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OFFICE MANAGEMENT AND ADMINISTRATION

SKILLS MASTERCLASS
CHARLES COTTER

FOKAS CONSULTING

FNB CONFERENCING AND LEARNING CENTRE

APRIL 2015
TRAINING PROGRAMME OVERVIEW
• Personal Development

• Stress Management

• Professional Development

• Office Management and Administration

• Minute-taking

• Office space and environment management


PERSONAL MASTERY
• Personality type

• Your self-belief, esteem and self-efficacy

• Personal needs, strengths/weaknesses and preferences

• Personal motivation

• Passion and interests

• Personal and professional goals, ambitions and aspirations

• Resilience
PERSONAL DEVELOPMENT
• Organizational skills

• Tact and diplomacy

• Effective communication skills

• Maintain confidentiality in sensitive matters

• Display excellent judgment


DEFINING RESILIENCE
• Resilience in psychology refers to the idea of an individual's
tendency to cope with stress and adversity.

• This coping may result in the individual "bouncing back" to a


previous state of normal functioning, or using the experience of
exposure to adversity to produce a "steeling effect" and function
better than expected

• Resilience is most commonly understood as a process, and not a


trait of an individual.

• Resilience is a dynamic process whereby individuals exhibit positive


behavioural adaptation when they encounter significant adversity,
trauma, tragedy, threats or even significant sources of stress.
RESILIENCE BUILDING STRATEGIES
• Positive

• Focused

• Flexible

• Organized

• Proactive
DEFINING ASSERTIVENESS
• Assertiveness is the ability to express one’s
feelings and assert one’s rights while respecting
the feelings and rights of others.

• Assertive communication is appropriately direct,


open and honest, and clarifies one’s needs to the
other person. People who have mastered the skill
of assertiveness are able to greatly reduce the
level of interpersonal conflict in their lives,
thereby reducing a major source of stress.

• The Assertiveness Continuum


THE ASSERTIVENESS CONTINUUM
MEASURING YOUR ASSERTIVENESS
• Do you have difficulty accepting constructive criticism?

• Do you have trouble voicing a difference of opinion with


others?

• Do people tend to feel alienated by your communication


style when you do disagree with them?

• Do you feel attacked when someone has an opinion


different from your own?

• Do you find yourself saying ‘yes’ to requests that you


should really say ‘no’ to, just to avoid disappointing people?
LEARNING TO SAY NO – “WHO’S GOT
THE MONKEY?”
ASSERTIVENESS STRATEGIES
• Be Firm and Decisive - Say No if You Have To

• Ask For What You Want - Matter of Factly

• Achieve Your Goals

• Constructively Resolve Conflict

• Be Interested In the People Around You

• Believe in Yourself
CONSOLIDATION INTO A PERSONAL
DEVELOPMENT PLAN (PDP)
STRESS MANAGEMENT
• Defining stress

• Perception of stress

• The Four Common Types of Stress

• Causes of stress

• Outcomes of stress

• The Pyramid Approach

• Stress management strategies


PERCEPTION OF STRESS
• Importance: Refers to how significant the event
is to the individual.

• Uncertainty: Lack of clarity about what will


happen.

• Duration: The longer special demands are, the


more stressful the situation. The same holds true
for stressors. Stress of short duration is
sometimes referred to as acute stress. Long
duration of stress is sometimes referred to as
chronic stress.
COMMON TYPES OF STRESS

• Time stress

• Anticipatory stress

• Situational stress

• Encounter stress
OUTCOMES OF STRESS
PYRAMID APPROACH
INDIVIDUAL STRESS MANAGEMENT
STRATEGIES
• Professionalism and Business ethics

• The attributes of professionalism

• How to Exhibit Professionalism

• Building credibility

• Creating trust within the team

• Core competencies of being a successful professional

• Networking and building business contacts


ATTRIBUTES OF PROFESSIONALISM
• Specialized Knowledge

• Competency

• Honesty and Integrity

• Accountability

• Self-Regulation

• Image
VALUE OF AN OFFICE PROFESSIONAL

In a survey of the Managing


Directors of the Top
5 000 businesses in the UK, they
concluded that having their P.A
made them more than 32% more
effective.
BUILDING CREDIBILITY
• The Credibility Formula as: Credibility = Integrity +
Expertise.

• Achieving a distinguishable level of follower faith and


loyalty is certainly not an overnight occurrence and can be
achieved only through openness; committed people
investment and a proven scorecard of leadership and
performance excellence.

• Leader behaviour, actions and decisions congruent with


reliability, fairness, consistency and transparency are
instrumental values which can enhance follower perception
of the leader’s reputation, standing and eventually, their
willingness to follow and support that leader.
COVEY’S EMOTIONAL BANK
ACCOUNT
COVEY’S WIN-WIN MINDSET
TRUST ENHANCING STRATEGIES
• Open and transparent communication

• Mutual respect and tolerance for individual


differences

• Demonstrated care and sincere interest

• Recognition for the value of each individual


team member

• Co-operation and shared commitment


CORE COMPETENCIES OF BEING A SUCCESSFUL
PROFESSIONAL
• Identify our most valuable skill sets

• Market our skills that are most in-demand

• Target who we want to market ourselves to

• Articulate our ability to solve an employer's problems and alleviate their


pain

• Proactively start and engage in meaningful industry conversations

• Position ourselves as a subject-matter expert

• Know our worth

• Know our limits


NETWORKING AND BUSINESS
CONTACTS
• “It’s not what you know, but who you know.”

• Research has proven that those employees better equipped with the
social skills necessary to network effectively and build sustainable,
professional relationships with key organizational decision-makers, tend to
climb the corporate ladder substantially faster than those who lack this
capability.

• Research indicates that between 50% and 75% of jobs are never
advertised.

• So networking can be 12 times more effective than answering an


advertisement.

• Networking is a process of building strong and enduring relationships that


are mutually beneficial.

• Refer to network pointers and guidelines.


PROFESSIONAL VALUE AND WORTH
OFFICE MANAGEMENT PRINCIPLES
AND PRACTICE
• The necessity of management

• Defining management

• Management roles

• Management skills

• Management functions

• Management resources
THE IMPORTANCE AND NECESSITY OF
MANAGEMENT
• Management directs a business towards its goals

• Management sets and keeps the operations of a


business on a balanced course

• Management keeps the organization in a


equilibrium with its environment

• Management is necessary to reach the goals of


the organization at the highest possible level of
productivity
MANAGEMENT SKILLS
RESOURCE MANAGEMENT
OFFICE ADMINISTRATION ROLES
MINUTE-TAKING FUNDAMENTALS
• The scope of minutes

• Tips and warnings

• The criteria of effective minutes

• Preparation (pre-meeting)

• Transcribing (during meeting)

• Writing minutes (after the meeting)


SCOPE OF MINUTES
• Where and when the meeting took place?

• Who was there and who was not?

• Who was the speaker and what did he/she say?

• What has been decided for the group (resolutions)?

• Who has agreed to do what?

• Who is responsible for implementing it?

• When should it be implemented?


CRITERIA FOR GOOD MINUTES

• Be factual and accurate

• Be short and to the point (concise)

• Clearly indicate the meeting proceedings and discussions

• Concentrate on resolutions and decisions taken at the meeting

• Show decisions clearly marked “agreed” by the Committee


Members

• Follow the agenda headings so that they are easily understood


CRITERIA FOR GOOD MINUTES
• Be written in full sentences

• Indicate how many members attended the meeting or


list their names

• State the time the meeting was opened and closed

• Be written in the past tense

• Be written in plain, easily understood language

• Be consistent in their format and content


MINUTE-TAKING (TRANSCRIPTION)
PROCESS
OFFICE SPACE AND ENVIRONMENT
MANAGEMENT
ERGONOMICALLY CORRECT CHAIR
OFFICE DESIGN

• Green Plants

• Lighting

• Aromatherapy

• Air Quality

• EMF Protection
OFFICE DESIGN

• Colours

• Music

• Breaks

• Organization - Feng Shui


MEANING OF FENG SHUI
• A Chinese system of laws considered to govern
spatial arrangement and orientation in relation
to the flow of energy (chi), and whose favourable
or unfavourable effects are taken into account
when siting and designing buildings.

• The art of placement – knowing what to put


where and in what colours, shapes and
materials, to create an environment that
facilitates happiness, serenity, tranquility and
harmony.
FENG SHUI OFFICE RE-DESIGN
CONCLUSION

• Key points

• Summary

• Questions
CONTACT DETAILS

• Charles Cotter

• (+27) 84 562 9446

• charlescot@polka.co.za

• LinkedIn

• Twitter: Charles_Cotter

• http://www.slideshare.net/CharlesCotter