below:
• before the meeting begins the Secretary must check that a quorum is present (the
minimum number of people required to be present in order for the business of the
meeting to be valid). If the quorum is not present, the meeting cannot proceed
• if the quorum is present, the Chairperson will open the meeting by welcoming
those present and then following the Agenda items one at a time
• apologies for absence will be received – if a person who is meant to attend the
meeting cannot make it they should send their apologies. The apologies are read
out at the start of the meeting and recorded in the Minutes
• assuming that the previous Minutes have been circulated prior to the meeting the
Chairperson will ask whether they can be ‘taken as read’. If the meeting agrees
that they are an accurate record ‘the Minutes are adopted’ and the Chairperson
signs and dates them. If any changes are necessary the Chairperson will write the
alterations and initial them
• any ‘matters arising from the Minutes’ are then discussed. Feedback can be given
regarding any action taken as a result of the discussion at the last meeting.
Matters arising also gives people the opportunity to raise items referred to in the
last Minutes but not referred to on the Agenda for the meeting
• the content of any relevant mail received or sent (correspondence) should be
shared with those present
• the other Agenda items are then discussed:
any proposals (suggestions) which are made at the meeting – normally referred to
as motions
the rules regarding the meeting normally state that a motion will only be discussed
if the proposal is seconded (someone else supports the proposal)
the Chairperson will read out the motion and call upon the proposer to talk about
it. Discussion will then follow and usually each member will be allowed to speak

once only although the proposer may speak twice as they are allowed ‘the right of
reply’ at the end of the discussion
once a motion has been discussed it may then be put to the vote. This may take
any of the following forms:
a) voice – used at very small meetings
b) show of hands – firstly ‘for’ a motion and secondly ‘against’ a motion
c) go into division – divide up in the room, for example, ‘for’ at one side and
‘against’ at the other (this often happens in the House of Commons)
d) ballot – if the voting is to be kept secret each person indicates their decision on
a piece of paper and ‘posts’ it in a ballot box
after the voting has taken place the Chairperson normally declares the result – this
is known as a resolution (a decision) reached which either accepts or rejects the
motion
the Secretary must record the resolution precisely in the Minutes
• ‘any other competent business’ allows those present to ask for discussion to take
place on matters which have arisen too late to be included as a normal item on the
Agenda
• when all items on the Agenda have been discussed the Chairperson will bring the
meeting to a close. If, for some reason, a meeting is unable to conclude all the
business on the Agenda then the Chairperson may ‘adjourn’ the meeting until a
later date
• a date and time for the next meeting will be agreed.
Evaluating and Selecting Venues

An important part of the Secretary’s role prior to any meeting is his/her involvement
in the evaluation and selection of the venue (the place where the meeting is to be
held). Most meetings will be held on the organisation’s premises (internal) but the
Secretary may also be required to arrange a meeting to be held at an external venue.
Internal Venue
A large percentage of meetings are held on the organisation’s premises. If you are
arranging such a meeting you need to:
• check which room is going to be used and ensure it is available for the date and
time you require
• make sure that the room is of a suitable size for the number of people expected to
attend
• book the room

• discuss the layout of the room with the Chairperson – ensure that there are enough
tables and chairs for the day of the meeting
• find out what resources are required for the meeting, e.g. overhead projector,
television and/or flipchart – organise them for the day of the meeting
• organise any catering/refreshments that will be required – when doing this you
may have a budget to consider. If this is the case, make sure you do not
overspend.
On the day of the meeting it is important to ensure that the room is laid out in the way
that you want it, resources requested are in place and, if appropriate, refreshments are
available.
External Venue
More is expected of you if you are responsible for arranging a meeting at an external
venue. To book the most appropriate venue you will need to know the following:
• the type and purpose of the meeting
• the number of people expected to attend
• the budget for the meeting – some organisations specify the maximum amount
that should be spent on different types of meetings
• whether the Chairperson has any specific preferences for particular hotels or
conference centres – the organisation may use a hotel or conference centre
regularly and/or get a discount
• the resources required for the meeting, e.g. overhead projector, television and
video and/or a flipchart
• the catering facilities required, e.g. tea/coffee, a buffet or a sit down meal
• dietary requirements, e.g. vegetarian meals
• requirements for participants with special needs
• car parking arrangements.
A practical example of selecting an external venue appropriate to the requirements of

a meeting is shown overleaf.

MEMORANDUM
TO: Administrative Assistant
FROM: Chairperson
SUBJECT: Annual General Meeting (AGM)
The AGM is due to be held on the first Wednesday in April. The meeting is due to
start at 1030 hours and finish after lunch at approximately 1500 hours. I would like
you to make the following arrangements to help ensure that the meeting runs
smoothly:
1. Select a suitable venue from the information given.
2. Arrange catering – this should consist of tea/coffee on arrival and lunch for 30
people at 1300 hours.
3. We will require the use of an OHP and screen, as well as a flip chart.
4. Ensure there is suitable access for a wheelchair.
The overall cost must be within this year’s budget of £500.

Lodore Hotel
Coast Road
GLASGOW
G3 8BT
Tel: 0141 263 4172
Accommodation for Events

CAPACITY (MAXIMUM FUNCTION SUITE HIRE CHARGE
NUMBER OF PEOPLE)
30 Newport £100
60 Ullapool £200
Both Function Suites are on the ground floor of the hotel, offering easy access for
wheelchair users.
Catering for Events

CATERING PRICE PER PERSON
Coffee/tea/biscuits £2.00
Buffet Lunch £10.00
Resources Available for Hire

RESOURCES HIRE CHARGES
Overhead Projector and Screen £20.00
TV and Video £30.00
Flip Charts £10.00
..........................................................................................................................................
Cost of using the Lodore Hotel: £

Newport Function Suite 100.00
Tea/coffee/biscuits (30 x £2) 60.00
Buffet lunch (30 x £10) 300.00
Resources (£20 + £10) 30.00
______
£490.00
______

Islington Hotel
53 Upper Street
GLASGOW
G3 9KY
Tel: 0141 263 7700
Accommodation and Facilities for Events

FUNCTION SUITE MAXIMUM NUMBER OF PEOPLE PRICE FOR HIRE
Burns 50 £150
Rob Roy 100 £250
A lift is available as both Function Suites are on the second floor.
Catering Charges for Functions

CATERING OPTIONS COST PER PERSON
Coffee/tea £1.50
Hot Buffet £10.00
Full Meal £15.00
Other Facilities
For a fixed fee of £100 any of the following facilities can be requested and used:
Overhead Projector and Screen

Computer projector and computer
TV and Video
Paper and pens
Flip Charts
..........................................................................................................................................
Cost of using the Islington Hotel: £

Burns Function Suite 150.00
Tea/coffee (30 x £1.50) 45.00
Hot Buffet (30 x £10) 300.00
Resources 100.00
______
£595.00
______

From looking at the information on the Lodore Hotel and the Islington Hotel it was
ascertained that:
• both provided suitable function suites, catering and resources
• both hotels offered access for wheelchair users.
However, only the Lodore Hotel was able to provide all that was required within the
£500 budget.
Consequences of Inadequate Preparation

It has been emphasised that for a meeting to be successful it is important that it is
carefully planned. Both the Secretary and Chairperson play a vital role in the planning
of the meeting. But what can happen if the meeting is not properly planned?
• if all those entitled to attend did not receive the Notice of Meeting and Agenda the
numbers at the meeting would be affected – possibly the quorum would not be
reached and the meeting would have to be postponed
• if the Agenda was not carefully planned the meeting might not cover the topics
that it should, or may overrun
• if the Chairperson was not well briefed, this would show during the discussion and
may lead to poor decisions being taken
• if the venue booked was not suitable this could create problems – the room might
be too small, not set up as desired or the room could even be double booked!
• essential information might not be available at the meeting – this could lead to ill-
informed decisions
• if some people did not receive the Notice of Meeting, Agenda and/or any
additional papers which should have been distributed prior to the meeting, it might
not be possible to discuss certain items – discussion and decisions may have to be
postponed to a future meeting
• people attending the meeting could feel that their time has been wasted – time in
business is money!

SUMMARY
• Meetings fall into two categories – informal meetings and formal meetings.
• Every meeting should have a clear purpose, be well organised and well run. The
effectiveness of a meeting is largely reliant on the Chairperson and Secretary
fulfilling their roles properly.
• The Chairperson’s role is to take charge and generally keep order at the meeting.
A good Chairperson is one who is said to be competent, tactful, impartial and
firm but fair.
• The Secretary’s role is equally important to the success of a meeting – the
Secretary’s role involves carrying out certain tasks before, during and after a
meeting.
• The Chairperson and Secretary must be familiar with the procedures and
conventions of a meeting and the terminology used in the conduct of a meeting.
• The Chairperson and Secretary should liaise to produce a Notice of Meeting and
Agenda which the Secretary then distributes. The Notice of Meeting section helps
to ensure that the relevant people know about the meeting (date, time and place)
and the Agenda section lists the items to be discussed and gives the meeting a
structure.
• To help ensure that the Chairperson is well informed about the Agenda items the
Secretary will also produce a Chairperson’s Agenda which includes a notes
column with relevant information on the Agenda items.
• The Secretary is responsible for taking notes during the meeting from which the
Minutes are prepared. These Minutes are a written record of what was discussed
and decided at the meeting – they should be brief, accurate and clear. At some
meetings Action Minutes are preferred – these show any action required, who is
to carry out each task and the target date for the tasks to be completed.
• The Secretary should ensure that attendance at the meeting is recorded carefully,
e.g. through the use of an attendance register.
• If the meeting is being held on the organisation’s premises then a suitable room
must be booked and resources and refreshments organised by the Secretary. If the
meeting is to be held outwith the organisation’s premises the Secretary has to
evaluate and select a suitable venue, taking into account catering facilities,
requirements of participants with special needs, resources required and the
financial budget set.
• The importance of proper planning is emphasised by the consequences an
inadequately prepared meeting can have.

Advanced Administrative Services by Nadeem Khan

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Administration

Contribute to the Planning, Organising and Monitoring of Work

• Be able to plan, prioritise, organise and deal with changing priorities.

• Be able to identify and implement techniques for effective time management.

• Be able to set targets, especially with regard to own workload.

• Be aware of means by which targets can be monitored and controlled including

• Understand the various means of communicating information within an

• Be able to identify the scope, influence, limit and importance of administration to

• Be aware of the scope and limit of own authority for action.

Administration: Higher – Administrative Services (Outcome 1) 1

Administration: Higher – Administrative Services (Outcome 1) 2

Administration: Higher – Administrative Services (Outcome 1) 3

Name Susan Greenback

PRIORITY TASK TIME CHANGES OR COMPLETED

11 Tidy out desk drawer. 20 minutes No time Not started. Carried

THIS FORM (TM1) HAS BEEN TAKEN FROM THE SUPPORT

Administration: Higher – Administrative Services (Outcome 1) 4

Name Susan Greenback

PRIORITY TASK TIME CHANGES OR COMPLETED

1 Discuss Agenda items with line manager. 10 minutes 9

THIS FORM (TM1) HAS BEEN TAKEN FROM THE SUPPORT

Administration: Higher – Administrative Services (Outcome 1) 5

An example of an Action Plan is shown below.

Action Plan (Example)

ACTION REQUIRED ESTIMATED ACTUAL NOTES

THIS FORM (TM2) HAS BEEN TAKEN FROM THE SUPPORT

Administration: Higher – Administrative Services (Outcome 1) 6

The following are examples of unexpected circumstances:

It is also helpful to:

Administration: Higher – Administrative Services (Outcome 1) 7

Reaction not action

What Causes Poor Time Management? Time Stealers.

Administration: Higher – Administrative Services (Outcome 1) 8

Administration: Higher – Administrative Services (Outcome 1) 9

SMART stands for:

A written record needs to be kept of any review process.

A review process provides:

Administration: Higher – Administrative Services (Outcome 1) 10

An example of a completed work plan and review form is shown overleaf.

Administration: Higher – Administrative Services (Outcome 1) 11

ASSOCIATED TASKS PRIORITY TIME RESOURCES COMMENT TARGETS

Construct records. 4 1 week 9

Review database. 5 Ongoing Researched information. Monthly task in place.

Administration: Higher – Administrative Services (Outcome 1) 14

An example of a Personal Development Plan is shown overleaf.

Administration: Higher – Administrative Services (Outcome 1) 15

Name Susan Greenback

Employee’ signature Susan Greenback________________

Line manager’s signature Simon Kemp_______________

Administration: Higher – Administrative Services (Outcome 1) 16

Administration: Higher – Administrative Services (Outcome 1) 17

Administration: Higher – Administrative Services (Outcome 1) 18

Verbal communication (speaking to colleagues) is the most common method of

Means of verbal communication include:

In many organisations an informal communication channel (the grapevine) will exist

When communicating a message verbally you should:

Advantages of verbal communication include:

Administration: Higher – Administrative Services (Outcome 1) 19

Advantages of written communication include:

Visual means of communication include:

Administration: Higher – Administrative Services (Outcome 1) 20

Scope, Influence, Limit and Importance of Administration to the Organisation