Module 2 - Building Admin and Op Competence

Empowering
African Entrepreneurs
THE TEF BUSINESS MANAGEMENT

TRAINING PROGRAMME
ADVANCED COURSE: MODULE 2
BUILDING ADMINISTRATIVE AND OPERATIONAL COMPETENCE
1 www.tonyelumelufoundation.org
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TABLE OF CONTENTS
01 Self-organization and Time Management
02 Advanced Office Management
03 Effective Administration and Operational Skills
04 Understanding Third-party Relationship
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OVERVIEW OBJECTIVES
Personal time management skills are essential for professional At the end of the training, participants will be able to;
success in any workplace. Those able to successfully implement
➢ Understand time management and time management
time management strategies can control their workload rather
improvement strategies.
than spend each day in a frenzy of activity reacting to crisis
➢ Identify office management skills and understand the roles of an
after crisis. In such a situation, stress declines and personal
office manager.
productivity soars! These highly effective individuals can focus
on the tasks with the greatest impact to them and their ➢ Learn how to develop and implement a third-party
organization and become highly effective and efficient in management process.
performing their office managerial, and operational duties. ➢ Identify effective administrative and operational skills for growing
the business.
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1.0 SELF-ORGANIZATION AND TIME MANAGEMENT
WHAT IS TIME MANAGEMENT?
Time management involves planning and exercising To manage time, it is important you prepare in advance. Preparing in
conscious control of time spent on specific activities, advance helps you get projects delivered as and when due. To
especially to increase effectiveness, efficiency, and effectively manage your time with the following strategies should be
productivity. It involves coordinating projects and employed:
ensuring an effective control of the time allotted to ➢ Know how to spend your time
each project. ➢ Plan yourself
➢ Organize yourself
➢ Set priorities
➢ Delegate your work
➢ Create a cordial communication process
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HOW TO IMPROVE YOUR TIME MANAGEMENT
➢ Visualizing your daily goals: At sunrise each day, you should be able ➢ Produce a to-do list: time management tools don’t come in
to decide there and then what you would like to do with that day. much handy than a to-do-list. Putting down your thoughts into
Start your day by visualising your goals. This will help set the day in writing makes these tasks more feasible.
order. ➢ Terminate the act of multitasking: Few people are adept at
➢ Avoid putting off tasks: Instead of thinking about a task to be carried multi-tasking. Studies have shown less productivity as
out, start spending time on accomplishing even the simplest task. associated with trying to complete multiple tasks at once.
Undone task occupy your mind thereby making it difficult to enjoy Learning the prioritization of task will enable you to get much
leisure time due to the frequent thought of tasks yet to be more done than if you had
accomplished. ➢ Reward yourself: A reward is something of value given in
➢ Keeping periodic task reminders: Reminders such as alarms or return for an act. It does not have to be about breaking the
mobile apps built for that purpose have been proven to be great bank for a celebration.
motivators to meet deadlines. Incorporation of deadlines to tasks ➢ Be affirmative: These are positive self-talks recurring in your
and meeting up with them yields greater productivity and self- sub-conscious with the aim of improving the quality of your
satisfaction work. Be affirmative, this helps a lot in getting works done
➢ Relax and meditate: Taking a comfortable position, words or phrases
uplifting your body and spirit should be on repetition.
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2.0 ADVANCED OFFICE MANAGEMENT
WHAT IS OFFICE MANAGEMENT? FUNCTIONS OF OFFICE MANAGEMENT
Office management as a function is a branch of art and ➢ Planning: the determination of a course of action to achieve a desired
management science which is concerned with the efficient result. Planning helps in achieving the objectives of an organization.
performance of office work whenever that work is done. ➢ Organizing: It is a foreseeable managerial activity that entails the
According to Mill and Standford, office management may be fusion of material and human resources for the purpose of bringing
defined as the art of guiding the personnel of the office in the together quality workers
use of materials, methods, machines and equipment ➢ Staffing: is concerned with selection, placement, training, growth and
appropriate to their environment in order to achieve its specified development of all those members of the organization whose
purposes. functions are to get things done through the efforts of other individuals.
➢ Controlling: Controlling is determining what is being accomplished;

Office management can also be defined as the manipulation
that is to evaluate performance and if necessary, apply corrective
and control of men, methods, machines and materials to
measures so that performance takes place according to plans.
achieve the best possible result; result of the highest possible
➢ Co-ordinating: Simplified organization, Harmonized programs and
effort and expense, in the shortest practicable time and in a
policies, Well-designed method of communication, Voluntary
manner acceptable to the top management.
cooperation.
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DESCRIBING SELF-EMPOWERMENT AND SELF-DEVELOPMENT
Self- empowerment is the process of propelling oneself to discover ➢ Act: This means having the resilience and persistence to keep
and claim personal power. going and seek other ways to achieve our goals.
How is self-empowerment developed? ➢ Access your impact: This means evaluating the progress made.
There are six processes for developing personal empowerment, they ➢ More so, self-empowerment can be grouped into three
include; dimensions. They are:
➢ Identify a goal that is focused on power: An example is taking on ➢ Self-monitoring: Self-monitoring relates to how one’s behaviour is
projects which gives you a sense of elevation. in relation to personal standard, environmental circumstances,
➢ Increase your knowledge: Understand more about the subject or etc.
situation. The old saying, “Knowledge is power” cannot be ➢ Self-reinforcement: Though it is compared to attainment of
overemphasized. Seek to acquire knowledge which increases targets, in the moral domain, the evaluation of standards is more
your self-worth. stable, and the judgment factors are more varied and complex
➢ Increase yourself efficiency: Before taking any action, you need ➢ Self-evaluation: This is a mechanism which plays a central role in
to believe that you can achieve anything. the exercise of personal agency by its strong impact on thought,
➢ Increase your skills and competence: Improving your skills to concern, motivation and actions
become influential is a great key to self-empowerment.
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COMMUNICATION
An important skill in Office Management is Communication. A

good office manager must be able to communicate goals clearly.
There are various definitions to communication, they include;
Imparting or exchanging information by speaking, writing or using

other mediums and sending or receiving information, with a
feedback.
An act of using words, sounds, signs and behaviour to express or

exchange information such as feelings, thoughts, ideas etc.
Exchange of thought, message or information a by speech,

signals.
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BARRIERS TO EFFECTIVE COMMUNICATION
➢ Lack of attention
➢ interest
➢ distractions, or irrelevance to the receiver
➢ Differences in perception and viewpoint
➢ Cultural barriers
➢ Language barriers
➢ Information overload and lack of focus.
There are also several effective communication skills. Some of

them are:
➢ Be an active listener
➢ Have a non-verbal communication
➢ Ask questions
➢ Have clarity and conscience
➢ Be empathetic
➢ Provide feedback.
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3.0 EFFECTIVE ADMINISTRATION AND OPERATIONAL SKILLS
WHO IS AN ADMINISTRATOR?
THE NEED FOR A GOOD ADMINISTRATOR
An effective administrator is a link between organizations various

departments. He or she ensures the smooth flow of information from ➢ Inform new recruits of the company codes and
one part to the other. conducts
➢ Discussing job requirements and performance

➢ A good administrator must be duly fitted for the task of seeing to expectations
the running of the daily activities of the organization.
➢ Assigning works to employees and evaluating
➢ A good administrator keeps the organization running smoothly
performances
➢ A good administrator ensures happiness and efficiency amongst
employees ➢ Pointing out personal issues and determine training
requirements
➢ A good administrator treats employees with due respect and
dignity ➢ Providing feedback on work and motivate employees
➢ A good administrator is action oriented when applicable.
➢ A good administrator should have a high integrity ➢ Being assertive to employees.
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SKILLS OF AN ADMINISTRATOR
➢ Technical skills: Technical skill is the understanding of

and proficiency in a specific kind of activity particularly
one involving methods, processes, procedures or
technique. Technical skill involves specialized
knowledge and analytical ability within a particular
specialty
➢ Human skills: Human skill is the executives’ ability to

work efficiently to build cooperative effort within the
team he leads. Human skill is primarily concerned with
working with people. A person with a highly developed
human skill is aware of his own attitudes, assumptions
and beliefs about other individuals and groups.
➢ Conceptual skills: As used here, it involves the ability to

see the organization as a whole; it includes observing
how the various functions of the organization depends
on one another and how changes in one part affects
the other. It also views the relationship of the individual
business to the organization, the community and the
political, social and economic forces as a whole
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ORGANIZATION AND PAPER FLOW CHALLENGE
WHAT IS ORGANIZATION? ORGANIZATION PROCESS
This involves determining the processes needed to accomplish a ➢ Identification and division of labour: Tasks into smaller units
goal. A well-organized process should result in a work environment called a job. And individual is assigned to a job which later
where all team members know the responsibilities they handle. leads to specialization because jobs are assigned to individuals
If organizing is not conducted well, the results may yield to based on capabilities and qualifications.
confusion, frustration and inefficiency. There are two types of ➢ Grouping the jobs and departmentalization: After dividing the
organization they include; tasks into smaller jobs, related jobs are aligned together and
➢ Formal organization: This is a clear boundary of authority and kept under a department.
responsibility, coupled with a systematic coordination among ➢ Assignment of Duties: After creating departments, individuals
various activities which ensures achievement of organizational are assigned to a particular duty matching his skills and
goals. qualification. Here, work is assigned according to the ability of

the individual
➢ Informal organization: informal organization arises after formal
➢ Establishing Reporting Relationship: After grouping the activities
organization. This happens because people frequently contact
in different departments, the employees have to perform the
each other and are not forced into a rigid and completely
job. Authorized personnel are assigned to the employees to
formal structure.
supervise the job being done
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4.0 UNDERSTANDING THIRD-PARTY RELATIONSHIP
WHAT IS A THIRD-PARTY RELATIONSHIP? DEVELOPING AND IMPLEMENTATING A THIRD-PARTY

MANAGEMENT PROCESS
Third party relationship is a business arrangement between organizations. Risk Management Process;
It could be by contract or otherwise. The key to effective use of third party in any capacity in an
This may include suppliers, contract manufacturers, business partners, organization is to appropriately assess, measure, monitor and control
resellers, distributors, brokers, etc. Third party management differs from the risk associated with the relationship. The use of a third party
third party relationship. Third-party management can be said to be a increases the need for oversight of the process from start to finish
situation whereby organizations monitor and manage interactions with Contract structuring and review; after selecting a third party,
external parties with which it has a relationship. management should ensure that specific expectations and
obligations of both the organization and the third-party are outlined
What are third-party management solutions? in a written contract prior to entering the arrangement.
Third party management solutions are technologies and systems
Oversight; organizations should maintain adequate oversight of
designed to check the performance of third-party management
third-party activities and adequate quality control over those
processes. Such solutions are external facing and designed to
products and services provided through third-party arrangements in
complement internal-facing governance, risk and compliance system
order to minimize exposure to potential significant financial loss,
and processes.
reputation damage and supervisory action.
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RISK ASSOCIATED WITH THIRD PARTIES THIRD PARTY RISK MANAGEMENT
There are several risks associated with third-parties. Numerous risks

that may arise from the use of third parties. Some of the risks are
Vendor Management
associated with the underlying activity itself, like the risks faced by
an institution directly conducting the activity. Other potential risks Due Diligence
arise from or are heightened by the involvement of a third party.
Failure to manage these risks can expose an institution to
Termination
regulatory action, financial loss, litigation and reputation damage,
Planning
and may even impair the institution’s ability to establish new or
service existing customer relationships. Contracting
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The following are types of risks associated with third-parties:

➢ Strategic risk: This risk arises from adverse business decisions, or failure to implement appropriate business decisions in a manner that is
consistent with the institution’s strategic goals. The use of a third party to perform banking functions or to offer products or services that
do not help the financial institution achieve corporate strategic goals and provide an adequate return on investment exposes the
financial institution to strategic risk
➢ Reputation risk: This risk arises from negative public opinion. Third-party relationships that result in dissatisfied customers, interactions not
consistent with institution policies, inappropriate recommendations, security breaches resulting in the disclosure of customer information,
and violations of law and regulation are all examples that could harm the reputation and standing of the financial institution in the
community it serves. Also, any negative publicity involving the third party, whether or not the publicity is related to the institution’s use of
the third party, could result in reputation risk.
➢ Operational risk: Operational risk is the risk of loss resulting from inadequate or failed internal processes, people, and systems or from
external events. Third-party relationships often integrate the internal processes of other organizations with the bank’s processes and can
increase the overall operational complexity.
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➢ Transaction risk: Transaction risk is the risk arising from problems with service or product delivery. A third party’s
failure to perform as expected by customers or the financial institution due to reasons such as inadequate
capacity, technological failure, human error, or fraud, exposes the institution to transaction risk. The lack of an
effective business resumption plan and appropriate contingency plans increase transaction risk. Weak control
over technology used in the third-party arrangement may result in threats to security and the integrity of systems
and resources. These issues could result in unauthorized transactions or the inability to transact business as
expected.
➢ Credit risk: Credit risk is the risk that a third party, or any other creditor necessary to the third-party relationship, is
unable to meet the terms of the contractual arrangements with the financial institution or to otherwise financially
perform as agreed. The basic form of credit risk involves the financial condition of the third party itself. Some
contracts provide that the third party ensures some measure of performance related to obligations arising from
the relationship, such as loan origination programs. In these circumstances, the financial condition of the third
party is a factor in assessing credit risk. Credit risk also arises from the use of third parties that market or originate
certain types of loans, solicit and refer customers, conduct underwriting analysis, or set up product programs for
the financial institution
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➢ Compliance risk: Compliance risk is the risk arising from violation of laws, rules, or regulations,
or from noncompliance with internal policies or procedures or with the institution’s business
standards. This risk exists when the products or activities of a third party are not consistent with
governing laws, rules, regulations, policies, or ethical standards.
➢ Other risks: The types of risk introduced by an institution’s decision to use a third party cannot
be fully assessed without a complete understanding of the resulting arrangement.
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CONCLUSION RESOURCES
STAGE MODULE TOPIC

Time management is important in every business as far as
building an administrative and operational competence is ADVANCED MODULE BUILDING ADMINISTRATIVE AND OPERATIONAL
COURSES 2 COMPETENCE
concerned. Time management has proven to increase the
RESOURCES FOR MODULE 2
productivity of most companies. Knowing how to carefully
Exercise With the aid of Excel or Word, design an effective One-Week
manage one’s time will help get projects done as and when 1 To-Do List with daily tasks for a High-Growth Business. Also, do
the same with one of these tools listed above and make a
due. To properly manage time and operate optimally, there is comparative analysis of the Crude and Modern Tool in less
than 200 words.
need to effectively make use of to-do lists and other
technological tools that can help businesses become more Exercise From the 4 discussed forms of Prioritizing Projects, make a list
2 of 10 projects for the week and categorize them under these
productive with what they do. This helps save cost and gets forms based on their level of priority.
Exercise Provide three-five ways of structuring a small business in Africa
work done easier. 3 for stability and scale-up
Exercise Identify and explain how you can manage your Company or
4 Enterprise from Third-Party Risks
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RESOURCES
Case Study 1 Company XYZ has been facing some third-party risks. They have been advised by Experts to “Jump Start” these
risks. Provide at least 5 ways they can use to jump start these using any of the third-party management programs
(TPMPs) you have learnt
Case Study 2 MNO Pharmacy in Accra, Ghana, deals in the production and distribution of Medicines, Provisions and offer, retail
banking services with the aid of a POS Terminal. Their processes have not been so good in the past 18 months since
most of their staff perform jobs not duly assigned to them. Sometimes, the Accountant do the job of the Associate
Pharmacist, and this has, in many ways, reduced the productivity of the firm. You have been contracted by the
Pharmacy to put in organizational structures for the business.
Using the Knowledge gained in this section, In 4 simple steps, explain how you will go about achieving this.
Further Reading https://www.fdic.gov/regulations/examinations/credit_card/pdf_version/ch20.pdf
Link
To read the extended content ! Please click the link below:
https://drive.google.com/file/d/1wE7ODyOMCaseCYHgHiXNVEym8A1lGaGU/view?usp=sharing
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Thank you!
THANK YOU!

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Empowering

THE TEF BUSINESS MANAGEMENT

ADVANCED COURSE: MODULE 2

BUILDING ADMINISTRATIVE AND OPERATIONAL COMPETENCE

01 Self-organization and Time Management

02 Advanced Office Management

03 Effective Administration and Operational Skills

04 Understanding Third-party Relationship

organization and become highly effective and efficient in management process.

1.0 SELF-ORGANIZATION AND TIME MANAGEMENT

WHAT IS TIME MANAGEMENT?

HOW TO IMPROVE YOUR TIME MANAGEMENT

2.0 ADVANCED OFFICE MANAGEMENT

WHAT IS OFFICE MANAGEMENT? FUNCTIONS OF OFFICE MANAGEMENT

➢ Controlling: Controlling is determining what is being accomplished;

DESCRIBING SELF-EMPOWERMENT AND SELF-DEVELOPMENT

➢ Increase your knowledge: Understand more about the subject or etc.

become influential is a great key to self-empowerment.

An important skill in Office Management is Communication. A

There are various definitions to communication, they include;

Imparting or exchanging information by speaking, writing or using

An act of using words, sounds, signs and behaviour to express or

Exchange of thought, message or information a by speech,

BARRIERS TO EFFECTIVE COMMUNICATION

➢ distractions, or irrelevance to the receiver

➢ Differences in perception and viewpoint

➢ Information overload and lack of focus.

There are also several effective communication skills. Some of

➢ Have a non-verbal communication

➢ Have clarity and conscience

3.0 EFFECTIVE ADMINISTRATION AND OPERATIONAL SKILLS

An effective administrator is a link between organizations various

➢ Discussing job requirements and performance

➢ A good administrator should have a high integrity ➢ Being assertive to employees.

➢ Technical skills: Technical skill is the understanding of

➢ Human skills: Human skill is the executives’ ability to

➢ Conceptual skills: As used here, it involves the ability to

ORGANIZATION AND PAPER FLOW CHALLENGE

WHAT IS ORGANIZATION? ORGANIZATION PROCESS

goals. qualification. Here, work is assigned according to the ability of

4.0 UNDERSTANDING THIRD-PARTY RELATIONSHIP

WHAT IS A THIRD-PARTY RELATIONSHIP? DEVELOPING AND IMPLEMENTATING A THIRD-PARTY

RISK ASSOCIATED WITH THIRD PARTIES THIRD PARTY RISK MANAGEMENT

There are several risks associated with third-parties. Numerous risks

The following are types of risks associated with third-parties:

STAGE MODULE TOPIC

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