Table of Contents

Assessment Criteria: 01...................................................................................................................2

AC 1.1: Explaining the Legal Requirements Relating to the Management of Office Facilities. 2

AC 1.2: Describing the Typical Services Provided by an Office Facility...................................2

AC 1.3: Explaining How to Establish Office Management Procedures......................................3

AC 1.4: Explain How to Manage Office Resources....................................................................3

AC 1.5: Explaining Techniques to Monitor and Manage Work Flows.......................................4

AC 1.6: Explaining Typical Support and Welfare Facilities for Office Workers.......................4

Assessment Criteria: 02...................................................................................................................5

AC 2.1: Explaining the Legal Obligations of the Employer for Health and Safety in the
Workplace....................................................................................................................................5

AC 2.2: Explaining an Individual’s Responsibilities for Health and Safety in the Workplace...6

AC 2.3: Describing Accident and Emergency Procedures..........................................................6

Assessment Criteria: 03...................................................................................................................7

AC 3.1: Explain the Purpose of Meeting Minutes.......................................................................7

AC 3.2: Explain the Legal Implications of Meeting Minutes.....................................................7

AC 3.3: Explaining the Importance of Accuracy in Minute Taking...........................................7

AC 3.4: Describing What Should and Should Not be Included in Different Types of Meeting
Minutes........................................................................................................................................8

AC 3.5: Describe How to Take Notes during Meetings..............................................................9

Assessment Criteria: 04...................................................................................................................9

AC 4.1: Explain the Features and Purpose of Different Types of Formal and Informal
Meetings......................................................................................................................................9

AC 4.2: Explaining the Role and Responsibilities of the Chair................................................10

 AC 4.3: Explaining the Role of Others in a Meeting................................................................10

AC 4.4: Explaining Techniques to Facilitate a Meeting............................................................11

AC 4.5: Explaining the Information Requirements of a Meeting Before, During and After a
Meeting......................................................................................................................................11

Assessment Criteria: 05.................................................................................................................12

AC 5.1: Explaining the Use of Targets and Budgets to Manage Workloads............................12

AC 5.2: Explaining How to Allocate Work to Individual Team Members...............................12

AC 5.3: Explaining Different Quality Management Techniques to Manage the Performance of

an Administrative Team............................................................................................................12

AC 5.4: Explaining the Techniques Used to Identify the Need for Improvements in Team
Outputs and Standards...............................................................................................................13

Assessment Criteria: 06.................................................................................................................14

AC 6.1: Explaining the Characteristics, Requirements and Purposes of Different Types of

Events........................................................................................................................................14

AC 6.2: Explaining the Types of Information and Information Sources Needed to Organise an
Event..........................................................................................................................................14

AC 6.3: Explaining How to Plan an Event................................................................................15

AC 6.4: Explaining how to identify the right resources from an event plan.............................15

AC 6.5: Describing the Likely Types of Information Needed by Delegates Before, During and
After an Event............................................................................................................................16

References......................................................................................................................................16
 Assessment Criteria: 01
AC 1.1: Explaining the Legal Requirements Relating to the Management of
Office Facilities
In a workplace, there are certain responsibilities that both the employers and employees have to
carry out (Calif, 2006). One of the most important responsibility of the employer is to ensure a
workplace environment that won’t be harmful both mentally and physically. An employer may
articulate its office environment according to Health and Safety act 1974. Equality act 2010,
Data protection act and employment rights act 1996 should be followed in all respects to address
the legal issues. The employment rights act deals with providing the employees equal
opportunities regardless of their age, gender, race and other related matters. The compensation
plan and benefits should be such that it takes individual employee’s performance into account
while compensating them.

Management has to ensure health, safety & welfare at the workplace. It also ensures safety in the
operation & maintenance in an organisation (Health and Safety act, 1974)

Employer should ensure safety of the employees at the workplace by eradicating the negative
forces. This act empowers the workers to obtain their legal rights (Employment rights act, 1996).

Management has to ensure non-discriminatory working environment at the workplace. The act is
implemented to provide equal benefit to every staff (Equality act, 2010).

With the direction of the management authority, health & safety managers will be responsible for
implementing health & safety related regulations and reducing the accident rate in the workplace.

AC 1.2: Describing the Typical Services Provided by an Office Facility

As a social entity business not only serves its customers but also it has due responsibilities
toward its employees (Study manual, 2010). A business should provide its employees with all the
necessities so that they can work without any hassle and direct their goals in achieving business
goals.

Support to the management: An organisation should provide its employees with all the office
materials and tools like PC, access to database, passwords, personal locker etc. to enable them
work effectively and support the management with their effort.
Providing direction: Setting performance related goals, making plan to achieve them and
directing employees towards the goal are some of the best services management can give to the
employees.

Training and orientation: Getting the new employees acquainted with the workplace, its peers,
subordinates, management and training them for doing their duties more effectively and carrying
out responsibilities are also noteworthy services of management to the employees.

Maintaining communication: A good communication and networking system throughout the

organisation helps to link the management with intermediate, supervisory and low level
employees, monitor work activities, control the workplace environment and ensure day to day
goals are being met.

AC 1.3: Explaining How to Establish Office Management Procedures

Office management procedures are those that help the management to ensure that organizational
goals are being met and objectives are being achieved (Sinek, 2007). Any organisation, to enact
management procedure, first have to know the requirements of establishing it and availability of
these in the workplace. The things that will be important to be ensured are;

 Workforce skills and competencies to achieve it.

 Aligning the purpose of these procedures to strategic goals and objectives.
 Analysing the gap between organisational capabilities and performance standard of the
procedure and trying to minimise the gap by enhancing productivity and employing
resources.

AC 1.4: Explain How to Manage Office Resources

An organization may have the following resources:

 Human resources
 Financial resources
 Technological resources

Human resources: Taking a strategic HR and talent management approach in every aspects of
human resource, as in: selection and recruitment, training and development, HR planning,
compensation plan etc. is necessary to effectively manage human resource.
Financial resources: Establishing financial plans and effectively managing fund by deciding on
where to invest by looking at returns from the investment, industry conditions and marketplace
are necessary to manage financial resources.

Technological resources: Most of the organisations are using automated system in managing
operations and to effectively manage the operation, management should hire technical experts. A
handbook should be maintained regarding regulations and how to deal with technical aspects.

AC 1.5: Explaining Techniques to Monitor and Manage Work Flows

How employees are doing is vital for the organisational performance and for this reason
managers tend to use a continuous monitoring and assessment approach. Continuous monitoring
and assessment approach involves observation, inquiry with staffs, enacting internal control,
observing performance and outcomes, comparing them with standards and taking corrective
steps. Observing employee performance and ensuring disciplinary rules and regulations are
necessary to manage work flows.

Management can divide the whole continuous monitoring approach in 3 segments:

 Organisation wide techniques

 Department wise techniques
 Individual techniques

Organisation wide techniques: In organisation wide techniques, board of directors are

responsible for monitoring the strategic management and planning of the organisation. They
ensure efficient use of resources and meeting strategic goals.

Department wise techniques: Generally organisational goals are divided into separate
department wise goals and aligned carefully by the department head say managers. Departments
ensure they have separate monitoring and assessment systems for effective monitoring.

Individual techniques: Using different appraisal methods, maintaining diaries to record goals
and day to day performance are some of the important individual monitoring techniques.
AC 1.6: Explaining Typical Support and Welfare Facilities for Office
Workers
Organisations typically provide different financial and non-financial benefits and welfare
facilities to the employees. Three basic facilities provided by the organisation are:

 HR department and policies

 Welfare
 Operation & facilities

HR department and policies: To manage the most important resource of an organisation,

human resource, management should develop HR department and necessary policies and
regulations and meet the various welfare and support needs of the employees.

Welfare: Providing canteen, medical and transportation facilities as well as ensuring some sort
of recreational arrangements to give boost to the moral are some of the organisational benefits.

Operation & facilities: To ensure that employee efforts are directed towards strategic goals and
motivating them, management provides different support like: IT facilities, good work
environment, spacious working and parking spaces etc. Management also should deal with health
& safety related issues for employees whose duties are critical in nature.

Assessment Criteria: 02
AC 2.1: Explaining the Legal Obligations of the Employer for Health and
Safety in the Workplace
According to the health and safety act 1974, employers have some legal obligations toward their
employees in the organisation. These are:

I. The work environment should not be hostile and the workplace should be such that it is
not harmful to the employees and their motivation to work.
II. Proper rules and regulations should be implemented regarding health and safety related
issues particularly manufacturing sector.
III. Employees should be recruited who have technical knowledge about how to produce
product and services and use plant machineries.
IV. Providing training to the employees to reduce accidents and ensure working efficiently.
V. Providing fair compensation and benefit programs to the employees who meet accident in
the workplace.

AC 2.2: Explaining an Individual’s Responsibilities for Health and Safety in

the Workplace
Implementing regulations won’t do anything if employees do not put them up in practice (Roy,
2009). Employees in the organisation have some responsibilities regarding health and safety
related issues. These are:

Abiding by the rules: Employers introduce different policies and regulations and it is a duty of
the employees to abide by these rules. Any misrepresentation should be communicated to the
high authorities.

Safe working practices: Employees should have proper knowledge and experience on how to
use technical aspects of the business to avoid any undesired outcome. Employees work duties
should be limited to their capacity to perform.

Cooperating with employers: Employees should respect the policies and procedures of their
organisation. They must agree with organisation specific plan for the welfare of the organisation.
They should not misuse or violate the law.

Other responsibilities: Surveys should be conducted and employees should be appraised

carefully to measure the performance of both the employees and the policies implemented.
Corrective actions should be taken and employees should be trained and developed carefully to
deal with change in policies.

AC 2.3: Describing Accident and Emergency Procedures

Accidents are unpredictable but in most workplace accident cases, these happen due to unhealthy
workplace condition or unskilled behaviour of the working people working at risky areas of the
organisation using complex technical & chemical things. These can cause disabilities, injuries,
permanent damage or even death. For this reason organisations hold have a procedure to deal
with these kind of situations. There should be an all-time physician team with knowledge of
primary medication and a well-equipped rescue team to deal with ant kind of unwanted
circumstances. The sufferers should be immediately hospitalised after primary treatment. There
should be alarm system and sensored sprinkler system in the workplace. The employees should
be trained to keep their nerve at emergency situations and behave accordingly.

Assessment Criteria: 03
AC 3.1: Explain the Purpose of Meeting Minutes
In an organisation different sorts of meetings are held in between employees, management board
or board of directors. These meetings tend to address strategic or day to day issues of the
organisation. Decisions made in these meetings are important for the organisation and
management should maintain minutes of every meeting to use these in future as documents. The
purpose of meeting minutes are given below:

 It records the summary of all decisions made and actions undertaken in a meeting.
 It summarizes all the actions that should be implemented and addresses the person who
would be responsible for the action.
 Serves as a source document to strategic and operational planning.
 These also serves as important control document while implementing any decision and
making development efforts.

AC 3.2: Explain the Legal Implications of Meeting Minutes

Meeting minutes serve different purposes in the organisation. In big corporate houses, minutes
are important document which have legal implications. Minutes can serve as legal documents
regarding any litigation within the company and wit 3 rd party. It serves as a document to account
someone for their actions. It shows various aspects regarding a decision, its revenues, expenses,
implementation techniques etc. Minutes can work as control document in case of internal audit
and as well as can be useful in financial audits. The meeting minutes support the board members
to defend themselves if any conflict arises in the organization (information act, 2000). All the
minutes should be preserved for a reasonable period of time to assist in providing legal bindings
in part of the organisation.
AC 3.3: Explaining the Importance of Accuracy in Minute Taking
The legal implication of meeting minutes are high in the organisation. Meeting minutes serve as
planning tool and can be used as references in the future in implementing projects. Besides, it
serves as legal evidence in case of organisational conflicts and dealing with 3 rd parties. For these
reason it is important to prepare them with utmost accuracy. Minutes should be carefully
checked after preparation and properly signed & timed by the chief of the organisation. Name of
participants and time should be recorded as well as their courses of action to lay everyone
accountable for their respective actions. This helps to reduce misunderstanding within and
outside entity.

AC 3.4: Describing What Should and Should Not be Included in Different

Types of Meeting Minutes
The meeting minutes must have details about title of the meeting, date, time, duration, numbers
of present members, name of the all present members, occupational details of the members,
issues that are discussed at the meeting, decision taken by the members, schedule of next
meeting, course of actions that are determined at the meeting, signature of the chief at the end of
minutes (Drucker, and Smith, 1967).

As it serves as legal document it should be prepared and preserved carefully and care must be
taken that no unnecessary things are included in the minutes, as in: informal conversation, faulty
information, temporary decisions etc. There are 3 types of meeting minutes:

 Resolution
 Narrative
 Action minutes

Types of minutes may differ with the nature and need the organisations. Generally, organisations
prepare two types of minutes, formal and informal. In formal meeting minutes every aspect of
the meeting like: date, time, objective, participants are fixed beforehand. But in case of informal
meetings things like number of participants, proxy voters are not fixed.

In all official meeting and conference minutes following things should be considered:

 The place where meeting is held should be incorporated in minutes.

  The legal procedure in preparing legalised minutes should be properly maintained.
 Aligned with organisational objectives and goals.
 Individual actions and suggestions should be included.
 Trying to align with organisational key view and managing the instance for influencing
its association to centre asset in system arranging.

AC 3.5: Describe How to Take Notes during Meetings

Because we perceive things differently and tend to interpret them in different manner care should
be undertaken while preparing minutes and taking notes to avoid any sorts of conflict in
implementing decisions (Stilwell, 2009).

There are some key things that should be remembered while taking notes:

 All information should be written in papers or recorded automatically as it serves as legal

documents and planning tool in implementing projects.
 Shorthand techniques must be used with experienced and knowledgeable writer to ensure
all information are recorded precisely within a short period of time.
 Using technological thing like audio recording speeches or voice recognition system in
writing can also be fruitful in taking notes.

Assessment Criteria: 04
AC 4.1: Explain the Features and Purpose of Different Types of Formal and
Informal Meetings
Formal meetings: A formal meeting may be annual general meeting, general board meeting or
statutory meeting of a corporation. These meetings are generally held to deal with strategic
concerns of an organisation, administrative and operations issues, financial decisions etc. These
meetings are held once or couple of times in a year and only attended by the top management of
the organisation.

Informal meetings: Informal meetings include meetings with 3rd parties, departmental meetings,
group discussion, meeting with client etc. These meetings are ongoing and regular in nature to
deal with operational issues and resolving problems. These meetings might not have any fixed
timing and intermediate level of employees arrange them informally within the organisation.

Take the example of department team meetings. An organisation may have different departments
and their contribution to organisation wide goals are necessary. Establishing department based
goals and planning how to contribute to the strategic gaols are key concerns of department
meetings generally attended by top employees of department.

Annual general meeting (AGM) are generally held once in a year and includes making decisions
regarding operations and strategies for a particular year, generally presided by the chairman of
the organisation. On the other hand, board meetings are held at the end of project implementation
or operation to decide on performance and use the results in developing and implementing future
strategies.

AC 4.2: Explaining the Role and Responsibilities of the Chair

The chair of an organisation or a department plays an important role in shaping employee
behaviour and operation. The role and responsibilities of a chair is given below:

 The meeting is presided over chairperson who is responsible for develop goals, objectives
and formulate plans for implementing them.
 The chairperson is the controller of the meeting and can state the objective of the meeting
and topic of discussion.
 Chairman can give opinions on the discussed topic and interpret matter of the facts to
breakdown complex issues.
 S/he is in the leader position and responsible for guiding the employees to right direction.
 Chairpersons review the activities of the group of people and takes corrective actions and
manages team effectively.

AC 4.3: Explaining the Role of Others in a Meeting

Meeting is done, generally, to enable the concerned parties to discuss on a particular matter,
comment on the issue and make suggestions necessary (Spilsberg, 2007). A meeting may have
different top management persons present and their opinions are jotted down in a sequential
matter. There are some responsibilities of the participants in a meeting and they can be divided
into three segments:
  Before meeting
 During meeting
 After meeting

In meetings participants have to vote down on related matters and they should be unbiased and
maintain strict confidentiality in matters. They should respect the rule and policies of the meeting
and enable the chair to express an opinion. The participants also should take part in discussions
spontaneously and avoid conflicts.

AC 4.4: Explaining Techniques to Facilitate a Meeting

The techniques to facilitate a meeting can be broken down into three segments:

 Before meeting
 During meeting
 After meeting

Before meeting: To facilitate meetings, management should communicate the goals and
objectives of the meeting before the meeting. The venue, date and participants should be fixed
beforehand. Participants should be invited and they should be informed to gather as much
knowledge as they can before the meeting to facilitate the sharing.

During meeting: During the meeting the first task will be the coordinator’s, to align the
discussed topic to the strategic goals. Coordinator should state the topic or problem and
encourage the participants to make comment on the topic on a candid basis. Irrelevant matters
should be avoided and after the meeting the whole agenda and highlighted points should be
matched to make the meeting successful.

After meeting: Everything will go in vain if the decisions are not implemented, so it is
necessary to follow up on the discussed matter and turn them into actions.

AC 4.5: Explaining the Information Requirements of a Meeting Before,

During and After a Meeting
Before Meeting: Before initiating a meeting information regarding objectives, golas, purpose,
plans, crowd, time spans are required. A detailed plan is made so that things do not fall off the
table during the meeting. It also determines what information will be analysed by the participants
and how they will manage them.

During Meeting: During the meeting, coordinator will observe the conduct of the meeting and
match it with the plan developed before the meeting and make some corrections to ensure plan is
followed with care.

After meeting: At the end, coordinator will assess reactions to the meeting, evaluate the learning
and encourage the participants to use the information generated in the course of action.

Assessment Criteria: 05
AC 5.1: Explaining the Use of Targets and Budgets to Manage Workloads
Use of target: Targets are vital in managing workloads and providing a measure of performance.
It provides a roadmap on how to do things and works as guideline along the road. Targets should
be challenging and specific and all should use required skills, competencies and resources to
meet the target. Targets should be broken down into department or individual segments and
aligned with strategic goals. Organisations provide training and development opportunity to the
employees to reduce the gap between target and performance and effectively manage operation.

Use of budgets: Budgets are planning in a numerical form serving as the basis for financial
planning and management (Noreen & Brewer, 2003). Budgets serve as planning tool to allocate
resources efficiently to best conduct the operations and works as standard to do controlling.

AC 5.2: Explaining How to Allocate Work to Individual Team Members

In organisation everyone is not responsible for everything (Drucker & Smith, 1967). For
effective operation, duties and works are to be allocated. Before allocating work the objectives
and goals that should be achieved and the purpose should be determined. Work allocation
depends on the strategy of the organisation as it may be on the basis of capabilities or experience.
Management have to ensure that employees allocated for a particular job has skills to do the
work effectively and their past performance is good. Workers should be provided training if
necessary with access to information and decision making authority regarding work. Workers
should be given direction in case of critical jobs with all the resources necessary. They should be
motivated continuously to perform effectively.

AC 5.3: Explaining Different Quality Management Techniques to Manage the

Performance of an Administrative Team
There are 3 aspects of quality management:

 Quality control
 Quality assurance
 Quality improvement

Quality control: There are numerous tools available to check on the quality of the operation and
employee performance. The cause and effect tool can be used to account a team for their
performance. Check sheet, control chart, histogram are some of the other tools to ensure quality
control.

Quality assurance: By comparing the quality level of actual work with standard and taking
corrective actions necessary are important to assure of the quality of operation.

Quality improvement: Both the quality control and quality assurance are being conducted to
improve the overall quality of the operation. Total quality management is what needed by the
organisation to ensure quality in every aspect of work as per the standard.

AC 5.4: Explaining the Techniques Used to Identify the Need for

Improvements in Team Outputs and Standards
To improve overall quality of the operation, management has to measure performance first and
compare performance to the standard to decide whether any corrective actions would be
necessary. Techniques to identify the need for improvements are discussed below:

Observation method: Observing performance of the employees, their satisfaction, motivation

and engagement to organisation is an important tool to identify areas of improvement.

Analysis of strength and weaknesses: Analysing the weaknesses of the organisation indicates
the potential area of improvement.
Analysis of error: Analysing the disciplinary errors in the organisation and looking at employee
absenteeism and workplace withdrawal behaviours might indicate the areas of improvement for
the organisation.

Analysis of leadership effectiveness: The efficiency of the operation depends on effective

leadership strategy. The more effective the leadership, the more effective will be performance
and areas will be discovered with potential opportunity to improve operation.

Assessment Criteria: 06
AC 6.1: Explaining the Characteristics, Requirements and Purposes of
Different Types of Events
Events can be of different types like seminar, conferences, promotional events, trade shows and
cultural events as well. The characteristics of a particular event depends on the need of the event
as well as organisational culture.

Seminars: Seminars are sort of academic instructions conducted by any educational institution
or professional body. It brings together small group of people and enlightens them on key
specific topics by sharing learnings and knowledge of the professionals.

Conference: It is a get together of various professionals who share their interest, views and
concerns regarding any important matter of fact.

Promotional events: These events are organised by different organisations by introducing and
promoting their products and services. They generally provide after sale services, discounts,
concessions etc. in these events.

Trade shows: These events are organised by particularly an industry concerned entity and every
entity in the industry shows their offerings by exhibiting features and benefits.

Apart from these cultural events, social awareness events are also quite popular in business as
well as society.
AC 6.2: Explaining the Types of Information and Information Sources
Needed to Organise an Event
To organize an event effectively, as organizer one have to collect information on various aspects
of event from primary and secondary sources. Primary sources are most important to get
authentic data through conducting surveys on the target group while on the other hand secondary
sources deals with already published data by a group.

Information sources: Source if primary data is the target population of the business or survey to
be conducted, for example: people of Manchester would be primary source of data if one want to
know about the level of income of these people. On the opposite, collecting data from bureau of
statistics or online databases are secondary sources. Businesses, to form event planning, cost
analysis, budget allocation need data from various sources.

Information required: In organizing events like stated above, businesses collect different data
on the structure of the event and how to go with the work flow of the event. They also collect
data on financial matters and for financial plan as well as data on how these events are being
perceived in the eyes of general mass and motivation to join these events.

AC 6.3: Explaining How to Plan an Event

Planning for an event starts with determining the objectives and goals to be achieved by the
entity organizing the event. The steps in an event planning are as follows:

 The goals and objectives established should be SMART that means specific, measurable,
attainable, relevant and timely.
 A team with cross functional background should be formed to turn the plan into action.
 A date should be set out for the event and it should be properly branded or communicated
among the people.
 A master plan of all the activities regarding achievement of strategic goals have to made
with regard to capabilities or resources available.
 People should be assigned definite roles and a chart of responsibilities should be created
to account everyone for the job.
 The last part of the planning will be identifying potential sources of sponsors and develop
relations with them.
AC 6.4: Explaining how to identify the right resources from an event plan
Two most important resources for an event are event management team and event sponsor. Event
management team is responsible for assembling all the resources available while event sponsor
advertises the event information to the people.

Staff and Volunteers

The organisation should have knowledge on the need of human resource before arranging an
event. How many staffs and volunteers will they need, whether volunteers will be from inside
organisation or outside, these decisions have to be made.

Budgets & Finances

The organisation has to develop a budget for the event. Though lion’s share of the spending is
being done by event sponsors, event management has to bear a portion of it. To get funding from
the sponsor they have to make a properly planned budget.

AC 6.5: Describing the Likely Types of Information Needed by Delegates

Before, During and After an Event
The event management team has to give the delegates information about various aspects of the
event beforehand. Delegates should have a proper understanding of the purpose and about which
they will talk about. There should be a group of coordinator who will be responsible for overall
synchronisation of the event. They should coordinated all the matters including food and water,
seat availability and protocols for the guest. There should be proper control to avoid
unauthorised access. A help desk should be established to answer the questions of the
participants regarding event. A survey can also be conducted to know about the effectiveness of
the event arrangement.

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