INSTRUCTIONAL MATERIALS FOR

HRMA 30013:ADMINISTRATIVE AND

OFFICE MANAGEMENT

COMPILED BY:

Prof. Ma. Jocelyn L. Guevarra

PUP A. Mabini Campus, Anonas Street, Sta. Mesa, Manila 1016

Direct Line: 335-1730 | Trunk Line: 335-1787 or 335-1777 local 000
Website: www.pup.edu.ph | Email: inquire@pup.edu.ph

THE COUNTRY’S 1st POLYTECHNIC

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 INTRODUCTION

We all have ideas about what a typical office looks and feels like: a mixture of private
offices and cubicles, with meeting rooms, pantries, and shared amenities. Few offices have
been intentionally designed to support specific organizational priorities. Although offices have
changed in some ways during the past decade.

The content of this lessons is easy to understand and straightforward that students will
know important and learned information in the real world where one will discover a globally
competitive environment, digital transformation and the dynamics of the industries.

The health crisis we are experiencing now is a challenge for us and has forced the
adoption of new ways of working. Organizations must reimagine their work and the role of
offices in creating safe, productive, and enjoyable jobs and lives for employees.

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 TABLE OF CONTENTS

Lesson 1: The Office in a Changing Business World

Lesson 1 The Office………………………………………………………….. 5
Lesson 2 Understanding the Organization………………………………… 8
Lesson 3 The Office Professional…………………………………………… 10
Lesson 4 Management Concepts…………………………………………… 25
Lesson 5 Communication Skills…………………………………………….. 28
Activities/Assessments……………………………………………………………. 32
Lesson 2: The Workplace and its Environment
Lesson 1 Workstation Management and Office Safety…………………… 33
Lesson 2 Time Management and Reminder Systems……………………. 39
Activities/Assessments…………………………………………………………….. 43
Lesson 3: Management of Human Resources
Lesson 1 Recruitment………………………………………………………… 45

Lesson 2 Selection …………………………………………………………… 46

Lesson 3 Typical Reasons Employee Training and Development………. 48

Lesson 4 Characteristics of an Effective Supervisor……………………… 49

Lesson 5 Case Study………………………………………………………… 50

Activities/Assessments…………………………………………………………….. 52

Lesson 4 Motivation and Employee Performance

Lesson 1 Motivation…………………………………………………………… 54

Lesson 2 Performance Appraisal……………………………………………. 58

Activities/Assessments……………………………………………………………... 60

Lesson 5 Job Analysis and Compensation Employees

Lesson 1 Job Analysis………………………………………………………… 63

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 Lesson 2 Administering Salaries of Employees………………..………….. 64

Lesson 3 Work Measurement………………………………………………... 65

Activities/Assessments……………………………………………………………… 68

Lesson 6 Systems and Trends

Lesson 1 Information………………………………………………………….. 69

Lesson 2 Common Information Technologies found in Offices…………… 71

Lesson 3 Typical Information Systems………………………………………. 75

Activities/Assessments……………………………………………………………… 77

Lesson 7 Administrative Services Management

Lesson 1 Record Management System……………………………………… 78

Lesson 2 Office Reprographics & Mail Services……………………………. 87

Activities/Assessments……………………………………………………………….. 94

Lesson 8 Administrative Control

Lesson 1 Control Process……………………………………………………… 95

Lesson 2 Advantages and Limitations of Budgeting………………………… 97

Activities/Assessments………………………………………………………………. 99

Midterm Examination………………………………………………………………… 100

Final Examination…………………………………………………………………….. 108

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 COURSE OUTCOMES

 Acquire knowledge on new technologies and modern work systems.

 Determine the office administrative functions
 Analyze the application of managerial functions to office administration
 Evaluate an effective office administration program
 Create an effective office administration program

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 Lesson 1: The Office in a Changing Business World

OVERVIEW:

Leading organizations will boldly question long-held assumptions about how work should
be done and the role of the office. There is no one-size-fits-all solution. The answer, different for
every organization, will be based on what talent is needed, which roles are most important, how
much collaboration is necessary for excellence, and where offices are located today, among
other factors. Even within an organization, the answer could look different across geographies,
businesses, and functions, so the exercise of determining what will be needed in the future must
be a team sport across real estate, human resources, technology, and the business. Tough
choices will come up and a leader must be empowered to drive the effort across individual
functions and businesses. Permanent change will also require exceptional change-management
skills and constant pivots based on how well the effort is working overtime.

In this module, one will be able to understand the importance of possessing the right
attitude and behavior in the workplace of professional office in the environment, identify and
explain the different concepts and organizing functions of management, and outline the process
of communication.

LEARNING OUTCOMES:

After successful completion of this lesson, you should be able to:

 Explain the meaning of Office.

 Identify the Key Office Activities.
 Describe the Alternative Offices.
 Identify and explain the Types of Organizations.
 Discuss about the professional Image.
 Discuss the type of Competencies.
 Illustrate and explain the Management Concepts.
 Explain Communication Skills.
 Illustrate and discuss the Communication Process.

COURSE MATERIALS:

Lesson 1.1

The Office

In every office, there is a chain of command or an organizational flow to how the office
operates. You can look at your company‘s organizational chart to get a first idea of how things
are run, but don‘t stop there. Some people may be further down the chain of command, but still
wield a lot of power. For example, an administrative assistant may not have a top title or salary,
but they often serve as gatekeepers to the boss. If you‘re not nice to them, they won‘t put in a
good word for you and you could find your career stopped before it starts. It is super important
to understand the existing structure of your office and learn how to navigate within it.

Office dynamics are all about how the people in an organization function with one
another to accomplish tasks as a whole unit. Being a part of an office environment isn‘t so much
about you as an individual, but rather how you can help your company reach its overall goals as

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part of the team. No matter where you work in an office, you will need to interact with all sorts of
people and personalities. When you first step into a new office, it might be hard to figure out
who‘s who—but it‘s important that you do. This is what you‘ll want to know about office
dynamics and how to fit in.

The term office is used in a variety of ways. An office is a place in which the affairs of a
business, professional person, or organization are carried out.

Offices are Information Driven

Information is made up of data or facts that have been summarized ororganized into a
meaningful form.

Workers use information in many ways, such as:

 Creating information
 Searching information
 Processing information
 Communicating information

Examples of handling information

 Writing a policy for sales returns

 Entering details of a customer‘s order at a computer
 Answering inquiries by telephone

Key Office Activities

 Creating/analyzing information
 Searching for information
 Processing information
 Communication information
 Managing information
→ Maintaining calendars
→ Maintaining databases and files
→ Maintaining financial records

Technology in Modern Offices

 Technology is used by all office workers

 Intranets aid in sharing and communicating information within organizations
 The Internet creates a global business community
 Many workers telecommute from alternative offices
Alternative Offices

Virtual office

- The capability to perform work activities away from a traditional office setting. It has no
physical form.

Mobile office

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 - An office located at a temporary site that can move from place to place

Home office

- Space within a home organized for performing office tasks

Virtual Assistant

- A virtual assistant is a worker who performs tasks normally handled by an on-site

secretary or administrative assistant.
- He or she can work from a home office.

Lesson 1. 2

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Understanding the Organization

Understanding Your Organization, is enough to give you a basic sense of your

organization, including its structure and basic parts, its current (or desired) personality, and
feedback among the basic parts.

Learning from your work

 The information you handle may be confidential

 Reports

Learning from resources available

 Annual reports - contain valuable information about the company‘s achievements

 Company‘s mission statement and goal

Types of Organizations

Businesses are organizations that seek to make a profit.

 Single proprietorship - business owned by one individual.

 Partnership - A business that is not incorporated and has 2 or more owners.
 Corporation - A business organized under the laws of a particular state in which a
chartered was secured.
 Professional service organization - Professionals such as lawyers, physicians, etc.

Not-for-profit entities seek to provide services

→ Secure funds from variety of sources

Governmental units seek to provide services

→ Called by different names such as agency, bureau, department and board.

Structure of Organizations

An organizational structure is a grouping of a company‘s employees delineating each

worker‘s function, superior and subordinate. An organizational chart starts by listing the chief
executive officer at the top and then all of the people below him by name and title. A CEO may
have several executives who report directly to him listed underneath him on the chart,
connected by straight lines. These employees can include the chief financial officer, director of
marketing and chief operating officer. While all of the employees of the company work under the
CEO, an org chart connects each employee only to his direct reports. Under the CFO, for
example, the chart might show the human resources director and accounting staff. In
departments where several employees perform the same function, such as sales or
manufacturing, employees are listed by title or function, not name.

Board of directors

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 ■ Establishes policies to guide company operations

Senior management

■ Provides direction in carrying out policies

Middle management

■ Directs day-to-day activities

Department employees

■ Perform tasks to meet the organization‘s go

FOCUS ON….

Employee Empowerment

 Enables employees to make decisions without review by managers

 Allows fewer levels of middle managers
 Requires that the worker understand the company
 Facilitates working in teams
 Increases job satisfaction

Lesson 1. 3

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The Office Professional

Office professionals have stood the test of time. Amidst technological developments
in various societies, they have remained a staple in office environments, being armed with the
pertinent knowledge, skills, image, and unique attributes.

Business Knowledge and Skills

o Keyboarding (typing)
o English language usage- spelling, grammar and punctuation
o Computer operations
o Mathematics/basic accounting operations
o Office machine operations
o Telephone usage
o Mail Management
o Information (records) management-hard copy and soft copy
o Greeting visitors, scheduling making travel arrangements, meeting with management
o Written material preparation-letters, memos and reports
o Customers/client service
o Employee supervision

Professional Image

o Clothing
o Grooming
o Posture and poise
o Speech

Personal Attributes set you apart and make you different from others.

1 Professional Attitude

1.1 Refers to a devoted attention to the job so that it is performed as completely, efficiently,
and cheerfully as possible.
1.2 Excellent team worker, pleasant and cooperative, enthusiastic, and interested in the
work.

1.3 Avoids complaining.

1.4 Not moody-tries to be agreeable most of the time.
1.5 Accepts suggestions and supervision well.
1.6 Complies with office rules and regulations.

2 Ethical behavior

2.1 possesses the strength of character to do what is right regardless of the outcomes.
2.2 Refuse to engage in office politics (―who you know‖) but holds on to one‘s value system.
2.3 Strictly observes office hours, does not watch the clock; does not disappear frequently.
2.4 Accepts responsibilities; does not attempt to pass the blame to others for errors or
shortcomings.

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2.5 Maintains honesty and integrity (company supplies/equipment never taken for personal
use)
2.6 Respects the privacy of others.

3 Loyalty

3.1 trustworthy, handles sensitive information and keeps silent about confidential
information.
3.2 Understands the objectives of management and defends them if need be.
3.3 Supports the executive and his ideas, decisions, projects and programs.
3.4 Keeps company affairs to himself, does not discuss with others anything that might
discredit the executive or the company.
3.5 Cost conscious; uses company supplies wisely.
3.6 Committed to quality work on all occasions.
3.7 Willing to exert extra effort or make personal sacrifices when needed.

4 Flexibility

4.1 turns out good work under unusual circumstances or in new environment.
4.2 Responds to sudden changes in instructions.
4.3 Tackles jobs that have not been done before.
4.4 Shows alertness and intelligence.
4.5 Learns job requirements quickly.

5 Self-Esteem

5.1 has a strong belief on one‘s self, one‘s competence, and one‘s worth.
5.2 Radiates inner peace; displays confidence.
5.3 Acts decisively in pressure situations.
5.4 Highly motivated to improve job performance.
5.5 Not defensive, critical and uncooperative.
5.6 Has excellent ability to concentrate on intellectual endeavors.
5.7 Focuses more on accomplishments rather than on failures.

6 Tact and diplomacy

6.1 Possesses a sensitive perception of the right thing to say or do.

6.2 Listens, speaks, and acts in a manner appropriate to the situation.
6.3 Avoids upsetting anyone because of careless or offending words.
6.4 Emphasizes the positive rather than the negative traits of others.
6.5 Suggests rather than command; request rather than demand.

Office Competencies

Competency has different meanings, and remains one of the most diffuse terms in the
management development sector, and the organizational and occupational literature.

Competencies are also what people need to be successful in their jobs. Job
competencies are not the same as job task. Competencies include all the related knowledge,
skills, abilities, and attributes that form a person's job. This set of context-specific qualities is

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correlated with superior job performance and can be used as a standard against which to
measure job performance as well as to develop, recruit, and hire employees.
Competencies and competency models may be applicable to all employees in an
organization or they may be position specific. Identifying employee competencies can contribute
to improved organizational performance. They are most effective if they meet several critical
standards, including linkage to, and leverage within an organization's human resource system.
Core competencies differentiate an organization from its competition and create a company's
competitive advantage in the marketplace. An organizational core competency is its strategic
strength.

Competencies provide organizations with a way to define in behavioral terms what it is

that people need to do to produce the results that the organization desires, in a way that is in
keep with its culture. By having competencies defined in the organization, it allows employees to
know what they need to be productive. When properly defined, competencies, allows
organizations to evaluate the extent to which behaviors employees are demonstrating and
where they may be lacking. For competencies where employees are lacking, they can learn.
This will allow organizations to know potentially what resources they may need to help the
employee develop and learn those competencies. Competencies can distinguish and
differentiate your organization from your competitors. While two organizations may be alike in
financial results, the way in which the results were achieve could be different based on the
competencies that fit their particular strategy and organizational culture. Lastly, competencies
can provide a structured model that can be used to integrate management practices throughout
the organization. Competencies that align their recruiting, performance management, training
and development and reward practices to reinforce key behaviors that the organization values.

Competence is the set of demonstrable characteristics and skills that enable, and
improve the efficiency or performance of a job. Office competencies are a requirement for many
workers in performing their jobs. Whether or not you know what you want to do as a worker.

Types of competencies

Behavioral competencies: Individual performance competencies are more specific

than organizational competencies and capabilities. As such, it is important that they be defined
in a measurable behavioral context in order to validate applicability and the degree of expertise
(e.g. development of talent)

Core competencies: Capabilities and/or technical expertise unique to an organization,

i.e. core competencies differentiate an organization from its competition (e.g. the technologies,
methodologies, strategies or processes of the organization that create competitive advantage in
the marketplace). An organizational core competency is an organization's strategic strength.

Functional competencies: Functional competencies are job-specific competencies that

drive proven high-performance, quality results for a given position. They are often technical or
operational in nature (e.g., "backing up a database" is a functional competency).

Management competencies: Management competencies identify the specific attributes

and capabilities that illustrate an individual's management potential. Unlike leadership
characteristics, management characteristics can be learned and developed with the proper
training and resources. Competencies in this category should demonstrate pertinent behaviors
for management to be effective.

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 Organizational competencies: The mission, vision, values, culture and core
competencies of the organization that sets the tone and/or context in which the work of the
organization is carried out (e.g. customer-driven, risk taking and cutting edge). How we treat the
patient is part of the patient's treatment.

Technical competencies: Depending on the position, both technical and performance

capabilities should be weighed carefully as employment decisions are made. For example,
organizations that tend to hire or promote solely on the basis of technical skills, i.e. to the
exclusion of other competencies, may experience an increase in performance-related issues
(e.g. systems software designs versus relationship management skills)

31 Core Competencies are divided into several clusters

I. Competencies Dealing with People

The Leading Others Cluster

1. Establishing Focus: The ability to develop and communicate goals in support of the
business‘ mission.

 Acts to align own unit‘s goals with the strategic direction of the business.
 Ensures that people in the unit understand how their work relates to the business‘
mission.
 Ensures that everyone understands and identifies with the unit‘s mission.
 Ensures that the unit develops goals and a plan to help fulfill the business‘ mission.

2. Providing Motivational Support: The ability to enhance others‘ commitment to their work.

 Recognizes and rewards people for their achievements.

 Acknowledges and thanks people for their contributions.
 Expresses pride in the group and encourages people to feel good about their
accomplishments.
 Finds creative ways to make people‘s work rewarding.
 Signals own commitment to a process by being personally present and involved at key
events.
 Identifies and promptly tackles morale problems.
 Gives talks or presentations that energize groups.

3. Fostering Teamwork: As a team member, the ability and desire to work cooperatively with
others on a team; as a team leader, the ability to demonstrate interest, skill, and success in
getting groups to learn to work together.

Behaviors for Team Members

 Listens and responds constructively to other team members‘ ideas.

 Offers support for others‘ ideas and proposals.
 Is open with other team members about his/her concerns.
 Expresses disagreement constructively (e.g., by emphasizing points of agreement,
suggesting alternatives that may be acceptable to the group).
 Reinforces team members for their contributions.

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  Gives honest and constructive feedback to other team members.
 Provides assistance to others when they need it.
 Works for solutions that all team members can support.
 Shares his/her expertise with others.
 Seeks opportunities to work on teams as a means to develop experience, and
knowledge.
 Provides assistance, information, or other support to others, to build or maintain
relationships with them.

Behaviors for Team Leaders

 Provides opportunities for people to learn to work together as a team.

 Enlists the active participation of everyone.
 Promotes cooperation with other work units.
 Ensures that all team members are treated fairly.
 Recognizes and encourages the behaviors that contribute to teamwork.

4. Empowering Others: The ability to convey confidence in employees‘ ability to be successful,

especially at challenging new tasks; delegating significant responsibility and authority; allowing
employees freedom to decide how they will accomplish their goals and resolve issues.

 Gives people latitude to make decisions in their own sphere of work.

 Is able to let others make decisions and take charge.
 Encourages individuals and groups to set their own goals, consistent with business
goals.
 Expresses confidence in the ability of others to be successful.
 Encourages groups to resolve problems on their own; avoids prescribing a solution.

5. Managing Change: The ability to demonstrate support for innovation and for organizational
changes needed to improve the organization‘s effectiveness; initiating, sponsoring, and
implementing organizational change; helping others to successfully manage organizational
change.

Employee Behaviors

 Personally, develops a new method or approach.

 Proposes new approaches, methods, or technologies.
 Develops better, faster, or less expensive ways to do things.

Manager/Leader Behaviors

 Works cooperatively with others to produce innovative solutions.

 Takes the lead in setting new business directions, partnerships, policies or procedures.
 Seizes opportunities to influence the future direction of an organizational unit or the
overall business.
 Helps employees to develop a clear understanding of what they will need to do
differently, as a result of changes in the organization.
 Implements or supports various change management activities (e.g., communications,
education, team development, coaching).

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  Establishes structures and processes to plan and manage the orderly implementation of
change.
 Helps individuals and groups manage the anxiety associated with significant change.
 Facilitates groups or teams through the problem-solving and creative-thinking processes
leading to the development and implementation of new approaches, systems, structures,
and methods.

6. Developing Others: The ability to delegate responsibility and to work with others and coach
them to develop their capabilities.

 Provides helpful, behaviorally specific feedback to others.

 Shares information, advice, and suggestions to help others to be more successful;
provides effective coaching.
 Gives people assignments that will help develop their abilities.
 Regularly meets with employees to review their development progress.
 Recognizes and reinforces people‘s developmental efforts and improvements.
 Expresses confidence in others‘ ability to be successful.

7. Managing Performance: The ability to take responsibility for one‘s own or one‘s employees‘
performance, by setting clear goals and expectations, tracking progress against the goals,
ensuring feedback, and addressing performance problems and issues promptly.

Behaviors for employees

 With his/her manager, sets specific, measurable goals that are realistic but challenging,
with dates for accomplishment.
 With his/her manager, clarifies expectations about what will be done and how.
 Enlists his/her manager‘s support in obtaining the information, resources, and training
needed to accomplish his/her work effectively.
 Promptly notifies his/her manager about any problems that affect his/her ability to
accomplish planned goals.
 Seeks performance feedback from his/her manager and from others with whom he/she
interacts on the job.
 Prepares a personal development plan with specific goals and a timeline for their
accomplishment.
 Takes significant action to develop skills needed for effectiveness in current or future job.

Behaviors for managers

 Ensures that employees have clear goals and responsibilities.

 Works with employees to set and communicate performance standards that are specific
and measurable.
 Supports employees in their efforts to achieve job goals (e.g., by providing resources,
removing obstacles, acting as a buffer).
 Stays informed about employees‘ progress and performance through both formal
methods (e.g., status reports) and informal methods (e.g., management by walking
around).
 Provides specific performance feedback, both positive and corrective, as soon as
possible after an event.

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  Deals firmly and promptly with performance problems; lets people know what is
expected of them and when.

Communication and Influencing Cluster

8. Attention to Communication: The ability to ensure that information is passed on to others

who should be kept informed.

 Ensures that others involved in a project or effort are kept informed about developments
and plans.
 Ensures that important information from his/her management is shared with his/her
employees and others as appropriate.
 Shares ideas and information with others who might find them useful.
 Uses multiple channels or means to communicate important messages (e.g., memos,
newsletters, meetings, electronic mail).
 Keeps his/her manager informed about progress and problems; avoids surprises.
 Ensures that regular, consistent communication takes place.

9. Oral Communication: The ability to express oneself clearly in conversations and interactions
with others.

 Speaks clearly and can be easily understood.

 Tailors the content of speech to the level and experience of the audience.
 Uses appropriate grammar and choice of words in oral speech.
 Organizes ideas clearly in oral speech.
 Expresses ideas concisely in oral speech.
 Maintains eye contact when speaking with others.
 Summarizes or paraphrases his/her understanding of what others have said to verify
understanding and prevent miscommunication.

10. Written Communication: The ability to express oneself clearly in business writing.

 Expresses ideas clearly and concisely in writing.

 Organizes written ideas clearly and signals the organization to the reader (e.g., through
an introductory paragraph or through use of headings).
 Tailors written communications to effectively reach an audience.
 Uses graphics and other aids to clarify complex or technical information.
 Spells correctly.
 Writes using concrete, specific language.
 Uses punctuation correctly.
 Writes grammatically.
 Uses an appropriate business writing style.

11. Persuasive Communication: The ability to plan and deliver oral and written
communications that make an impact and persuade their intended audiences.

 Identifies and presents information or data that will have a strong effect on others.
 Selects language and examples tailored to the level and experience of the audience.

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  Selects stories, analogies, or examples to illustrate a point.
 Creates graphics, overheads, or slides that display information clearly and with high
impact.
 Presents several different arguments in support of a position.

12. Interpersonal Awareness: The ability to notice, interpret, and anticipate others‘ concerns
and feelings, and to communicate this awareness empathetically to others.

 Understands the interests and important concerns of others.

 Notices and accurately interprets what others are feeling, based on their choice of
words, tone of voice, expressions, and other nonverbal behavior.
 Anticipates how others will react to a situation.
 Listens attentively to people‘s ideas and concerns.
 Understands both the strengths and weaknesses of others.
 Understands the unspoken meaning in a situation.
 Says or does things to address others‘ concerns.
 Finds non-threatening ways to approach others about sensitive issues.
 Makes others feel comfortable by responding in ways that convey interest in what they
have to say.

13. Influencing Others: The ability to gain others‘ support for ideas, proposals, projects, and
solutions.

 Presents arguments that address others‘ most important concerns and issues and looks
for win-win solutions.
 Involves others in a process or decision to ensure their support.
 Offers trade-offs or exchanges to gain commitment.
 Identifies and proposes solutions that benefit all parties involved in a situation.
 Enlists experts or third parties to influence others.
 Develops other indirect strategies to influence others.
 Knows when to escalate critical issues to own or others‘ management, if own efforts to
enlist support have not succeeded.
 Structures situations (e.g., the setting, persons present, sequence of events) to create a
desired impact and to maximize the chances of a favorable outcome.
 Works to make a particular impression on others.
 Identifies and targets influence efforts at the real decision makers and those who can
influence them.
 Seeks out and builds relationships with others who can provide information, intelligence,
career support, potential business, and other forms of help.
 Takes a personal interest in others (e.g., by asking about their concerns, interests,
family, friends, hobbies) to develop relationships.
 Accurately anticipates the implications of events or decisions for various stakeholders in
the organization and plans strategy accordingly.

14. Building Collaborative Relationships: The ability to develop, maintain, and strengthen
partnerships with others inside or outside the organization who can provide information,
assistance, and support.

 Asks about the other person‘s personal experiences, interests, and family.

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  Asks questions to identify shared interest, experiences, or other common ground.
 Shows an interest in what others have to say; acknowledges their perspectives and
ideas.
 Recognizes the business concerns and perspectives of others.
 Expresses gratitude and appreciation to others who have provided information,
assistance, or support.
 Takes time to get to know coworkers, to build rapport and establish a common bond.
 Tries to build relationships with people whose assistance, cooperation, and support may
be needed.
 Provides assistance, information, and support to others to build a basis for future
reciprocity.

15. Customer Orientation: The ability to demonstrate concern for satisfying one‘s external
and/or internal customers.

 Quickly and effectively solves customer problems.

 Talks to customers (internal or external) to find out what they want and how satisfied
they are with what they are getting.
 Let‘s customers know he/she is willing to work with them to meet their needs.
 Finds ways to measure and track customer satisfaction.
 Presents a cheerful, positive manner with customers.

II. Competencies Dealing with Business

The Preventing and Solving Problems Cluster

16. Diagnostic Information Gathering: The ability to identify the information needed to clarify
a situation, seek that information from appropriate sources, and use skillful questioning to draw
out the information, when others are reluctant to disclose it

 Identifies the specific information needed to clarify a situation or to make a decision.

 Gets more complete and accurate information by checking multiple sources.
 Probes skillfully to get at the facts, when others are reluctant to provide full, detailed
information.
 Routinely walks around to see how people are doing and to hear about any problems
they are encountering.
 Questions others to assess whether they have thought through a plan of action.
 Questions others to assess their confidence in solving a problem or tackling a situation.
 Asks questions to clarify a situation.
 Seeks the perspective of everyone involved in a situation.
 Seeks out knowledgeable people to obtain information or clarify a problem.

17. Analytical Thinking: The ability to tackle a problem by using a logical, systematic,
sequential approach.

 Makes a systematic comparison of two or more alternatives.

 Notices discrepancies and inconsistencies in available information.
 Identifies a set of features, parameters, or considerations to take into account, in
analyzing a situation or making a decision.

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  Approaches a complex task or problem by breaking it down into its component parts and
considering each part in detail.
 Weighs the costs, benefits, risks, and chances for success, in making a decision.
 Identifies many possible causes for a problem.
 Carefully weighs the priority of things to be done.

18. Forward Thinking: The ability to anticipate the implications and consequences of situations
and take appropriate action to be prepared for possible contingencies.

 Anticipates possible problems and develops contingency plans in advance.

 Notices trends in the industry or marketplace and develops plans to prepare for
opportunities or problems.
 Anticipates the consequences of situations and plans accordingly.
 Anticipates how individuals and groups will react to situations and information and plans
accordingly.

19. Conceptual Thinking: The ability to find effective solutions by taking a holistic, abstract, or
theoretical perspective.

 Notices similarities between different and apparently unrelated situations.

 Quickly identifies the central or underlying issues in a complex situation.
 Creates a graphic diagram showing a system view of a situation.
 Develops analogies or metaphors to explain a situation.
 Applies a theoretical framework to understand a specific situation.

20. Strategic Thinking: The ability to analyze the organization‘s competitive position by
considering market and industry trends, existing and potential customers (internal and external),
and strengths and weaknesses as compared to competitors.

 Understands the organization‘s strengths and weaknesses as compared to competitors.

 Understands industry and market trends affecting the organization‘s competitiveness.
 Has an in-depth understanding of competitive products and services within the
marketplace.
 Develops and proposes a long-term (3-5 year) strategy for the organization based on an
analysis of the industry and marketplace and the organization‘s current and potential
capabilities as compared to competitors

21. Technical Expertise: The ability to demonstrate depth of knowledge and skill in a technical
area.
 Effectively applies technical knowledge to solve a range of problems.
 Possesses an in-depth knowledge and skill in a technical area.
 Develops technical solutions to new or highly complex problems that cannot be solved
using existing methods or approaches.
 Is sought out as an expert to provide advice or solutions in his/her technical area.
 Keeps informed about cutting-edge technology in his/her technical area.

The Achieving Results Cluster

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22. Initiative: Identifying what needs to be done and doing it before being asked or before the
situation requires it.

 Identifying what needs to be done and takes action before being asked or the situation
requires it.
 Does more than what is normally required in a situation.
 Seeks out others involved in a situation to learn their perspectives.
 Takes independent action to change the direction of events.

23. Entrepreneurial Orientation: The ability to look for and seize profitable business
opportunities; willingness to take calculated risks to achieve business goals.

 Notices and seizes profitable business opportunities.

 Stays abreast of business, industry, and market information that may reveal business
opportunities.
 Demonstrates willingness to take calculated risks to achieve business goals.
 Proposes innovative business deals to potential customers, suppliers, and business
partners.
 Encourages and supports entrepreneurial behavior in others.

24. Fostering Innovation: The ability to develop, sponsor, or support the introduction of new
and improved method, products, procedures, or technologies.

 Personally, develops a new product or service.

 Personally, develops a new method or approach.
 Sponsors the development of new products, services, methods, or procedures.
 Proposes new approaches, methods, or technologies.
 Develops better, faster, or less expensive ways to do things.
 Works cooperatively with others to produce innovative solutions.

25. Results Orientation: The ability to focus on the desired result of one‘s own or one‘s unit‘s
work, setting challenging goals, focusing effort on the goals, and meeting or exceeding them.

 Develops challenging but achievable goals.

 Develops clear goals for meetings and projects.
 Maintains commitment to goals in the face of obstacles and frustrations.
 Finds or creates ways to measure performance against goals.
 Exerts unusual effort over time to achieve a goal.
 Has a strong sense of urgency about solving problems and getting work done.

26. Thoroughness: Ensuring that one‘s own and others‘ work and information are complete
and accurate; carefully preparing for meetings and presentations; following up with others to
ensure that agreements and commitments have been fulfilled.

 Sets up procedures to ensure high quality of work (e.g., review meetings).

 Monitors the quality of work.
 Verifies information.
 Checks the accuracy of own and others‘ work.
 Develops and uses systems to organize and keep track of information or work progress.
 Carefully prepares for meetings and presentations.
 Organizes information or materials for others.

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  Carefully reviews and checks the accuracy of information in work reports (e.g.,
production, sales, financial performance) provided by management, management
information systems, or other individuals and groups.

27. Decisiveness: The ability to make difficult decisions in a timely manner.

 Is willing to make decisions in difficult or ambiguous situations, when time is critical.

 Takes charge of a group when it is necessary to facilitate change, overcome an
impasse, face issues, or ensure that decisions are made.
 Makes tough decisions (e.g., closing a facility, reducing staff, accepting or rejecting a
high-stakes deal).

III. Self-Management Competencies

28. Self Confidence: Faith in one‘s own ideas and capability to be successful; willingness to
take an independent position in the face of opposition.

 Is confident of own ability to accomplish goals.

 Presents self-crisply and impressively.
 Is willing to speak up to the right person or group at the right time, when he/she
disagrees with a decision or strategy.
 Approaches challenging tasks with a ―can-do‖ attitude.

29. Stress Management: The ability to keep functioning effectively when under pressure and
maintain self-control in the face of hostility or provocation.

 Remains calm under stress.

 Can effectively handle several problems or tasks at once.
 Controls his/her response when criticized, attacked or provoked.
 Maintains a sense of humor under difficult circumstances.
 Manages own behavior to prevent or reduce feelings of stress.

30. Personal Credibility: Demonstrated concern that one be perceived as responsible, reliable,
and trustworthy.

 Does what he/she commits to doing.

 Respects the confidentiality of information or concerns shared by others.
 Is honest and forthright with people.
 Carries his/her fair share of the workload.
 Takes responsibility for own mistakes; does not blame others.
 Conveys a command of the relevant facts and information.

31. Flexibility: Openness to different and new ways of doing things; willingness to modify one‘s
preferred way of doing things.

 Is able to see the merits of perspectives other than his/her own.

 Demonstrates openness to new organizational structures, procedures, and technology.
 Switches to a different strategy when an initially selected one is unsuccessful.
 Demonstrates willingness to modify a strongly held position in the face of contrary
evidence.

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 Four major groups of activities based on primary skills reflect the overall nature of
office work

1. Word processing is creating written documents such as letters or reports by

using software programs and computers.

 Desktop publishing is producing high-quality printed documents that include both

text and graphics. It is closely related to word processing and requires many of
the same skills.

Basic Competencies

 Keyboarding with speed and accuracy

 Knowledge and skill in use of software programs
 Skill in formatting and proofreading documents
 A large vocabulary
 Proficiency with grammar, punctuation, and spelling
(proficiency: ability to perform at a satisfactory level)
 Ability to learn special vocabularies
 Ability to follow instructions
 Skill in preparing copy from audio recordings, if employed as a transcriptionist
 Skill in dictating text and commands if using speech recognition software
(speech recognition software: computer programs that allow the user to input text and
commands by speaking into a microphone)

2. Data processing is collecting, organizing, analyzing, and summarizing data.

Basic Competencies

 Proficiency with spreadsheet, database, and related software programs

 Knowledge of arithmetic processes and statistical methods
 Ability to be consistently accurate
 Knowledge of methods of organizing and analyzing data
 Ability to interpret data
 Ability to prepare reports that give information in a meaningful way
 Ability to maintain an organized

3. Information management and transmission refers to organizing, maintaining,

and accessing data. Transmission refers to sharing information both within and
outside the organization.

Basic Competencies

 Ability to find the information needed

 Ability to maintain or develop an information system
 Ability to give attention to details
 Ability to use established procedures
 Knowledge of records management principles and basic filing rules
 Good keyboarding skills

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  Proficiency in working with databases
 Ability to meet deadlines and solve problems
 Ability to work with others

4. General managing and communicating are broad areas that involve handling
work time and tasks efficiently.

Basic Competencies

 Establish priorities
(priorities: a listing of items in order of importance)
 Establish schedules and meet deadlines
 Work in teams
 Motivate others to complete work
 Use a personal computer and manage files
 Handle telephone calls effectively
 Give attention to several tasks at the same time
 Determine the time required for completion of tasks
 Communicate effectively both orally and in writing
 Interact with many types of people at all levels

Goals Influence Expectations for All Employees

 Fortune 500 companies: largest companies listed in Fortune magazine

 reliable: dependable, trustworthy
 cooperative: willing to actor work with others for a common purpose

Total Quality Management

- establishing and maintaining high standards in how work is done.

Continuous Improvement

- being alert at all times to ways of working more productively.

Customer Satisfaction

- A key focus in many organizations

- Essential for long-term success
- Often measured with customer surveys

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Ethical Standards

- Require honesty and fairness in business dealings

- Often stated in a code of ethics or conduct

Responsible Teamwork

- Involves combining the efforts of two or more people to achieve a goal

- Communication is especially important for remote teams

Diversity

- Reflected in a workforce with people from a wide range of ethnic and cultural
backgrounds.

Employer Expectations

- Employers expect certain basic qualities in all employees

o Reliability
o Productivity
o Cooperativeness
o Independence in learning

Lesson 1.4

Management Concepts

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1 Planning means defining performance goals for the organization and determining
what actions and resources are needed to achieve the goals.

2 Organizing function involves deciding how the organization will be structured (by
departments, matrix teams, job responsibilities, etc.).

o Identification of activities.
o Classification of grouping of activities.
o Assignment of duties.
o Delegation of authority and creation of responsibility.
o Coordinating authority and responsibility relationships.

3 Staffing it is the function of manning the organization structure and keeping it

manned. Staffing has assumed greater importance in the recent years due to
advancement of technology, increase in size of business, complexity of human
behavior etc.

o Manpower Planning (estimating man power in terms of searching, choose the

person and giving the right place)
o Recruitment, Selection & Placement
o Training & Development
o Remuneration
o Performance Appraisal
o Promotions & Transfer

4 Directing it is that part of managerial function which actuates the organizational

methods to work efficiently for achievement of organizational purposes. It is
considered life-spark of the enterprise which sets it in motion the action of people
because planning, organizing and staffing are the mere preparations for doing the
work. Direction is that inert-personnel aspect of management which deals directly
with influencing, guiding, supervising, motivating sub-ordinate for the achievement of
organizational goals. Direction has following elements:

o Supervision- implies overseeing the work of subordinates by their superiors. It

is the act of watching & directing work & workers.
o Motivation- means inspiring, stimulating or encouraging the sub-ordinates with
zeal to work. Positive, negative, monetary, non-monetary incentives may be
used for this purpose.
o Leadership- may be defined as a process by which manager guides and
influences the work of subordinates in desired direction.
o Communications- is the process of passing information, experience, opinion
etc from one person to another. It is a bridge of understanding.

5 Controlling it implies measurement of accomplishment against the standards and

correction of deviation if any to ensure achievement of organizational goals. The
purpose of controlling is to ensure that everything occurs in conformities with the
standards.

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 Levels of Management

Levels of Management refers to a line of demarcation between various

managerial positions in an organization. The number of levels in management increases
when the size of the business and work force increases and vice versa. The level of
management determines a chain of command, the amount of authority & status enjoyed
by any managerial position.

1 Top Level of Management

It consists of board of directors, chief executive or managing director. The top

management is the ultimate source of authority and it manages goals and policies for an
enterprise. It devotes more time on planning and coordinating functions.

o The role of the top management can be summarized as follows -

o Top management lays down the objectives and broad policies of the enterprise.
o It issues necessary instructions for preparation of department budgets,
procedures, schedules etc.
o It prepares strategic plans & policies for the enterprise.
o It appoints the executive for middle level i.e. departmental managers.
o It controls & coordinates the activities of all the departments.
o It is also responsible for maintaining a contact with the outside world.
o It provides guidance and direction.
o The top management is also responsible towards the shareholders for the
performance of the enterprise.

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2 Middle Level of Management

The branch managers and departmental managers constitute middle level. They are
responsible to the top management for the functioning of their department. They devote more
time to organizational and directional functions. In small organization, there is only one layer of
middle level of management but in big enterprises, there may be senior and junior middle level
management. Their role can be emphasized as –

o They execute the plans of the organization in accordance with the policies and directives
of the top management.
o They make plans for the sub-units of the organization.
o They participate in employment & training of lower level management.
o They interpret and explain policies from top level management to lower level.
o They are responsible for coordinating the activities within the division or department.
o It also sends important reports and other important data to top level management.
o They evaluate performance of junior managers.
o They are also responsible for inspiring lower level managers towards better
performance.

3 Lower Level of Management

Lower level is also known as supervisory / operative level of management. It consists of

supervisors, foreman, section officers, superintendent etc. According to R.C. Davis,
―Supervisory management refers to those executives whose work has to be largely with
personal oversight and direction of operative employees‖. In other words, they are concerned
with direction and controlling function of management. Their activities include -

o Assigning of jobs and tasks to various workers.

o They guide and instruct workers for day to day activities.
o They are responsible for the quality as well as quantity of production.
o They are also entrusted with the responsibility of maintaining good relation in the
organization.
o They communicate workers problems, suggestions, and recommendatory appeals etc to
the higher level and objectives to the workers.
o They help to solve the grievances of the workers.
o They supervise & guide the sub-ordinates.
o They are responsible for providing training to the workers.
o They arrange necessary materials, machines, tools etc for getting the things done.
o They prepare periodical reports about the performance of the workers.
o They ensure discipline in the enterprise.
o They motivate workers.
o They are the image builders of the enterprise because they are in direct contact with the
workers.

Lesson 1.5

Communication Skills

 Communication is the lifeline of the business

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  Communication is a process of exchanging verbal and non-verbal messages. It is a
continuous process. Pre-requisite of communication is a message. This message
must be conveyed through some medium to the recipient. It is essential that this
message must be understood by the recipient in same terms as intended by the

 sender. He must respond within a time frame. Thus, communication is a two-way

process and is incomplete without a feedback from the recipient to the sender on
how well the message is understood by him.
 Business Communication is goal oriented. The rules, regulations and policies of a
company have to be communicated to people within and outside the organization.
Business Communication is regulated by certain rules and norms. In early times,
business communication was limited to paper-work, telephone calls etc. But now with
advent of technology, we have cell phones, video conferencing, emails, satellite
communication to support business communication. Effective business
communication helps in building goodwill of an organization.

 Business Communication can be of two types:

1 Oral Communication - An oral communication can be formal or informal. Generally

business communication is a formal means of communication, like: meetings,
interviews, group discussion, speeches etc. An example of Informal business
communication would be - grapevine.
2 Written Communication - Written means of business communication includes -
agenda, reports, manuals etc.

 Oral Communication
o Oral communication implies communication through mouth. It includes individuals
conversing with each other, be it direct conversation or telephonic conversation.
Speeches, presentations, discussions are all forms of oral communication. Oral
communication is generally recommended when the communication matter is of
temporary kind or where a direct interaction is required. Face to face communication
(meetings, lectures, conferences, interviews, etc.) is significant so as to build a
rapport and trust.

Advantages of Oral Communication

o There is high level of understanding and transparency in oral communication as it is

interpersonal.
o There is no element of rigidity in oral communication. There is flexibility for allowing
changes in the decisions previously taken.
o The feedback is spontaneous in case of oral communication. Thus, decisions can be
made quickly without any delay.
o Oral communication is not only time saving, but it also saves upon money and
efforts.
o Oral communication is best in case of problem resolution. The conflicts, disputes and
many issues/differences can be put to an end by talking them over.
o Oral communication is an essential for teamwork and group energy.
o Oral communication promotes a receptive and encouraging morale among
organizational employees.
o Oral communication can be best used to transfer private and confidential
information/matter.

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 Disadvantages/Limitations of Oral Communication

o Relying only on oral communication may not be sufficient as business communication is

formal and very organized.
o Oral communication is less authentic than written communication as they are informal
and not as organized as written communication.
o Oral communication is time-saving as far as daily interactions are concerned, but in case
of meetings, long speeches consume lot of time and are unproductive at times.
o Oral communications are not easy to maintain and thus they are unsteady.
o There may be misunderstandings as the information is not complete and may lack
essentials.
o It requires attentiveness and great receptivity on part of the receivers/audience.
o Oral communication (such as speeches) is not frequently used as legal records except in
investigation work.

 Written Communication

o Written communication has great significance in today‘s business world. It is an

innovative activity of the mind. Effective written communication is essential for
preparing worthy promotional materials for business development. Speech came
before writing. But writing is more unique and formal than speech. Effective writing
involves careful choice of words, their organization in correct order in sentences
formation as well as cohesive composition of sentences. Also, writing is more valid
and reliable than speech. But while speech is spontaneous, writing causes delay and
takes time as feedback is not immediate.

Advantages of Written Communication

o Written communication helps in laying down apparent principles, policies and rules
for running of an organization.
o It is a permanent means of communication. Thus, it is useful where record
maintenance is required.
o It assists in proper delegation of responsibilities. While in case of oral
communication, it is impossible to fix and delegate responsibilities on the grounds of
speech as it can be taken back by the speaker or he may refuse to acknowledge.
o Written communication is more precise and explicit.
o Effective written communication develops and enhances an organization‘s image.
o It provides ready records and references.
o Legal defenses can depend upon written communication as it provides valid records.

Disadvantages of Written Communication

o Written communication does not save upon the costs. It costs huge in terms of
stationery and the manpower employed in writing/typing and delivering letters.
o Also, if the receivers of the written message are separated by distance and if
they need to clear their doubts, the response is not spontaneous.
o Written communication is time-consuming as the feedback is not immediate. The
encoding and sending of message take time.
o Effective written communication requires great skills and competencies in
language and vocabulary use. Poor writing skills and quality have a negative
impact on organization‘s reputation.

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 o Too much paper work and e-mails burden is involved.

Communication Process

The main components of communication process are as follows:

1 Context - Communication is affected by the context in which it takes place. This

context may be physical, social, chronological or cultural. Every communication
proceeds with context. The sender chooses the message to communicate within a
context.

2 Sender / Encoder - Sender / Encoder is a person who sends the message. A

sender makes use of symbols (words or graphic or visual aids) to convey the
message and produce the required response. For instance - a training manager
conducting training for new batch of employees. Sender may be an individual or a
group or an organization. The views, background, approach, skills, competencies,
and knowledge of the sender have a great impact on the message. The verbal and
nonverbal symbols chosen are essential in ascertaining interpretation of the
message by the recipient in the same terms as intended by the sender.

3 Message - Message is a key idea that the sender wants to communicate. It is a sign
that elicits the response of recipient. Communication process begins with deciding about
the message to be conveyed. It must be ensured that the main objective of the message
is clear.

4 Medium - Medium is a means used to exchange / transmit the message. The sender
must choose an appropriate medium for transmitting the message else the message
might not be conveyed to the desired recipients. The choice of appropriate medium of
communication is essential for making the message effective and correctly interpreted
by the recipient. This choice of communication medium varies depending upon the
features of communication. For instance - Written medium is chosen when a message
has to be conveyed to a small group of people, while an oral medium is chosen when
spontaneous feedback is required from the recipient as misunderstandings are cleared
then and there.

5 Recipient / Decoder - Recipient / Decoder is a person for whom the message is

intended / aimed / targeted. The degree to which the decoder understands the message
is dependent upon various factors such as knowledge of recipient, their responsiveness
to the message, and the reliance of encoder on decoder.

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 6 Feedback - Feedback is the main component of communication process as it
permits the sender to analyze the efficacy of the message. It helps the sender in
confirming the correct interpretation of message by the decoder. Feedback may be
verbal (through words) or non-verbal (in form of smiles, sighs, etc.). It may take
written form also in form of memos, reports, etc.

The Activities/Assessments

Essay Test: (5 points each)

1. Explain the meaning of Office.

2. Identify the Key Office Activities.
3. Describe the Alternative Offices.
4. Identify and explain the Types of Organizations.
5. Discuss about the professional Image.
6. Discuss the type of Competencies.
7. Illustrate and explain the Management Concepts.
8. Explain Communication Skills.
9. Illustrate and discuss the Communication Process.

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 Lesson 2 The Workplace and its Environment

Overview

This lesson focuses on the workplace and its environment. Touching upon these,
the lesson will illustrate the layout and design of an office alongside the relevant safety
protocols. Aside from these, important office equipment and furniture will be discussed
as well.

LEARNING OUTCOMES:

After successful completion of this lesson, you should be able to:

 Discuss the meaning of a workstation.

 Discuss the meaning of Ergonomics.
 Define Time Management.
 Discuss the Common Time-wasters.
 Explain the Guidelines of Making Appointments.
 Discuss the Office Safety.
 Explain Maintenance guidelines of Office Equipment‘s.

COURSE MATERIALS:

Lesson 2.1

Workstation Management and Office Safety

Office workers must be able to manage work effectively to be productive. The lighting
and the way materials and the work area are arranged affect your work. Most companies try to
provide comfortable and safe work areas for their office employees. Employees should keep the
work area well organized. They should also be aware of safety and security issues that affect
workers in an office.

Workstation Management

Your workstation is a key part of your work environment. A work-station is the physical
area in which a worker performs a job. A typical workstation provides a work surface and space
for equipment and supplies.

Arrange your work area to give easy access to the items used frequently. A computer
keyboard, telephone, supplies, and reference materials should be within easy reach. Many
companies use modular work-stations. These workstations are made up of parts that can be put
together in various ways. Wall panels, storage areas, and a desktop surface are typical
workstation parts.

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  Desktop Area

 Drawers

Reference Materials

The nature of your job will determine which references you will use most often.
Some items may be in print form. Others may be accessed via your computer.
Reference materials that should be at your workstation may include a dictionary,
telephone directories, company and office reference manuals, safety handbooks, and
equipment and software manuals. Other reference items used less often may include an
almanac, atlas, and vendor supply catalogues.

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 Supplies and Accessories

Office employees use a variety of supplies and accessories to do their jobs. The
right resources help you perform your job more efficiently. What you need at your
workstation will depend on your particular job. An adequately stocked workstation is
essential to your productivity. If you run out of supplies in the middle of a critical task,
you could lose valuable work time by stopping to gather needed supplies.

Guidelines to use supplies properly and to save money:

1. Select the quality of the supply according to the nature and importance of the task.
2. Learn to read product labels for the correct use of a product.
3. Look for ways to conserve supplies.
4. Do not keep more supplies than you need in your workstation.

Office Equipment

The condition of your equipment affects the quality of your work. You will want to
keep your equipment in top working order. To get dependable service from your
equipment, you will need to do preventive maintenance and give your equipment routine
care. This involves servicing equipment and replacing parts while the equipment is
working properly in order to prevent failure. Fewer repairs are necessary when
equipment is cared for properly on a regular basis. By caring for equipment properly, you
can extend the life of the equipment.

Maintenance guidelines:

1. Learn how to use and care for the equipment properly. Read and understand the
manufacturer‘s operating instructions. Follow the care guide-lines so that you are able to
recognize and correct minor problems.

2. Inspect and clean equipment regularly. Know the basic care routines your equipment
requires. Make repairs as needed.

3. Report problems right away to the appropriate person. Many minor problems can be
corrected before they become serious and require costly repair.

Manage Ergonomic Factors

Ergonomics is the study of the effects of the work environment on the health of
workers. The way a workstation and its parts are designed can affect your physical well-
being.
The following are important factors to ensure productive office workplace:

1. Color
2. Lightning and Ventilation
3. Acoustics
4. Furniture and Equipment
5. Floor Plan/Office Layout

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 A well-designed chair is essential because many office workers spend much of their time
sitting. A chair should be adjustable. Some experts believe a chair is the most important part of
a workstation.

Manage Your Office Health

Be aware of the physical responses your body has to your work procedures and habits.
Doing so will enhance your job satisfaction, comfort, and productivity.

36
 The following guidelines may help you complete your work without feelings of
strain, fatigue, or other physical discomforts:

1. Learn to adjust the workstation parts for the best fit to your work habits and
procedures. Follow the manufacturer‘s recommended work postures and practices
even if at first, they feel unnatural.

2. Take rest breaks often at least 15 minutes every two hours. Do not sit in front of your
computer monitor or at your desk for long uninterrupted periods of time. Arrange your
work so that you have to get out of your chair and walk to the copier or to the supply
cabinet. If you feel yourself becoming bored, stop working and do simple breathing or
relaxation exercises.

3. Learn stretching exercises for your hands, wrists, arms, and fingers to relieve
pressure on them. Carpal tunnel syndrome is a repetitive strain injury that occurs
when stress is placed on the hands, wrists, or arms. It can occur while working at the
computer keyboard or using the computer input device for long periods of time.

4. Focus your eyes away from your computer monitor often. Remember to blink your
eyes. If possible, face your computer monitor against a wall to avoid looking directly
out of a window or into glare from other bright light sources. Place antiglare filters
over the monitor screen. Filters reduce glare, static electricity, and dirt and smudge
buildup on the screen.

Office Safety

 Accident Prevention

o Workstation Safety
o Desktop Area
o Drawers
o Chairs/Mats/Static Control
o Work Area Safety
o Office Furnishings
o Electrical Equipment
o General Office Equipment

 Emergency Procedures

o Emergency Telephone Numbers

o First Aid Procedures
o Fires
o Building Evacuation Plans

 Personal Security on the Job

o Building and Office Security

o Controlling Outsider Access
o Controlling Employee Access
o Detection Systems and Alarms

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Lesson 2.2

Time Management and Reminder Systems

Time management is a major factor in your productivity and effectiveness as an office

worker. Managing your time at the office is a process of choosing the most effective way to do
your job. The creative use of techniques to manage time will enrich your work life. Calendar and
reminder systems are helpful in bringing to mind events and tasks to be completed. These
reminder systems help you schedule activities for the most efficient use of time and resources.

Time management is the process of planning your activities to gain better control over
how you spend your time. Managing your time effectively is critical to your success on the job.
You will want to learn how to eliminate time-wasters and handle tasks efficiently. Analyzing how
you spend your time will increase your effectiveness in managing your work. One of the first
steps in learning how to use your time is to recognize how it can be wasted.

Common Time-Wasters

o Unnecessary Telephone Conversations

o Frequent Interruptions
o Excessive Socializing
o Ineffective Communication
o Disorganization

Time Analysis Procedures

Time is a valuable resource that should be used wisely; it cannot be replaced. You have
learned about common ways time can be wasted. One of the smartest things you can do is to
analyze how you spend your time on the job. Time analysis aids you in determining how
effectively your time is used. By keeping a written account of what you do, you can determine
whether you are using your time effectively. With this information, you can then develop a plan
of action to correct or redirect the use of your time.

o Keep a Time Log

o Analyze How You Spend Your Time
o Develop a Plan of Action

Manage Your Work

Using time efficiently requires developing an organized approach to your work.

Calendars and time-management systems can help you identify busy and slow work periods.
Once you know when to expect such periods, you can plan your work to allow for more
productive use of your time and for amore even workload. To accommodate a busy or peak
period, think ahead to determine what jobs could be completed in advance. Then the peak
period will not place undue pressure on you. Planning for the slow periods is equally important.
During these times, you can catch up on those tasks that do not have deadlines but
nevertheless must be done.

o Plan Your Work Activities

o Set Priorities
o Control Large Projects
o Simplify Your Work

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Reminder Systems

As an office worker, you must keep track of appointments, meetings, travel dates, and
deadlines. Perhaps the most widely used device for keeping track of such items is a calendar. A
reminder file, arranged chronologically, also can be helpful. This file can provide a convenient
place to keep notes about tasks to be performed on specific dates.

o Manual Systems
o Electronic Systems
o Personal Digital Assistants
-A personal digital assistant (PDA) is a handheld computer. Programs can be
loaded onto a PDA to do a variety of tasks. PDAs usually come with pro-grams
for storing contact data, scheduling appointments, and creating task lists.
o Scheduling Appointments

Responding to Appointment Requests

When you receive a request for an appointment, check the calendar to determine
whether the date and time requested are available. If not, you may suggest other appointment
dates and times. By knowing the purpose of the meeting, you can determine and provide all
supporting materials needed. To maintain a calendar properly, clarify the following points:

o To what extent do you have authority to make appointments for others?

o When should you check with others before making appointments?
o At what regular times are appointments not to be made, such as the first half-
hour of the day?

39
 o To what extent will the manager or coworkers make appointments without
checking with you?
o Does the person for whom the appointment is made want to know the purpose of
each appointment you schedule?

The authority you have to make appointments will depend in great part on the nature of
your job. For example, if you work in a doctor‘s office, most of the appointment requests would
be from patients. You would be expected to schedule appointments without having to verify
each one with the doctor. On the other hand, you may work in a general office where both you
and your coworkers make appointments. You must agree on procedures that will allow you to
operate effectively. Follow these guidelines when making appointments:

o Do not schedule overlapping appointments. Try to determine the amount of time

needed for each one. Leave some time unscheduled between appointments to
allow for meetings that run longer than planned, to return telephone calls, or to
prepare for the next appointment.
o Keep a complete calendar. Record names, telephone numbers, e-mail
addresses, and other related information.
o Use clear handwriting to record entries on handwritten calendars. Avoid crossing
out and rescheduling over scratched-off entries. To make changes easily, write
appointment information in pencil.
o If you make appointments for a manager or coworker, you may need to set a
time for the appointment and then confirm that time with the individual. Use
some symbol to indicate confirmed appointments. As appointments are
confirmed, record the symbol. Commonly used symbols include a check mark,
an asterisk, or an underscore of the individual‘s name.
o If you are responsible for keeping a calendar for others, provide a daily listing of
appointments and reminders at the beginning of the workday. Show the
appointments for the day in chronological order.
o Keep the previous year‘s appointment data. You may find it necessary to refer
back to the data to find needed information. If you use an electronic calendar,
print a copy of the calendar before deleting the data, or save the information in
an electronic file.

Entering Recurring Items

Some meetings and tasks are performed weekly, monthly, quarterly, or annually. As you
set up your calendar at the beginning of the year, enter the recurring meetings and tasks. If you
block out the times for recurring events, both you and others will know what time is available for
scheduling other appointments.

Microsoft Outlook allows the user to set recurring meetings.

40
Coordinating Calendars

If both you and your coworkers schedule appointments using desk calendars, you need
to coordinate appointments. Changes to schedules are usually made at the beginning or the
end of the workday. Tentative appointments should be confirmed. Canceled appointments
should be deleted. Materials needed for the appointments should be gathered or prepared. You
may use a calendar program for your individual schedule or to set up group activities. An
electronic calendar that is on a computer network often can be updated by everyone using the
calendar. Changes made are shown instantly and may be viewed by anyone using the calendar.

Tickler Files

A tickler file contains notes or records arranged by date for keeping track of future
actions. A paper-based tickler file is often divided into 12 monthly sections with 31 daily parts for
each day of the month. Tickler files can be set up using index cards or file folders. Reminders
help ensure that tasks are completed on time.

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Activities/Assessments

Essay Test: (5 points each)

1. Discuss the meaning of a workstation.

2. Discuss the meaning of Ergonomics.
3. Define Time Management.
4. Discuss the Common Time-wasters.
5. Explain the Guidelines of Making Appointments.
6. Discuss the Office Safety.
7. Explain Maintenance guidelines of Office Equipment‘s.

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 Lesson 3 Management of Human Resources

Overview

Human Resource Management (HRM) is the set of business organizational activities

directed at attracting, developing, and maintaining an effective work force. HRM takes place
within a complex and everchanging environment context and is increasingly being recognized
for its strategic importance. As stated by Ronald J. Ebert and Ricky W. Greffin (2005).

The success of every organization depends largely upon competent and dependable
human resources. For this reason, no organization should underestimate the importance of
human resource procurement. Office competencies are a requirement for many workers in
performing their jobs. Recruitment methods and selection procedures vary from one company to
another.

LEARNING OUTCOMES:

After successful completion of this module, you should be able to:

1. Explain the meaning of human resource management.

2. Explain meaning of recruitment.
3. Identify and explain sources of recruitment.
4. Delineate and explain the selection procedures.
5. Discuss the importance of employee training and development.
6. Describe the characteristics of an effective supervisor.
7. Identify and explain the steps in solving case analysis.

Course Materials:

Lesson 3.1

Recruitment

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 Recruitment is the process of searching and motivating a large number of prospective
employees for a particular job in the organization.

 Reasons for Recruitment:

1. Replacements for high turnover

2. Additional manpower for future expansion
3. Upgrading the caliber of people because positions have become more complex
and complicated
4. Hiring to hurt the competitor‘s ability to hire top caliber talents
5. Increase of capability of the firm through people with new set of skills

 Sources of Recruitment

1. Internal Recruitment. This means considering the present employees as

candidate for openings. Promotion within can help build morale and keep
high-quality employees for leaving.

 Methods of Internal Recruiting

a. Transfer
b. Promotions
c. Upgrading
d. Demotion
e. Retired employees for temporary or contract positions
f. Present/temporary/contract employees to permanent positions
g. Former employees for part-time/freelancer/work at home

2. External Recruiting. This involves attracting people outside of the business

organization to apply for jobs. In order to compete with other companies and
increased their standards, employers hunt for the best talent working for other
top companies.

 Methods of External Recruitment

a. Job portals
b. Internal and external employee referrals
c. Recruitment/head hunting agencies
d. Job ads on newspapers/websites
e. Campus recruitment
f. Walk-in application

Lesson 3.2

Selection

Selection is the process of choosing the most suitable candidate for the vacant position
in the organization.

Selection Procedures

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 Once the recruiting process has attracted a pool of applicants, the next step is to
select, someone to hire. The intent of the selection process is to gather from applicant‘s
information that will predict their job success and then to hire the candidates likely to be
the most successful. Selection procedures are conducted which consist of the following:

1. Preliminary Screening
2. Selection Test
3. Employment Interview
4. Reference and Background checks
5. Selectin Decision
6. Medical Examination
7. Job Offer
8. Contract of Employment

Ways of Making an Effective Employee Selection

1.Determine the criteria a candidate must meet

Before filling a position, the HR manager of a company must clearly define the skills,
experience, character, ‗educational background, work experience, technical skills and
competencies, they must possess.

2.Hiring without testing

Skill testing is a must. Every job has some form of measurable, objective performance
standard. Identify it and test for it.

There are tests that can indicate if a job candidate meets the required criteria. With
these pre-hire screening tools, a recruiter can test the knowledge of potential hires before they
are extended an offer.

3.Hiring after the first interview

It is important to have several interviews with the same person — and not to hire from
one interview. The person may not present the same later, and HR manager may get fresh
insights from different meetings.

4.Underestimating the unemployed.

A person who does not have a job at the Vnoment may be the right fit for the position.
They are plenty of good talent out there that are not hired.

5.Poor or no reference checking

It is important to know how to conduct a detailed ‗reference check. A proper reference

check verifies job skills and the behavioral fit in which the person operates. It is essential to
conduct an extensive background investigation and reference checks.

6.Avoid hiring out of desperation

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 Too many hiring decisions are made out of operation. The following scenarios occur
repeatedly; a key manager quits and must be replaced now; rapid growth forces a company to
fill positions without enough forethought; programmers are so scarce that anyone will do.

If we hire employees in haste, we may find out later that the new recruits are not
trustworthy or competent.

If an HR manager is unable to conduct a thorough, timely hiring process, hire a

temporary or leased employee or borrow an employee from another company.

7.Watch out for fascination

A series of surveys have revealed that during the hiring process, most interviewers
made their decision-up or down within the first 10 minutes of the interview.

8.Carefully evaluate candidates recommended by employees and associates

Just because someone recommends a person, they think would be highly capable for a
particular position doesn‘t mean that person is qualified.

We have seen many occasions where someone was hired without going through the
usual evaluation process simply because they were recommended by another employee or
colleague. Follow the usual channels and requirements when anyone-no matter how highly
recommended-seeks to work for the organization.

9.Do not blindly promote from within

It is widely believed that the HR manager should recruit employees from within the
organization. The best performers are not necessarily always the most qualified candidates for a
specific job. This is especially true when promoting to the management level. Simply because
someone is particularly adept at handling a certain function doesn‘t mean they are capable of
managing others. It is important to remember the Peter Principle. It is a concept in management
theory in which the selection of a candidate for a position is based on their performance in the
current role rather than on their abilities relevant to the intended role. Peter suggests that people
will tend to be promoted until they reach their ―position of incompetence‖. One‘s career may
cripple after such a promotion. Promoting solely from within can create inbreeding and stagnate
creativity. To guard against these pitfalls, companies should consider filling at least one-third of
all positions involving promotions with people from outside the organization.

Lesson 3.3

Training and Development

Training and Development is a structured program with different methods designed by

professionals in particular job. It has become most common and continuous task in any
organization for updating skills and knowledge of employees in accordance with changing
environment. Optimization of cost with available resources has become pressing need for every
organization which will be possible only by way of improving efficiency and productivity of
employees, possible only by way of providing proper employee training and development
conditioned to that it should be provided by professionals.

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 The first thing to remember is that effective employee development is based on a
progression of benefits. These start with improvements in an individual‘s performance, which
then transfer to his or her localized workplace, which then ultimately result in a positive impact
on the whole organization. The size or scale of that impact is not necessarily important. So long
as it is positive and significant.

The next thing to consider is that resources used in the development activity must be
used wisely. So, assessing the benefits of employee training is not just about feedback from a
training exercise. Such feedback may indicate that people enjoyed the activity or felt it was
useful, but managers must look beyond that. Ultimately, the real benefits of employee training
lie in the transfer of learning into the workplace. So, feedback must also assess such things as:
what has been learned; how it is being used; what impact it is having at work.

Typical Reasons Employee Training and Development

 Training and development can be initiated for a variety of reasons for an employee of
group of employees, e.g.,

o When a performance appraisal indicates performance, improvement is needed

o To ―benchmark‖ the status of improvement so far in a performance improvement effort
o As part of an overall professional development program
o As part of succession planning to hell an employee to be eligible for a planned change in
role in the organization
o To ―pilot‖, or test the operation of a new performance management system
o To train about a specific topic

Typical Topics of Employee Training

o Communications
o Computer skills
o Customer service
o Diversity
o Ethics
o Human relations
o Quality initiatives
o Safety
o Sexual harassment

General Benefits from Employee Training and Development

o Increased job satisfaction and morale among employees

o Increased employee motivation
o Increased efficiencies in processes, resulting in financial gain
o Increased capacity to adopt new technologies and methods
o Increased innovation in strategies and products
o Reduced employee turnover
o Enhanced company image
o risk management

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Lesson 3.4

A supervisor is in-charge of a small primary work group. He is the front-line

representative of management. He has direct contact with non-managerial employees i.e.,
workers. He is at the bottom of the managerial hierarchy. He is directly concerned with issuing
orders and instructions, laying down the methods of work. He is responsible for initiating action
also.

Characteristics of an Effective Supervisor

An effective supervisor plays a vital role in leading the team and improving productivity.
The main objective of the supervisor is to gain collaboration of the team to reach their goal
without
any mistakes. Supervisor needs to have managerial skills, like human relations skills, technical
skills and analytical skills.

o Knows how to communicate

o Creative
o Actively listens and observes
o Guides and motivates the team well
o Has good teamwork skills
o Result oriented
o Keep focused on the goals
o Knows how to improvise and has initiative
o Well-organized and versatile
o Respects everybody
o A good mediator
o Honest
o Takes other‘s needs into consideration
o A good negotiator
o Know legal aspects
o Technical literate
o Resolve conflicts
o Controls her/his stress, aggression, and frustrations
o A good coach
o Seeks help and support
o Recognizes his/her mistakes

Lesson 3.5

Case Study

Case study is a description of an actual administrative situation involving a decision to

be made or a problem to be solved. It can a real situation that actually happened just as
described, or portions have been disguised for a reason of privacy. Most case studies are
written in such a way that the readers take the place of manager whose responsibility is to make
decisions to help solve the problem. In almost case studies, a decision must be made, although
that decision might believe the situation as it is and do nothing.

Case studies provide the students with a chance to analyze and discuss real workplace
issues. They develop analytical and problem-solving skills and prove practical illustrations of

48
principle theory. It can also build a strong sense of teamwork as teams struggle together to
make sense of a case.

Case Method of Analysis

The case method of analysis is a learning tool in which students and Instructors
participate in direct discussion of case studies, as opposed to the lecture method, where the
instructor speaks and students listen and take notes. In the case method, students teach
themselves, with the Instructor being an active guide, rather than just a talking head delivering
content. The focus is on students learning through their joint, co-operative effort.

Case Analysis Guidelines

1. Time context

-It is the time when the situation is to be analyzed. It can also be the last-
mentioned date in the case.

2. Viewpoint

-Any decision maker or person who is in the position to make the final
recommendations as mentioned in the case.

3. Problem

-This defines the perceived problem in the case which becomes the subject of
the analysis. It may be presented in declarative or question form.

4. Objective

-These are the goals which the case analysis hopes to achieve. The basically
satisfy the test of SMART (Specific, Measurable, Attainable, Realistic, and Time-bound)

5. Areas of considerations

-State the internal and external environment of the company/firm through SWOT
(Strengths, Weaknesses, Opportunities, and Threats) Analysis.

6. Alternative courses of action

-These are the possible solutions to the problem identified. Each ACA must stand
alone and must be able to solve the stated problem and achieve the objectives. Each
ACA must be mutually exclusive, I.e., the student must choose an ACA to the exclusion
of the others.

Each ACA must be analyzed in the light of the SWOT analysis and assumptions,
if there are any. Advantages and disadvantages of each ACA should be clearly stated. If
the case contains enough information/data, advantages and disadvantages should be
supported quantitatively to minimize bias.

7. Recommendation

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 -Based on the analysis of the ACAs, the conclusion, recommendation/decision
can be made. There is no need to repeat the analysis done in the ACA section of the
analysis.

8. Plan of action

-The plan of action delineates the series of actions to be undertaken to

operationalize the adopted ACA. To ensure that the analysis is done comprehensively, it
would be best to program the plan according to the basic functional areas and to present
the plan by having column headings for activity, person/unit responsible/ time frame, and
budget.

Activities/Assessments

Activity 1 : Essay Test (5 points each)

1. Explain the meaning of human resource management.

2. Explain meaning of recruitment.
3. Identify and explain sources of recruitment.
4. Delineate and explain the selection procedures.
5. Discuss the importance of employee training and development.
6. Describe the characteristics of an effective supervisor.
7. Identify and explain the steps in solving case analysis.

50
Activity 2

Carlo Recio

Carlo Recio has been in the maintenance crew for eight years now. Carlo‘s uncle was a
national sales manager for the infant formula plant and arranged a part-time job for Carlo, who
then finished vocational school and went on a full-time job from janitorial to maintenance. Carlo
learns quickly and he has acquired a variety of skills in addition to his specialized training. He
has also maintained a good relationship with the other employees.

The maintenance supervisor suffered a heat stroke recently and decided to take an early
retirement at 55 years old. The plant manager told Carlo that he is highly recommended by the
maintenance supervisor. Carlo knows very well that the supervisor would always be called over
in the wee hours of the morning or midnight to supervise emergency repairs. Some of his
coworkers advised him to accept the offer but he does not know the consensus of the majority.
He is also concernedwith Al who relieved the supervisor several times when the latter was sick.

Later on, Carlo decided to accept the position. The plant manager warned that he should
exercise his authority on the job. Carlo made a pattern of his performance based on the former
supervisor. He empowered the crew to do the job on their own and is only after the end results.
He is also fair in pointing out problems. On the other hand, the crew likes his supervision and
has respected him as a supervisor.

There are no significant events in the plant except that Carlo has noticed some horsing
around on the job. When he pointed out this attitude, the crew displayed a certain coolness.
Later on after a few weeks, he sensed resentment whenever he tried to help a crew member
about a particular assignment. He now feels a certain ill feeling about being a manager.

However, he continued. It is now time to make important strategies that would be helpful
for the plant. The strategies to be implemented need the cooperation of the crew. He is quite
hesitant on the implementation of the strategies for he feels no one will support them.

The strategies should require extra hours of work although the crew will be given
overtime pay and meal allowance. It will entail a sacrifice of six weekends. He is still uncertain of
their support and cooperation and these changes should be implemented two weeks from now.

Lesson 4 Motivation and Employee Performance

Overview

Focusing on the motivation and performance of employees, this lesson discusses how to
motivate employees and appraising them for their good performance in the workplace. In order
to successfully direct the work of the employees the superiors/executives need a basic
knowledge of current motivational theories to help understand why people behave the way they
do. Further, they will be able to develop strategies of managing and obtaining the best results
for both people and the management.

LEARNING OUTCOMES:

After successful completion of this lesson, you should be able to:

1. Define motivation.

51
 2. Identify and explain the different theories of motivation.
3. Explain performance appraisal
4. Identify the objectives of Performance Appraisal.
5. Identify the types of motivational techniques.

Course Materials:

Lesson 4.1

Motivation

Motivation comes from a Latin word which means ―to move‖. Thus, motivation is the
internal process that moves or energizes you to fulfill various goals. It may also be defined as a
process that influences a person to take action or accomplish a goal.

In order to keep the workplace productivity and performance high, it‘s important to keep
your employees energized and motivated. An engage employee will allow you to create an
entire culture where employees are motivated to grow and succeed in their roles.

Motivation techniques are internal or external influences that contribute productivity,

satisfaction at work and meaningful contribution to projects. When employees need to be
excited to work harder or believe in their value to the company, managers can use motivational
tools to help encourage and inspire their teams.

Theories of Motivation

There are several theories of motivation that are developed to explain the concept of
―motivation‖. It is the energy that pushes us to work hard to accomplish the goals, even if the
conditions are not going on our way. With the establishment of human organizations, people
tried to find out the answer to, what motivates an employee in the organization. This gave birth
to several content theories and process theories of motivation.

The content theories deal with ―what‖ motivates people, while the process theories
deal with ―how‖ motivation occurs. Thus, theories of motivation can be classified as:

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Content Theories

1. Maslow’s Need Hierarchy

Maslow‘s hierarchy of needs is a motivational theory in psychology comprising a five-tier

model of human needs.

1.1 physiological needs

1.2 safety need
1.3 belonginess & love needs
1.4 esteem needs
1.5 self-actualization

2. Herzberg’s Motivation-Hygiene Theory

Frederick Herzberg indicates in his studies the satisfiers and dissatisfiers to motivate
man to grow and develop.

Dissatisfiers Satisfiers

Environment What people do-the task

Company policies & Administration Achievement
Supervision Recognition
Working condition Interest
Interpersonal relations Responsibility
Money, status and security Growth & advancement

3. McClelland’s Needs Theory

McClelland’s Acquired Needs Theory, also known as the Three-Need Theory or

Learned Need Theory, proposed that an individual‘s specific needs are acquired over time and
are shaped by one‘s life experiences. According to the theory, we tend to have one of these
needs like achievement, affiliation and power, affect us more powerfully than the others and
thus affect our behaviors. McClelland says that, regardless of our gender, culture, or age, we all

53
have three motivating drivers, and one of these will be our dominant motivating driver. This
dominant motivator is largely dependent on our culture and life experiences.

4. Alderfer’s ERG Theory

Clayton P. Alderfer‘s ERG Theory from 1969 condenses Maslow‘s five human needs into
three categories: Existence, Relatedness and Growth.

 Existence - the need for basic material existence, like physiological health and safety
 Relatedness - the need for interpersonal connections, social status and recognition
 Growth - the need for personal development, including creative and meaningful work

Process Theory

1. Vroom’s Expectancy Theory

Vroom‘s expectancy theory assumes that behavior results from conscious choices among
alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized
that an employee‘s performance is based on individual factors such as personality, skills,
knowledge, experience and abilities. He stated that effort, performance and motivation are
linked in a person‘s motivation. He uses the variables of Expectancy, Instrumentality and
Valence.

2. Adams Equity Theory

Adams‘s Equity Theory calls for a fair balance to be struck between an employee‘s
inputs (handwork, skill level, acceptance, enthusiasm, and so on) and an employee‘s outputs
(salary, benefits, intangibles such as recognition, and so on).

The theory is built-on the belief that employees become de-motivated, both in relation to
their job and their employer, if they feel as though their inputs are greater than the outputs.
Employees can be expected to respond to this is different ways, including de-motivation
(generally to the extent the employees perceive the disparity between the inputs and the outputs
exist), reduced effort, becoming disgruntled, or, in more extreme cases, perhaps even
disruptive.

3. Goal Setting Theory

In 1960‘s Edwin Locke put forward the Goal-setting theory of motivation. This theory
states that goal setting is essentially linked to task performance. It states that specific
challenging goals along with appropriate feedback contribute to higher and better task
performance. In simple words, goals indicate and give direction to an employee about
what needs to be done and how much efforts are required to be put in.

4. Reinforcement Theory

Reinforcement theory of motivation overlooks the internal state of individual, i.e., the inner
feelings and drives of individuals are ignored by Skinner. This theory focuses totally on what
happen to an individual when he takes some action. Thus, according to Skinner, the external
environment of the organizations must be designed effectively and positively so as to motivate
the employee. This theory is a strong tool for analyzing controlling mechanism for individual‘s
behavior. However, it does not focus on the causes of individuals behavior. Thus, the manager

54
uses the methods of controlling behavior of the employees: Positive Reinforcement, Negative
Reinforcement, Punishment and Extinction.

Types of motivational techniques

1. Ask for employee inputs

Regularly survey employees their satisfaction. Conduct anonymous polls to show

employees that your care about their opinions and value their input. Ask for suggestions of ways
that you can improve working conditions. You also have to take action after getting the results
of your poll back. This will show employees that you truly value their opinion, want them to be
happy in their positions and will take the steps necessary to make that happen. It will show that
you are loyal to them just as you want them to be loyal to you, which will go a long way towards
motivating them to perform at their best.

2. Offer personal enrichment programs

Creating a personal enrichment program could mean that you offer tuition
reimbursement or send employees to workshops and seminars where they can improve their
skills. This will allow you to more easily promote from within. Look for opportunities to
encourage employees to engage in professional development.

3. Validate good work

Help inspire the efforts of your team members by validating their good work. And show
your appreciation in person-compliments or expressions of gratitude usually have the most
impact in this fashion. Give specific examples of the things that they did that benefited the
team, the organization or you personally.

4. Set intermittent goals

Smaller, measurable goals are a valuable way to stay motivated during work on a
project. Whether your team has a system to keep track of completed work or you develop a
tracking system of your own, helping your team to set goals that are reasonable and achievable
can keep employees motivated and encouraged when they hit notable milestone.

5. Celebrate milestone and achievements

Particularly if a project has a long-term goal, celebrating smaller milestones along the
course of the project can help everyone on the team stay connected to the work and focused on
the larger goal. Gratitude and validation are an important part of recognizing those milestones,
but tangible rewards can also help. Financial bonuses, a lunch party, time off or a gift certificate
for meeting milestone can motivate everyone.

6. Radiate positivity

Creating a positive culture is a great way to maintain the motivation of your employees.
The easiest way to do this is to radiate positivity yourself. Play music, joke around, play games,
laugh and just have fun. Research shows that happiness can significantly boost the productivity
of your workplace. Enjoy being in the office and consistently showcase high energy.

7. Create a mentorship program

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 A good mentor can offer encouragement, advice and understanding about the trials and
successes employees encounter. If your employees work in a specialized field that friends and
family do not understand well, a mentor can be invaluable in helping them sort through concerns
and appreciate their successes. Create a mentorship program within your department where
your par more experienced employees with ones who have less experience to guide them along
their career journey and offer words of advice and encouragement on a daily basis.

8. Create a comfortable and inspiring workplace

Establish an office environment that is both comfortable and inspirational. Add color to
the walls and put up motivational posters. If your workplace uses cubicles, encourage your
employees to decorate their own space in a way that they enjoy. Also, encourage your team to
keep their workspaces clean and tidy, as clutter can rapidly begin to feel chaotic.

9. Practice mindfulness

Encourage employees to de-stress and take breaks during the workday. This could
mean a brief walk outside on a nice day or a trip to a nearby coffee shop. You might consider
offering yoga or meditation classes over a lunch break or encourage your team to participate in
these activities when they feel stuck about direction of a project or need to take a short break.
Sometimes just taking a few moments of a quite can provide the motivation they need to meet
tight deadlines.

10. Share profits to improve performance

By offering a profit-sharing program, employees will recognize that they have a stake in
the financial success of the organization. Profit-sharing gives employees a sense of pride in
what they have accomplishes and a feeling of accomplishment seeing their earnings increase.
It can improve performance and reduce turnover as well.

11. Take benefits to the next level

Employees generally expect standard benefits like paid time off, health insurances and
even flexibility. You can motivate employees by taking your benefits to the next level. Add
game rooms to help employees de-stress throughout the day, a snack bar to keep energy levels
up or even implement a work-from-home day each week or month. Childcare or wellness
compensation plans are also a great way to incentivize employees. These kinds of benefits
boost health, increase team motivation and encourage people to stay with your company longer.

12. Offer an incentive program

Create an incentive program that rewards employees for consistently working hard-
separate from celebrating milestone or successes. You could implement non-financial
incentives like extra vacation days, compressed work weeks or a choice of parking spots. Your
incentive program doesn‘t even have to be connected to performance. For example, you could
use it to encourage your team to participate in training programs-the team members who watch
the most videos each week could receive a reward.

Lesson 4.2

Performance Appraisal

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 Performance appraisal has to do with comparing and individual‘s job performance
against standards or objectives developed for the individual‘s assignment. Employees possess
talents, character traits and abilities which should be taken into account and utilized to best
advantage by management. The talents used by the employees on the job can be appraised
through the periodic performance appraisal.

Performance appraisal is a systematic evaluation of the employee‘s present job

capabilities and also his potential for growth and development by his superiors. It can be either
informal or formal.

The informal appraisals are unplanned while formal appraisal system is set up by the
organization to regularly and systematically evaluate employee performance. It reduces the
chance of bias and snap judgment but bound to yield better results.

Objectives of Performance Appraisal

1. Provide feedback on employee performance

2. Serve as a basis for personnel action
3. Serve as management‘s guide in employee counselling and discipline
4. Improve employee relations
5. Improve supervision by making the superior better conscious of his duties in supervising
subordinate
6. Develop supervisors
7. Serve as a basis for changes
8. Identifying the needs and areas of management development

Methods Used in Appraising Performance

1. Rank Order Method

It is the oldest and simplest formal systematic method of performance appraisal

in which employee is compared with all others for the purpose of placing order of worth.
The employees are ranked from the highest to the lowest or from the best to the worst.

In doing this the employee who is the highest on the characteristic being
measured and also the one who is L lowest, are indicated. Then, the next highest and
the next lowest between next highest and lowest until all the employees to be rated have
been ranked. Thus, if there are ten employees to be appraised, there will be ten ranks
from 1 to 10.

2. Paired Comparison Method

In this method, each employee is compared with other employees on one- on

one basis, usually based on one trait only. The rater is provided with a bunch of slips
each coining pair of names, the rater puts a tick mark against the employee whom he
insiders the better of the two. The number of times this employee is compared as better
with others determines his or her final ranking.

3. Forces Distribution System

In this method, each employee is compared with other employees on one- on

one basis, usually based on one trait only. The rater is provided with a bunch of slips

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 each coining pair of names, the rater puts a tick mark against the employee whom he
insiders the better of the two. The number of times this employee is compared as better
with others determines his or her final ranking.

4. Graphic Rating Scale

The graphic rating scale is one of the most popular and simplest techniques for
appraising performance. It is also known as linear rating scale. In this method, the
printed appraisal form is used to appraise each employee. The form lists traits (such as
quality and reliability) and a range of job performance characteristics (from
unsatisfactory to outstanding) for each trait. The rating is done on the basis of points on
the continuum. The common practice is to follow five points scale. The rater rates each
appraisee by checking the score that best describes his or her performance for each trait
all assigned values for the traits are then totaled.

5. Preference Checklist Method

The basic purpose of utilizing check-list method is to ease the evaluation burden
upon the rater. In this method, a series of statements, i.e., questions with their answers
in ‗yes‘ or ‗no‘ are prepared by the HR department. The check-list is, then, presented to
the rater to tick appropriate answers relevant to the appraisee. Each question carries a
weight-age in relationship to their importance.

6. Management by Objectives or Results Oriented Method

This type of assessment is a newer method that is gaining in popularity. It

involves the employee and manager agreeing to a set of attainable performance goals
that the employee will strive to achieve over a given period of time.

Activities/Assessments

Activity 1

1. Describe the methods used in appraising performance.

2. Explain the content theories and process theories.
3. Define motivation.
4. Define performance appraisal.
5. Explain the reinforcement theory.

Activity 2

Essay Test: (5 points each)

1. Define motivation.
2. Identify and explain the different theories of motivation.
3. Explain performance appraisal
4. Identify the objectives of Performance Appraisal.
5. Identify the types of motivational techniques.

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 Lesson 5 Job Analysis and Compensation Employees

Overview

Job analysis helps determine appropriate compensation levels for jobs by identifying
skills levels required, separating out different compensable job factors, calling attention to any
special working conditions, defining levels of responsibility and determining the educations
qualifications, skills and experiences.Job analysis and job evaluation are the two important
functions of Human Resource Management in order to know the characteristic of a particular
position.

Job analysis has many uses. As the building block of HR, it forms the foundation and
starting point of HR managers in selection, performance appraisal, training and development,
job evaluation, career planning, work design and human resource planning.

LEARNING OUTCOMES:

After successful completion of this module, you should be able to:

1. Explain job analysis and its importance

2. Differentiate job evaluation and job analysis.
3. Explain the work measurement.
4. Discuss an effective wage and salary administration program
5. Identify and explain the methods of job evaluation

Course Materials:

Lesson 5.1

Job Analysis

Job analysis refers to the process of obtaining information about jobs, as well as, the
context in which jobs are performed. It is a process that aims at exploring information regarding
the nature and major requirements of a specific job through observation, research and, study.
The job analysis gives an answer to three major questions which are:

 What are the tasks performed by the job?

 How they are performed?
 What are the qualities required, in the effective performance of the job?

Job Evaluation

Job evaluation is an objective and logical process, which determines the comparative
usefulness of each and every job of the organization. The basic purpose of job evaluation is to
find out an appropriate base for salary, to remove the disparities in the wage system and to
implement a consistent and a justified wage differential in the organization.

Certain pre-requisites of the evaluation like:

 It rates the job, not the job holder.
 The criteria selected for rating should be easily explainable.
 Its criteria should cover major aspects of every job to avoid clashing.
 Participation of supervisor in rating the job.

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  Points are only required to be discussed with the supervisor, any discussion
regarding money should be avoided.

Two Methods of job evaluation:

 Non-analytical System
 Ranking
 Grading
 Analytical System
 Point rating
 Factor comparison

Differences Between Job Analysis and Job Evaluation

 The process in which an in-depth examination is performed to gather information about

every minute detail about a particular job is known as Job Analysis. Job evaluation is a
process of determining the importance of a particular job in relation to the other job in the
organization.
 Job analysis is a comprehensive process while job evaluation is a comparative process.
 Job analysis is done to prepare a job description and job specification. Conversely, job
evaluation aims at implementing an equitable and justified wage system in an
organization.
 Job analysis is the first step to job evaluation.
 Job analysis helps in recruitment & selection, training & development, performance
appraisal, compensation, etc. on the other hand, job evaluation helps in ranking jobs by
comparing them on the basis of their importance.

Lesson 5.2

Administering Salaries of Office Employees

1. Reasons Why Fair, Equitable Compensation is Important to Employees

 It is a basic determinant of their worth to the organization.

 It provides a measure of status and recognition.
 It directly affects their standard of living.
 It is a reward for the time and effort they contribute to the organization.

2. Goals of Salary Administration Programs

 To provide a systematic determination of equitable compensation for employees.

 To help the organization conform with existing legislation pertaining to employee
compensation.
 To help the organization control its salary costs.
 To help reduce employee turnover.
 To motivate employees to perform at an optimum level.
 To promote good employer-employee relations.

3. Responsibility for Salary Administration Program

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  In large organizations, generally falls under the guidance of the director of the salary
administration program.
 In small organizations, generally falls under the guidance of the human resources
manager.
 In many organizations, the input of an advisory committee is also available.

4. Factors that Affect the Salary Structure

 Relative worth of jobs-determined by job evaluation.

 Going rates-can determine comparable rates for comparable jobs using salary surveys.
 Cost-of-living index-giving raises that at least match the cost-of-living index enables
employees to maintain their purchasing power.
 Legislation-a variety of federal and state laws affect employee‘s salaries.
 Collective bargaining-in unionized organizations, collective bargaining often plays a role
in setting salaries and salary increases.
 Organization‘s ability to pay-the more able the organization is to pay, the more likely its
salary program is comparable to other organizations in the community.
 Level of productivity-the more productive in organization is, the more able it is to have a
competitive salary program.

5. Employees receive salary

 Interval Method, increases at specific, predetermined times, such as once or twice a

year.
 Merit Method, ties the quality of an employee’s performance to the amount of his or her
salary increase.

Employees whose work is distinctly superior receive a larger increase than those
whose performance is less than superior.

6. Properly Designed Incentive Pay Plans

 Incentive Pay- are designed to take into consideration employees‘ performance in

relation to work standards established through work measurement procedures.

Properly Designed Incentive Pay Plans Benefit Both Employees and the Organization

 Employees- are able to increase their level of compensation.

 Organization- is able to increase its productivity, which improves its profitability.

7. Performance-Based Pay Plans

 Tend to put greater emphasis on key employees than do the incentive plans.
 Reward total performance rather than just one component of an employee‘s job.

8. Trends in Salary Administration

 Competency-based pay: paying employees on the basis of the breadth and depth of
skills they possess as well as on the basis of the job knowledge they use in carrying out
their assigned duties.

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  Broadbanding: reduces the number of salary grades and pay ranges in an organization.

9. Legally Required Plans

 Social Security
 Worker‘s Compensation
 Unemployment Compensation
 Disability Insurance

10. Federal Legislation Impacting Salary Administration Covered in this Class

 Fair Labor Standards Act

 Equal Pay Act
 Civil Rights Act
 Pregnancy Discrimination Act
 Age Discrimination in Employment Act

Lesson 5.3

Work Measurement

Work measurement is the careful analysis of a task, its size, the method used in its
performance, and its efficiency. The objective is to determine the workload in an operation, the
time that is required, and the number of workers needed to perform the work efficiently. A good
work measurement system has many benefits. It helps to reduce labor costs, increase
productivity, and improve supervision, planning, scheduling, performance appraisal, and
decision making.

Objectives of Work Measurement:

1. To compare the times of performance by alternative methods.

2. To enable realistic schedule of work to be prepared.
3. To arrive at a realistic and fair incentive scheme.
4. To analyze the activities for doing a job with the view to reduce or eliminate
unnecessary jobs.
5. To minimize the human effort.
6. To assist in the organization of labor by daily comparing the actual time with that of
target time.

Uses of Work Measurement:

1. Work measurement is used in planning work and in drawing out schedules.

2. Work measurement is used to determine standard costs.
3. Work measurement is used as an aid in preparing budgets.
4. It is used in balancing production lines for new products.
5. Wok measurement is used in determining machine effectiveness.
6. To determine time standards to be used as a basis for labor cost control.
7. To establish supervisory objectives and to provide a basis for measuring
supervisory efficiency.
8. To determine time standards to be used for providing a basis for wage incentive
plans.

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Techniques of Work Measurement

1. Time Study
2. Work Sampling
3. Pre-determined Motion Time System
4. Analytical Estimating

Strategies to Increase Employee Productivity

1. Set Realistic Goals – Set clear and realistic goals that are obtainable for your
employees to complete in a reasonable and timely fashion.

2. Provide Consistent Feedback – Feedback will help your employees reach their full
potential. Be willing to give and receive feedback.

3. Open A Virtual Office– It may seem counter intuitive, but some employees will be more
productive outside of the office. Set up telecommuting, remote, or virtual work options for
employees who thrive in these environments.

4. Be Social – Organize and encourage social gatherings for your employees. When you
build relationships between people, you‘ll see productivity increase.

5. Provide Direction – Be a guiding force that provides direction for your employees so
they what to do and how to do it.

6. Limit Meetings – No one likes meetings. If they aren‘t necessary, eliminate them for the
already hectic schedule.

7. Provide the Necessary Tools to Do the Job – Offer training, supply materials,
and invest in your team. When an employee has the tools to complete their work, it will
boost efficiency and drive productivity.

8. Offer Flexible Hours – Not everyone is designed for the typical 9 to 5 work hours. Allow
people to come in early or stay later so that they are able to work when they are the
most productive.

9. Communicate Clearly and Concisely – Let people know what‘s going on. Keep your
team in the loop so that they understand the office environment.

10. Empower Your Employees – Don‘t micromanage your team. Give them the power to
make decisions by themselves.

11. Offer Career Growth Opportunities – People want to know they will ultimately climb
the career ladder. If they don‘t see this opportunity, they will lose motivation and be
more likely to quit.

12. Reward Employees – Everyone likes rewards. Reward everything with cool prizes.
From a new car for the biggest annual sales to an online gift card for the newest
customers signed up this month, rewards are a great incentive to increase productivity.

13. Build your Employee Brand – Spend the time to create a respectable, fun, and loyal
employer brand. When an employee is proud of their company, they will work harder.

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 14. Play more Games – It seems silly to take time out of the work day to play games, but a
half hour cutting out work can ultimately help an employee boost overall productivity.

15. Show That You Care – If you care about your employees, they will care about you. Log
some face time and get to know your team.

Activities/Assessments

Essay Test: (5 points each)

1. Explain job analysis and its importance

2. Differentiate job evaluation and job analysis.
3. Explain the work measurement.
4. Discuss an effective wage and salary administration program
5. Identify and explain the methods of job evaluation

64
 Lesson 6 Systems and Trends

Overview

To prosper and grow, an organization must make sound business decisions. To do this,
the organization needs accurate, up-to-date information. Information is simply composed of
facts that are organized in a meaningful and usable form. Information is a vital source that
helps organization serve its customers and operate smoothly.

Learning Outcomes:

After successful completion of this module, you should be able to:

 Define information.
 Explain businesses use information.
 Explain the information processing.
 Discuss how information enhance information systems.
 Discuss local area networks and wide area networks.
 Discuss the security measures for information systems.

Course Materials:

Lesson 6.1

Information

Telecommunications refers to the transmission of information using telephone

technology.

How Businesses Use Information

 Most of the work performed in offices involves processing of information

 Information starts as basic facts or raw data made up of symbols, numbers and letters.

Most Common Forms of Information

 Numbers - Amounts, quantities, sizes, etc.

 Text - Words organized to convey meaning.
 Image - Charts/Graphs/Photographs
 Voices - Messages conveyed in person.

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Managing Information

 A company may process a large amount of transactions each day.

 Transaction - business deal or agreement
➢ Complexity of Business
➢ Volume of Transactions
➢ Current and Accurate Information

Obstacles to Managing Information

 Uncoordinated procedures and files

 Duplication of information
 Incompatible databases
 Outdated or inaccurate information
 Missing information
 Limited access to information

Information Processing

➢ Putting facts or numbers into a meaningful and useful form.

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Information Technologies

➢ Refers to the equipment and software that allow a user to create, store and retrieve
information.

Lesson 6.2

Common Information Technologies found in Offices

 Computers
 Electronic Imaging - converting paper documents to pictures
 Electronic Mail (Email)
 Interactive Voice Response - use to record information
 Compact Disc (CD) - a type of storage device

Computerized Processing

➢ Relies heavily on equipment (computer).

Hardware

➢ Refers to physical parts of a computer.

Types of Computers

 Mainframe Computers

 large, multipurpose machines with very high processing speeds.

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  Minicomputers
 →mid-sized computers that can support a number of users.
 Microcomputers
 →also called personal computers, are the small, desktop variety.

Personal Digital Assistant

 handheld computer, small enough to hold easily in one hand.

Input and Output Devices

 Input devices are hardware that allows the computer to accept the data for processing.
On the other hand, output device prints, displays, speaks or records information from
the computer.

Storage Devices

 such as optical disc allowed large volume of data to be stored and retrieved easily.

Software

 programs containing instructions for computers

3 Categories of Software

 Operating System Software

 it allows the computer to communicate with devices connected to it.

 Application Software

 directs the computer to carry out specific tasks.

 Utility Software

 carries out ―housekeeping duties‖ such as organizing.

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Networks

 used to link computers to other types of hardware.

Local Area Networks

 used to link computers that are close to each other.

Transmission Carriers

 cables that are used to link computers in a LAN.

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Wide Area Networks

 links computers that are separated by long distances.

Internet Service Providers

 sells entries to the internet.

Maintenance

 To work well the systems of the companies must always be properly maintained.
 Failure to maintain could result in loss of data.

Security

 Firewalls - software that prevents unauthorized users from gaining access to

computers.

 Proprietary information - privately owned information, also called intellectual property.

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Lesson 6.3

Typical Information Systems

 Accounting Information Systems

 record transactions and create financial reports
 Marketing Information Systems
 helps the business keep track of customers
 Product Information Systems
 the activities that take place within the business to create the product are recorded in the
information system.

Traditional Resources

 Marketing Research Firms

 offer data in variety of forms for business needs

 focus on the customer and the market
 look at marketing trends and collect valuable demographic data

 Trade Publications and Associations

 many companies use trade publications, books and journals for facts and forecasts
about their industry.
 Government Agencies and Libraries
 government publications often include forecasts and results from research studies

Electronic Resources

 Electronic Databases
 available in CD, DVD, and the internet
 these databases provide information that are useful to the company

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Personal Digital Assistants

 provide another means for retrieving information

 can store a variety of data, schedules, appointments, etc.

Intranets

 are internal networks based on internet technologies and standards?

 may reside on the company's local area network (LAN).
 allow workers to share data quickly and easily

Internet

 giant network of computers and smaller networks that spans the globe, is the world
largest information source.
 intranets to extranets, extranet - an information network like intranet, but partially
available to select outside users

 extranets use firewalls to limit the access of users

 by using intranets, extranets and the internet, the company provides information to the
workers.
The following examples describe a few ways that businesses use the Internet
 Through electronic mail, coworkers are able to communicate with each other. Workers
can send messages from their office or home or on the road
 An office worker plans an out-of-state trip. The airline reservations are made using a
travel service on the Internet.
 An investment broker accesses information on the Internet to get up-to-the-minute stock
quotes.
 A small-business owner uses a Web site to sell sports items such as baseball trading
cards, league pennants, autographed products, and T-shirts.
 A civic organization uses a Web site to provide information about the organization. It lists
upcoming events and posts public service messages.
 A clothing maker provides product information on a company Website. Customers can
workers.

Finding and Sharing Information

 Web Browsers
 Search Tools
 Transferring Files

 File transfer protocol (FTP) is a powerful tool that allows a copy of the file you
request from a remote computer to be copied to your computer.

 E-Mail, Mailing Lists, and Newsgroups

 Promoting Organizations
 E-Commerce—Buying and Selling Online

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Activities/Assessments

Essay Test: (5 points each)

1. Define information.
2. Explain businesses use information.
3. Explain the information processing.
4. Discuss how information enhance information systems.
5. Discuss local area networks and wide area networks.
6. Discuss the security measures for information systems.

Lesson 7 Administrative Services Management

Overview

A record or information is any form of data that is made and kept for possible future use.
It is any type of recorded information on paper or on some type of microform. Letters reports
and statements are the most common records. Micro image records and optical disk are
example of image records. Electronic records pertain to computer records stored on magnetic
media.

Learning Outcomes:

After successful completion of this lesson, you should be able to:

1. Explain the records management system.

2. Explain the importance of records
3. Explain the proper manual records, retrieval, retention, transfer and disposal.
4. Explain the record life cycle.
5. Discuss Reprographics and Mail Services.

Course Materials:

Lesson 7.1

Record Management System

 Main purpose of a records management system is to make sure records are

available when needed so that a company can operate efficiently.
 Record is a data in forms such as text, numbers, images, or voice that is kept for
future reference.
 Records management system is a set of procedures used to organize, retrieve,
store and dispose records.

Records are important for the following reasons:

1. Records are created for the utilization of every office systems and procedures.
2. Records aid administrative efforts and help coordinate the total work performed.
3. Records can make contact or reach all persons involved in the organization.
4. Records give instructions and direction and provide the data needed for decision making
for every function within an organization.
5. Records provide a history for the business

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A system fulfills this purpose in several ways:

 using storage media

 Providing proper storage equipment and supplies
 Outlining procedures for filing records
 Developing an efficient retrieval procedure
 Setting up a schedule for when records should be kept or discarded

An effective record management system benefits the company in two ways:

 Workers are more productive;

 Customer goodwill is maintained.

Storage Media

 Paper
 Magnetic Media
(computer disks or tape)
 Micrographics – documents reduced and placed on film

Storage Equipment and Supplies

• Filing Cabinets

Filing Procedures

• Filing is the process of storing records in an orderly manner within an organized system.

 Charging out – removing a record from the files and noting information about the
record.

Following information is usually recorded when a record is removed from the files:

 Name and department of the worker who is taking the record

 Date the record was retrieved
 Date the record will be returned

Records Retention and Disposition

• Retention schedule – a list of how long each type of records should be kept.
• Records disposition – moving records to permanent storage or destroying records.

Storage Media for Records

 Paper
When you print a document or complete a telephone message form, you are recording
information on paper.

Advantage: you can easily read the information they contain

Disadvantage: they take up a lot of space, they can be easily misfiled

 Magnetic Media

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 o Magnetic media are reusable and contain information that is stored electronically.
o Hard disks
o Floppy disks
o Flash drive
o Magnetic Tape
 Micrographics Systems

o Micrographics Systems create photographs of documents that are a fraction of

their original size and place them on microfilm or microfiche.

Optical Disks

• CD
• DVD

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 Optical media forms hold more information than floppy disks.

Imaging Systems

• An imaging system converts all types of documents to digitized electronic data that can
be read by a computer.
• The data may be stored on CDs, DVDs, or other media that can be retrieved quickly.
• Advantage: they reduce paper processing, speed up workflow and make files instantly
accessible.

Cost Factors

• Costs are involved with any records management system. The costs involve buying
equipment and supplies, leasing storage space, and paying office workers to file and
retrieve records.
• Equipment, Supplies and Storage – filing cabinets and shelves, filing supplies, leasing
offices
• Human Resources
• Destruction Costs – papers must be shredded and removed from the business, must be
placed in landfill in an ecologically sound manner.

Categories of Record

• Vital records – are essential to the company. These records are often not replaceable.
Ex. Original copies of deeds, copyrights and mortgages.
• Important records – are needed for the business to operate smoothly. Ex. Tax returns,
personnel files, and cancelled checks.
• Useful records – are convenient but replaceable. Ex. Letters, purchase orders, and
names and addresses of suppliers.
• Non-essential records – have one-time or very limited usefulness. Ex. Meeting
announcements and advertisement.

Record Life Cycle

• Creation or collection – the cycle begins when you create or collect the records.
• Distribution – during this phase, records are sent to the persons responsible for their
use.
• Use – records are commonly used in decision making, for reference, in answering
inquiries, or in satisfying legal requirements.
• Maintenance – when records are kept for later use, they must be categorized and
stored, retrieved as needed, and protected from damage or loss.
• Disposition – records are disposed of either by destroying the records or by moving
them to permanent storage.

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Removing Records from Active Storage

• When records are outdated or seldom needed, they should be removed from the active
storage area. This transfer will leave more space for active records.
• Retention schedule shows how long particular types of records should be kept. A
retention schedule includes a description of the type of record, how long the record
should be kept, the medium, and other remarks.

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Inactive Storage

• Inactive records are those that have value for the company but are not used often.
Inactive records should not occupy valuable active storage space. Retrieving and filing
active records is easier when inactive records are stored in a separate location because
you have fewer records to deal with on a regular basis.

Paper Records Systems

• Paper Filing Systems

o A filing system requires equipment, procedures, and supplies.

Equipment – cabinets and shelves
o Procedures – before placing records in folders, you should index and code each
record.
o Indexing – is the process of deciding how to identify each record to be filed –
o either by name, subject, geographic location, number or date.
o Coding is the process of marking a record to indicate how it was indexed.
o Supplies
Guides – are heavy cardboard sheets that are the same size as the file folders. A
tab extends over the top of each guide, and a notation is marked or printed on
the tab (caption).
o Labels – are strips of paper, usually self-adhesive, that are attached to file
drawers or folders. The label has a caption that identifies the contents.
o Folders – is a container made of strong, durable paper called manila and used to
hold papers in a file.
o Costs – related to paper filing are for items such as paper, folders, labels, and
storage containers.

Alphabetic Filing Systems

• In an alphabetic file, records are arranged and stored according to the letters of the
alphabet.

Letters and words are used as captions on the guides and folders. These words may be
names, subjects, or geographic locations. Both guides and folders are arranged in alphabetic
order according to options.

Filing by Name

If a name file is used, records are indexed according to the name of an individual or
organization.

General, specific, and individual folders are used.

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Filing by Subject

 When a subject filing system is used, records are arranged/indexed according to

particular topics.
 Special guides identify divisions of main subjects.

Filing by Geographic Location

 Records are indexed according to the location of an individual, organization, or item.

 Main geographic divisions are called key units

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Numeric Filing Systems

 Guides
o Caption on guides are numbers
o Special guides aid in retrieving records quickly
 Individual folders
o Contain records related to one individual or organization

Accession Log

 List the numbers already assigned in numeric order

 Gives the name or subject to which each number is assigned
 May be kept manually or by computer

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General Alphabetic File

 Contains records that do not have an individual numeric folder

 When several records accumulate in the general file, a numeric folder is created

Alphabetic Index

 Contains an alphabetic list of names and subjects in a file

 Gives the number assigned to each name or subject

Numeric Filing Systems

 Consecutive order
o files are arranged in simple numeric order
o often used for records that already have numbers, such as invoices
 Terminal-digit order
o The last two or three numbers serves as the primary filing unit
o Groups of numbers are read from right to left
 Middle-digit order
o The middle two or three numbers serve as the primary filing unit
o Groups of numbers are read from middle to left to right

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  Chronological order
o Records are filed according to date
o May be used to arrange records in individual folders in alphabetic name files

Lesson 7.2

Office Reprographics and Mail Services

Reprography is the reproduction of graphics through mechanical or electrical means,

such as photography or xerography. Reprography is commonly used in catalogs and archives,
as well as in the architectural, engineering, and construction industries.

Reprographics Centers

 Provide copying and printing services.

 Center supervisor is responsible for day-to-day operations.
 Administrative office manager has overall responsibility.

Factors Affecting the Organization of the Reprographics Center

 Determine its needs.

 Determine nature of control.
 Determine personnel needs.
 Determine proper layout.
 Prepare policies and procedures.
 Maintain the equipment.
 Set work standards.
 Implement cost control measures.
 Install appropriate equipment.

Factors That Help Determine the Needs of the Reprographics Center

 Number of copies needed of various documents.

 Specialized production requirements of the
copying or printing process.
 Overall quality of original documents.
 Desired quality of the copying or printing
processes.
 Turnaround time needed for obtaining copies.
 Nature of specialized production jobs.

Nature of Control of the Reprographics Center

 Most have centralized control.

 Most organizations have one large center and perhaps several satellite centers located
throughout the organization.

Advantages of Centralized Control of the Reprographics Center

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 1. Greater control over the reprographics function is possible.
2. Center is likely to operate with greater efficiency.
3. Selection and utilization of equipment is likely to be more efficient.
4. Process of purchasing and replenishing supplies is likely to be performed more
efficiently.

Personnel for the Reprographics Center

 Personnel need to be skilled in the operations they perform.

 Training sources include the equipment vendor, vocational-technical schools, etc.

Layout of the Reprographics Center

 Most efficient layout is a straight-line flow that eliminates backtracking or crisscrossing.

 Specialized nature of equipment being used is considered in determining proper layout.

Policies and Procedures of the Reprographics Center

 Areas Involved Include:

 Submitting of routine work.
 Handling of confidential work.
 Processing of high-priority work.
 Determining appropriate processing method.

Maintenance of Equipment in the Reprographics Center

 Equipment requires quality maintenance that extends life and improves quality with
which work is produced.
 Equipment operators are often responsible for maintaining equipment.

Standards of the of the Reprographics Center

 Production standards determine the efficiency of the center.

 Standards are available from a variety of sources, including equipment manufacturer
and also are set by supervisors.

Suggestions for Controlling the Cost of the Reprographics Center

1. Use the most economical printing and copying processes the jobs will allow.
2. Request or produce only as many copies as are needed.
3. Keep the equipment properly adjusted so that very few, if any, pages are ruined in the
printing or copying processes.
4. Print on both sides of the paper when possible.
5. Use the services of the reprographics center for a particular job unless an outside source
is more economical.
6. Take advantage of quantity purchasing of supplies.

Equipment for the Reprographics Center

 Equipment generally determines the operating efficiency of the center.

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Categories of Copying Equipment

 Equipment that uses sensitized paper.

 Equipment that uses plain paper.

Copying Processes That Use Sensitized Paper

 Diffusion transfer
 Gelatin transfer
 Stabilization
 Diazo
 Thermography

Copying Processes That Use Plain Paper

 Xerographic process
 Fiber optics

Xerographic Process

 Based on the physics principle that unlike electrical charges attract each other but that
like charges repel each other.
 A selenium-coated drum is positively charged with the image of the document.
 Negatively charged toner is spread on the drum, attracted to the positive-image areas.
 As a sheet of paper passes through the copier, heat adheres the image to the paper.

Common Features Found on Current Copier Equipment

 Image reduction
 Image enlargement
 Automatic document feed
 Duplexing
 Collating
 Stapling

Less Common Features Found on Current Copier Equipment

 Automatic paper folding

 Adhesive binding
 Automatic hole punching
 Facsimile
 Built-in image editing
 Spot color
 Digital editing

Digital Copying Process

 Provides a number of useful features, including stretching, shrinking, or slanting text.

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  Also permits overlaying one image on another, mirror imaging, color converting, etc.

Factors to Consider When Comparing Copiers

 Copier applications
 Equipment reliability
 Equipment cost
 Image quality
 Copier volume
 Vendor reputation
 Vendor service response time

Fiber Optics Copying

 Image is formed on the drum by using fiber optics to transmit light from the original
document to the drum.

Types of Duplication Processes

 Offset
 Spirit
 Stencil
 Copy printer

Auxiliary Equipment Used in Reprographics Centers

 Automatic collators
 Binders
 Desktop publishing
 Folding equipment

Mechanical Devices for Transporting Documents

 Pneumatic tubes
 Conveyor systems
 Electric mail carts

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 Reprographics

Mailroom

 Its structure is primarily determined by size and needs of the organization.

Factors That Affect Mailroom Design

 Number of employees in the organization.

 Correspondence volume of the organization.
 Speed with which mail must be handled.
 Volume of accountable mail.
 Nature of outgoing mail.

Typical Functions of Mailrooms

 Processing incoming and outgoing mail.

 Distributing internal correspondence.
 Receiving and shipping parcels.

Mailroom Personnel

 Type and number of personnel needed are determined by size of the organization and
the functions it performs.

 Some of the job titles frequently found are:

 Supervisor
 Senior mail clerk
 Mail clerk
 Delivery clerk
 Messenger

Mailroom Layout

 Layout has a direct bearing on the efficiency of the mailroom.

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  Functions performed in the mailroom determine the areas that should be included and
how they will be arranged.

Mailroom Equipment

 Much of the new equipment used in mailrooms generally reduces the amount of physical
effort involved in getting mail processed.

Types of Equipment Found in Mailrooms

 Addresser-printer equipment
 Opening equipment
 Stamping-sealing equipment
 Automatic envelope emptier
 Inserting equipment
 Electronic scales
 Bundling equipment

Information Based Indicia Program (IBIP)

 Is an Internet-based program that facilitates the preparation of digital stamps that are
affixed to mail.
 Involves establishing accounts for desktop computers.
 Internet is used to charge the account.
 Laser printer prepares the digital stamp.

Ways to Conserve Mailing Costs

 Imprint POSTNET bar codes on the envelope.

 Affix the proper amount of postage on each piece of mail.
 Keep mailing lists up to date.
 Use light-weight mailers.
 Use fax delivery rather than overnight delivery when possible.
 Investigate the use of alternative delivery systems for parcels.

Courier Services are used by many organizations.

 Examples of courier services:

 Federal Express
 Burlington
 United Parcel Service
 Greyhound

Online Mailing Services

 Organization prepares the documents on its premises but then transmits the documents
electronically to an online mailing service that prints, folds, inserts, and addresses the
mail. Organization is charged a per-unit fee for each processed item.

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Mailroom

Activities/Assessments:
Activity 1 (5 points each)

1. Why should important papers of business be kept accurate and up to date?

2. Why is the alphabetic method the most common way of restoring records?
3. Enumerate and explain the numeric filing systems.
4. Describe the categories of Record.
5. Explain the records management system.
6. Explain the importance of records
7. Explain the proper manual records, retrieval, retention, transfer and disposal.
8. Explain the record life cycle.
9. Discuss Reprographics and Mail Services.

Activity 2

(10 points)

Indicate the order in which the names given in each number should be arrange in the
alphabetic file.

1. A Island in the Sea Resort

B In the mood Disco House
C House of Beauty
2. A Go Soc Hardware Store
B Good food Restaurant
C Samson Go Paper products
3. A 3-in 1 Product
B Tres Amigos Bar
C 1st Yuan Resto

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4. A Madam J Beauty Salon
B Rev. Fr. Marty Macasaet
C Mr. Rap Grocery
5. A Ayla‘s Fashion Dress
B Ged‘s Mart
C A & L Gift Shops
6. A 20-20 Joy Center
B 21th Century Films
C 12 O‘clock Lunch Date
7. A Lady Beth Lingerie
B Lady Beth Taylor
C Lady‘s Boutique
8. A Bureau of Internal Revenue
B Board of Investments
C Commission on Election
9. A Sto. Domingo Church
B Mr. A. Sto. Domingo
C San Miguel Corporation
10. A Bank of Philippine Island
B Philippine Bible Society
C Philippine Book Company

Lesson 8 Administrative Control

Overview

Direction or exercise of authority over subordinate or other organizations in respect to

administration and support, including organization of service forces, control of resources and
equipment, personnel management, unit logistics, individual and unit training, readiness,
mobilization, demobilization, discipline, and other matters not included in the operational
missions of the subordinate or other organization.

Learning Outcomes:

After successful completion of this module, you should be able to:

1. Explain budgeting and cost control.

2. Define the quality and quantity control.
3. Identify the process of control.
4. Identify and explain the advantages and Limitations of Budgeting.
5. Define the budget.
6. Explain the process of control

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Course Materials:

Lesson 8.1

Control Process

The control process is the system that allows setting, measure, match and tweak any
business activities such as production, packaging, delivery and more; without the control
process entire management is obsolete. Because you will not be able to know how your plan is
working, is it fully implemented.

The control process of management ensures that every activity of a business is

furthering its goals. This process basically helps managers in evaluating their organization‘s
performance. By using it effectively, they can decide whether to change their plans or continue
with them as they are.

Controlling is an essential part of management process, which aim at achieving defined

goals within an established timetable and comprises four steps of control process.

Four Steps of Control Process

1. Establishing standards and methods for measuring performance.

 Standards are, by definition, simply the criteria of performance.

 They are the selected points in an entire planning program at which performance is
measured so that managers can receive signals about how things are going
and thus do not have to watch every step in the execution of plans.
 Standard elements form precisely worded, measurable objectives and are especially
important for control.
 In an industrial enterprise, standards could include sales and production targets,
work attendance goals, safety records, etc.
 In service industries, on the other hand, standards might include several time
customers have to wait in the queue at a bank or the number of new clients attracted
by a revamped advertising campaign.

2. Measuring performance.

 The measurement of performance against standards should be done on a forward-

looking basis so that deviations may be detected in advance of their occurrence and
avoided by appropriate actions.

3. Determining whether performance matches the standard.

 It involves comparing the measured results with the standards already set.
 If performance matches the standard, managers may assume that ―everything is
under control‖. In such a case the managers do not have to intervene in the
organization‘s operations.

4. Taking corrective action.

 This step becomes essential if performance falls short of standards and the analysis
indicates that corrective action is required. The corrective action could involve a
change in one or more activities of the organization‘s operations.

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  Control can also reveal inappropriate standards and in that case, the corrective
action could involve a change in the original standards rather than a change in
performance.
 It needs to be mentioned that, unless managers see the control process through to
its conclusion, they are merely monitoring performance rather than exercising
control.
 The emphasis should always be on devising constructive ways to bring performance
up to a standard rather than merely identifying a past failure.

Quality Control

Quality control is a process through which a business seeks to ensure that product
quality is maintained or improved. Quality control requires the business to create and
environment in which both management and employees strive for perfection. This is done by
training personnel, creating benchmarks for products to check statistically significant variations.
A major aspect of quality control is the establishment of well-defined controls. These control
helps standardize both production and reactions to quality issues. Limiting room for error by
specifying which production activities are to be completed by which personnel reduce the
chance that employees will be involved in tasks for which they do not have adequate training.

Quantity Control

Quantity control is an important aspect in the relationship with a supplier. To ensure

that all contractual obligations have been met, and to prevent any possible disputes, a
verification by an independent third party can save you a lot of trouble in the long run.

Budgeting and Cost Control

While quantity and quality control tend to affect the organization's operational efficiency,
budgetary and cost control tend to affect its financial efficiency. Whereas the budget provides an
organization with a financial road map, cost control helps ensure that its operating processes
are within prescribed financial guidelines.

A budget identifies the planned expenditure for a project, program, or portfolio. It forms
the baseline against which the actual expenditure and predicted eventual cost of the work is
reported.

Initial cost estimates are based on comparative or parametric estimating techniques.

These are refined as the achievability and desirability of the work are investigated and a
detailed understanding of scope, schedule, and resource is developed.

The base cost is the cost of the work according to the schedule. This is typically made up
from costs associated with:

 Resources such as staff or contractors

 Accommodation and infrastructure such as office rental or support for ICT systems;
 Consumables such as power or stationary
 Expenses such as staff travel and subsistence
 Capital items such as equipment purchase

Lesson 8.2

Advantages and Limitations of Budgeting

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Advantages

1. Budgeting compels and motivates management to make an early and timely study of its
problems.
2. Budgeting provides a valuable means of controlling income and expenditure of a
business as it is a ―plan for spending‖
3. Budgeting provides a tool through which managerial policies and goals are periodically
evaluated, tested, and established as guidelines for the entire organization.
4. Budgeting helps in directing capital and other resources into the most profitable
channels.
5. Budgeting enables management to decentralize responsibility without losing control of
the business.
6. The use of budgeting in an organization develops an attitude of ―cost consciousness‖,
stimulates the effective use of resources, and creates an environment of profit-
mindedness throughout the organization.
7. It provides a norm, basis, or yardstick for measuring performance of departments and
individuals working in organizations.
8. Budgeting encourages productive competition, provides incentive to perform efficiently,
and gives a sense of purpose to each individual in the organization.
9. Budgeting provides a systematic and disciplined approach to the solution of problems in
the organization.
10. Budgeting, if executed in nearly every enterprise, helps the total national economy by
providing stability of employment, economic use of resources and effective prevention of
waste.

Limitations of Budgeting

1. Planning, budgeting, or forecasting is not an exact science; it uses approximations and

judgment which may not be cent per cent accurate.
2. The success and utility of budgeting depends on the cooperation and participation of all
members of management.
3. A budget is only a tool and neither eliminates nor takes over the place of management.
4. The establishment of a budgeting process takes time.
5. Excessive emphasis on budgeting may result in attempts by lower level management
and employees to buck the system by providing inaccurate estimates of future costs and
revenues, and by failing to take advantage of changes in the environment because to do
so would result in a deviation from plan, they would be considered as operating contrary
to the budget.
6. There may be a temptation to spend excessive amounts of money in order to use up the
budget allowance.

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Activities/Assessments

Essay Test (5 points each)

1. Explain budgeting and cost control.

2. Define the quality and quantity control.
3. Identify the process of control.
4. Identify and explain the advantages and Limitations of Budgeting.
5. Define the budget.
6. Explain the process of control

Course Grading System

Class Standing 70%

• Quizzes

• Attendance

• Recitation

• Projects/Assignments/Seatwork/Special Report

Midterm / Final Examinations 30%

100%

Midterm Grade + Final Term Grade = FINAL GRADE

References:

 A Vital Business Resource: The Office Procedures and Technology,4th Edition by Mary
Ellen Oliverio, William R. Pasewark &Bonnie R. White, 2003
 The Administrative Professional in the Global Office, by L.A. ALEGRE, M.A. Gomez,
C.B. Mapa and Z.R. Lopez, 2005
 managementstudentguide.com
 Collin, Audrey (1989). Managers' Competence: Rhetoric, Reality and Research.
Personnel Review (Report). 18. pp. 20–25. doi:10.1108/00483488910133459
 https://en.wikipedia.org/wiki/Competence_(human_resources)
 https://www.workforce.com/news/31-core-competencies-explained
 Administrative Professional in the Global Office, by L.A. ALEGRE; M.A. GOMEZ; C.B.
MAPA and Z.R. LOPEZ , 2005
 Principles and Practices of Management and Organization, by S.M. SALVADOR and
E.F. GERONIMO, 2013

93
 Recruitment, Selection and Promotion Policies: The Administrative Professional in the
Global Office, by L.A. ALEGRE, M.A. GOMEZ, C.B. MAPA AND Z.R. LOPEZ 2005
 Reasons for Recruitment: Business Policy and Strategy, by Cynthia A. Zarate, 2011
 Principles and Practices of Management and Organization, by S.M. SALVADOR AND
E.F. GERONIMO
 Website: managementstudentguide.com
 Case Analysis: Dr. Roberto Ong
 Fundamentals of Human Resource Management Emerging Experiences, by Africa
Josephat Stephen Itika
 https://www.bdc.ca/en/articles-tools/employees/recruit/pages7-steps-recruiting-right-
people.aspx
 https://mattscradle.com/case-analysis-guidelines-plm-format/

 Chapter 14, Essentials of Human Resource Management, Principles and Practices of

Management and Organization, by S.M. SALVADOR AND E.F. GERONIMO

 www.meainfo.org/blog/goals-of-a-wage-and-salary-administration-program
 www.encyclopedia.com/finance/finance-and-accounting-magazines/work
 https://www.economicsdiscussion.net/engineering-economics/work-measurement-
definition-objectives-and-techniques/21707
 Administering Salary Published by Cassandra Warren
 Chapter 3 Information: A Vital Business Resource: The Office Procedures and
Technology,4th Edition by Mary Ellen Oliverio, William R. Pasewark &Bonnie R. White,
2003
 The Administrative Professional in the Global Office: L.A. Alegre; M.A. Gomez; C.B.
Mapa and Z. R. Lopez, 2005
 Administrative Office Management, by Zane Quible, 2005
 Chapter 9, Office Procedures and Technology, 4 th Edition by Mary Ellen Oliverio, William
R. Pasewark and Bonnie R. White, 2003
 Information Management Rules and Procedures, The Administrative Professional in the
Global Office by L.A. Alegre, M.A. Gomez, C.B. Mapa and Z.R. Lopez, 2005

 www.articlelibrary.com/accounting/budgeting-accounting/advantages
 www.investopedia.com/terms/q/quality-control.asp
 Principles and Practices of Management and Organization, by Samuel M. Salvador and
Ellinor Fua-Geronimo, 2013 Edition
 https://www.iedunote.com/control-process-steps
 https://en.wikipedia.org/wiki/Reprography

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HRMA 30013 ADMINISTRATIVE AND OFFICE MANAGEMENT
Midterm Examination
1st Semester 2020-2021

Score______Grade______

Name_____________________________ Course/Year & Section __________Date________

Multiple Choice. Write your answer in the allotted space below.

_____1. _____is the process of planning your activities to gain better control over how
you spend your time.
A. Manual Systems
B. Time
C. Time Management
D. Electronic Systems
_____2. _____syndrome is a repetitive strain injury that occurs when stress is placed on
the hands, wrists, or arms. It can occur while working at the computer keyboard or using the
computer input device for long periods of time.
A. Stress
B. Carpal Tunnel
C. Sprain
D. Fracture bone
_____3. A _____is the physical area in which a worker performs a job.

A. Work station
B. Work management
C. Work station management
D. Work

_____4. A _____ contains notes or records arranged by date for keeping track of future
actions.
A. Tickler file
B. Time log
C. Records
D. Electronic file systems

_____5. Can be recorded and played, displayed, interacted with, or accessed by

information content processing devices.
A. Outsourcing
B. Multimedia
C. Technology
D. Digital world

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_____6. It is an occupation undertaken for a significant period of a person‘s life and with
opportunities for progress.
A. Occupation
B. Profession
C. Career
D. Work
_____7. It refers to the policies, practices, and systems that influences an employee‘s
behavior, attitude, and performance.
A. Employee engagement
B. Human resource management
C. Employee retention
D. Behavior
_____8. This involves attracting people outside of the business organization to apply for
jobs.
A. Internal recruiting
B. External recruiting
C. Recruitment
D. Job hunting
_____9. _____is a description of an actual administrative situation involving a decision to
be made or a problem to be solved. It can be a real situation that actually happened just as
described, or portions have been disguised for a reason of privacy.
A. Problem
B. Threat
C. Case study
D. Opportunity

____10. _____is a systematic evaluation of the employee‘s present job capabilities and
also his potential for growth and development by his superiors. It can be either informal or
formal.
A. Measurement
B. Performance appraisal
C. Evaluation
D. Job
____11. The capability to perform work activities away from a traditional office setting. It
has no physical form.
A. Mobile office
B. Virtual office
C. Home office
D. Office
____12. An office located at a temporary site that can move from place to place.
A. Office
B. Virtual office
C. Virtual assistant
D. Mobile office

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____13. A _____is a worker who performs tasks normally handled by an on-site secretary
or administrative assistant.
A. Office
B. Virtual office
C. Home office
D. Virtual assistant
____14. A business owned by one individual.
A. Single proprietorship
B. Partnership
C. Corporation
D. Professional service organization

____15. _____means defining performance goals for the organization and determining
what actions and resources are needed to achieve the goals.
A. Planning
B. Organizing
C. Directing
D. Staffing
E. Controlling

____16. _____it is that part of managerial function which actuates the organizational
methods to work efficiently for achievement of organizational purposes. It is considered the life-
spark of the enterprise which sets in motion the action of people because planning, organizing
and staffing are the mere preparations for doing the work.
A. Planning
B. Organizing
C. Directing
D. Staffing
E. Controlling

____17. _____may be defined as a process by which a manager guides and influences

the work of subordinates towards a desired direction.
A. Supervision
B. Directing
C. Leadership
D. Motivation

____18. How does one show loyalty to the company?

A. Respects the privacy of others.
B. Supports the executive and his ideas, decisions, projects and programs.
C. Avoids complaining.
D. Shows alertness and intelligence.
____19. _____determines a chain of command, amount of authority, and status enjoyed
by any managerial position.
A. Directing
B. Staffing

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 C. Controlling
D. Level of management
____20. It is a sign that elicits the response of recipient.

A. Context
B. Sender/encoder
C. Message
D. Medium
E. Recipient / Decoder
F. Feedback
____21. The sender must choose an appropriate _____for transmitting the message or
the message might not be conveyed to the desired recipients.

A. Context
B. Sender/encoder
C. Message
D. Medium
E. Recipient / Decoder
F. Feedback

____22. _____is the study of the effects of the work environment on the health of
workers.
A. Maintenance
B. Reference Materials
C. Computer
D. Ergonomics
____23. What aids one in determining how effectively one‘s time is used?

A. Time
B. Clock
C. Schedule
D. Time analysis

____24. _____ is the process of searching and motivating a large number of prospective
employees for a particular job in the organization.

A. Selection
B. Job description
C. Job analysis
D. Recruitment
____25. _____ deal with ―how‖ motivation occurs.

A. Motivation
B. Content theories
C. Process theories
D. Performance appraisal

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____26. _____ is a motivational theory in psychology comprising a five-tier model of
human needs.
A. Herzberg‘s Motivation-Hygiene Theory
B. McClelland‘s Needs Theory
C. Alderfer‘s ERG Theory
D. Maslow‘s Need Hierarchy
E. Reinforcement theory
F. Goal setting theory

____27. This theory proposes that an individual‘s specific needs are acquired over time
and are shaped by one‘s life experiences.
A. Herzberg‘s Motivation-Hygiene Theory
B. McClelland‘s Needs Theory
C. Alderfer‘s ERG Theory
D. Maslow‘s Need Hierarchy
E. Reinforcement theory
F. Goal setting theory

____28. This theory focuses on what happens to an individual when he or she takes
action. This theory is a strong tool for analyzing controlling mechanisms in an individual‘s
behavior.
A. Herzberg‘s Motivation-Hygiene Theory
B. McClelland‘s Needs Theory
C. Alderfer‘s ERG Theory
D. Maslow‘s Need Hierarchy
E. Reinforcement theory
F. Goal setting theory

____29. _____ is the grouping of a company‘s employees delineating each worker‘s

function, superior and subordinate.
A. Organizational structure
B. Department
C. Organization Chart
D. Layout
____30. An _____ is often used to show the structure of an organization.

A. Organizational structure
B. Department
C. Organization Chart
D. Layout

____31. The _____ is the ultimate source of authority and it manages goals and policies
for an enterprise.

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 A. Top level Management
B. Middle Level of Management
C. Lower Level of Management
D. Organizational structure
____32. Is_____ communication is more precise and explicit?

A. Formal communication
B. Informal communication
C. Oral communication
D. Written communication

____33. _____ is the main component of communication process as it permits the sender
to analyze the efficacy of the message. It helps the sender in confirming the correct
interpretation of message by the decoder.
A. Context
B. Sender/encoder
C. Message
D. Medium
E. Recipient / Decoder
F. Feedback
____34. A _____ is the physical area in which a worker performs a job.

A. Job Specification
B. Work-station
C. Department
D. Job description
____35. _____identify the specific attributes and capabilities that illustrate an individual's
management potential.
A. Behavioral competencies
B. Core competencies
C. Functional competencies
D. Management competencies

____36. The ability to convey confidence in employees‘ ability to be successful, especially

at challenging new tasks, delegate significant responsibility and authority, and allow employees
freedom to decide how they will accomplish their goals and resolve issues.

A. Empowering others
B. Managing change
C. Fostering teamwork
D. Managing performance
E. Establishing focus

____37. The ability to develop and communicate goals in support of the business‘
mission.

A. Empowering others
B. Managing change

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 C. Fostering teamwork
D. Managing performance
E. Establishing focus

____38. Individual performance competencies are more specific than organizational

competencies and capabilities.
A. Behavioral competencies
B. Core competencies
C. Functional competencies
D. Management competencies

____39. The ability to express oneself clearly in conversations and interactions with
others.

A. Persuasive communication
B. Texting
C. Written communication
D. Oral communication

____40. The ability to plan and deliver oral and written communications that make an
impact and persuade their intended audiences.

A. Persuasive communication
B. Texting
C. Written communication
D. Oral communication

____41. Notices similarities between different and apparently unrelated situations.

A. Analytical thinking
B. Forward thinking
C. Conceptual thinking
D. Strategic thinking
E. Technical expertise
____42. Makes a systematic comparison of two or more alternatives.
A. Analytical thinking
B. Forward thinking
C. Conceptual thinking
D. Strategic thinking
E. Technical expertise
____43. The ability to anticipate the implications and consequences of situations and take
appropriate action in order to be prepared for possible contingencies.

A. Analytical thinking
B. Forward thinking
C. Conceptual thinking
D. Strategic thinking
E. Technical expertise

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____44. The ability to plan and deliver oral and written communication that impact and
persuade their intended audiences.

A. Attention to Communication
B. Oral Communication
C. Written Communication
D. Persuasive Communication

____45. The mission, vision, values, culture and core competencies of the organization
that sets the tone and/or context in which the work of the organization is carried out (e.g.
customer-driven, risk taking and cutting edge). How we treat the patient is part of the patient's
treatment.

A. Core competencies
B. Functional competencies
C. Organizational competencies
D. Management competencies

____46. _____is a place in which the affairs of a business, professional person, or

organization are carried out.

A. Records
B. Information
C. Office
D. Home
____47. How does one respond to sudden changes in instructions?

A. Loyalty
B. Flexibility
C. Self-Esteem
D. Tact and diplomacy
____48. Joy presents a new product to her boss as a better replacement for an old
product. What concept is presented here?

A. Initiative
B. Entrepreneurial Orientation
C. Fostering Innovation
D. Results Orientation
____49. The ability to look for and seize profitable business opportunities; willingness to
take calculated risks to achieve business goals.

A. Initiative
B. Entrepreneurial Orientation
C. Fostering Innovation
D. Results Orientation
____50. _____is the internal process that moves or energizes one to fulfill various goals.

E. Motivation

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 F. Reinforcement theory
G. Process theory
H. Safety need
HRMA 30013 ADMINISTRATIVE AND OFFICE MANAGEMENT
Final Examination
1ST Semester 2020-2021

Score _____Grade_____
Name__________________________Course/Year & Section___________Date_________
Multiple Choice. Write your answer in the allotted space below.

_____1. In case an organization‘s activities are not in consonance with plans, managers
should take __________ immediately.

A. Establishing standards and methods for measuring performance

B. Measuring performance
C. Determining whether performance matches the standard
D. Corrective action

_____2. Records are filed according to date.

A. Consecutive order
B. Terminal-digit order
C. Middle-digit order
D. Chronological order

_____3. The last two or three numbers serves as the primary filing unit.

A. Consecutive order
B. Terminal-digit order
C. Middle-digit order
D. Chronological order

_____4. Contains an alphabetic list of names and subjects in a file.

A. General Alphabetic File

B. Alphabetic Index
C. Accession Log
D. Consecutive order

_____5. _____records are commonly used in decision making, for reference, in

answering inquiries, or in satisfying legal requirements.
A. Creation or collection
B. Distribution
C. Use
D. Maintenance
E. Disposition

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_____6. _____when records are kept for later use, they must be categorized and stored,
retrieved as needed, and protected from damage or loss.

A. Creation or collection
B. Distribution
C. Use
D. Maintenance
E. Disposition
_____7. _____ have one-time or very limited usefulness.

A. Vital records
B. Important records
C. Useful records
D. Non-essential records

_____8. _____ are essential to the company. These records are often not replaceable.

A. Vital records
B. Important records
C. Useful records
D. Non-essential records
E.
_____9. _____software that prevents unauthorized users from gaining access to
computers.

A. Firewalls
B. Proprietary information
C. Maintenance
D. Records

____10. _____ are used to link computers to other types of hardware.

A. Networks
B. Local Area Networks
C. Transmission Carriers
D. Wide Area Networks

____11. _____ are used to link computers that are close to each other.

A. Networks
B. Local Area Networks
C. Transmission Carriers
D. Wide Area Networks

____12. _____carries out ―housekeeping duties‖ such as organizing.

A. Operating System Software

B. Application Software

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 C. Utility Software
D. Networks

____13. _____ allows the computer to communicate with devices connected to it.

A. Operating System Software

B. Application Software
C. Utility Software
D. Networks

____14. The basic purpose of _____ is to find out an appropriate base for salary, to
remove the disparities in the wage system and to implement a consistent and a justified wage
differential in the organization.

A. Job analysis
B. Job evaluation
C. Job description
D. Job enlargement

____15. _____ refers to the process of obtaining information about jobs, as well as, the
context in which jobs are performed.

A. Job analysis
B. Job evaluation
C. Job description
D. Job enlargement

____16. _____ are large, multipurpose machines with very high processing speeds.

A. Mainframe Computers
B. Minicomputers
C. Microcomputers
D. Application Software

____17. _____ are mid-sized computers that can support a number of users.

A. Mainframe Computers
B. Minicomputers
C. Microcomputers
D. Application Software

____18. Refers to physical parts of a computer.

A. Hardware
B. Mini computer
C. Micro computers

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 D. Software

____19. _____ is the system that allows setting, measure, match and tweak any business
activities such as production, packaging, delivery and more.

A. Planning process
B. Directing process
C. Control process
D. Organizing process

____20. _____ is a process through which a business seeks to ensure that product
quality is maintained or improved.

A. Quality control
B. Quantity control
C. Control process
D. Total quality management

____21. It involves comparing the measured results with the standards already set.

A. Establishing standards and methods for measuring performance

B. Measuring performance
C. Determining whether performance matches the standard
D. Corrective action

____22. A _____ identifies the planned expenditure for a project, program, or portfolio. It
forms the baseline against which the actual expenditure and predicted eventual cost of the work
is reported.

A. Initial cost
B. Base cost
C. Budget
D. Cost

____23. _____estimates are based on comparative or parametric estimating techniques.

These are refined as the achievability and desirability of the work are investigated and a
detailed understanding of scope, schedule, and resource is developed.

A. Initial cost
B. Base cost
C. Budget
D. Cost

____24. _____ is the reproduction of graphics through mechanical or electrical means,

such as photography or xerography. Reprography is commonly used in catalogs and archives,
as well as in the architectural, engineering, and construction industries.

A. Mailroom
B. Reprography

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 C. Equipment
D. Machine

____25. _____ is an important aspect in the relationship with a supplier.

A. Quality control
B. Quantity control
C. Base cost
D. Budget
____26. They are the selected points in an entire planning program at which ____ is
measured so that managers can receive signals about how things are going and thus do not
have to watch every step in the execution of plans.

A. Performance appraisal
B. Performance
C. Behavior
D. Attitude
____27. Paying employees on the basis of the breadth and depth of skills they possess
as well as on the basis of the job knowledge they use in carrying out their assigned duties.

A. Competency-based pay
B. Broadbanding
C. Social security
D. Insurance

____28. People want to know they will ultimately climb the career ladder. If they don‘t see
this opportunity, they will lose motivation and be more likely to quit.

A. Offer Career Growth Opportunities

B. Reward Employees
C. Build your Employee Brand
D. Play more Games
E. Show That You Care

____29. Spend the time to create a respectable, fun, and loyal employer brand. When an
employee is proud of their company, they will work harder.

A. Offer Career Growth Opportunities

B. Reward Employees
C. Build your Employee Brand
D. Play more Games
E. Show That You Care

____30. It helps to reduce labor costs, increase productivity, and improve supervision,
planning, scheduling, performance appraisal, and decision making.

A. Performance appraisal

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 B. Work measurement
C. Job analysis
D. Job description

____31. It‘s a ____ for employees to receive social security, worker‘s compensation,
unemployment compensation and disability insurance.

A. Performance-Based Pay Plans

B. Trends in Salary Administration
C. Legally Required Plan
D. Federal Legislation Impacting Salary Administration Covered in this Class
____32. Tend to put greater emphasis on key employees than do the incentive plans.
A. Performance-Based Pay Plans
B. Trends in Salary Administration
C. Legally Required Plans
D. Federal Legislation Impacting Salary Administration Covered in this Class
____33. Refers to the equipment and software that allow a user to create, store and
retrieve information.

A. Information technologies
B. Records
C. Data
D. Storage
E. Electronic imaging

____34. Converting paper documents to pictures.

A. Information technologies
B. Records
C. Data
D. Storage
E. Electronic imaging
____35. Programs containing instructions for computers.
A. Input and Output Devices
B. Software
C. Transmission Carriers
D. Storage Devices
____36. It is a cable that are used to link computers in a LAN.
A. Input and Output Devices
B. Software
C. Transmission Carriers
A. Storage Devices
____37. It is a record transaction and enables one to create financial reports.
A. Marketing Information Systems
B. Accounting Information Systems
C. Product Information Systems

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 D. Marketing research
____38. The activities that take place within the business in order to create the product
which are then recorded in the information system.
A. Marketing Information Systems
B. Accounting Information Systems
C. Product Information Systems
A. Marketing research
____39. How you should view the effectiveness of company record management system?
A. Workers are more productive; customer goodwill is maintained
B. Providing proper storage equipment and supplies
C. Provide a history for the business
D. aid administrative efforts and help coordinate the total work performed
____40. What is the process of storing records in an orderly manner within an organized
system?

A. Filing
B. Record
C. Document
D. Information technology

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