MODULE Admin - Office

SIBUGAY TECHNICAL INSTITUTE INCORPORATED
Lower Taway, Ipil, Zamboanga Sibugay

www.sibugaytech.edu.ph
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Administration
And Office
Management
COLLEGE OF BUSINESS ADMINISTRATION
LEARNER’S MODULE
STUDENT’S NAME
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TABLE OF CONTENTS
COVERAGE PAGE
❖ UNIT COVERAGE
Week 1: Module 1: 3
February 1-6, 2022 : Modern Office: An Overview
Week 2: Module 2
February 7-12, 2022 : Types of Office 9
Week 3 : February 16 – 18, 2022 : UNIT TEST EXAM

❖ PRELIM COVERAGE
Week 4: Module 3 19
February 21-26,2022 : Modern Office Function
Week 5: Module 4 26
Feb.28 – March 5, 2022 : Scientific Management
Week 6: Module 5 29
March 7-12, 2022 : Functions of an Office Manager
Week 7 : March 16-18, 2022 : PRELIM EXAM

❖ MIDTERM COVERAGE
Week 8 : Module 6 34
March 21-26,2022 : Accommodation and Environment
Week 9: Module 7 38
March 28- Apr. 2,2022 : Office Environment
April 4-9, 2022 : Office Furniture
Week 11 : April 11-13, 2022 : MIDTERM EXAM
❖ PRE-FINAL COVERAGE
April 18-23, 2022 : Records of Management
April 25-30, 2022 : Classifications of Office Management
May 2-7,2022 : Business Letters and Memos
Week 15 : May 11-13, 2022 : PRE-FINAL EXAM
❖ FINAL COVERAGE
May 16-21, 2022 : Budgeting
Week 17 : Module 13 and 14 69
May 23-June 4 ,2022 : Components of Budgetary Control System
Week 18 : June 8-10, 2022 : FINAL EXAM

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UNIT TEST COVERAGE
Week 1 - Week 2
Week 3- Examination
Modern Office: An Overview
Learning Objectives
After completion of this unit, you should be able to:
• Know the meaning of modern office.
• To improve knowledge on office management and its functions.
Week 1- Module 1
Office is described as the nerve center of the entire organization. The present-day office activities
have expanded to a wider extent to keep pace with rapid globalization. Further, office by itself has
become an indispensable part of any business organization. Modern offices are organized on
scientific principles and their techno-savvy office managers which has paved way for the sustenance
of a business amidst cut-throat competition.
In older days, all the job of the organization had been done mostly by the proprietors. If the work
was more, two or three persons were to be appointed. They sat in small rooms and worked in poorly
lighted and congested place. There were no modern office amenities as today; clerks were found
copying letters tiresomely turning leather bound registers etc. Since the typewriters had not come
into general use, most of the office work had to be performed manually and clerks would be found
in spending most of their time in copying letters for dispatch to customers. All the internal and
external communications were performed through human agency. The telephones and intercom
systems were not generally in use. The proprietor of a business would be found sitting in the office
room and supervising the office work. He personally deals with the customers and visitors. In earlier
period, production was generally from a limited number of raw materials, that too available locally,
and marketing the products was also, in most cases, confined to local market. Thus, in those days,
the businessmen were interested in maximizing profits through the two important profit centers, i.e.
production and marketing. A few decades ago, the office had been defined as a place where clerical
work is performed for the successful operation of an institution. Office work may be done by a clerk
within the four walls of a building.
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Office activities have undergone vast changes in the last few decades. The World has witnessed
spectacular developments and advances in the field of science, technology, industrialization,
transport, communication etc., In modern concepts is to view office as a function. When it is taken
as a function, it (Office) may direct, control and coordinate the office work wherever it is done and
whosoever does it. Here it may be noted that in the modern time, offices are developed on scientific
principles and their management and administration is in the hands of qualified and trained
managerial personnel.
1.2 Meaning and Definition
Office is a place for transacting business where clerical and administrative functions are carried out
to coordinate and control activities of the organization. A typical office performs tasks such as
framing of
Fig. 1.1 Modern Office
business policies, processing and communication of information, record keeping, handling mails,
execution of orders and managing receipts and payments. Office can be described as any place where
information converges on paper which is documented, preserved and used for both current and future
operations of business.
Office activities have undergone a vast change in the last four of five decades. The old dingy,
cluttered, stuffy office rooms have vanished and in their place we have well ventilated well-lighted,
air-conditioned offices with up-to-date furnishings in alluring, designs. Gone are the day when the
head of the concern personally supervised the work of clerks. Today, modern offices are organized
on scientific principles and their management and administration are in the hands of specialized
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office manager. Managers do not share the same room with clerks but sit in separate rooms. The
clerks are supervised and controlled with the help of supervisors and through standard office systems,
routines, office manuals etc.
The vast changes have led to an expansion in the scale of production and business activities. As the
size of business enterprises grows, there is corresponding increase in the volume of office work.
The office activities of today are not performed by general clerks but by specialized clerks –
Receptionist, Cashier, Typist, Telephone Operators etc. There is also a greater division of labor.
Departmentalization of office has been affected. The office managers of today welcome greater use
of machines and minimal use of human beings in the office work. Machines-typewriter, telephones,
computers, calculators, duplicating machines, Dictaphones, accounting machines, intercom, cellular
phones, internet system etc. help to save time and labor. Computers are the latest additions to the
long list of office machines. They are capable of performing most clerical operations at high speed
without errors. Thus, modern office is becoming more and more high-tech.
Office is an important section of a business. The term business implies office work. The dictionary
meaning of office is “a place for the transaction of business, the room or department, where the
clerical work is done,” or we can say “a place where business is carried on”, or it is “a place where
all sorts of activities of organization are dealt with”. Office is the center of an organization.
Commercial office acts as a central directing and coordinating agency of the various activities of any
business.
In modern age, the “office” is used in a broader sense. Prof. Dicksee states, “An office is to a
business what the mainspring is to a watch”. An organization cannot be carried on without an office,
as a watch without the mainspring is useless. In the present times, the modern office organization
has so much importance as the brain in a human body. Thus, a commercial office can be called “a
clearing house of all essential business information”. The office has to receive or collect all
information of the business, process the collected information (analyse, arrange and classify) and
put them into understandable form on the one hand. On the other hand, the processed, information
has to be presented or communicated to the management of the business, as and when required.
According to the Random House Dictionary “An office is a place where business is transacted or
professional services are available” An office is the place where the control mechanisms for an
enterprise are located, where records are initiated for communication, control and efficient operation
of the enterprise. According to Mills and Standing Ford, “The office is the administrative centre of
a business. The purpose of an office has been defined as the providing of a service of communication
and record.
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It is generally seen, in commercial offices, there are some persons to receive information, process
them (made understandable in form) and supply the processed information to the management. Doing
so, can be called clerical job. Clerical job includes correspondence (to collect information or clarify
the information received) serving (filing), typing, book-keeping, handling of money etc. so it is
confirmed that an efficient management of the organization helps the managers or executives to
formulate planning, organizing, controlling and supervising the activities of a business concern
Prompt and accurate decision depend upon timely information.
An office is a place to record the information for the purposes of control through collection (of
information) handled and serviced and where the control mechanism for a business is located-paper
work is to attain an aimed result. One must give importance to the office function rather than to the
place. An office is a place of paper processing and memory center for all its departments. In office,
policies and ideas are formulated through collection and analysis of obtained information. An office
maintains all records. And these readymade, scrutinized and processed information are made
available to the management to attain the best result.
Definitions:
A few definitions of office are given below:
“An office is the administrative center of a business. The purpose of an office has been
defined as the providing of a service of communication and record”- Mills & Standing Ford.
“An office is a place where business is transacted or professional service is available”-

Random Hours Dictionary
“Office is a unit where relevant records for the purpose of control, planning and efficient
management of the organization are prepared, handled or preserved. Office provides
facilities for internal and external communication and coordinates activities of different
departments of the organization.” – Little field and Rachel.
“The essential feature of the office is the work itself, not who does it or where it is done. If
it is office or clerical work in one place, it is office or clerical work everywhere regardless
of where the work is done or who does it”
– Leffingwell and Robinson.
“The office is not in one place; no matter how much we centralize its services, there will
still be office work at the point of use. Some enterprises are almost all office. The activities
of the office do not, strictly speaking, constitute a function, they are parts of all functions”.
- Chalres O. Libbey
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In a business organization, the chief executive and his management team cannot deal
personally with all the communications and cannot remember all the facts connected with
it. There, the office comes to their rescue by providing with relevant facts and figures on
the basis of which the management exercises its managerial functions of planning, co-
ordination and control. According to Leffingwell and Robinson, “A well-organized office
makes it possible for the management to plan its operations intelligently, to put its plans
into effect surely, to follow their progress currently, to determine their effectiveness
promptly, to appraise the results without delay and to co-ordinate all the activities of the
business.”
1.3 Office Work:
According to the old concept “Office work” is mostly concerned with the records of an
enterprise and making, preserving the records for further usage, so from this we can call
office work as clerical work. And office work not only deals with records, it also includes
communication, mechanical data processing, planning and scheduling etc.
Office work is mainly concerned with clerical work or paper work. But this is a very narrow
view and is an old concept of office work. Now-a-days, office work has a very wide scope.
Office work is primarily concerned with making, preserving and using records. The records
a place for transacting business where clerical and administrative functions are carried out
to coordinate and control activities of the organization. These records are essential for an
efficient and effective control of the organization.
An office serves as the memory center and control center of an organization. The office
performs many services like communication, reproduction, mechanical data, processing
procuring of stationery, furniture and equipment, secretarial assistance etc. to other
departments in an organization.
Office is a unit where relevant records for the purpose of control, planning and efficient
management of the organization are prepared, handled and preserved. Office provides
facilities for internal and external communication and co-ordinates activities of different
departments of the organization.
The purpose of an office is:

1. To preserve all the records of the business.
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2. To handle incoming correspondence.
3. To plan the policies of the business and ensure their implementation.
4. To direct and co-ordinate the activities of the various department, and
5. To maintain accounts, statutory and non-statutory books etc. of the business.
1.4 Office Activities:
Each office has a personality of its own. This personality is a reflection of the purpose for
which an office exists. The manufacturing office will have a profile that differs from that
of a sales office. The accounting office will have a different orientation from that of a
research and development office. In organizing a new office, the office manager must first
determine the prime reason existence of that office and then add the necessary ingredients
to bring about an efficient operation entity that achieves predetermined results:
Although offices differ from one another in prime responsibility, many activities are
commonly carried out by all the offices. Some of these activities are:
a) Processing Incoming mail.

b) Processing outgoing mail.
c) Maintenance of records (Filing and Indexing).
d) Establishing standard at office work.
e) Designing and procuring at office forms, stationery etc.
f) Recruitment and training of office staff.
g) Maintenance of furniture, machines, appliances etc.
h) Preparation of statements, reports etc.
i) Maintenance of accounts and other financial records.
j) Handling Telephone calls and enquiries.
k) Preparing update information for the whole firm.
l) Arranging the data in a quickly and accessible form for use. Safeguarding the assets.
m) Keeping a prompt and accurate handling of enquiries orders etc.
n) Maintaining efficient flow of work in the office.
1.5 Factors contributing to the growth of office work:
The office work has tremendously grown in the modern economy. Due to the expansion of
economic activities, the work has been increased manifold. The following factors have
contributed to the growth of office work:
i) The management needs proper and timely information all aspects of business operations in order
to arrive at intelligent decision –making.
ii) When the business grows, office work also grows proportionately.
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iii) The work concerned with the preparation of returns to Govt., financial statements, dealings with
employees etc., increase office work.
iv)With increase of service activities such as accounting, banking, advertising, marketing,
insurance damages etc., the paper work has increased tremendously.
v) The importance of office in relation to customers is of great significance. Office acts as the
channel that links the business organization with its customers.
Week 2- Module 2
1.6 Types of Office:
The various types of office are as follows:
1. Front Office
It is a business term that-refers to a company’s departments that come in contact with clients
including the marketing, sales and service departments. The front office welcomes visitors,
meets and greets them and handles their queries.
Fig. 1.2 Front Office

2. The middle office:
Middle office comprises departments of financial service that manage position keeping.
These divisions ensure that transactions capture profit flows. The middle office is usually a
part of operations division, which is also in-charge of settlement. Due to their critical role,
middle office functions along with front office and is supervised by the back office
managers.
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3. The electronic office or e-office:
It was a term coined to cover the increasing use of computer-based information technology
for office work, especially in the 1980s. it is widely used since all modern office are
electronic offices.
E-office reduces most of the paper work and also makes the office communication
electronic. E-office requires the use of individual computers loaded with software
applications which are inter connected in Local Area Network (LAN).
4. The virtual Office:

It is the combination off-site live communication and address services that allow users to
reduce traditional office costs while maintaining business professionalism.
Fig. 1.3 Virtual Office
Virtual office implies space utilization, but a full application includes professional live
communications of tele conferencing.
5. Back Office:
It is a part of most operations where tasks dedicated to operating the company are
performed. The term comes from the building layout of early organizations front office
would contain the sales and other customer facing staff and the back office would be those
manufacturing or developing the products or involved in administration but without being
seen by customers. Although the operations of a back office usually not given a lot of
consideration, their contribution to the business is significant. Examples of Back Office
tasks include Accounting, Computerization of transact running (operation architecture),
accounting and human supported by software and database.
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1.7 Relation of office with other Departments:
Large organizations are divided into various departments such as office, production,
purchase, sales, finance, personnel etc. It is the office which is concerned with receiving,
recording, arranging, analyzing and giving of information. All the departments depend upon
the for various information needs. The office serves as the coordinating link in any
organization. For coordinating the activities of different departments is an organization,
office has to keep relations with each and every department. For example, orders for raw
materials, sales, complaints, appointments etc. are passed through office only. Office needs
information of many kinds from
Fig 1.4 Relation of office with other Department
different functional departments for framing general policies. Office supplies information
needed in performing the functions of production, sales, personnel etc. and collects
information from these departments for general policy framing and co-ordination
relationship of office with other department of an organization is given below:
1) Office and production department:

The production department is concerned with the production of goods and services. Raw
materials, machines, equipment etc. are needed to produce goods. They upon office to get
their requirements. The office makes purchases on behalf of the production department and
also informs the production department the requirements of consumers and customers. The
office is also provided common services to production department, like purchases
correspondence, filing, market research, the trend of the market etc.
2) Office and Marketing/Sales Department:

The office is always kept relations with customers. It is the office receives enquires orders
etc. Enquiries are replied. Orders are executed by the sales department and the bill is sent
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through office. Complaints from customers are received by the office and convey them to
sales department. When sales go down, the office helps in marketing research to find out
the reasons for low sales. The reasons are known to departmental heads, who take step to
overcome the situations. Office receives information on behalf of sales department and
office gives information to sales department, apart from general or common service, such
as mailing, filing, communication etc.
3) Office and Purchase Department:

Materials, stores, plant, machineries etc. needed for purchase department is arranged by the
office. Office assists the purchase department in inviting quotations or tenders, in sending
orders, receiving invoices, making payments etc. it also gives general services to purchase
department and maintains purchase journals, ledgers etc.
4) Office and Accounts / Finance Department:

The accounts department maintains all the records of all business transactions with the help
of office. The office prepares various financial statements and reports for the top
management correspondence on behalf of accounts department is conducted by the office.
It renders assistance to maintain the books of accounts, budgets, salaries and wage bills,
invoices, collection of debt etc.
5) Office and Personal Department:

The personal department is created only to provide necessary help to the managers in
performing the staffing function. Without the productive efforts of human being, material
resources would be meaningless and idle. Recruitment, training etc. are routed through
office. The office maintains the records of all the employees. The workers or the employees
can communicate with the management through office. There is a close link between the
office and personal department.
1.8 Importance of Office:
“No organization worth its name can exist without an office”. Thus, the office is an
important segment in any organization big or small, Govt. or Private and contributes to its
efficient and economical functioning. The importance of an office to a business
organization is high because of the variety and complications which a
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enterprise is to face owing to competition, legal and statutory restrictions, role of trade
unions and a host of other factors. A business enterprise today cannot face these challenges
and problems without the assistance of a well-organized office.
Office is the real behind every business activity and the nerve center of all deliberations. In
the words of Dicksee, what office is to business is what the man spring is to watch. All
operations are directed, coordinated and controlled through the pivotal point office. A well-
organized office makes it possible for management to plan its operations intelligently to
appraise the results and co-ordinate all the activities of the business.
The importance of office arises due to the following factors;
a) Office as an Information Center:

Office can be described as the information center or data bank of an organization. All kinds
of information and figures, whether past or present, are available in the office.
Fig 1.5 Office an Information Center
The information furnished by the office serves as the basis of forecast, planning and control.
b) Channel of Communication:
Office is a channel through which communications especially written communications,

move from top to bottom and in reverse order as well. An organization would fail in spite
of its best talents, if objectives, policies, orders and results are not communicated is either
c) Aids in coordination:
Office serves a coordinating link among all the department of an organization. The process
of coordination is almost impossible without the presence of office. Office provides the
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necessary information and knowledge for coordinating the efforts of different departments
such as production, finance, personnel and marketing.
d) Aids in Managerial Control:

Control can be described as the measurement and control of performance of subordinates
in order to make sure that enterprise objectives and the plans made to achieve them are
accomplished. Control is thus a necessary function of management which requires.
✓ Establishment of standards
✓ Measurement of performance against standards
✓ Correction of deviations from the standards and plans
✓ Control cannot be exercised only with the help and support from the office.
✓ Required data collected, documented and presented for effective control by the
office.
e) Importance Vis-à-vis workers :

Effective human relations require effective organization. Preparation of wage and salary
sheets and their payment are the responsibilities of office. Office is also responsible for
operating employee benefit schemes such as pension and provident fund schemes. Office
contributes immensely in maintaining good relations between the management and
workers.
f) Importance Vis-à-vis share holders and creditors :

Office serves as the link between the share holders and on the one hand and the company
on the other. Office helps with the work related to issue of share certificates, dividend
warrants and notice of company meetings. Share transfer and answering different enquiries
of share holders. Office also links the creditors with the organizations and act as a liaison
for them.
g) Importance relation to customers:

Importance of office in relation to customers is of great significance. Office acts as a
channel that links the business organization with its customers. Their enquiries, orders and
complaints are taken care of by the office through direct personal contact print, visual and
electronic media are used by the office to inform the customers about the products and their
uses.
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h) Importance in relation to Government and general public:
Today, a business organization is recognized as a social institution. It is required to satisfy
government regulations. The office acts a link between departments and the organization.
Office is also the link between the general public and the organization. Office is responsible
for building a healthy social image of the organization in the minds of the people.
i) Office as an intermediary:
An office connects outsiders with different departments and vice versa. All the sales orders
are received through the office. It connects the organization with the customers, suppliers,
Government and general public. Public relations are very important aspect of the Functions
of modern office. The importance of office in relation to customers is of great significance.
Office acts as a channel that link the business organization with the customers. Their
enquiries, orders, complaints etc. are taken care of by the office. The office acts as the link
between different government departments and the organization. Office is responsible for
creating a good image for the organization in the minds of the people, Danny Griswold
describes public relations thus: “The management function which evaluates public attitudes,
identifies the policies and procedures of an individual or an organization with the public
interest, and executes a programme of action to earn public understanding and acceptance.”
Thus, the office conveys to the public the objective, policies and programmes of the
business.
j) Store of records: Office keeps adequate and up-to-date records of the business institution.
It is the source of information for conducting, directing and controlling the business
activities. To the management the records are the tools to direct the activities of the
business. As such, the office plays an important role in the efficient management of the
business
k) Cost reduction: Office assists all departments in achieving their objectives. Generally,
customers send their orders to be executed. Of course, there is an additional cost when these
orders are handled by the office. But if the orders are not handled properly and effectively,
it is possible that some of the customers may stop further orders. And this leads to reduction
in the profit. A well organized office with its business policies and plans will surely add to
the earning capacity of the business.
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l) Office as administrative nerve center: An office is the heart of all business activities.
From here information on purchase, sale, financial and communication gets circulated.
1.9 Challenges before Office:
In the contemporary business world office in our country faces challenges of different
kinds-social, political, economical etc. Some of the challenges are stated below:
a) Mechanization:
In the modern day the office activity is becoming more and mechanized, says for
example, sophisticated machines, like computers. The challenge before the
lies is installing these machines with the cooperation of the employees and their
maintenance and proper use.
b) Growth:
Owners (Share-holders) are in no longer in direct control of the business of a company form
of business organization. The top management aims the business to grow even when
expansion is not accompanied by adequate profits. However, growth is accompanied by
adequate return to the share-holders of the company.
c) Statutes:
Various laws concerning the management are being changed frequently to achieve the
social and economic objectives. It is essential for the office of an organization to gear itself
to face such changes. The problem lies on the office in running the enterprise without
evading the various laws.
d) Recruitment of Staff:
By the introduction of sophisticated machines, it is an important problem to attract better
entrants and train them properly. There must be provision of proper incentive system and
promotional opportunities.
e) Reduction of paperwork:
The office should distinguish between essential and non-essential records. Some records
may be essential. Such records may be retained and other non-essential records should be
destroyed.
1.11 Key Terms :
Office: it is the nerve centre of the entire organization.

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Administrative: Relating to or responsible for administration.
Management: The art of getting things done.
Front office: It welcomes visitors.
Middle Office: It is usually a part of operations division.
Electronic office or e-office: Computer based office
Virtual office: Being actual or in almost every respect.
Back office: Building layout of early organization where tasks dedicated to the operating
company.
Organization: It means a group of people who are cooperating under the direction of
leadership for accomplishment of communed.
Filing: Keeping papers in order.
Indexing: Anything giving an indication or table of contacts.
Recruitment: An action of a newly enlisted practice for employment.
Computing: To calculate or estimate.
Globalization: Position that puts worldwide.
Cutthroat: Extremely tough / relent less.
Handling: Someone who to deal with.
Execution: Performing or Accomplishing.
Documented: Collection and keeping documents in order to be done.
Maintenance: Act of protection.
Supervision: To bring about conformity between planned and actual results.
Communication: Process of passing information.
Coordinating: It means monitoring, balancing and keeping the team together
Planning: Dealing in advance what is to be done.
1.12 Self-Assessment Question :
1. Select a hypothetical organization and try to understand by yourself how the concept of
modern office applies?
Ans>___________________________________________________________________________
_______________________________________________________________________________
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_______________________________________________________________________________
______
2.Explain the various types of office and figure out the its routine practices.
Ans____________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_____
4. Discuss the present day challenges before a modern office.

Ans____________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_____
1.13 Further Readings:
1. Pillai R. S. N & Bhagavathi, Office Management, S. Chand & Sons, New Delhi-
110055.
2. R.C. Bhatia, Modern Office Management and Commercial Correspondence, Jain Book
Agency, Connought place, New Delhi-110001.
3. J.N Jain& P. P. Singh, Modern Office Management, Jain Book Agency, Connought
place, New Delhi-110001.
4. S. K. Bhatnagar, Front Office Management , Jain Book Agency, Connought place, New
Delhi-110001.
5. Dr. B. Narayan, Office Management, Jain Book Agency, Connought place, New Delhi-
110001.
6. R. K. Chopra & Priyanka Gauri, Office Management, Himalaya Publishing house Pvt
Limited, Mumbai-400004.
___________________________________________________________________________________
UNIT TEST EXAM

Week 3 (February 16 – 18, 2022)
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PRELIM COVERAGE
Week 4 to 6, Week 7 - Exam
Modern Office Functions
Learning Objectives
After completion of this unit, you should able to know:
• Functions of Office Management

• Intricacies of Office Management Role of an Office Manager
• Also understand about office organization.
Week 4- Module 3
Introduction:
Management simple means to control or to administer. Office management means the method of
controlling an office so as to enable to achieve a given aim. In our modern society, all kinds of
business are carried on by a group of people, who have enough knowledge in their respective filed.
But group of people, who are working for a common object, must be guided and controlled by a
leader or an authority. This is the function of the management. Management is a technique of
leadership or control of an office in order to attain the aimed result through the efforts of other people
in grouped activities. This is possible when the office is properly organized and managed. Office
function is carried on by a group of people for a common result, by giving services to the
organization. The management has to organize the office in such a way to attain the objectives. It is
the function of the management to organize, guide and control the whole activities of the office
personnel for a common aim. That is why in the present era, the personnel management has become
a specialized subject.
2.1.1 Before to enter into the topic, it would be essential to understand the meaning and
definition of administration which is as follows :
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Administration is the function in industry concerned in the determination of the corporate
policy, the co-ordination of finance, production and distribution, the settlement of the
compass of the organization and the ultimate control of the executive.
According to schedule, “Administration is the force which lays down the object for which
an organization and its management are to strive and the broad polices under which they
are to operate. Management is the force which leads guides and directs an organization in
the accomplishment of a predetermined object. Organization is the combination of the
necessary human beings, materials, tools, equipment, working space and appurtenances,
brought together in systematic and effective correlation, to accomplish some desired
object.”
According to Milward, “Administration is primarily the process and the agency used to
establish the object or purpose which an undertaking and its staff are to achieve,
secondarily, administration has to plan and to stabilize the broad lines or principles which
will govern action. These broad lines are in their turn usually called policies. Management
is the process and the agency through which the execution of policy is planned and
supervised. Organization is the process of dividing work into convenient tasks or duties, of
grouping such duties in the form of posts of delegating authority to each post and of
appointing qualified staff to be responsible that the work is carried out as planned.”
It is known through economics that the factors of production are divided into four- land,
labour, capital and entrepreneur. The last one is important under the present study. The
entrepreneur is the man, who brings together the other factors in a business. The other
factors can be called as organization. For example, consider a human body. Human body
can be compared as an organization. It has various organs- ears to hear, eyes to see, hands
to work, legs to walk, etc. Each organ has a specific work. Each of the organs of course
works in coordination with the other organs. All the activities of the different organs
combined, can be considered as an organization. Finally, there is a top administrator the
brain. Similarly in business, production department, sales department, personnel
department etc. have to do the proper function as directed by the management. The
organization may refer to the function of organization or to plans carried out through
persons. Organization is concerned with and exists when an employ is selected, assigned
jobs within his ability to work through a clear understanding. He must understand what he
should do, how he should do and when he should do.
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Office Administration denotes the function of giving birth to major policies upon which the
enterprise is to be functioned. In a joint- stock company, the Board of Directors makes the
major policies and in a partnership firm, the partners lay down the policies. In all kinds of
business, the function of administration is the same. Making the policies is the function of
administration.
2.2 Definition of Office Management :
According to Leffingwell & Robinson, “Office Management as a function is that-branch of the art
and science of management which is concerned with the efficient performances of office work,
whenever and wherever that work is done.”
According to Mill & Standingford, “Office management may be defined as the art of guiding the
personnel of the office in the use of materials, methods, machines and equipment appropriate to their
environment in order to achieve its specified purposes.”
Wylie defines “office management as the manipulation and control of men, methods, machines and
materials to achieve the best possible result- result of the highest possible quality with the best
possible effort and expense, in the shortest practicable time and in a manner acceptable to the top
management”.
Now we can understand from the above definitions that office management means planning,
organizing, coordinating and controlling the activities of an office.
2.3 Functions of Office Management :
There is no universally accepts classification of management functions. This is because different

authors, who were considering different organizations, gave separate classification of management
functions. Office management is similar to the general or administrative management; it performs
the same functions as are performed by the management. The functions of office management in
brief, are given below:
I. Planning:
Planning is a fundamental function of office management. All types of organizations prepare plans.
Planning our studies, our careers, new products etc. are examples of planning. It is the determination
of a course of action to achieve a desired result. Planning concentrates on setting and achieving
objectives of an organization. It is an intellectual process. It is characterized as the process of
thinking before doing. Planning function of management precedes all other managerial functions.
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“Planning is deciding in advance what is to be done. When a manger plans, he projects a course of
action for the future, attempting to achieve a consistent, co-ordinated structure of operations aimed
at the desired results.” Planning involves projecting the future course of action for the business as
a whole and also for different sections within it. Planning is thus the preparatory step for actions
and helps in bridging the gap between the present and the future. Since planning is essentially
choosing, it is dependent upon the availability of alternatives. It is through this process of choosing
that office manager can obviously be seen as an important aspect of planning. Planning process
comprises determination and laying down of objectives, policies, procedures, rules, programmes,
budget and strategies etc. The operations of the office will not run smoothly if they are not planned
adequately. Planning makes it possible to occur which would not otherwise happen
Benefits of Planning:
1. The business objectives can easily be secured through plans.
2. Planning gives direction to activities in the office.
3. It focuses attention on objectives.
4. It provides coordinated efforts and reduces risk and uncertainties.
5. If facilitates the process of decision-making.
6. It encourages innovation and creativity.
7. It serves as a basis of control.
8. It encourages the sense of involvement and team spirit.
9. It eliminates unproductive office work and thus helps to minimize cost.
10.It helps in economical operations.
II. Organizing:
It is an important managerial activity by which management brings together the human and
material resources for the achievement of certain objectives. Organization is the foundation
upon which the whole structure of management is built. It may be conceived of as the
structuring of functions and duties to be performed by a group of people for the purpose of
attaining enterprise objectives. Organizing is the determining, grouping and arranging of
the various activities deemed necessary for the attainment of the objectives the assigning of
people to those activities, the providing of suitable physical factors of environment and the
indicating of the relative authority delegated to each individual charged with the execution
of each respective activity.
According to Louis A Allen, “Organization is the process of identifying and grouping the
work to be performed, defining and delegating responsibility and authority, and establishing
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relationships for the purpose of enabling people to work most effectively together in
accomplishing objectives.”
According to Liver Sheldon, “Organization is the process of combining the work which
individuals and groups have to perform with the faculties necessary for its execution that
the duties so formed provide the best channels for efficient, systematic, positive and
coordinated application of the available effort.”
Steps of Organization:
The important steps involved in the process of an organization are:
1. Identification of Activities
Organization structure is developed to achieve objectives. Organization as a process
of management is concerned with identifying and grouping of activities to be
performed.
2. Grouping of Activities:
Closely related and similar activities are grouped together to form departments,
divisions or sections. Grouping may be done on several bases depending on the
requirements of the situation. Such grouping of activities is called
departmentation. Assignment of Duties:
Each group of related activities is assigned a position most suited for it. Every
position is occupied by an individual. While assigning duties, the requirements of the
job and the competence of the individual should be properly matched together. The
process of assigning duties goes on till the last level of the organization.
3. Delegation of Authority:
Authority without responsibility is a dangerous thing and similarly responsibility
without authority is an empty vessel. Hence corresponding to the responsibility
authority is delegated to the sub-ordinates for enabling them to show work
performance.
4. Fitting Individuals:
Having determined the various parts and portions of the job to be done, the next step
will be to fix suitable and well-qualified persons into these activities. Each person in
the group will be given a specific part of the job to do and will be made responsible
for it.
III. Staffing:
‘Staffing’ is concerned with the recruitment, selection, placement, training, growth and
development of all those members of the organization whose function is to get things done
through the efforts of other individuals. After determining the number and type of personnel
to be appointed to fill different jobs management starts recruiting, selecting the training the
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people to fulfill the requirements of the enterprise. According to Franklin Moore, “Staffing
is a forward-looking activity because tomorrow keeps becoming today. Attrition constantly
reduces executive ranks through retirement, death, resignations and occasional dismissal;
so young men keep moving up. Besides this, most enterprise grow, providing new openings
for managers.” The function of staffing was considered to be a part of organizing but
recently it has developed into a distinct function of management, and is, therefore treated
separately in the chapter relating to Personnel Management.
IV. Directing:
Once plans are drawn up to re-determined objectives competent persons are appointed, the
organization is ready to go into action. Directing is the managerial function of guiding,
inspiring, instructing and harnessing people towards the accomplishment of desired results.
It is that part of the management process which actuates the members of an organization to
work effectively and efficiently for the achievement of the goals. Direction is the
managerial function of guiding, inspiring, instructing and harnessing people towards the
accomplishment of desired results. It is that part of the management process which actuates
the members of an organization to work effectively and efficiently for the achievement of
the goals. Direction in the words of Koentz and Q ‘donnel, “the interpersonal aspect of
managing by which subordinates are led to understand and contribute effectively and
efficiently to the attainment of enterprise
objectives.” According to Haimann, “Directing consists of the process and techniques
utilized in issuing instructions and making certain that operations are carried on as
originally planned Directing is the process around which all performance revolves. It is the
essence of operations, and co-ordination is a necessary by product of good managerial
directing.”
Directing consists of the following steps:
1. Issuing orders and instructions to sub-ordinates.
2. Guiding and teaching the sub-ordinates the proper method of doing work;
3. Supervising the work of sub-ordinates to ensure that it conforms to plan;
4. Motivation of sub-ordinates by providing incentives.
V. Motivating:
The term motivation has been derived from the word motive. Motive is anything that
initiates or sustains activity. It is an inner state that energizes, activates or moves and that
directs or channels behavior towards goals. Motive is a psychological force within an
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individual that sets him in motion. Behind every human action there is a motive. According
to Brech, “Motivation is a general inspirational process which gets the members of the team
to pull their weight effectively, to give their loyalty to the group, to carry our properly the
tasks that they have accepted and generally to play an effective part in the job that the group
has undertaken.” The important task of office management is to motivate employees so that
they may direct their efforts towards the accomplishment of organizational goals.
Motivating may be achieved by:
1. Providing inducements and incentives to employees;
2. Keeping morals high;
3. Satisfying the needs of the employees.
VI. Coordinating:
Along with specialization there must be conscious efforts on the part of the management to
see that all activities, carried on by experts and different departments, should contribute to
the achievement of the objective of the business. Smooth working of an enterprise and the
definite achievement of its objectives depend on sound co-ordination. According to Lundy,
“Co-ordination involves the development of unity of purpose and the harmonious
implementation of plans for the achievement of desired ends.” According to Mooney and
Reiley, “Orderly arrangement of group efforts to provide unit of action in pursuit of a
common purpose.”
Thus, coordination may be achieved by:
1. Simplified organization.
2. Harmonized programmes and policies.
3. Well-designed method of communication.
4. Voluntary cooperation.
5. Coordination through supervision.
6. Clear cut objectives.
7. Clear definition of authority and responsibility.
8. Effective leadership.
VII. Controlling:
“To control is to determine what is being accomplished; that is to evaluate performance
and, if necessary, to apply corrective measures so that performance takes place according
plan. After the plans are put into action, there can be several hurdles in the achievement
goals. Results may fall short of targets. Direction may be faulty. Therefore, management
must find out what is going wrong, what changes in plans and directions are required and
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what must be done to set things right. This is the function of control. In words of Anthony
“Management control is the process by which managers assure that resources are obtained
and used effectively and efficiently in the accomplishment of an organization’s objectives.”
Basic elements of the control process:

1. Establishment of standards or objectives.
2. Measurements of actual performance.
3. Comparing actual performance against the standard set.
4. Determining the reason for deviation.
5. Taking corrective action.
6. Feedback.
Control is thus closely related to the planning job of the manager. But it should not be
viewed merely as a postmortem of past achievements and performance. In practice, a good
control system should suggest corrective measures so that negative deviations may not recur
in future.
VIII. Communication:
Communication is a means by which different persons are linked together in a group or
organization to attain a common goal. No group activity is possible without communication.
It enables the members to coordinate, to exchange and to make progress. A good
communication should aim at making everyone concerned aware of the goal which the
organization wants to achieve.
The two main objectives of communication are to inform and to persuade. Communication
is the means by which behavior is modified, change is effected, and goals are achieved.
Communication is essential for effective control and motivation.
WEEK 5 – MODULE 4
2.4 Scientific Office Management :

Scientific management, as the name implies, means the application of the scientific method
for the solution of the problems of management. In its application, the scientific approach
is used in meeting problems of all types instead of depending on tradition. In view of the
present day complexities and growing magnitude of management responsibilities, scientific
office management is perhaps the best solution. It does not mean that office management is
a pure science. It is the application of scientific principles to management decision-making.
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In the words of Federick W. Taylor, the father of Scientific Movement, “the scientific
management means knowing exactly what you want men to do and seeing that they do it in
the best and cheapest way.” Scientific management is characterized by a scientific method
of attack in the solution of business problems and the development of managerial
techniques. It looks, considers and evaluates customs and traditions, personal institution
and experience, and inductive deductive thinking.
Techniques of scientific management involve the following steps:
1. Setting up of standard tasks through scientific investigation and research (time,
motion and method of studies)
2. Analysis of operations to evolve the best method of doing the standard task.
3. Scientific selection of personnel and their training in the methods involved.
4. Standardization of materials, equipment and working environment for workers.
5. Introduction of specialization in the administrative and organizational set up.
6. Improvement of worker management relations through good faith, perfect
understanding and better incentive wage plans.
The principles and techniques of scientific management are equally applicable to office
management and lead to increase productivity of labour. Elimination of waste of all types,
whether men or materials is aimed at.
Elements of the Management:
The four elements of office management are:
1. Purpose : The office manager must be fully aware of the aims and objectives of the
organization in order to make correct decisions. If he knows the purpose of office, he
will provide direction to the office activities and thus make it easy to evaluate the
performance of different individuals.
2. Environment: The office environmental is not only the physical environment but also
the external factors such as the laws and customs of the community within which the
firm operates. Efficiency of office personnel depends upon the perfect understanding
of office environment. The environment is always changing and the officer must take
decisions accordingly.
3. Personnel : It is the most important element. The office manager must select suitable
personnel and place them in appropriate jobs. They must be given proper training and
then only they can increase their efficiency. To realize the desired objective of the
office, the personnel must be provided with sufficient incentives to motivate them to
contribute their efforts whole- heartedly.
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4. Means : It is a tool and include materials, methods, machines and equipment with the
help of which office activities are performed by the office employees. The office
manager must know how to use these means in the best manner. The best use of
means leads of greater efficiency and effectiveness in the work.
2.5 Department:
Departmentation is the process which is used to group business activities into units for the
purpose of efficient administration at all levels. The process of organizing an enterprise
consists of (a) dividing and grouping the work to be done and (b) assigning different duties
and responsibility to different people. In other words, the total activities of the business are
divided into a number of functional departments, each entrusted with a particular type of
business activity. A large business house has, therefore, as many sectional offices as there
are functional or operating departments. It is difficult to function for a business enterprise
unless its activities are divided into group of functions, for example, production,
purchasing, financing, accounting etc. These classified functions are performed by a group
of specialized employees. A section is a group of workers under one supervisor. There is a
general office, under the control of the Secretary, which co-ordinates the activities of the
functional departments as well as those of sectional offices.
Basis of Departmentation:
Different concerns follow different bases of departmentation depending upon their size and
nature of operations. The bases of departmentation usually followed by most business
enterprises are:
1. Product Basis: When a firm produces large number of products and the volume of
business done in each product is sufficiently large, then internal organization may be
formed on the basis of products handled or service rendered. One department is in
charge of one line of products. For instance, a firm dealing with paints, chemicals,
plastics and fertilizers, it may have four departments each dealing with one product.
2. Geographical Basis: When an organization is large and geographically dispersed,
departmentation on territorial basis may be made. For instance, a large Fan
Manufacturing Company doing business in all the states of India may have separate
departments for each state.
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3. Functional Basis: Most business enterprises, however, prefer to segregate their
departments on the basis of the major activities or functions of the enterprise, viz.
production, purchase, marketing, accounts etc. The various activities of the business
enterprise are divided into a number of functional departments. Thus matters relating
to production are dealt with by the production department, matters relating to
accounts by accounts department and so on.
Customer Basis: Under this basis of departmentation, activities are grouped according to the type of
customers. For example, a large cloth store may be divided into wholesale, retail and export divisions.
Each department specializes in serving a particular class of customers. For example, a large readymade
store may have a separate department each for women, men and children.
Process or Equipment Basis: Manufacturing activities may be sub-divided on the basis of their process
or production. For example, production department of textile mill may be divided on the basis of
processes of production, like designing, spinning, weaving, dyeing, bleaching etc.
Advantages of Departmentation:
1. An organization can avail benefits of specialization.
2. The efficiency of the management increases.
3. It is easy to fix accountability for the results.
4. Better control is facilitated.
5. It is easy to fix responsibility on workers.
6. It facilitates coordination.
The main purpose of the office is to provide efficient clerical work to the functional
departments and top management. For reasons of efficiency and economy and to secure
specialization, various activities to be performed by an office are divided into different
departments. Each department of the office performs a specific function and the clerical
staff attached to it becomes specialized in that particular function through constant dealing
with the same work. Thus departmentation leads to greater efficiency which reduces the
cost of office. Generally, a modern office has cash department, accounts department, filling
department, typing department, mail department etc.
WEEK 6 – MODULE 5
2.6 Functions of an Office Manager :
1. Leadership : He has to control his office. The office manager is important for the smooth
running of the organization. He is in-charge of the public relations. He helps other
departments to achieve their goals. He has complete control over the work done in the office.
2. Coordination : He has to select the persons- right persons for the right jobs.
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a. He will have to work and carefully see that the policies laid down by the
management are implemented.
b. He is the connecting link between the top management and the workers. Workers
approach him for their grievances and difficulties and manager has to redress them. If
he is not able to do the needful, he must place it before the management
c. He has to work and safeguard the firm, where he is an office manager.
d. His primary duty is to the management and secondary duty to the workers. He
must please both the parties. If either one of the parties is annoyed or neglected
, he will be regarded as a bed manager.
3. Recruitment of Staff : He has to select the right person for the right job. For that he
invites applications, conducts interviews and selects personnel.
4. Training of Staff: He provides training to the new employees as well as old
employees to improve their skill in the latest techniques of management.
5. Motivation : He measures the employees work and output and offers rewards which
increase their efficiency and ensure their better co-operation and lead to the
promotion of the staff.
6. Discipline: Discipline in the office depends upon him. The rules and principles of the
management should be followed by the sub-ordinates. He must have ability to speak.
New methods cannot be accepted, unless full explanation is followed. He has to
convince others about the fact findings.
6. Accounting : He has to keep a close touch with the accounting and costing section.
7. Controls Stationary : He has to safeguard the furniture, fittings, machines,
equipment and various types of records.
8. Secretarial Services: He maintains statutory and accounts books, holds meetings,
drafts reports and minutes etc. Thus, he does the secretary’s functions.
9. Organizer and Supervisor: He organizes and supervises the office correspondence, messenger
services, communication system, filling and indexing, protection of records etc. There is no
hard and fast rule as to the functions of an office manager. His functions depend upon the type
and size of the organization.
He has to face difficult situations very tactfully, and must have pleasing manners always in dealing
with critical positions and in suggesting suitable ideas. He must be tactful.
2.7 Office Organization :
An office organization involves the division of office activities into certain departments as well as
persons. The office manager defines, and assigns activities, so that they can be most effectively
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executed. It means the determination and assignment of duties to the workers, and also the
establishment and the maintenance of authoritative relationship among these grouped activities. Each
department works in coordination with the other departments. Organization is the backbone of the
management. With proper care at all levels, it is possible for the management to attain the aimed
goal.
Further each department splits the job into many simple processes; and each process is operated by
a person. The sub-division of a sub-divided job makes the work simple, easy to understand and quick
to perform. The office may be divided on the basis of size and nature of a concern. However, for big
concerns there may be the following departments :(1) Accounts Department, (2) Cash Department,
(3) Correspondence Department, (4) Purchase Department, (5) Sales Department, (6) Advertising
Department, (7) Filling (Record) Department etc. Further if the concern is very large, there may be
Credit Department, Personnel Department, etc. In practice, the principle of division of labour to an
office organization means the division of office (work) into as many departments as necessary and
each department is made responsible to increase the sales. The purchase department is responsible
for good purchase and is answerable if bad quality of goods are purchased. The credit department is
answerable if bad debt increases, so on and so forth. Thus, the responsibility is being fixed on all
departments. In addition, a person, who deals in one item continuously, becomes an expert and
specialist. Through him better and quicker result is possible for the management.
Therefore, by division of labour responsibility can be fixed on individuals. People gain

more efficiency in the work (.e.g. cashier of a bank).
2.8 In Summary :
Functions of office management, are quite interesting and important keeping in mind the
objective, and goal of different organizations. There is enough disagreement among
management writers on this classification. The terminology is also not always alike,
different authors offering different names for the same functions of management. But in
this unit, it is clearly high lights on planning, organizing, staffing, directing, motivating,
coordinating, controlling and communication.
Further an attempt has been made and focused upon scientific office management which
implies the application of the scientific method for the solutions of the problems of all types
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of management which leads to increased productivity of labour. Here it is considered the
basic elements of management i.e., purpose, environment, personnel and means.
It is also described about departmentation which is used to group business activities and
basis of departmentation drawing attention on product basis, geographical basis, functional
basis, customer basis and process or equipment basis. Besides it clearly focuses upon the
functions of office manager.
2.9 Key Terms :

Office Management: Concerned with the performance of office function.
Office Function: Represents the work the office is designed to perform.
Planning: Deciding in advance what is to be done.
Organizing : Process of so combining the work which individuals or groups have to perform.
Staffing: Selection of men for various jobs.
Directing: Issues instructions to his subordinates indicating what it is that should be done.
Motivating: Stimulating individual to accomplish a desired goal.
Coordinating: Means keeping the team by ensuring suitable allocation of tasks.
Controlling: To evaluate performance and if necessary to apply corrective measures.
Office Manager: An executive who is in charge of a office to organize and control of perform
efficiently and effectively.
Communication: It is a means by which persons are linked together to attain a common goal.
Scientific Management: Application of the scientific method for the solution of a problem.
Departmentation: It is the process which is used to group business activities into units for the
purpose of efficient administration at all levels.
Product Basis: It is the volume of business done in each product.
Geographical Basis: It means territorial base of an organization.
Functional Basis: Indicates the basis of major activities of functions of the enterprise.
Custom Basis: This indicates activities grouped according to the type of customers.
Process or Equipment Basis: Manufacturing activities sub-divided on the basis of their process
of production.
2.10 Self-Assessment Questions:
1. Define in your own terms, what is Office Management? What is office Manager?
Ans____________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_____
2. What are the functions of office management?
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Ans____________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_____
3. Write the Functions of an Office Manager?
Ans____________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_____
2.12 Model Questions:

1. How significant it is to study and understand Office Management?
2. How will you relate the functions of Office Management on your daily basis?
3. Discuss the role of an office Manager and the important qualities you think he should
have.
4. “Planning bridges the gap between the present and the future”. Explain.
_________________________________________________________________________________
WEEK 7 (March 16 – 18, 2022)
-------------------------------------------PRELIM EXAM------------------------------------------
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MIDTERM COVERAGE
Week 8 to 10, Week 11-Exam
Accommodation and Environment
Learning Objectives
• Understand the importance of office accommodation

• Identify the good environment to establish an office
• Learn the types of interior decorations to be made in an office
and how it reflects towards employees coupled with security
measure.
Week 8- Module 6
3.1 Introduction :
Every Office Manager is concerned about getting office work performed with the maximum
efficiency and at minimum cost. But this would be possible only if he makes a proper
selection of employees, gives them proper training and guidance, and places them in
appropriate jobs. However, if the office staff is to work efficiently, it must be properly
accommodated, have a good working environment, and should be properly equipped.
Suitable accommodation, modern equipment and proper working conditions are not in any
way less important factors in improving efficiency and reducing costs.
The place of work and its surroundings are important factors which affect the efficiency
of employees to a large extent. Since the staff has to stay for long hours in the office, and
since it mainly does brain work and/or concentrates on the repetitive and monotonous
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activities of filing, indexing, despatching, reporting, etc., its inefficiency would normally
be greater in those offices where accommodation is in sufficient and the environment and
working conditions are not congenial.
3.2 Principles :
While deciding about office accommodation, the Office Manager should bear the following
principles in mind:
(i) The office must be located at some convenient place so that it may serve the entire
organisation in the best possible manner.
(ii) Office space should be sufficient from the point of view of the present and future
needs of the organisation.
(iii)Due provision should be made for the conveniences and amenities required for the
comfort and well-being of the staff, e.g., Washing room, rest room, water coolers,
canteen, etc.
Service facilities like telephone, lift, internal communication, etc., should be available in
office, while others like banking, transport, market, post office, etc., should be available
near the office premises.
3.3 Location of Office :
Every Office Manager should give a full and proper consideration to a suitable location for
his office. This location or site is an important consideration because an unsuitable location
may result in a waste of resources and efforts and loss of time inconvenience to the office
staff as well as to the persons dealing with it. The problem of location arises under one or
the other of the following conditions:
(i) At the time of starting a business enterprise.
(ii) The increased volume of work may require a change of office location.
(iii)The facilities provided in the original locational plan are no longer sufficient for the
expanding business, and, therefore, the entire expansion of the existing office or a
new location is necessary.
(iv) The lease for the office premises has expired and the owner of the premises was
not prepared to renew it.
(v) Shifting of the business by the business enterprise from one place or one State to
another.
3.4 The Office Building :

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The problem of choosing the right location for the office premises is as complicated as that
of getting a proper and suitable building to accommodate it. The office building should not
only be of a proper size and shape, it should also be of such design as to serve the particular
needs of the enterprise. Often, it is rather difficult to get a building which is exactly suited
to the requirements of the organisation. The management should try to obtain such premises
which fulfill its requirements in the best possible manner. The first thing the management
has to decide about is whether to own the office building or to rent it or lease it. Where
should the constructed building be bought? Should a plot of land be acquired and a building
appropriate to the requirements of the
organization built upon it? If a constructed building is bought, it may be adopted or altered
according to the requirements of the enterprise. The construction of one's own office
building may be necessitated in the following circumstances :
(i) When the business is large and well established;
(ii) When the demand for the procedures or services of the organisation is of a
relatively stable character;
(iii)When there is a cost advantage in the construction of the business premises;
(iv) When a specific type of building is required for office purposes; e.g., centrally air-
conditioned, sound-proof or specially constructed for housing computers, etc.
3.5 Office Layout :
After acquiring the building for the office, the next important task before the Office
Manager is office space planning or office layout. According to Littlefield, "Office layout
may be defined as the arrangement of equipment within the available floor space". It can
be described as the arrangement of different departments, equipment and men within a
given floor space with a view to make optimum utilisation of space and ensure maximum
efficiency of the office.
Objectives of Layout
According to Mills and Standing ford, the layout of an office is the arrangement of furniture,
machines, etc., within the space available. Having regard to the limitations imposed by the
building, the objectives of an office layout are:
(i) The space should be used to the greatest extent;
(ii) Service should be available where needed including power and telephone;
(iii) Good working conditions should be provided for everyone;
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(iv) The supervisor should be able to see the staff at work;
(v) A sense of belonging and loyalty to the working group should be fostered;
(vi) Communication and work flow should be facilitated;
(vii) The movement of clerks between desks, filing cabinets, etc., should be made easy;
(viii) Noisy and distracting operations should be segregated;
(ix) Mutual interference between clerks should be avoided;
(x) Privacy and security should be provided, wherever necessary.'
3.6 Open and Private Offices :
Open Offices
In planning the general office, one of the major decisions to be made is in regard to the
provision of separate rooms for the different departments or sections, or for bringing them
together into one large room or "open office". The modern tendency is to adopt the open
office instead of accommodating departments or sections in separate apartments. An open
office refers to a large room where all the departments, men and equipment are housed
under a single room without partitions or walls separating them. Each department-or-
section is allotted a separate space in the same room, which is often demarcated by placing
filing cabinets between them. One or more gangways throughout the whole floor may be
provided and desks may be arranged facing one way so as to facilitate supervision and easy
access. It should be noted, however, that private offices are provided for top executives
whose work calls for secrecy and concentration.
Advantages of Open Offices: Open offices offer the following advantages:
(1) Economical: Since unnecessary partitions and corridors are avoided, open offices
make better utilisation of office space possible. It is a common experience that nearly
25 to 33 per cent of the office space is taken up by walls and partitions. Open offices
enable the management to effect savings in rent and reductions in the cost of office
operations.
(2) Better Lighting and Ventilation: With the removal of unnecessary walls and
partitions, open offices allow a free flow of air and natural light, which step up the
efficiency of the office staff.
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(3) Better Supervision; Open offices encourage better work through better supervision
and easier operation. Only a few supervisors are required to supervise the staff. The
worker faces the supervisor and therefore he cannot waste time without being found
out.
(4) Better Communication: Open offices facilitate better inter-departmental
communication. A worker is not required to go to another room for consultation,
advice or instruction. It also facilitates better coordination of office activities.
(5) Flexibility: There is a greater flexibility in planning the layout of an open office,
which ensures a more effective placement of office machines and equipment. Further,
changes in the layout can be affected without much difficulty.
(6) Other Advantages: The other advantages of an open office are:
(a) In an open office, the sharing of machines and equipment becomes possible;
(b) In an open office the cost of decoration, cleaning and maintenance is lower;
(c)It wears a smarter look and, to that extent, is an advertisement for the organization itself;
(d) It makes for a democratic set-up because all grades of staff are placed in the same room;
(e)To make better working conditions possible.
Private Offices
Private offices are small rooms or cubicles which are separated from similar other rooms or
the open office by full or half partitions. Private offices are allotted to the top executives of
the organization. Sometimes a private office accommodation is provided for a group of
people whose work is of a confidential nature, it may also be allotted for work which should
be isolated in order to eliminate noise, e.g., accounting and statistical work.
Advantages of Private Offices :
(1) Greater privacy is ensured for confidential work and discussions.
(2)They promote a personal atmosphere and lend a sense of prestige or importance to
the concerned staff.
(3) They increase the efficiency of the workers by facilitating concentration of mind
which is possible because of the absence of noise.
(4) They are more congenial and less regimented.
(5) There can be better ventilation and heating/cooling arrangements. They are also
preferred on grounds of health.
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WEEK 9 - MODULE 7
3.7 Office Environment :
Office environment has an important bearing on the efficiency of employees. An office may
be properly laid-out and the best type of furniture and equipment may be installed in it; but
its efficiency may be very low if the physical working conditions are not good. Since office
work is mainly mental work which is more fatiguing than physical work, adverse physical
conditions increase the mental strain on the staff. The emotional response of workers is
better if the environment is good.
According to Terry "An individual's performance is significantly conditioned by the environment in
which he works. The cumulative effect of his total work environment is a strong determinative of
how well he marshals his abilities and skills, his attitude towards his work and his colleagues, and
his enthusiasm for his work." An office manager should therefore, arrange for good working
conditions, if he expects his staff to work efficiently. Office environment comprises of the following:
(i) Office Lighting;
(ii) Ventilation and Temperature Control;
(iii) Interior Decoration and Furnishing; .
(iv)Office Furniture;
(v) Freedom from Noise and Dust;
(vi)Safety from physical hazards;
Sanitary Arrangements;
Security;
Secrecy.
The above components of office environment are discussed in the following paragraphs;
3.8 Office Lighting :
Lighting is perhaps the most important of office physical conditions. Probably the best way
to grasp the importance of lighting to office management is to realise that virtually every
office task is a seeing task. Since office work is mostly paperwork adequate lighting should
be provided in any modern office. "Office lighting should make possible more than mere
seeing; it should make it possible for the worker to see what he is doing
- clearly, quickly and accurately." Less than adequate lighting results in delays, and
mistakes; delays, because it takes longer to read in poor light: mistakes because the visual
image is indistinct, instead of sharp and clear. Moreover, it causes overstrain, fatigue and
headache to workers. Similarly, excessive lighting also causes eye strain and irritation,
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besides causing inferior quality work. Psychologically, inadequate lighting results in loss
of morale, which will eventually cause a decrease in the quantity of work performed.
Adequate system of lighting must possess certain well-defined characteristics, sufficiently
quantity, intensity and no glare and no contrast:
3.9 Types Of Lighting System :
Lighting systems consist of the following five types:
Direct: In this type of lighting, approximately 90-100 per cent of the light is directs downward to the
working surface. This system makes use of some shade on, or reflector for the source of light. It provides
a good intensity of light. At the same time, however, it casts dark shadows around and raises a direct and
reflected glare which causes eye strain to the workers.
Semi-direct: In this system, a transparent or translucent shade is used which directs
to 80 per cent of the light downward; the remaining light is directed upward and is reflected from the
ceiling.
This system is an improvement on direct lighting, for 'it avoids dark shadows on the
ceiling and eliminates glare.
3. Indirect: In this system, 90 to 100 per cent of the light is directed towards the ceiling or
walls and is then diffused and reflected downward on the work surface. This system
provides light which is soft, avoids shadows and glare and does not cause eye strain.
However, this system 01 lighting is good for general illumination, not for office work.
4. Semi-indirect: In this system, a transparent or translucent shade, shade bowl, cover or

reflector is placed under the lamp so that 20 to 40 per cent of the light may be directly
diffused downward on the working surface and 60 to 80 per cent of the light
may be directed towards the ceiling and walls which is then reflected downward to the
working surface. This form of lighting is intermediate between direct lighting and indirect
lighting.
5. General Diffuse: In this system, an equal amount of light is diffused directly and
indirectly by its reflection from ceiling and walls. This system gives more light with the
same wattage than the semi-indirect lighting system does.
3.10 Ventilation and Temperature Control :
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Ventilation in the office refers to the supply of clean and fresh air in the right amount, at
the right temperature and of the right humidity.
Proper ventilation is an important aspect of office environment. Fresh air must pass through
the office regularly. This is possible only when the office premises are properly ventilated.
In the absence of proper ventilation, air becomes stale, causes headache, fatigue and
restlessness to the employees. On the one hand, lack of proper ventilation makes a person
feel sleepy and unduly tired and adversely affects his health. On the other hand, too much
cold or hot air is also not desirable. Arrangements of rooms and partitions should be such
as allow a free circulation of fresh and dustless air. In cold areas or months, it is necessary
to keep out too much cold air, while in the hot areas or months, hot and humid air has to be
kept out. The following methods are generally used to maintain a proper ventilation:
1. Natural Ventilation
Natural ventilation may be obtained by providing enough doors, windows and ventilators
of the right type at the right places. They would ensure a regular flow of fresh air from the
outside and of stale air from the inside. Natural ventilation can be increased by providing
roof ventilators and internal tube ventilators.
2. Artificial Ventilation
Artificial ventilation may be achieved by the use of electric fans, exhaust fans, air coolers, air
filters, etc.
Electric fans are used to circulate air because air circulation is much better than stagnant
air.
Exhaust fans: These fans expel the stagnant air from the room. They are a very effective
measure of ventilation. Exhaust fans must be provided in toilets, basements, crowded
rooms, canteens, machine rooms, workshops, etc., so that the warm air is let out and fresh
air enters through windows and doors.
Air coolers have also become very popular in offices. They draw in the air which place
through water vapour and becomes cool. They are especially useful during the dry parts of
the summer; but in the wet and warm parts of the year, they become "useless because they
cool air through the process of moistening it".
Room heaters may be provided during the winter to keep the temperature of the workplace
above the atmospheric temperature. Air filters may be used to ensure that the outside air
which enters the room becomes dust-free and clean.
3. Air conditioning
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Air-conditioning is usually the most suitable from of ventilation. It contributes to mental
activity and boosts the' efficiency of employees. It is a costly system, but it eliminates the
problems of cleanliness, heat and ventilation, humidity and noise, etc. An air conditioning
system controls the circulation, temperature and humidity of air and removes foreign
substances of an enclosed area.
4. Modular Design Equipment

Some equipment have a modular construction starting with a fan unit, to which other units
or modules can be added such as air purifiers, air sterilisers, air curtains and humidifiers, as
required to provide for proper ventilation.
3.11 Interior Decoration and Furnishing :
Interior decoration may be described as the art of a careful decoration of the interior of a
room or a building. It has been found that an attractive decor not only adds to the appearance
of a room, but has a psychological effect on the people working in it. Interior decoration
involves:
(i) A tasteful colouring of walls, doors and windows;
(ii) Placing of attractive art objects, pictures, paintings and informative charts on the
walls;
Floor covering, curtains and wall hangings, etc.
Interior decoration stimulates better performance on the part of workers and creates a better
impression on the minds of outsiders. According to G. Mills: "The decoration of an office
can have a noticeable effect upon the morale of the staff. Drab surroundings
are depressing, pleasant surrounding as are conductive to good work
WEEK 10- MODULE 8
3.12 Office Furniture :
After deciding the layout of office accommodation and its decoration, it is necessary to turn
to the furniture that is to be put in it. Office work is mostly indoor desk work, suitable
furniture should therefore, be provided for office clerks so that they may be comfortable
enough to perform office work speedily and efficiently. Office furniture is the basic facility
with which the employee identifies himself. It is the duty of the office manager, therefore,
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to provide the right type of furniture in the office. It has been increasingly realised now that
furniture is bought not only for its utility, but also for its appearance, and that its artistic
design is worth paying for; it makes the office look more attractive, and appeals to the office
workers who must use it." Modern and eloquently designed furniture not only improves the
general efficiency of the employees, but adds to the prestige of the organisation as well. At
the same time, furniture should be viewed as a long- term investment, for it is often difficult
to make quick replacements because of the heavy cost involved in them.
The usual furniture found in any modern office includes desks, chairs and tables, racks,
cabinets, cupboards, lockers, safe, trays, almirahs, etc. The number of pieces and the kind
of furniture to be purchased for any office depend on various factors:
(i) The number of departments and employees;
(ii) The nature and volume of work to be performed; and
The office space available for their suitable accommodation.

Factors: In selecting the furniture and other equipment to be used for a specific job.
The following six questions" should be considered:
(i) Is the working area adequate?
(ii) Can the clerk work comfortably?
Can the clerk use both hands?
Can the job be supervised?
(v) Is the work adequately protected against dust, loss or damage? (vi) Is there suitable
provision for the clerk's personal effects?"
3.13 Different Types of Furniture :
Desk: Most office work is handled on a desk, over a desk, through a desk or across a desk.
Anything that improves the handling of desk work or which enables employees to work
more effectively is, therefore, worth considering. The primary function of any desk is to
provide a suitable surface for writing, checking, sorting, examining and conferring. Office
machines are kept on desks in a proper position. They provide storage space for supplies,
stationery and the papers and files that are in use.
"Modern office methods are based on the 'clear desks' concept which aims at each person
having on his desk only the actual work in hand, all other papers being filed away in their
proper place, where people who need them can find them. Flat top desks are therefore, now
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the rule, and the roll-top desk with its hiding places is out of favour. Even the necessity for
providing drawers in the desks of the general office staff is questioned in some quarters,
where it is asserted that drawers are used only to hold personal belongings, old papers for
which proper filing provision should be made, and jobs put-off from day-to-day. On the
other hand, those who continually require certain forms or certain papers should have their
supplies right at hand such as the typist and executives." Although it is necessary that each
clerk should be provided with a desk which is suitable for his particular job, it is neither
economical nor necessary to use more than a small number of designs. Moreover, the use
of standardised and uniform desks gives a harmonious look to the office. On the basis of
their use, the following types of desks may be provided.
1. Executive Desks: Executive desks are made in accordance with the taste of the executive,
and are valued mostly for their good looks. Their purpose is to impress visitors and bring
home to them the prestige and importance of persons using them. These are, generally
speaking, double pedestal desks with a width of 150 cms. to 180 cms. a depth of 85 cms.
and a height of 75cms. Each desk contains 3 or 4 drawers on the side the executive sits.
Sharp edges and corners are avoided. The table top is covered with linoleum, glass or
leather. Some executives prefer to have the entire surface covered with glass, while others
cover only the writing area. If the top-glass is used, telephone numbers, visitors cards, etc.,
are placed under it.
2. Special Purpose Desks: These are designed for special use in offices and include the
typist's desks calculating machine desks, collating desks, and so on. A typist's desk is the
most common and perhaps the most important of this type and may be of the following
types:"
(a) Standard flat topped, single or double pedestal;
(b) Desk with a fixed sunken well for the typewriter;
(c) Desk fitted with a collapsible well into which the typewriter is fixed;
(d) Desk with a fold-away mechanism, which enables the typist to house the typewriter in
a cupboard provided in the pedestal of the desk, leaving a clear desk top for ordinary
clerical work.
These desks are normally of 150 cms. width, 65 cms. in depth and 70 cms. to 75 cms. in
height. Apart from these, L-shaped and Z-shaped modular desks may also be used for typing
purposes.
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Machine desks are designed to meet the needs of different types of machines - calculating,
adding, billing and invoicing machines. A well is provided at either end of the desk for the
machine so that it sits lower than the standard desk height.
3. Built-in Furniture: Floor space can be conserved by the use of built-in or of collapsible
furniture. Fitted furniture not only saves space, but economy is achieved in the material
used for its construction. Permanent fixtures can be tailored to fit into wall recesses.
4. General Clerical Desks: There are mostly single pedestal desks of 120 cms. by 75 cms.
with three or four drawers on one side. In some' offices, double pedestal desks are provided
for the clerical staff.
3.14 Modular or System Furniture :
In Western countries, modular furniture has become very popular. Modular or system
furniture provides greater desk area and takes up the minimum floor space. Inter-locking
desk furniture, for example, offers as much as 25 per cent more desk area, and
effects a saving of up to 33 per cent in floor space.
The greatest advantage of modular furniture is that it costs less per square foot of working
area. But while it undoubtedly saves floor space, it suffers from one great limitation, viz.,
that it encourages talking among clerks or workers. But this difficulty can be overcome by
erecting screens between individual desk units. A model of modular furniture is given in
the following figure
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(Fig.: 1 Modular furniture)
3.15 Security Equipment :
One of the vital functions of a modern office is to keep and preserve documents and records
for future guidance or reference. All documents or records of office should therefore, be
kept under proper security. No record or document should be taken out of the office
premises by any person without permission from his superior officer. Security
measures, however, vary from organisation-to-organisation. In some organisations - in
military or defence production, for example - outsiders are not permitted to enter the main
premises without the prior approval of the Administrative Officer. Even if permitted, they
have to deposit their bags or containers at the gate against tokens. Similarly, in the strong
rooms of banks, no outsider is allowed to enter. But this kind of security measures are not
applied to other organisations, though care is taken to prevent any possibility of theft,
removal or destruction of office records. All office records, however, do not enjoy the same
importance. Important and valuable documents such as share certificates, debentures,
deposit receipts, title deeds, bills of exchange, promissory notes, contracts, cheque books,
registration documents, etc., are kept in office safes or bank lockers. Other documents like
office files, correspondence, etc., are kept in safe places so that outsiders may not have
access to them. For a proper security of official documents or records, it is necessary that
the responsibility of particular employees should be fixed. They should be held responsible
for any loss of official records or documents under their charge. In addition, the following
modern security equipments as available for office as security device shallbe installed
which is listed below :
Security Equipments
1. CCTV Cameras
2. Fire Alarm System
3. Spy Pen Camera
4. Intrusion System
5. Visitor Management System
6. Guard Monitoring System
7. Customised Security System
8. Security Surveillance System
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9. Biometric Access Control System
10. Mobile Based Security System
11. Biometric Time Management System
3.16 Lots’ Sum-up:
Office Environment: People work better if they are given the surroundings and equipment
appropriate to their work. Office environment comprises of several things like office
lighting, ventilation, temperature control, interior decoration and furnishing, office
furniture, freedom from noise and dust, safety, sanitary arrangements, security and secrecy.
Office Lighting: The characteristics of office lighting are:
(1) Intensity, (2) Sufficient quantity, (3) No glare, and (4) No contrasts. There are five
types of lighting systems.
(1) Direct. (2) Semi-direct. (3) Indirect, (4) Semi-indirect and (5) General diffuse. Lighting
may be:
(i) Natural or (ii) Artificial. Artificial lighting may be fluorescent or incandescent.
Ventilation; Ventilation in the office refers to the supply of clean and free air in the right
amount, at the right temperature and of the right humidity. Proper ventilation is an important
aspect of office environment. Ventilation may be natural or artificial. Artificial ventilation
may be provided through: (1) Electric fans, (2) Exhaust fans, (3) Air coolers, (4) Room
heaters, (5) Air filters, (6) Air conditioners, etc., provision should also be made for
temperature heating and cooling and maintaining adequate level of humidity in the office.
Interior Decoration: It is the art of careful decoration of the interior of a room of a building
and involves a proper choice of furniture. In selecting furniture, therefore, the following
points should be borne in mind:
It involves:
(i) Attractive and modern furniture influence morale;
(ii) Suitability for the work to be done;
Suitable design and construction of the furniture;
Adaptability of furniture to multipurpose use;
Good quality;
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Sufficient quantity;Reasonable cost;
Light weight;
Safety in use; and

Minimum fire risk.
Office furniture includes different types of desks, tables, chairs, fittings and accessories,
and may be wood or steel, or it may be modular or system furniture.
Security: Security arrangements include ;
(i) Fire precaution; (ii) employment of security guards; and (iii) Control of employees by
taking out fidelity guarantee insurance for them, by reference checking and by obtaining
cash or bond security from them.
3.17 Key Terms :
Office environment : Conducive surrounding including both inside and outside.

Location: Representing a site or place.
Lease : Contract letting for a term.
Layout : Space planning within the available floor space.
Office Building: a Plot of land acquired appropriate to the requirements of the

organization built upon it.
Glare : An oppressive or unrelieved dazzling light or by light reflecting off a terminal.
Ventilation : Refers the supply of clean and fresh air.
Exhaust fan: It is the fan that expels the stagnant air from the room.
Air Cooler: The air which place through water vapour and becomes cool
Room heater: Refers the temperature of the work place above the atmospheric temperature.
Air conditioning: To equip a building bringing of the air to the desired state of purity,
temperature and humidity.
Modular : Some equipment which have units or modules.
Interior decoration: Careful decoration of a room or building having attraction.
Wall hanging: Refers paintings and art objects.
Furnishing: Fittings with furniture, carpets curtains etc.
Biometric : Finger impression or rating scan.
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Fire Alarm : An indicator of fire.
Spy pen : Short recording of Interactions used for personal protection.
3.18elf-Assessment Questions :
1. Discuss the importance of office lay out, lighting, and ventilation from the point of view of
the efficiency of work.
Ans._________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________
2. Explain the importance of the location of an office considering its problems.
Ans._________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________
3. Explain the advantages of an open office .
Ans._________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________
3.20. Model questions :
1. Discuss briefly the various factors affecting office location.

2. Explain the importance of good working environment for staff. Discuss the things
you need to consider in planning for office lighting, ventilation and furnishings.
3. “Good-working conditions in an office are prerequisite for increasing the efficiency
of office staff.” Explain.
State the factors contributing to good working conditions.
WEEK 11 (April 11-13,2021)

MIDTERM EXAM
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___________________________________________________________________________
PRE-FINAL COVERAGE
Week 12 to 14, Week 15- Exam
Records Management
Learning Objectives:
• Control the quantity and quality of records.

• Simplify the activities, systems, and processes of records maintenance and use.
• Identify what records exist by records inventory.
• Apply required retention periods to stored items.
• Develop and administer policies and procedures.
Week 12- Module 9
What is a Record?
"Public record" or "record" means recorded information that documents a transaction or activity by or
with any public officer, agency or employee of an agency. Regardless of physical form or characteristic,
the recorded information is a public record if it is produced, collected, received or retained in pursuance
of law or in connection with the transaction of public business. The medium upon which such information
is recorded has no bearing on the determination of whether the recording is a public record.
A RECORD:
• Documents a transaction or activity
• Includes all mediums regardless of physical form or characteristic
• And is considered a public record if it is produced, collected, received or retained in pursuance
of law or in connection with the transaction of public business
Records management, also known as records and information management, is an organizational function
devoted to the management of information in an organization throughout its life cycle , from the time of
creation or inscription to its eventual disposition. This includes identifying, classifying, storing, securing,
retrieving, tracking and destroying or permanently preserving records. The ISO 15489-1: 2001 standard
("ISO 15489-1:2001" ) defines records management as "[the] field of management responsible for the
efficient and systematic control of the creation, receipt, maintenance, use and disposition of records,
including the processes for capturing and maintaining evidence of and information about business
activities and transactions in the form of records".
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An organization's records preserve aspects of institutional memory. In determining how long to retain
records, their capacity for re-use is important. Many are kept as evidence of activities, transactions, and
decisions. Others document what happened and why. The purpose of records management is part of an
organization's broader function of Governance, risk management, and compliance and is primarily
concerned with managing the evidence of an organization's activities as well as the reduction or
mitigation of risk associated with it.
Concepts of record
The concept of record is variously defined. The ISO 15489-1:2001 defines records as "information
created, received, and maintained as evidence and information by an organization or person , in
pursuance of legal obligations or in the transaction of business". While there are many purposes of and
benefits to records management, as both these definitions highlight, a key feature of records is their
ability to serve as evidence of an event. Proper records management can help preserve this feature of
records.
Recent and comprehensive studies have defined records as "persistent representations of activities" as
recorded or created by participants or observers. This transactional view emphasizes the importance of
context and process in the determination and meaning of records. In contrast, previous definitions have
emphasized the evidential and informational properties of records. In organizational contexts, records
are materials created or received by an organization in the transaction of business, or in pursuit of or in
compliance with legal obligations. This organizational definition of record stems from the early
theorization of archives as organic aggregations of records, that is "the written documents, drawings and
printed matter, officially received or produced by an administrative body or one of its officials".
Key records management terminology
Not all documents are records. A record is a document consciously retained as evidence of an action.
Records management systems generally distinguish between records and non-records (convenience
copies, rough drafts, duplicates), which do not need formal management. Many systems, especially for
electronic records, require documents to be formally declared as a record so they can be managed. Once
declared, a record cannot be changed and can only be disposed of within the rules of the system.
Records may be covered by access controls to regulate who can access them and under what
circumstances. Physical controls may be used to keep confidential records secure – personnel files, for
instance, which hold sensitive personal data, may be held in a locked cabinet with a control log to track
access. Digital records systems may include role-based access controls, allowing permissions (to view,
change and/or delete) to be allocated to staff depending on their role in the organization. An audit trail
showing all access and changes can be maintained to ensure the integrity of the records.
Just as the records of the organization come in a variety of formats, the storage of records can vary
throughout the organization. File maintenance may be carried out by the owner, designee, a records
repository, or clerk. Records may be managed in a centralized location, such as a records center or
repository, or the control of records may be decentralized across various departments and locations within
the entity. Records may be formally and discretely identified by coding and housed in folders specifically
designed for optimum protection and storage capacity, or they may be casually identified and filed with
no apparent indexing. Organizations that manage records casually find it difficult to access and retrieve
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information when needed. The inefficiency of filing maintenance and storage systems can prove to be
costly in terms of wasted space and resources expended searching for records.
An inactive record is a record that is no longer needed to conduct current business but is being preserved
until it meets the end of its retention period , such as when a project ends, a product line is retired, or the
end of a fiscal reporting period is reached. These records may hold business, legal, fiscal, or historical
value for the entity in the future and, therefore, are required to be maintained for a short or permanent
duration. Records are managed according to the retention schedule. Once the life of a record has been
satisfied according to its predetermined period and there are no legal holds pending, it is authorized for
final disposition, which may include destruction, transfer, or permanent preservation.
A disaster recovery plan is a written and approved course of action to take after a disaster strikes that
details how an organization will restore critical business functions and reclaim damaged or threatened
records.
An active record is a record needed to perform current operations, subject to frequent use, and usually
located near the user. In the past, 'records management' was sometimes used to refer only to the
management of records which were no longer in everyday use but still needed to be kept – 'semi-current'
or 'inactive' records, often stored in basements or offsite. More modern usage tends to refer to the entire
' lifecycle' of records – from the point of creation right through until their eventual disposal.
The format and media of records is generally irrelevant for the purposes of records management from
the perspective that records must be identified and managed, regardless of their form. The ISO considers
management of both physical and electronic records. Also, section DL1.105 of the
United States Department of Defense standard DoD 5015.02-STD (2007) defines Records Management
as " the planning, controlling, directing, organizing, training, promoting, and other managerial activities
involving the life cycle of information, including creation, maintenance (use, storage, retrieval), and
disposal, regardless of media.
Records life-cycle
The records life-cycle consists of discrete phases covering the life span of a record from its creation to
its final disposition. In the creation phase, records growth is expounded by modern electronic systems.
Records will continue to be created and captured by the organization at an explosive rate as it conducts
the business of the organization. Correspondence regarding a product failure is written for internal
leadership, financial statements and reports are generated for public and regulatory scrutiny, the old
corporate logo is retired, and a new one – including color scheme and approved corporate font – takes
its place in the organization's history.
Examples of records phases include those for creation of a record, modification of a record, movement
of a record through its different states while in existence, and destruction of a record.
Throughout the records life cycle, issues such as security, privacy, disaster recovery, emerging
technologies, and mergers are addressed by the records and information management professional
responsible for organizational programs. Records and information management professionals are
instrumental in controlling and safeguarding the information assets of the entity. They understand how
to manage the creation, access, distribution, storage, and disposition of records and information in an
efficient and cost-effective manner using records and information management methodology, principles,
and best practices in compliance with records and information laws and regulations.
Records continuum theory
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The records continuum theory is an abstract conceptual model that helps to understand and explore
recordkeeping activities in relation to multiple contexts over space and time.
Records management practices and concepts
A Records Manager is someone who is responsible for records management in an organization.
Section 4 of the ISO 15489-1:2001 states that records management includes:
setting policies and standards
assigning responsibilities and authorities
establishing and promulgating procedures and
guidelines
providing a range of services relating to the management and use of records designing, implementing
and administering specialized systems for managing records integrating records management into
business systems and processes.
Thus, the practice of records management may involve:
❖ planning the information needs of an organization
❖ identifying information requiring capture
❖ creating, approving, and enforcing policies and practices regarding records, including their
organization and disposal
❖ developing a records storage plan, which includes the short and long-term housing of physical
records and digital information
❖ identifying, classifying, and storing records
❖ coordinating access to records internally and outside of the organization, balancing the
requirements of business confidentiality, data privacy , and public access.
❖ identification and maintenance of records per a specified retention period.
❖ executing a retention policy on the disposal of records which are no longer required for operational
reasons; according to organizational policies, statutory requirements, and other regulations this
may involve either their destruction or permanent preservation in an archive.
Records-management principles and automated records-management systems aid in the capture,
classification, and ongoing management of records throughout their lifecycle. Such a system may be
paper-based (such as index cards as used in a library), or may involve a computer system, such as an
electronic records-management application.
Defensible solutions
A defensible solution is one that can be supported with clearly documented policies, processes and
procedures that drive how and why work is performed, as well as one that has clearly documented proof
of behavior patterns, proving that an organization follows such documented constraints to the best of
their ability.
While defensibility applies to all aspects of records life cycle, it is considered most important in the
context of records destruction, where it is known as " defensible disposition " or " defensible destruction,"
and helps an organization explicitly justify and prove things like who destroys records, why they destroy
them, how they destroy them, when they destroy them, and where they destroy them.
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Week 13- Module 10
Classification of records management
Records managers use classification or categorization of record types as a means of working with records.
Such classifications assist in functions such as creation, organization, storage, retrieval, movement, and
destruction of records.
At the highest level of classification are physical versus electronic records. (This is disputable; records
are defined as such regardless of media. ISO 15489 and other best practices promulgate a functions based,
rather than media based classification, because the law defines records as certain kinds of information
regardless of media.)
Physical records are those records, such as paper, that can be touched and which take up physical space.
Electronic records , also often referred to as digital records , are those records that are generated with and
used by information technology devices.
Classification of records is achieved through the design, maintenance, and application of taxonomies ,
which allow records managers to perform functions such as the categorization, tagging, segmenting, or
grouping of records according to various traits.
Enterprise records
Enterprise records represent those records that are common to most enterprises, regardless of their
function, purpose, or sector. Such records often revolve around the day-to-day operations of an enterprise
and cover areas such as but not limited litigation, employee management, consultant or contractor
management, customer engagements, purchases, sales, and contracts.
The types of enterprises that produce and work with such records include but are not limited to for-profit
companies, non-profit companies, and government agencies.
Industry records
Industry records represent those records that are common and apply only to a specific industry or set of
industries. Examples include but are not limited to medical industry records (e.g., the Health Insurance
Portability and Accountability Act), pharmaceutical industry records, and food industry records.
Legal hold records
Legal hold records are those records that are mandated, usually by legal counsel or compliance personnel,
to be held for a period of time, either by a government or by an enterprise, and for the purposes of
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addressing potential issues associated with compliance audits and litigation. Such records are assigned
Legal Hold traits that are in addition to classifications which are as a result of enterprise or industry
classifications.
Legal hold data traits may include but are not limited to things such as legal hold flags (e.g. Legal Hold
= True or False), the organization driving the legal hold, descriptions of why records must be legally
held, what period of time records must be held for, and the hold location.
Records retention schedule
A records retention schedule is a document, often developed using Archival appraisal concepts and
analysis of business and legal contexts within the intended jurisdictions, that outlines how long certain
types of records need to be retained for before they can be destroyed.
Managing physical records
Managing physical records involves different disciplines or capabilities and may draw on a variety of
forms of expertise.
Identifying records
If an item is presented as a legal record, it needs to be authenticated. Forensic experts may need to
examine a document or artifact to determine that it is not a forgery, and that any damage, alteration, or
missing content is documented. In extreme cases, items may be subjected to a
microscope, x-ray, radiocarbon dating or chemical analysis. This level of authentication is rare, but
requires that special care be taken in the creation and retention of the records of an organization.
Storing records
Records must be stored in such a way that they are accessible and safeguarded against environmental
damage. A typical paper document may be stored in a filing cabinet in an office. However, some
organisations employ file rooms with specialized environmental controls including temperature and
humidity. Vital records may need to be stored in a disaster-resistant safe or vault to protect against fire,
flood, earthquakes and conflict. In extreme cases, the item may require both disaster -proofing and public
access, such as the original, signed US Constitution. Civil engineers may need to be consulted to
determine that the file room can effectively withstand the weight of shelves and file cabinets filled with
paper; historically, some military vessels were designed to take into account the weight of their operating
procedures on paper as part of their ballast equation (modern record-keeping technologies have
transferred much of that information to electronic storage). In addition to on-site storage of records, many
organizations operate their own off-site records centers or contract with commercial records centers.
Retrieval of records
In addition to being able to store records, enterprises must also establish the proper capabilities for
retrieval of records, in the event they are needed for a purpose such as an audit or litigation, or for the
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case of destruction. Record retrieval capabilities become complex when dealing with electronic records,
especially when they have not been adequately tagged or classified for discovery.
Circulating records
Tracking the record while it is away from the normal storage area is referred to as circulation. Often this
is handled by simple written recording procedures. However, many modern records environments use a
computerized system involving bar code scanners, or radio-frequency identification technology (RFID)
to track movement of the records. These can also be used for periodic auditing to identify unauthorized
movement of the record.
Disposal of records
Disposal of records does not always mean destruction. It can also include transfer to a historical archive,
museum, or private individual. Destruction of records ought to be authorized by law, statute, regulation,
or operating procedure, and the records should be disposed of with care to avoid inadvertent disclosure
of information. The process needs to be well-documented, starting with a records retention schedule and
policies and procedures that have been approved at the highest level. An inventory of the records disposed
of should be maintained, including certification that they have been destroyed. Records should never
simply be discarded as refuse. Most organizations use processes including pulverization, paper shredding
or incineration.
Commercially available products can manage records through all processes active, inactive, archival,
retention scheduling and disposal. Some also utilize RFID technology for the tracking of the physical
file.
Managing electronic records
The general principles of records management apply to records in any format. Digital records (almost
always referred to as electronic records), however, raise specific issues. It is more difficult to ensure that
the content, context and structure of records is preserved and protected when the records do not have a
physical existence. This has important implications for the authenticity, reliability, and trustworthiness
of records.
Much research is being conducted on the management of electronic records. The International Research
on Permanent Authentic Records in Electronic Systems (InterPARES) Project is one example of such an
initiative. Based at the School of Library, Archival and Information Studies at the University of British
Columbia, in Vancouver, British Columbia, Canada, the InterPARES Project is a collaborative project
between researchers all across the world committed to developing theories and methodologies to ensure
the reliability, accuracy, and authenticity of electronic records.
Functional requirements for computer systems to manage electronic records have been produced by the
US Department of Defense, The United Kingdom's National Archives and the European Commission,
whose MoReq (Model Requirements for the Management of Electronic Records) specification has been
translated into at least twelve languages funded by the European Commission.
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Particular concerns exist about the ability to access and read electronic records over time, since the rapid
pace of change in technology can make the software used to create the records obsolete, leaving the
records unreadable. A considerable amount of research is being undertaken to address this, under the
heading of digital preservation. The Public Record Office Victoria (PROV) located in Melbourne,
Australia published the Victorian Electronic Records Strategy (VERS) which includes a standard for the
preservation, long-term storage and access to permanent electronic records. The VERS standard has been
adopted by all Victorian Government departments. A digital archive has been established by PROV to
enable the general public to access permanent records. Archives New Zealand is also setting up a digital
archive.
Electronic tax records
Electronic Tax Records are computer-based/non-paper versions of records required by tax agencies like
the Internal Revenue Service . There is substantial confusion about what constitutes acceptable digital
records for the IRS, as the concept is relatively new. The subject is discussed in
Publication 583 and Bulletin 1997-13 , but not in specific detail.
Businesses and individuals wishing to convert their paper records into scanned copies may be at risk if
they do so. For example, it is unclear if an IRS auditor would accept a JPEG , PNG , or PDF format
scanned copy of a purchase receipt for a deducted expense item.
Current issues
Compliance and legal issues
While public administration, healthcare and the legal profession have a long history of records
management, the corporate sector has generally shown less interest. This has changed in recent years due
to new compliance requirements, driven in part by scandals such as the Enron/ Andersen affair and more
recent problems at Morgan Stanley. Corporate records compliance issues including retention period
requirements and the need to disclose information as a result of litigation have come to be seen as
important. Statutes such as the US Sarbanes-Oxley Act have resulted in greater standardization of records
management practices. Since the 1990s the shift towards electronic records has seen a need for close
working relations between records managers and IT managers, particularly including the legal aspects,
focused on compliance and risk management.
Security
Privacy , data protection, and identity theft have become issues of increasing interest. The role of the
records manager in the protection of an organization's records has grown as a result. The need to ensure
personal information is not retained unnecessarily has brought greater focus to retention schedules and
records disposal.
Transparency
The increased importance of transparency and accountability in public administration, marked by the
widespread adoption of Freedom of Information laws, has led to a focus on the need to manage records
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so that they can be easily accessed by the public. For instance, in the United Kingdom, Section 46 of the
Freedom of Information Act 2000 required the government to publish a Code of Practice on Records
Management for public authorities. [16] Similarly, European Union legislation on Data Protection and
Environmental Information, requiring organisations to disclose information on request, create a need for
effective management of such records.
Adoption and implementation
Implementing required changes to organisational culture is a major challenge, since records management
is often seen as an unnecessary or low priority administrative task that can be performed at the lowest
levels within an organization. Reputational damage caused by poor records management has
demonstrated that records management is the responsibility of all individuals within an organization.
An issue that has been very controversial among records managers has been the uncritical adoption of
Electronic document and records management systems.
Impact of internet and social media
Another issue of great interest to records managers is the impact of the internet and related social media,
such as wikis , blogs , forums , and companies such as Facebook and Twitter , on traditional records
management practices, principles, and concepts, since many of these tools allow rapid creation and
dissemination of records and, often, even in anonymous form.
Records life cycle management
A difficult challenge for many enterprises is tied to the tracking of records through their entire
information life cycle so that it's clear, at all times, where a record exists or if it still exists at all. The
tracking of records through their life cycles allows records management staff to understand when and
how to apply records related rules, such as rules for legal hold or destruction.
Conversion of paper records to electronic form
As the world becomes more digital in nature, an ever-growing issue for the records management
community is the conversion of existing or incoming paper records to electronic form. Such conversions
are most often performed with the intent of saving storage costs, storage space, and in hopes of reducing
records retrieval time.
Tools such as document scanners , optical character recognition software, and electronic document
management systems are used to facilitate such conversions.
Education and certification
Many colleges and universities offer degree programs in library and information sciences which cover
records management. Furthermore, there are professional organizations such as the Records and
Information Management Professionals Australasia ( RIMPA ) and the Institute of Certified Records
Managers which provides a separate, non-degreed, professional certification for practitioners, the
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Certified Records Manager designation or CRM. Additional educational opportunities in the form of a
certificate program are also available from AIIM International, ARMA International , and from the
Information and Records Management Society in Great Britain and Ireland. Education and training
courses and workshops on scientific and technical records full life-cycle management and the Quality
Electronic Records Practices Standards (Q-ERPS) are available from the Collaborative Electronic
Notebook Systems Association.
The University of South Australia offers a Graduate Certificate, a graduate diploma, and an MSc in
Business Information Management and Library and Information Management with a specialist stream in
records management. The Australian National University offer a six-week e-learning course worldwide,
in Electronic Document and Records Management. In addition, Columbia University offers its Masters
of Science in Information & Digital Resource Management (IDRM).
Schools in Canada also provide specialized education opportunities in records management. The Faculty
of Information at the University of Toronto allows students in the Master of Information program to
concentrate their studies in Archives and Records Management. The School of Information Studies at
McGill University also includes an Archival Management stream that is enriched in records management
coursework. The University of British Columbia offers a Masters of Archival Studies including a
concentration in Records Management.
Electronic records management systems
An Electronic Document and Records Management System is a computer program or set of programs
used to track and store records. The term is distinguished from imaging and document management
systems that specialize in paper capture and document management respectively. Electronic records
management Systems commonly provide specialized security and auditing functionality tailored to the
needs of records managers.
The National Archives and Records Administration (NARA) has endorsed the U.S. Department of
Defense standard 5015.2 as an "adequate and appropriate basis for addressing the basic challenges of
managing records in the automated environment that increasingly characterizes the creation and use of
records." Records Management Vendors can be certified as compliant with the DoD 5015.2-STD after
verification from the Joint Interoperability Test Command which builds test case procedures, writes
detailed and summary final reports on 5015.2-certified products, and performs on-site inspection of
software.
The National Archives in the UK has published two sets of functional requirements to promote the
development of the electronic records management software market (1999 and 2002). It ran a program
to evaluate products against the 2002 requirements. While these requirements were initially formulated
in collaboration with central government, they have been taken up with enthusiasm by many parts of the
wider public sector in the UK and in other parts of the world. The testing program has now closed; The
National Archives is no longer accepting applications for testing. The National Archives 2002
requirements remain current.
The European Commission has published " MoReq ", the Model Requirements for Electronic Records
and Document Management in 2001. Although not a formal standard, it is widely regarded and referred
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to as a standard. This was funded by the Commission's IDA program, and was developed at the instigation
of the DLM Forum . A major update of MoReq, known as MoReq2, was published in February 2008.
This too was initiated by the DLM Forum and funded by the European Commission, on this occasion by
its IDABC program (the successor to IDA). A software testing framework and an XML schema
accompany MoReq2; a software compliance testing regime was agreed at the DLM Forum conference
in Toulouse in December 2008.
The National Archives of Australia (NAA) published the Functional Specifications for Electronic
Records Management Systems Software (ERMS), and the associated Guidelines for Implementing the
Functional Specifications for Electronic Records Management Systems Software, as exposure drafts in
February 2006.
Archives New Zealand published a 'discretionary best practice' Electronic Recordkeeping Systems
Standard (Standard 5) in June 2005, issued under the authority of Section 27 of the Public Records Act
2005.
Commercial records centers
Commercial records centers are facilities which provide services for the storage for paper records for
organizations. In some cases, they also offer storage for records maintained in electronic formats.
Commercial records centers provide high density storage for paper records and some offer climate
controlled storage for sensitive non-paper and critical (vital) paper media. There is a trade organization
for commercial records centers (for example, PRISM International), however, not all service providers
are members.
Week 14- Module 11
Business Letters and Memos
Business writing is different
Writing for a business audience is usually quite different than writing in the humanities, social
sciences, or other academic disciplines. Business writing strives to be crisp and succinct rather than
evocative or creative; it stresses specificity and accuracy. This distinction does not make business
writing superior or inferior to other styles. Rather, it reflects the unique purpose and considerations
involved when writing in a business context.
When you write a business document, you must assume that your audience has limited time in which
to read it and is likely to skim. Your readers have an interest in what you say insofar as it affects their
working world. They want to know the “bottom line”: the point you are making about a situation or
problem and how they should respond.
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Business writing varies from the conversational style often found in email messages to the more
formal, legalistic style found in contracts. A style between these two extremes is appropriate for the
majority of memos, emails, and letters. Writing that is too formal can alienate readers, and an attempt
to be overly casual may come across as insincere or unprofessional. In business writing, as in all
writing, you must know your audience.
In most cases, the business letter will be the first impression that you make on someone. Though
business writing has become less formal over time, you should still take great care that your letter’s
content is clear and that you have proofread it carefully.
Pronouns and active versus passive voice
Personal pronouns (like I, we, and you) are important in letters and memos. In such documents, it is
perfectly appropriate to refer to yourself as I and to the reader asyou. Be careful, however, when you
use the pronoun we in a business letter that is written on company stationery, since it commits your
company to what you have written. When stating your
opinion, use I; when presenting company policy, use we.
The best writers strive to achieve a style that is so clear that their messages cannot be misunderstood.
One way to achieve a clear style is to minimize your use of the passive voice. Although the passive
voice is sometimes necessary, often it not only makes your writing dull but also can be ambiguous or
overly impersonal. Here’s an example of the same point stated in passive voice and in the active voice:
PASSIVE: The net benefits of subsidiary divestiture were grossly overestimated.
[Who did the overestimating?]
ACTIVE: The Global Finance Team grossly overestimated the net benefits of subsidiary
divestiture.
The second version is clearer and thus preferable.
Of course, there are exceptions to every rule. What if you are the head of the Global Finance Team?
You may want to get your message across without calling excessive attention to the fact that the error
was your team’s fault. The passive voice allows you to gloss over an unflattering point—but you
should use it sparingly.
Focus and specificity
Business writing should be clear and concise. Take care, however, that your document does not turn
out as an endless series of short, choppy sentences. Keep in mind also that “concise” does not have to
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mean “blunt”—you still need to think about your tone and the audience for whom you are writing.
Consider the following examples:
After carefully reviewing this proposal, we have decided to prioritize other projects this
quarter.
Nobody liked your project idea, so we are not going to give you any funding.
The first version is a weaker statement, emphasizing facts not directly relevant to its point. The second
version provides the information in a simple and direct manner. But you don’t need to be an expert on
style to know that the first phrasing is diplomatic and respectful (even though it’s less concise) as
compared with the second version, which is unnecessarily harsh and likely to provoke a negative
reaction.
Business letters: where to begin
Reread the description of your task (for example, the advertisement of a job opening, instructions for
a proposal submission, or assignment prompt for a course). Think about your purpose and what
requirements are mentioned or implied in the description of the task. List these requirements. This
list can serve as an outline to govern your writing and help you stay focused, so try to make it
thorough. Next, identify qualifications, attributes, objectives, or answers that match the requirements
you have just listed. Strive to be exact and specificavoiding vagueness, ambiguity, and platitudes. If
there are industry- or field-specific concepts or terminology that are relevant to the task at hand, use
them in a manner that will convey your competence and experience. Avoid any language that your
audience may not understand. Your finished piece of writing should indicate how you meet the
requirements you’ve listed and answer any questions raised in the description or prompt.
Application letters and cover letters
Many people believe that application letters and cover letters are essentially the same. For purposes of
this handout, though, these kinds of letters are different. The letter of application is a sales letter in
which you market your skills, abilities, and knowledge. A cover letter, on the other hand, is primarily a
document of transmittal. It identifies an item being sent, the person to whom it is being sent, and the
reason for its being sent, and provides a permanent record of the transmittal for both the writer and the
reader.
Application letters
When writing an application letter, remember that you probably have competition. Your
audience is a professional who screens and hires job applicants—someone who may look
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through dozens or even hundreds of other applications on the day she receives yours. The
immediate objective of your application letter and accompanying resume is to attract this
person’s attention. Your ultimate goal is to obtain an interview.
As you write your application letter, be sure you complete three tasks: catch the reader’s
attention favorably, convince the reader that you are a qualified candidate for the job, and request
an interview.
Application letter checklist:
Identify the job by title and let the recipient know how you heard about it.
Summarize your qualifications for the job, specifically your work experience, activities that show
your leadership skills, and your educational background.
Refer the reader to your enclosed resume.
Ask for an interview, stating where you can be reached and when you will be available. If your
prospective employer is located in another city and you plan to visit the area, mention the dates
for your trip.
If you are applying for a specific job, include any information pertinent to the position that is not
included in your resume.
To save your reader time and to call attention to your strengths as a candidate, state your
objective directly at the beginning of the letter.
Example:I am seeking a position as a manager in your Data Center. In such a management

position, I can use my master’s degree in information systems and my experience as a
programmer/analyst to address business challenges in data processing.
If you have been referred to a company by one of its employees, a career counselor, a
professor, or someone else, mention that before stating your job objective.
Example:During the recent ARRGH convention in Washington, D.C., one of your sales
representatives, Dusty Brown, informed me of a possible opening for a manager in your Data
Center. My extensive background in programming and my master’s degree in information
systems make me highly qualified for the position.
In subsequent paragraphs, expand on the qualifications you mentioned in your opening. Add any
appropriate details, highlighting experience listed on your resume that is especially pertinent to the job
you are seeking. Close with a request for an interview. Proofread your letter carefully.
Two sample letters of application are presented below. The first letter (Sample #1) is by a recent
college graduate responding to a local newspaper article about the company’s plan to build a new
computer center. The writer is not applying for a specific job opening but describes the position he
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seeks. The second letter (Sample #2) is from a college senior who does not specify where she learned
of the opening because she is uncertain whether a position is available.
6123 Farrington Road

Apt. B11
Chapel Hill, NC 27514
January 11, 2005
Taylor, Inc.
694 Rockstar Lane
Durham, NC 27708
Dear Human Resources Director:
I just read an article in the News and Observer about Taylor’s new computer center just north of
Durham. I would like to apply for a position as an entry-level programmer at the center.
I understand that Taylor produces both in-house and customer documentation. My technical writing
skills, as described in the enclosed resume, are well suited to your company. I am a recent graduate
of DeVry Institute of Technology in Atlanta with an Associate’s Degree in Computer Science. In
addition to having taken a broad range of courses, I served as a computer consultant at the college’s
computer center where I helped train users to work with new systems.
I will be happy to meet with you at your convenience and discuss how my education and experience
match your needs. You can reach me at my home address, at (919) 233-1552, or at
krock@devry.alumni.edu.
Sincerely,
Raymond Krock
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Sample #2
6123 Farrington Road

Apt. G11
Chapel Hill, NC 27514
January 11, 2005
Taylor, Inc.
694 Rockstar Lane
Durham, NC 27708
Dear Ms. Jones:
I am seeking a position in your engineering department where I may use my training in computer
sciences to solve Taylor’s engineering problems. I would like to be a part of the department that
developed the Internet Selection System but am unsure whether you have a current opening.
I expect to receive a Bachelor of Science degree in Engineering from North Carolina State University
in June and by that time will have completed the Computer Systems Engineering Program. Since
September 2000, I have been participating, through the University, in the Professional Training Program
at Computer Systems International in Raleigh. In the program I was assigned to several staff sections as
an apprentice. Most recently, I have been a programmer trainee in the Engineering Department and have
gained a great deal of experience in computer applications. Details of the academic courses I have taken
are included in the enclosed resume.
If there is a position open at Taylor Inc., please let me know whom I should contact for further
information. I look forward to hearing from you soon. I may be reached at my office(919-866-4000 ext.
232) or via email (Brock@aol.com).
Sincerely,
Rebecca Brock
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Cover letters
As mentioned previously, application letters and cover letters are not the same. A cover letter identifies
an item being sent, the person to whom it is being sent, and the reason for its being sent. A cover letter
provides a permanent record of the transmittal for both the writer and the reader.
In a cover letter, keep your remarks brief. Your opening should explain what you are sending and why.
In an optional second paragraph, you might include a summary of the information you are sending. A
letter accompanying a proposal, for example, might point out sections in the proposal that might be of
particular interest to the reader. The letter could then go on to present a key point or two explaining
why the writer’s firm is the best one for the job. The closing paragraph should contain
acknowledgements, offer additional assistance, or express the hope that the material will fulfill its
purpose.
The following are examples of cover letters. The first letter (Sample #1) is brief and to the point.
The second letter (Sample #2) is slightly more detailed because it touches on the manner in
which the information was gathered.
Sample #1
Your Company Logo and Contact Information
January 11, 2005
Brian Eno, Chief Engineer

Carolina Chemical Products
3434 Pond View Lane
Durham, NC 27708
Dear Mr. Eno:
Enclosed is the final report on our installment of pollution control equipment at Eastern Chemical
Company, which we send with Eastern’s Permission. Please call me collect (ext. 1206) or email me at
the address below if I can answer any questions.
Sincerely,
Nora Cassidy
Technical Services Manager
ncassidy@company.com
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Sample #2
Your Company Logo and Contact Information
January 11, 2005
Brian Eno, Chief Engineer

Ecology Systems, Inc.
8458 Obstructed View Lane
Durham, NC 27708
Dear Mr. Eno:
Enclosed is the report estimating our power consumption for the year as requested by John
Brenan, Vice President, on September 4.
The report is the result of several meetings with Jamie Anson, Manager of Plant Operations, and her
staff and an extensive survey of all our employees. The survey was delayed by the transfer of key staff
in Building A. We believe, however, that the report will provide the information you need to furnish us
with a cost estimate for the installation of your Mark II Energy Saving System.
We would like to thank Billy Budd of ESI for his assistance in preparing the survey. If you need more
information, please let me know.
Sincerely,
Nora Cassidy
New Projects Office
ncassidy@company.com
Enclosure: Report
Assessment Activities:
1. Create a Business Letter

• School Purpose
• Industry
WEEK 15 (May 11-13, 2022)

PRE-FINAL EXAM
___________________________________________________________________
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FINAL COVERAGE
Week 16 to 18, Week 19- Exam
Budgeting
Learning Objectives
• To be able to acquire proper process of budgeting
• To know how to make a budgeting plan
In this lecture you will learn the following

Introduction.
Objectives.
Advantages.
Components of Budgetary Control System.
Types of Budget.
Zero Base Budgeting.
Week 16 – Module 12
Budget
Budget refers to an estimated statement. It is prepared by companies as well as government. It
is for the purpose of attaining some goal.
Budget can be defined as a financial and / or quantitative statement prepared and approved
prior to a defined period of time of the policy to be pursued during that period for the purpose
of attaining a given objective.
It may include income, expenditure and employment of capital. It is often used for control purpose.
Budgetary Control
It is a process in which budget is set and actual is compared with budget to analyse variances.
It means the establishment of budgets relating the responsibilities of executives to the
prerequisite of policy and the continuous evaluation of actual with budgeted results either to
secure by individual action the objective of that policy or to provide a base for its revision.
Objectives of Budget
Planning:
A set of targets/goals is often essential to lead and focus individual and group
actions. Planning not only motivates the employees but also improves overall
decision making.
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Directing:
Business is very complex and requires more formal direction and coordination. Once
the budgets are in place they can be used to direct and coordinate operations in order to
achieve the stated targets.
Controlling:
The actual performance can be compared with the planned targets. This
provides prompt feedback about performance. budget also prevents unplanned
adhoc expenditure.
Advantages of Budgetary Control System

Enables the managers/ administrators to conduct activities in efficient manner.
Provides yardstick for measuring and evaluating the performance of individuals and
their departments.
Reveals the deviations, from the budget by comparing with actuals; Helps in prompt
review process.
Creates suitable conditions for the implementation of standard costing system.
Acts as systematic base for framing future policies and targets.
Inculcates the feeling of cost consciousness and goal orientation.
Leads to effective utilization of various resources, as the activities are planned and
executed effectively.
Week 17 – Module 13 and 14
Components of Budgetary Control System

The policy of a business for a defined period is represented by the master budget, the details of
which are given in a number of individual budgets called functional budgets.
These functional budgets are broadly grouped as physical, cost and profit budgets.
Physical Budgets-
Those budgets which contains information in terms of physical units about sales,
production etc. for example, quantity of sales, quantity of production, inventories and
manpower budgets are physical budgets.
Cost budgets-
Budgets which provides cost information in respect of manufacturing, selling,
administration etc. for example, manufacturing cost, selling cost, administration cost and
research and development cost budgets are cost budgets.
Profit budgets-
Budgets which enables in the ascertainment of profit, for example, sales budget, profit
and loss budget, etc.
69 | P a g e
Types of Budget
Fixed Budget. Long Term Budget.
Flexible Budget. Short Term Budget.
Master Budget. Current Budget.
Functional Budget
Fixed Budget
A fixed budget is the budget designed to remain unchanged irrespective of level of activity
actually attained. Such budget is suitable for Fixed Expenses. It is also known as Static budget.
A fixed budget is not suitable in dynamic environment and for a longer period because of its
rigidity. It is not suitable where labour cost, material cost and other factors are constantly
changing.
Flexible Budget
Flexible budget show the expected results of responsibility centre for several activity level.
Flexible budget is the series of static budgets for different level of activity.
While preparing flexible budget the revenues and expenses are classified into Fixed, Variable
and Semi-variable categories.
In most cases, the level of activity during the period varies from period to period due to change
in demand or seasonal nature or changing circumstances. In such industries/ government
organisations flexible budget is suitable.
Functional Budget
Budgets which relate to the individual function/task in an organisation are known as Functional
Budgets.
For example, purchase budget, sales budget, production budget, plant utilization budget, cash budget.
Master Budget
It is a consolidated summary of the various functional budgets. It is based on goals set. It serves
as the basis upon which budgeted P & L A/c and forecasted Balance Sheet are built up.
Long-Term Budget
The budget which are prepared for periods longer than a year are called long-term budget. Such
budgets are helpful in business forecasting and strategic planning. E.g. Capital expenditure
budget, Research and Development budget.
Short-Term Budget
Budgets which are prepared for periods less than a year are known as short term budgets. E.g.
Cash Budget. Such budgets are prepared regular comparison and action to bring variation under
control.
Current Budget
A budget which is established for use over a short period of time and is related to the current
conditions is called current budget.
Zero Base Budgeting (ZBB)
It refers to budgeting from scratch.
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ZBB is a method of budgeting which requires each cost element to be specifically justified, as
though the activities to which the budget relates were being undertaken for the first time.
To receive funding during budgeting process, each activity must be justified in terms of
continued usefulness.
Under ZBB, the budget for virtually every activity is initially set to zero.
Advantages
Provides a systematic approach for evaluation of different activities and ranks them in
order of preference for allocation of scare resources.
Ensures that the every activity/ function undertaken is critical for the achievement of
objectives. Provides an opportunity to allocate resources for various activities / functions
only after having a thorough cost benefit analysis.
Wasteful expenditure can be easily identified and eliminated.
Ex. Material purchase budget

Calculate the raw material required to be purchased:
Budgeted sales: 5000 units
stock of finished stock in hand is 500 units
Material A and B units (per finished stock unit) : 12 and 10 respectively
Opening stock of Raw material in hand
A:5000 units
B: 3500 units
Closing stock of 1000 units of finished goods is required to maintain.
Solution
Budgeted Sales 5000
+ Desired Closing Stock 1000
Total Requirement of finished stock 6000
- Opening Stock (500)
Units to be produced 5500
Raw Material A B
5500 x 12 66000
5500 x 10 55000
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- Opening Stock (5000) (3500)
Total requirement of raw material 61000 51500
There is no need to keep stock of raw material in hand, hence company will have to purchase
61000 units of material A and 51500 units of material B.
ASSESSMENT: Activities (by GROUP)
1. Prepare a department budget that shows the spending and monitoring budget. Please refer to
your product development plan and compensation administrative salary output.
June 8-10, 2022

FINAL EXAM
___________________________________________________________________________________
Prepared by: Attested by:
HONEY ROSE E. GONZGA

Instructor
Noted by:
72 | P a g e
Email Address: Alface@gmail.com
Telefax: (062)222-2469, Mobile No.: 09285033733
(COLLEGE)
CHED ACCREDITED COURSES
BACHELOR OF SCIENCE IN INFORMATION TECHNOLOGY
BACHELOR OF SCIENCE IN COMPUTER SCIENCE
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION MAJOR IN HUMAN

MANAGEMENT
BACHELOR OF SCIENCE IN MIDWIFERY
BACHELOR OF SCIENCE IN AGRICULTURE MAJOR IN :

: ANIMAL SCIENCE : CROP SCIENCE
BACHELOR OF TECHNICAL-VOCATIONAL TEACHERS EDUCATION MAJOR IN :

: AUTOMOTIVE TECHNOLOGY
: FOOD AND SWERVICE MANAGEMENT
BACHELOR OF SCIENCE IN HOSPITALITY
BACHELOR OF SCIENCE IN CRIMINOLOGY
73 | P a g e
(COLLEGE) STII TRAINING CENTER

CHED ACCREDITED
COURSES
➢ AGRICULTURAL CROPS PRODUCTION NC II

➢ ANIMAL PRODUCTION (POUTRY CHICKEN) NC II
➢ ANIMAL PRODUCTION (RUMINANTS) NC II
➢ ANIMAL PRODUCTION (SWINE) NC II
➢ BARTENDING NC II
➢ BOOKKEEPING NC III
➢ BREAD & PASTRY PRODUCTION NC II
➢ CAREGIVING NC II
➢ DRIVING NC II
➢ ELECTRONIC PRODUCTS ASSEMBLY SERVICING NC II
➢ EVENTS MANAGEMENT SERVICES NC III
➢ FOOD AND BEVERAGE SERVICES NC II
➢ FRONT OFFICE SERVICES NC II
➢ HEAVY EQUIPMENT OPERATOR (HYDRAULIC EXCAVATOR) NC II
➢ HOUSEKEEPING NCII
➢ MOTORCYCLE/SMALL ENGINE SERVICING NC II
➢ ORGANIC AGRICULTURE PRODUCTION NC II
➢ PHARMACY SERVICES NC III
➢ RUBBER PRODUCTION NC II
➢ SHIELDED METAL ARC WELDING NC I
➢ SHIELDED METAL ARC WELDING NC II
➢ TRAINERS METHODOLOGY COURSE
➢ AUTOMOTIVE SERVICING NC I
➢ AUTOMOTIVE SERVICING NC II
➢ HEALTH CARE SERVICES NC II
➢ HEAVY EQUIPMENT OPERATOR (BACKHOE LOADER) NC II
➢ MOTORCYCLE/SMALL ENGINE SERVICING NC II
➢ CAREGIVING NC II
➢ BARTENDING NC II
74 | P a g e
SENIOR HIGH SCHOOL
INDUSTRIAL ARTS
➢ DRIVING NC II
2.
➢ AUTOMOTIVE SERVICING NC I
➢ AUTOMOTIVE SERVICING NC II
HOME ECONOMICS
➢ HOUSEKEEPING NC II
➢ FOOD AND BEVERAGES SERVICES NC II
➢ BREAD AND PASTRY PRODUCTION NC II
INFORMATION AND COMMUNICATION TECHNOLOGY
➢ 2D ANIMATION NC III
➢ COMPUTER SYSTEM SERVICING NC II
➢ ELECTRONIC PRODUCTS ASSEMBLY SERVICES NC II
AGRICULTURAL TECHNOLOGY STRAND
➢ ANIMAL PRODUCTION (POULTRY CHICKEN) NC II
➢ ANIMAL PRODUCTION (RUMINANTS) NC II
➢ ANIMAL PRODUCTION (SWINE) NC II
➢ RUBBER PRODUCTION NC II
➢ ORGANIC AGRICULTURAL PRODUCTION NC II
ACADEMIC TRACK
HUMANITIES AND SOCIAL SCIENCES
➢ EVENTS MANAGEMENT NC III
ACCOUNTANCY BUSINESS AND MANAGEMENT
➢ BOOKKEEPING NC III
SCIENCE, TECHNOLOGY, ENGINEERING AND
MATHEMATICS
➢ ELECTRONIC PRODUCTS ASSEMBLY SERVICING
NC II
75 | P a g e

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SIBUGAY TECHNICAL INSTITUTE INCORPORATED

Lower Taway, Ipil, Zamboanga Sibugay

School President: 0917-127-1826/0917-127-1902 Academic Dean: 0906-439-3454

Week 3 : February 16 – 18, 2022 : UNIT TEST EXAM

Week 7 : March 16-18, 2022 : PRELIM EXAM

Week 18 : June 8-10, 2022 : FINAL EXAM

Modern Office: An Overview

1.2 Meaning and Definition

Fig. 1.1 Modern Office

“An office is a place where business is transacted or professional service is available”-

1.3 Office Work:

The purpose of an office is:

1.4 Office Activities:

a) Processing Incoming mail.

1.5 Factors contributing to the growth of office work:

1.6 Types of Office:

The various types of office are as follows:

Fig. 1.2 Front Office

4. The virtual Office:

Fig. 1.3 Virtual Office

Fig 1.4 Relation of office with other Department

1) Office and production department:

2) Office and Marketing/Sales Department:

3) Office and Purchase Department:

4) Office and Accounts / Finance Department:

5) Office and Personal Department:

1.8 Importance of Office:

The importance of office arises due to the following factors;

a) Office as an Information Center:

Fig 1.5 Office an Information Center

Office is a channel through which communications especially written communications,

d) Aids in Managerial Control:

e) Importance Vis-à-vis workers :

f) Importance Vis-à-vis share holders and creditors :

g) Importance relation to customers:

1.9 Challenges before Office:

1.11 Key Terms :

Office: it is the nerve centre of the entire organization.

1.12 Self-Assessment Question :

4. Discuss the present day challenges before a modern office.

1.13 Further Readings:

UNIT TEST EXAM

• Functions of Office Management

2.2 Definition of Office Management :

2.3 Functions of Office Management :

There is no universally accepts classification of management functions. This is because different

Basic elements of the control process:

2.4 Scientific Office Management :

2.7 Office Organization :

Therefore, by division of labour responsibility can be fixed on individuals. People gain

2.9 Key Terms :

2.10 Self-Assessment Questions:

2. What are the functions of office management?

2.12 Model Questions:

Accommodation and Environment

• Understand the importance of office accommodation

3.3 Location of Office :

3.4 The Office Building :

3.5 Office Layout :

3.6 Open and Private Offices :

3.7 Office Environment :

3.8 Office Lighting :

3.9 Types Of Lighting System :