Saqa-13931-7706-13929-13937-13934 - Learner Guide

NATIONAL CERTIFICATE: BUSINESS
ADMINISTRATION SERVICES ID 67465 LEVEL 3 – 120

CREDITS.
LEARNER GUIDE
SAQA-13931-7706-13929-13937-13934
OFFICE ADMINISTRATION
SKILLS PROGRAM 4
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Learner Information:
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Facilitator Name:
Date Started:
Date of Completion:
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Learner Guide Introduction
About the Learner This Learner Guide provides a comprehensive overview of the SAQA-13931-
Guide… 7706-13929-13937-13934- OFFICE ADMINISTRATION SKILLS
PROGRAM 4,and forms part of a series of Learner Guides that have been
developed for NATIONAL CERTIFICATE: BUSINESS
CREDITS.The series of Learner Guides are conceptualized in modular’s
format and developed for NATIONAL CERTIFICATE: BUSINESS
CREDITS.They are designed to improve the skills and knowledge of learners,
and thus enabling them to effectively and efficiently complete specific tasks.
Learners are required to attend training workshops as a group or as specified
by their organization. These workshops are presented in modules, and
conducted by a qualified facilitator.
Purpose Demonstrating and understanding of office equipment maintenance procedures

and processes ,Conducting routine maintenance on designated office
equipment
Outcomes The qualifying learner is capable of: Demonstrating and understanding of
office equipment maintenance procedures and processes ,Conducting routine
maintenance on designated office equipment
Assessment Criteria The only way to establish whether a learner is competent and has
accomplished the specific outcomes is through an assessment process.
Assessment involves collecting and interpreting evidence about the learner’s
ability to perform a task. This guide may include assessments in the form of
activities, assignments, tasks or projects, as well as workplace practical tasks.
Learners are required to perform tasks on the job to collect enough and
appropriate evidence for their portfolio of evidence, proof signed by their
supervisor that the tasks were performed successfully.
To qualify To qualify and receive credits towards the learning programme, a registered
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assessor will conduct an evaluation and assessment of the learner’s portfolio of
evidence and competency
Range of Learning This describes the situation and circumstance in which competence must be
demonstrated and the parameters in which learners operate
Responsibility The responsibility of learning rest with the learner, so:
 Be proactive and ask questions,
 Seek assistance and help from your facilitators, if required.
US No US Title Level Credits
13931 Monitor and control the maintenance of office 3 4

equipment
7706 Maintain a booking system 3 3
13929 CO-ORDINATE MEETINGS, MINOR EVENTS AND 3 3

TRAVEL ARRANGEMENTS
13937 Monitor and control office supplies 3 3
13934 PLAN AND PREPARE MEETING COMMUNICATIONS 4 3
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1
Monitor and control the maintenance
Learning Unit of office equipment
UNIT STANDARD NUMBER: 13931

LEVEL ON THE NQF : 3
CREDITS : 4
FIELD : Business, Commerce and Management Studies
SUB FIELD : Office Administration
Learners will be learning towards obtaining a national qualification at level 3 or are

working in an administrative and SMME (Small, Medium and Micro Business)
PURPOSE:
environment, where the acquisition of competence against this standard will add value to
the learner`s fob, or chances of finding employment. Learners will be well positioned to
extend their learning and practice into other areas in the business environment, or to
strive towards professional standards and improved performance.
The qualifying learner is capable of:
Demonstrating and understanding of office equipment maintenance procedures and
processes
 Conducting routine maintenance on designated office equipment
LEARNING ASSUMED TO BE IN PLACE:
Learners will have demonstrated competence in communication at NQF level 2 or equivalent.
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SPECIFIC OUTCOME 1.
Demonstrate an understanding of office equipment maintenance
procedures and processes.
ASSESSMENT CRITERIA
1. The importance of conducting routine maintenance on office equipment is explained.
2. Office equipment for maintenance is identified and listed.
3. Procedures for maintenance of office equipment are explained.
4. Appropriate personnel are notified of impending maintenance.
List of Types of Office Equipment

Stationary
Stationary is a traditional part of the office environment, and continues to be essential in the 21st century.
Stationary includes items such as pens, rulers, staplers, paperclips and other equipment used to make
notes and perform basic tasks connected to activities such as idea brainstorming and recordkeeping, for
example. Notepads are commonly used to record minutes in meetings, while post-it notes are used to
communicate short messages effectively within the office.
Computers
Computers are used for a large amount of office-based tasks. Word processor programs are utilized to
type up notes and minutes and to produce reports and communications, while spreadsheet programs will
be used in account keeping. Computers allow access to the Internet, which provides both internal and
external communication tools in the form of e-mail, as well as immense research capabilities. The type of
computer used by an office will vary based on what work is required. A more up-to-date computer will be
needed for desktop publishing and graphics production packages, for example, while office workers may
use laptops, especially if they regularly work while on the move.
Computer-based Hardware
Several commonly found pieces of office equipment are designed for use alongside computer systems,
and are typically connected to them. These include printers, which enable office workers to produce hard
copies of documents such as reports and accounts, and scanners. Scanners allow professionals to
reproduce documents and graphics onto computers in digital form, for example for use on a company
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website, and are available in a range of resolutions which offer varying levels of detail. More expensive
scanners, those with resolutions of 3200 DPI (dots per inch) and more, are suitable for graphic designers
and professionals in similar fields.
Document Manipulation
Other useful machines generally found in offices include the photocopier, which allows workers to make
multiple copies of a document for reference and for sharing with colleagues, and shredders. The shredder
is increasingly important with the prevalence of identity fraud. Shredders are used to destroy documents
containing potentially important information about an individual's or company's accounts, preventing
would-be fraudsters from using this information.
Communications
Professionals need to communicate with individuals both within their company and outside, so most
offices will utilize a telephone system. This system will connect all of the workers in the office together
and will have built-in features, which enable an individual to divert a call to a colleague, for example.
Other functions of phone systems include conferencing, which allows multiple workers to join in the
same conversation, and message recording capabilities. Professionals might also use advanced cell
phones, such as BlackBerry devices, while away from their desk.
Importance
Each piece of office equipment requires periodic preventative and corrective maintenance over the course
of time in order to keep it in working condition. If equipment is broken, employees cannot properly
perform their job functions and productivity slows down or even stops. As a result, the equipment must be
repaired properly, in a timely and cost effective manner. There are a few options to choose from to ensure
this happens. Manufacturers offer maintenance agreements on their equipment to deal with the financial
uncertainty associated with equipment maintenance and repair. In exchange for a fixed annual fee, the
manufacturer will bear the financial risk and handle the equipment maintenance and repairs. Maintenance
agreements cover equipment for a certain time period, which should be clearly identified in the
agreement. In the absence of a maintenance agreement, an equipment owner can elect to pay for repairs
on a time & materials basis (T&M); this means that the owner pays for parts, labor, and travel on an as-
needed basis. However, several closely spaced equipment failures can severely impact a company's cash
flow.
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No matter what field of work you are in, you need to have good equipment maintenance. It doesn't matter
if you work in an office and work on your computer or other IT equipment, are out in the field driving
around in a company vehicle, or even in a shop or warehouse. You need to have not only regular
maintenance, but also have preventative maintenance done as well. If you don't make sure that regular
maintenance is performed on your equipment, you will soon have numerous problems. Your vehicles,
without the right fluids and oil, can blow a motor. Without regular cleanings, your saws, nail guns and
other equipment will seize up. Even computers, printers and other related equipment needs proper
maintenance to prevent them from crashing.
You may think that the time it takes to do routine maintenance lowers productivity. But while it may take
a half an hour or even more to do regular checks, it is far less costly than the machine or other equipment
breaking down, and having a specialized technician come and fix it, or worse, having to replace the unit
altogether. Not only will this create more downtime, but the costs can be enormous. There are many
software programs that can help you with regular equipment maintenance. They can help you set up a
routine schedule, walk you through the job itself, and in some cases, especially when it comes to
computers, have it set up so that the maintenance is done while you are out of the office, automatically.
This means that there really isn't any down time at all. At the end of the scheduled sweep,
defragmentation, and disk corrections, a report will appear and you can go over it at your earliest
convenience.
There are some things you need to be on the look out for when it comes to equipment maintenance
software programs. The first and foremost is that it should be easy to learn and understand. If it is too
complicated, chances are you aren't going to take the time to learn it, and then it is a waste of money. The
second thing about the software is that is should be quick, easy to use, and does its job in a timely
manner. Sure, if you haven't been using regular maintenance, it is going to take longer to work the first
few times, there will be a lot of different tasks it will have to perform. The more it is used, the faster it
should be.
There should be a lot of different features, especially when it comes to computer cleanup software. You
want software that covers many different aspects, cleaning up disks, defragmenting programs, as well as
anti virus scanning, and checking your firewalls. The more you are able to have in one software package,
the better. Having too many different kinds of software can load down your maintenance, and cause
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redundancies. The equipment maintenance software should also make it easy to schedule maintenance,
and make it easy to track its history. You should be able to look at these whenever you want, and be able
to find it quickly. Some of the other things to consider are cost, how easy it is to contact customer
services, and how long the company offering the software has been in business
SPECIFIC OUTCOME 2.
Monitor and liaise with maintenance providers
ASSESSMENT CRITERIA
1. Maintenance providers are identified, listed and contact details are obtained.
2. Suggestions and recommendations for suitable maintenance providers are submitted.
3. Maintenance agreements are studied and filed.
4. Maintenance providers are contacted to repair or maintain equipment where relevant.
5. Any problems with maintenance providers are identified and reported.
Maintenance procedures typically refer to inspection and repairs of various machines or buildings to
ensure there are no problems that might halt production or use. There are various types of maintenance
procedures, including preventative maintenance, that ensure equipment and machinery continue to
operate smoothly and efficiently. Other procedures may include maintenance management, during which
supervisors organize repairs for a company.
Many offices now depend on a copier, fax, printer, scanner, or a all in one model, in their office to
conduct matters of business. With a maintenance agreement, you ensure that in cases of technical
problems, your equipment will be repaired as quickly as possible. Reducing down time with minimal
interruption in the flow of your office.
A maintenance agreement for office equipment is a service contract providing for an outside company
to keep your office equipment in good operating condition, or to come in when called to fix a problem
with the equipment. If you think about it, almost every business utilizes electronic equipment in one way
or another. Each piece of equipment requires periodic maintenance over the course of time in order to
keep it in working condition. When equipment breaks down, there are costs associated with repairing it.
Manufacturers offer maintenance agreements on their equipment to deal with the financial uncertainty
associated with equipment maintenance and repair. In exchange for a fixed annual fee, the manufacturer
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will bear the financial risk and handle the equipment maintenance and repairs. Maintenance agreements
cover equipment for a certain time period, which should be clearly identified in the agreement. In the
absence of a maintenance agreement, an equipment owner can elect to pay for repairs on a time &
materials basis (T&M); this means that the owner pays for parts, labor, and travel on an as-needed basis.
However, several closely spaced equipment failures can severely impact a company's cash flow.
Record Keeping System

Organize your preventative maintenance program by implementing a record keeping system. Track
equipment failures, part replacements and the frequency of equipment use. Use software, printed
checklists or whichever methods works best for your organization. All this information will be
instrumental in creating a baseline for developing a preventative maintenance repair schedule.
Repair Schedules
Based on the information you've been collecting in your record keeping database, you can devise a
schedule for your maintenance program. As long as you follow the schedule and execute it properly, you
should be able to reduce equipment failures and repair costs. Automate your schedule with software so
that one person doesn't have the burden of keeping track. However, one person should be in charge of
making sure everyone else follows the schedule.
Teamwork
Management should be involved at some level so that the employees know the importance of the
preventative maintenance program to the company. Use teamwork initiatives like awards and free lunches
to motivate your staff to follow the maintenance program schedule. You can also give individual
recognition. Create a training program in which senior operators work with newer staff for on-the-job
training. If more people know how to do the work, then it reduces your need to call outside people if one
of your team members goes on vacation. Publish the numbers so that your employees see what their hard
work has accomplished.
Inventories and lists of supplies

An inventory shows details of all equipment and stores that currently belong to the organisation. Your
organisation may have a number of separate inventories, for example, for different sections or locations,
or separate inventories for consumables, office equipment and vehicles. Most offices keep records of
equipment, and consumables such as paper, ink, CD ROMs, bulbs or batteries. You need to be aware of
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procedures for dealing with supplies and consumables, such as stationery, toner, blank CDs and batteries,
including:
 Who is responsible for restocking supplies?
 Is there a register to track supplies used, or are they freely available?
 Is there a procedure for noting low stock levels?
Lists of supplies can be used to track the use of consumable items, such as stationery and first aid
supplies. There may also be a procedure for using stocks of supplies. Lists are often attached to the
outside of a stock cupboard to enable users to make a note of any items that are removed, so that stock
can be monitored and re-ordered. Other information that you may document in the inventory includes
details of where equipment is normally kept, for example, storage room or equipment shed.
SPECIFIC OUTCOME 3.
Conduct routine maintenance on designated office equipment.
ASSESSMENT CRITERIA
1. Type of routine maintenance is identified and explained.

2. Safety measures for routine maintenance are described.
3. Location of maintenance equipment and accessories are identified and procedure for retrieval is
explained.
4. Routine maintenance is conducted according to manufacturers' instructions.
5. Office equipment is checked to ensure it is in working order before use.
6. Maintenance materials are disposed of in accordance with organisational requirements.
7. Routine maintenance is conducted within agreed time frames.
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Routine Maintenance is work that is planned and performed on a routine basis
Maintenance types
Generally speaking, there are three types of maintenance in use:
Preventive maintenance, where equipment is maintained before break down occurs. This type of
maintenance has many different variations and is subject of various researches to determine best and most
efficient way to maintain equipment. Recent studies have shown that Preventive maintenance is effective
in preventing age related failures of the equipment. For random failure patterns which amount to 80% of
the failure patterns, condition monitoring proves to be effective.
Corrective maintenance, where equipment is maintained after break down. This maintenance is often
most expensive because worn equipment can damage other parts and cause multiple damage.
Reliability centered maintenance, often known as RCM, is a process to ensure that assets continue to do
what their users require in their present operating context.
Maintenance
Much of the equipment used in the workplace has regular maintenance requirements, or needs repair at
some time, for example:
 to replace consumables or broken parts
 to deal with malfunctions
 to arrange for external servicing or repair.
Some problems are fairly simple and can often be solved immediately by the operator. Look for an
instruction manual or troubleshooting tips for solving basic problems. You also need to be aware of any
procedures that relate to these tasks, for example, recording consumables used so that these can be re-
ordered. If problems are more complex, advise your supervisor or the person responsible for equipment
repair of the problem. Consider:
 Is there a designated person responsible for maintaining equipment?
 Is a specialist technician required?
 Will your actions affect the warranty or pose a danger to you or others?
Some problems should be left to the experts. Never try to open the casing of any machinery or electronic
equipment, disassemble any equipment components, or interfere with any part of the power supply.
Regular maintenance can keep your office computer running.
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Proper care of your office equipment will keep your business running smoothly. A good cleaning every
few months will keep keyboard keys from sticking and equipment from overheating. Regular
maintenance may reduce downtime and maintenance calls for your computers, printers and fax machines.
Instructions
Computers
1 Keep computers in a dry environment, away from sources of excessive heat or moisture. Do not place a
computer next to a heating source or drink your coffee while at the computer.
2 Wipe screen and keyboard regularly with a static-free cloth and cleaner designed for use on computers.
How to Clean up Computer

3 Use compressed air to clean debris from between the keys on the keyboard. Turn the keyboard over and
shake loose dirt. Use compressed air again to get leftover debris from between the keys.
4 Keep ventilation holes on the computer clear of blockages from dust or other items on the desk to
prevent overheating. Use compressed air to blow dust and debris from all vents.
5 Plug all computers into surge protectors.
Printers
6 Open removable parts of the printer and wipe the insides with a dry, clean cloth.
7 Check the manufacturer specifications on paper weight and size. Verify that the paper you are using
does not exceed the recommended weight and size. Paper weight indicates the thickness of the paper and
can be found on the manufacturer's packaging.
8 Do not overfill the paper tray.
9 Remove all jammed paper completely.
10 Change ink as needed. Open the top of the printer and remove the ink cartridge. Specifications should
be printed on the side to help you order another cartridge from your local office retail store or supplier. If
you cannot find the ink cartridge, refer to manufacturer guidelines in the printer's manual.
Fax Machines
11 Keep a fax machine in a dry room. Humidity can cause paper to stick together.
12 Place fax machines at least six inches from walls for adequate ventilation around the equipment.
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13 Fan paper with your hand before inserting it in the fax machine. This prevents the machine from taking
too much paper and jamming in operation.
14 Change toner as needed. Locate access on the front of the fax machine and remove toner. Set aside on
a piece of newspaper or throw it in the trash immediately, as old toner cartridges can leak. Place the new
toner cartridge in the slot. Wipe up any spillage.
To function as an effective and productive member of your organisation, it is important that you know
how to select equipment that is appropriate for the task, and then use it in accordance with designated
instructions. The maintenance of that equipment is also critical to ensure that it is always operational.
At the end you should be able to:
 select and use equipment appropriate to the task according to organisational procedures and
manufacturers’ instructions
 store and dispose of equipment and materials in accordance with organisational procedures
 deal with issues and problems arising from the operation of equipment in accordance with
organisational protocol
 undertake training to use particular equipment as needed.
Workplace equipment and machines

Examples of typical office equipment include:
 telephone, fax, photocopiers and pagers
 security systems and intercoms
 television, video and CD players, cameras
 computers, printers, scanners and other peripherals.
There will be specific operational, maintenance and safety requirements for use of this equipment. These
are often posted near the equipment, or provided in the manufacturer’s instructions, or during workplace
training. Your organisation will also have protocols and procedures regarding who can use the equipment
and for what purposes.
Safe use of equipment

The health and safety of all persons is important when using equipment. This includes the user, those
nearby, and those who will use the equipment in future.
Safety considerations may include:
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 selecting the right equipment for the task
 operating it correctly and in accordance with the manufacturer’s guidelines
 following health and safety instructions and using any protective equipment provided
 not misusing equipment, or using it for purposes other than that for which it is intended
 reporting any damage, or problems with the operation of equipment.
Safety instructions can normally be found in the operating manual, attached or marked on equipment
itself, or posted nearby.
Storage and disposal of equipment and materials

Your organisation will have strict rules about the storage and disposal of equipment and materials. These
could include:
 shredding confidential documents
 recycling general waste paper
 recycling photocopy toner
 secure storage of assets such as video-conferencing equipment, recording equipment and office
laptops
 home garaging of agency vehicles.
Training
If you do not know how to use a piece of equipment in your organisation, it’s a good idea to ask for
training in how to operate it correctly. The training should include instructions for safe use and any
related workplace procedures or protocols. Examples of equipment requiring training could include:
 computers and computer systems
 common office equipment such as photocopiers and faxes
 equipment used to communicate between remote sites
 specific equipment, or equipment adapted for assisting clients with a disability.
If your organisation replaces an existing piece of equipment with a newer model or different brand, you
should receive training in operating the new equipment. Policies, procedures and protocols for accessing
training in your workplace could include:
 a requirement to develop a personal training plan
 procedures for requesting training
 approval of costs and time off work to attend training courses
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 mandatory training for certain equipment.
If your organisation is very small or in a remote location, you may need to travel to a training venue,
complete training online, or have a co-worker teach you.
Maintain a Booking System
Unit 2
CREDITS : 3
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 The learner will be able to maintain, determine, record and confirm bookings on a
manual and computer system
PURPOSE:
None
SPECIFIC OUTCOME 1.
Explain the importance of giving accurate information to
customers.
ASSESSMENT CRITERIA
1. Explain the importance of giving accurate information to customers and the need to be aware of
time.
Providing a little (or a lot) of information can go a long, long way to building a good relationship with
your visitors. That, in turn, can lead to more sales and significant business growth. Unfortunately, many
online businesses go with the less is more philosophy. As such, this leads to less user satisfaction and in
turn, fewer sales.
How more information helps your business

More information demystifies the product or service and allows your customer to have more accurate
expectations. By giving information in a way your visitors can understand you allow them to make a
decision that is best for them, not just best for you. When customers make decisions on no or incomplete
data, you may get the sale NOW, but you'll lose the long-term benefit of that client. The gain of $100 will
ultimately be at the expense of $1000.
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More information creates less resistance in closing the sale. It's better to have a customer make a decision
that's ultimately not the one you wanted than to struggle with the decision from lack of knowledge. More
information essentially greases the wheels. Once greased the wheels tend to, but not always, move in the
direction of the one giving the best and most complete information available. Customers are more likely
to buy from those in which they can establish expectations vs. one where the expectations, regardless of
how great the product is billed, are hard to pin down.
More information puts more responsibility on the person getting knowledge. Nobody likes for an angry
customer to come back to them with "you didn't tell me..." If you are upfront with both pros and cons,
benefits and possible side-effects, this puts the responsibility of the decision solely on the customer. That
does not alleviate the seller or service provider of any responsibility; they still have to back up everything
they say in their sales material. But full disclosure has a way of protecting you from unwarranted
expectations.
More information allows for greater input and feedback from the customer or client. The more open
you are with your customers, the more open they will be with you. The information they provide can be
crucial to fix potential problems, provide a better service, find new ways to please customers, and a host
of other things. Customer feedback is an essential part of a business success. Customers will be more
open with their feedback if you are more open with them.
More information creates less confusion as to what, if any, the customer’s responsibilities are. This is
especially true in the service industry but the same can be applied to products. Does a product need to be
assembled or treated a certain way? Is the customer expected to do anything in order to ensure longevity?
These are all important questions that should be answered before the sale is made. This not only ensures
the customer knows what they are getting but also cuts down on returns. In the service industry,
preventing any confusion is essential to ensure that the services you provide get the results that are
expected.
More information creates less worry in the mind of the customer. When customers are not worried then
they make decisions quicker and easier, which leads to more sales. For those that rely on long term
customers, giving them less to worry about will ultimately mean less customer support calls and emails.
It’s great to be able to help customers whenever they need, but if that need can be reduced or eliminated
with a bit of information, your time will go into other areas that foster business growth.
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SPECIFIC OUTCOME 2.
Explain the reasons for providing an efficient service
ASSESSMENT CRITERIA
1. Explain the reasons for providing an efficient service in terms of company profitability and repeat
guest business.
Efficiency
Rationale Efficient service is important as it creates the impression that the employee:
 is familiar with company procedures and knows what he/she is doing
 is able to identify and address customer needs efficiently
 cares about customer satisfaction

Customers love efficiency and customer satisfaction impacts on company profits.
Remember that ‘time is money!’
All members of staff should prioritise work to be completed and follow
establishment policies and procedures. This makes it easier for everyone to
complete tasks within a specified time limit.
All representatives of an establishment should present themselves in an organised
and efficient manner. This will make guests feel more confident in the staff’s
ability and make their stay more relaxed.
To avoid misunderstanding later on, complete relevant documentation and file it
according to organisational requirements.
What could happen if efficient service is not provided to the customers?
Effective & Efficient Customer Service

Great Customer Service
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Create an environment where great customer service is automatic and even the most contentious customer
problems are solved easily with a smile. For customer service to be effective and efficient, it needs to be
automatic. Manage the resources required to produce the environment needed to promote this. Train the
support team with methods which are proven to be successful
Significance
A company without customers is no company. Getting customers is hard; keeping these customers is
harder, and losing customers is something a company cannot afford. This makes customer service a very
exacting numbers game where there is no room for a single failure. Reach this level of excellence by
applying tried and tested systems, rules and procedures, and having plenty of back up. Customers will
always look for positive experiences when they make contact with a company for any reason.
Perfecting Customer Service

Improve customer service in several ways that will facilitate and automate the handling of customers for
whatever reason they contact the company. Use automation to increase efficiency and reduce the
workload. This is the number one reason for adopting automated call queues. However, there is still
plenty of room for planning when creating a system that runs on automation. Guarantee better efficiency
with a system that records every call from a customer to the company. Instigate a system where the
customer service representative does not need to record any details about the customer since they are
already recorded and displayed on the computer screen and pass directly from the server to the call
representative as the call is coming through.
Personalized Customer Service

Customers who can personalize their experience and configure their own settings will feel connected to a
company and give the customer representative the ability to target the services most needed by that
customer. Customers will delight in repeating business if they are quickly able to click to a solution on a
Web site with little wasted time, or reach the exact department quickly on the phone. Customer profiling
not only assists the company in providing the customer with superlative service, but also helps the
customer get quickly to what they are seeking.
Familiarity Breeds Good Business

Become very familiar with all customers by making access to information about them very easily
available and their profiles turned into useful information rather than meaningless data. This requires
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good CRM software that will interpret customer information and make it useful to a sales person or
technical support. Important facts are how often the customer has done business with the company and to
what dollar amount over what period. Even a customer who has not contacted the company for a period of
years needs to be identified if he or she has ever made a purchase.
Dig For Feedback, Mine The Results
A great company will be constantly looking for ways to get a reaction from its customers, whatever kind
of response this may be. Actively seek responses from all customers, however small their participation is.
Invite them to provide feedback. Reward them for their information and provide incentives for them
becoming more familiar with the company. Use this feedback to build successful customer metrics which
will eventually drive the customer service engine. Take note of anything they ask for and plan to
implement any suggestions for improvement before they have forgotten that they asked for them
SPECIFIC OUTCOME 3.
Explain the need to meet customer expectations in terms of
knowledge of services and facilities.
ASSESSMENT CRITERIA
Customer Expectations
Services & facilities It is very important to have a good knowledge of services and facilities available
as this will enable the service provider to provide enquirers with complete
information, which will assist them in making an informed decision about their
reservation.
The better the service provider’s knowledge is of the establishment’s facilities
and services, the better he/she is able to make good alternative suggestions to
guests when necessary.
Give guests/customers accurate information to avoid misunderstandings,
discrepancies and false expectations.
To do this, tell them exactly:
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 what they can expect from the company
 when they can expect it
 how often they can be updated on the status of work in progress/ until a task
is complete
If guests/customers are fully informed, they are unlikely to be difficult.
SPECIFIC OUTCOME 4.
Explain the importance of taking deposits in terms of 'no shows'
ASSESSMENT CRITERIA
1. Explain the importance of taking deposits in terms of ?no shows? and of accurately recording and
filing details of bookings.
Importance of Deposits
It is important to collect a deposit when confirming a booking as this acts as a guarantee to the
organisation that the guest has committed himself/herself to the booking. Also this safeguards the
company from any profit losses, time wastage and resource wastage due to last minute cancellations.
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SPECIFIC OUTCOME 5.
Explain the reasons for keeping bookings up to date and following
up on unconfirmed bookings.
ASSESSMENT CRITERIA
 Range of records: daily, weekly, monthly
Range of Records
Obtain examples of records that are
1) Updated on a daily basis
2) Updated on a weekly/monthly bsis
Daily Keep daily records up to date as follows:

 Ensure changes regarding the day's arrivals are communicated to Reception
and any other department that may be affected e.g. Housekeeping.
 Update the daily arrivals file with correspondence and re-file correspondence
as necessary.
 Night Audit will print out the Daily Arrivals List. This must be distributed to
Housekeeping, all restaurants, the kitchen, Concierge and all other Heads of
Department.
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Weekly/monthly For middle term records i.e. on a weekly or monthly basis, proceed as follows:
 Record changes on the computer as described above.
 10, 20 and 30 day forecasts are normally printed out and distributed to all
Heads of Department on the 1st, 11th, and 20th of every month, or as
requested.
 Change written correspondence in the relevant file, and advise affected
departments accordingly.
State the importance of keeping

1) accurate records
2) records that are up to date
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SPECIFIC OUTCOME 6.
Explain the importance of keeping other departments informed of
current and future bookings.
ASSESSMENT CRITERIA
Informing Other Departments

Importance It is important to inform other departments of new bookings and amendments to
bookings for the following reasons:
 Bookings and amendments affect other departments such as Housekeeping,
restaurants and the Kitchen.
 Failure to advise them of new guests or changes may result in a guest’s needs
not being met.
 It may also result in wastage - especially if the guest or client reduces the
number of guests expected.
What could happen if other departments are not informed of bookings and
amendments.
List the departments in your unit that need to be informed of bookings and
amendments.
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SPECIFIC OUTCOME 7.
Given a range of customers, deal with customers politely and
efficiently
ASSESSMENT CRITERIA
1. Given a range of customers, deal with customers politely and efficiently and identify their
requirements correctly.
Range of Customers
List the types (range) of customers that frequent your establishment.
Booking agencies These are an extremely important source of business, and every effort must be
made to assist them e.g. travel agencies. If special rates apply to reservations
made by certain agencies, make sure that these are quoted.
Customers with When communicating face-to-face with guests who have hearing difficulties,
communication speak only when the guest can see your face and speak clearly.
difficulties If one is dealing with a guest who cannot speak English, request assistance from
a colleague who speaks the guest's language. If there is no such colleague
available, attempt to assist the guest by speaking simply and slowly, using
pictures, sign language and referring to brochures or other printed material.
If the guest still cannot understand, request the assistance of the Duty Manager.
Describe how you would deal with a customer who speaks a foreign
language that you are not familiar with.
Customers with When handling enquiries from/about people with mobility difficulties, note the
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mobility difficulties following:
 Provide information about the extent to which the hotel is equipped to handle
guests with mobility difficulties if requested.
 Establish the nature of the disability - is the person in a wheelchair, or on
crutches?
 Be completely honest - it would be foolish to say that the hotel is equipped to
deal with a person in a wheelchair if there are no ramps, disabled rooms or
disabled toilets. The guest will become frustrated when staying at the hotel
because of a constant need for assistance.
Customers requiring Group bookings can usually be accommodated in if bookings are made well in
bookings for groups advance or during a non-busy season. Make a special note of whether the group
booking is for a conference or special event and provide the enquirer with all the
relevant information.
During busy periods, however, one may not be able to accommodate all members
of a group. Should this arise, proceed as follows:
 Explain to the enquirer that the establishment will be overbooked by
accepting a group reservation.
 Let the enquirer know that the matter will be referred to the Front Office
Manager or General Manager for a decision, and get back to the caller with
the information
 Special arrangements can usually be set up with other establishments on the
area share accommodation
Regular customers If the enquirer is a regular guest or a VIP, note the following:
or VIPs  Every guest/customer should feel important
 Use the guest’s name when referring to him/her
 If the requested period is unavailable, offer to refer the request to the Front
Office Manager to see if some arrangement can be made to accommodate the
guest.
 Make a note of VIP guest’s special requests such as additional security/body
guards under “special requests”.
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Observe the receptionists checking in or out various guest types and note
how they deal with the different guest types in different ways (adapting).
State your observations.
SPECIFIC OUTCOME 8.
Give customers accurate information and meet their enquiry
needs.
ASSESSMENT CRITERIA
Accurate Information
Importance Customers require accurate information about the services provided by en
establishment, as this clarifies whether the company can meet their needs, and
will increase the likelihood that they will make a reservation.
If enquirers are given inaccurate information, especially regarding rates, there is a
strong probability that a potential guest will be lost to a competitor
Furthermore, it is important to consider the following:
 Most guests are unfamiliar with the local area
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 It is the responsibility of the host to ensure that their guests’ needs are met
 Time can be saved when dealing with subsequent mistakes
 Incorrect information could result in customer complaints
State the results of customers receiving the incorrect information from staff
members?
SPECIFIC OUTCOME 9.
Promote the establishment?s services and facilities at all
appropriate times and explain why.
ASSESSMENT CRITERIA
1. Range of services and facilities: sleeping accommodation, conference, function, exhibition room,
and restaurants
Promotion of Services and Facilities

Reasons The more staff know about the hotel’s services and facilities, the better they are
able to provide information and promote these.
This will facilitate the ability to make suggestions that will encourage guests to
use services and facilities that they might not have thought of using and in so
doing enjoy their stay and increase the establishment’s revenue.
Whenever a guest asks a question about the hotel, this presents an opportunity to
promote its facilities and services.
For example:
 If a guest asks about whether it is safe to go for a run in the area, answer
appropriately giving adequate information about being cautious, and then
suggest that he/she might want to use the hotel gym (if available).
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 If the establishment is a resort hotel with golfing facilities, ask the guest if
he / she has played a game or had a lesson with the resident golf
professional.
State reasons why it is necessary to promote an establishment’s Services

and facilities to it’s customers?
Range of Services and Facilities

1) Establish the range of room types available in your hotel.
2) Obtain a copy of the directory of services for your establishment.
File both at the back of this module.
Sleeping It is important to familiarise oneself with all aspects of sleeping accommodation

accommodation available at the establishment so that the most suitable options may be presented
to the enquirer.
Become familiar with the following:
 How many guests the establishment can accommodate
 Special features available e.g. televisions with DSTV, mini-bar, air-

conditioning etc
 Are there rooms available that accommodate people with mobility
problems? How many rooms are there available and where are they
located?
 Are there other special rooms such as: VIP rooms, honey moon suites,
rooms with special benefits e.g. sea-facing or luxury
 Price ranges of various room types
 The number of people each room or suite can accommodate e.g.

single/double rooms, family suites with more than one room.
 Are these self-catering or normal?
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What would happen if you are not familiar with services and facilities of
your establishment?
SPECIFIC OUTCOME 10.

Determine the availability of services and facilities correctly and
communicate this clearly to the.
ASSESSMENT CRITERIA
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Function It is important to know what sort of functions the establishment caters for and to
what extent.
Check the following:
 Number of people that can be accommodated
 Special features and equipment that are available/can be hired e.g. audio-visual
equipment
 Food and beverage requirements
 Does the establishment offer any discounts on block bookings for guests
attending the function
 Has the establishment catered for any special unusual requests in the past, and
can they repeat this if required?
Conference By knowing details of conference facilities (if available) one can easily answer
guest’s questions and promote supporting /special facilities e.g. restaurants and
catering requirements.
Check the following:
 What conference facilities are available and relevant costs
 How many people it can accommodate
 Availability of special equipment (e.g. types of audio-visual equipment, fixed or

movable chairs, ramps for people with mobility difficulties)
 Accessible restrooms, lounges and waiting areas
 Can tea, lunches, dinners etc be arranged during intervals and at what additional
costs
 What additional/special services can be arranged e.g. butler services, secretarial
services, additional parking and valet services, telephone/fax/e-mail services etc.
 Would accommodation have to booked for people who will be attending the
conference from outside of town?
Exhibition Find out whether the establishment has a special exhibition room for hosting
room exhibitions or if a general room is available for such events.
Furthermore, check the following:
 Size of the room and relevant costs
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 Have exhibitions been hosted previously and make note especially of the popular
and highly successful ones to inform the guest about.
 To what capacity can the establishment organise food and beverage requirements
and what additional facilities can be promoted in the process e.g. in-house bars/
coffee shops/ restaurants or catering services.
 Additional facilities available, e.g. receiving area, restrooms, audio-visual
equipment, additional parking and valet services etc
Restaurant It is important to know what restaurants, bars and coffee shops are available. Take
special care to find out about the following details accommodate the guest’s special
tastes:
 Location
 Types of food served
 Opening and closing times
 Dress codes
 Alternative restaurants in the area

Offer alternative facilities to customers and explain the
importance of doing this.
ASSESSMENT CRITERIA
Alternative Facilities
List the range of services available in your hotel.
Importance Once a customer’s/guest’s needs have been established, clients’ the service
provider will be able to recommend products that meet these needs or offer
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alternatives.
It is important to offer alternatives for the following reasons:
 Customer are assured that the service provider will try his/her best to
accommodate their needs
 Customers like having options available to them and they may be informed
of a better option that they may not have thought of before.
 Alternatives can ensure customer satisfaction and bring in additional
revenue for the establishment

Given a range of bookings, take down the details and record the
booking
ASSESSMENT CRITERIA
1. Given a range of bookings, take down the details and record the booking using a manual or
computerised booking system.
Range of Bookings
Watch the reservationists and receptionists take bookings.
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Range of Always answer the telephone in a polite and friendly manner.
Bookings If the caller asks about room availability, ask for dates and room type. Explain
Telephone different room types and rates. Inform the caller of facilities and amenities (features)
in each room type and explain how the caller will benefit from each room type
(benefits). For example: "I can offer you a family room with a sea-view (feature). It
has a king size bed and two single sleeper couches (feature), so you will have the
children in the same room as you (benefit), if they are small. Alternatively, I have two
double inter-leading rooms (feature) on the ground floor facing the garden (feature).
One has a king size bed and the other has two single beds (feature). Perhaps you will
find that more comfortable (benefit)."
Inform the caller of any special offers that apply.
Check availability on the computer as follows:
 From Hotel menu Select 1 : Reservations.
 Select A : Availability.
 Select 2 : Spread.
 Enter the desired arrival date.
 The system automatically gives 14 day occupancy per room from the start date.
Proceed as follows:
 If the required room type is available, offer to make a reservation, and proceed to
do so.
 If the caller is not ready to make a reservation, offer to send him/her a brochure.
 If the required room type is not available, suggest alternative room types (Offer to
check availability in another local hotel from the same group if there is one, and
get back to the caller).
 Check whether there is anything else the caller wishes to ask about the hotel.
 Thank the caller for the enquiry and wish him/her a pleasant day.
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Face-to-face When a guest/visitor approaches the desk, proceed as follows:
 Look up immediately, make eye contact and smile.
 Greet the guest and offer assistance: "Good morning, Sir / Ma'am. How may I
help you."
If one is busy attending to another guest, proceed as follows:

 Tell the guest that he/she will be attended to in a moment.
 When finished what has to be done, apologise for the delay: "I am sorry to have
kept you waiting, Sir / Ma'am. How may I help you?" OR "Thank You for your
patience, Sir / Ma'am. How may I help you?"
If one is on the telephone at the time, proceed as follows:
 Indicate with your hand that you will be with the guest once you have finished.
 When you finished the call, apologise for the delay as described above.
Ensure that the relevant information is available to handle the enquiry. This includes:
 Brochures
 Rates cards
 Current and future special offers

Explain the different room types, as well as rates applicable to each room type, and
specials applicable to longer stays or stays over certain nights of the week. Ascertain
availability using the procedure described above.
Offer to show the enquirer around the hotel - or to have a Manager or the Public
Relations Officer do so if you cannot do so personally.
If the required room type is available, offer to make a reservation. If the enquirer is
not ready to make a reservation, offer to send him/her a brochure. Thank the guest for
the enquiry and wish him/her a pleasant day.
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Letters and faxes On receipt of written enquiries, check the availability of rooms using the procedure
described above, then proceed as follows:
 Check the room rates for the desired period.
 Confirm availability, room types, rates, and special offers applicable by return
letter, fax or telex, thanking the writer for the enquiry.
 If the required room type is not available, suggest alternative room types, or
offer to check on availability in another Southern Sun hotel in the area.
 Include a brochure with the letter or fax.
Internet When receiving enquiries on the internet i.e. e-mails and web-site enquiries,
proceed as follows:
 Check the availability of rooms as described in Telephone enquiries
 Check the room rates for the desired period.
 Confirm availability, room types, rates, and special offers applicable by return
e-mail, thanking the person for the enquiry.
 If the required room type is not available, suggest alternative room types, or
offer to check on availability in another Southern Sun hotel in the area.
 Include additional web-site addresses with the e-mail or send electronic
brochures as attached documents
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Provide customers with confirmations of bookings and all relevant
information.
ASSESSMENT CRITERIA
Confirmation of Bookings
Get a copy of the procedure for:
1) confirmations of bookings for your establishment
2) deposit taking for your establishment
File at the back of this module.
Importance of It is important to collect a deposit when confirming a booking as this acts as a

Deposits guarantee to the organisation that the guest has committed himself/herself to the
booking. Also this safeguards the company from any profit losses, time wastage
and resource wastage due to last minute cancellations.

Confirm the bookings and request deposits from customers.
ASSESSMENT CRITERIA
1. Confirm the bookings and request deposits from customers as appropriate per organisational
requirements.
Handling Guaranteed Reservations

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All reservations confirmed for late arrival must be guaranteed by a credit card, advance deposit, company
letter or specific instructions from the Hotel Management. Reservations not guaranteed are held until
6:00pm on day of arrival, and in the event of the hotel being oversold, maybe cancelled at this time. It is
important that all callers are encouraged to guarantee their reservations regardless of arrival time, in order
to ‘secure’ their accommodation. In periods of particularly high occupancy, all reservations must be
guaranteed.
Procedure
When confirming a reservation, inform the person making the booking that the reservation will be held
until 18:00 hours on the day of arrival to cancel the booking. If the reservation is not cancelled by this
time, one night’s room rate will be charged. If the guest does guarantee the reservation, explain to the
guest that they have until 18:00 hours on the day of the arrival to cancel the booking. If the reservation is
not cancelled by this time, one night’s room rate will be charged.
A reservation may be guaranteed as follow:

Advance Deposit – one night’s deposit received by check, or cash, prior to the day of arrival.
Credit Card – the credit card name, number and expiry date must be obtained.
Company Letter – A company may guarantee a reservation in writing. This written guarantee must be on
company letterhead and signed by an authorized representative.
Travel Agent – A Travel Agent may guarantee a reservation using the same method as a company, or by
quoting their IATA number as a guarantee.
All staff will be informed by the Reservations Manager when occupancy dictates that all bookings are to
be guaranteed. In such a case no 18:00 hrs bookings can be accepted.
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Given a range of amendments, choose a procedure and give
reasons for the method chosen.
ASSESSMENT CRITERIA
1. Range of booking amendments: change in services or facilities required, change in date or time
required, change in customers personal details, change in number of people, booking cancellations
Range of Booking Amendments

List the range of booking amendments that happen in your establishment.
Change in services Proceed as follows:

or facilities required  If the guest wishes to change to a different room type, advise the guest of the
new rates and check the availability of the desired room type.
 Ensure that the desired room type can accommodate the required number of
guests.
 Provide your name and a confirmation number.
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Change in date or Proceed as follows:
time required  Check on the availability of the dates required and advise the guest of any
rate changes.
 If the guest wishes to arrive or depart at a different time advise him/her of
any rate changes.
Change in Proceed as follows:
customers personal  If the name of the guest is changed, check whether the telephone, address
details and payment details remain the same, if not amend accordingly.
 Request a new fax/telex confirmation if it is to be a DB account.

Change in number Proceed as follows:
of people  Ensure that the guest is advised of any rate changes.
 Do not put more people in a room than it has been designed for.


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Given a system failure or error in manual systems, decide what
action to take.
ASSESSMENT CRITERIA
1. Given a system failure or error in manual systems, decide what action to take as appropriate and
explain why.
Range of System Failure

Equipment/ system In the event of a computer problem or breakdown, proceed as follows:
failure  Inform the Supervisor immediately.
 Advise the customer of the problem, and take the reservation down manually.
 Undertake to confirm the reservation once the computer breakdown has been
resolved.

Carry out all work in an organised and efficient manner taking
account of priorities.
ASSESSMENT CRITERIA
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Step 1: Identify Priorities
If someone asked you what your job was truly about, would you have a good answer?
One of the most crucial steps in becoming fully effective is to know your purpose at work. After all, if
you don't know what your job is there to achieve, how can you set appropriate priorities? (If you don't set
priorities, you'll be forever buried under a mountain of work, unable to tell the difference between what's
important, and what isn't.) To identify your job's true purpose, perform a job analysis. This will help you
uncover your most important objectives, so that you can start prioritizing tasks effectively.
Step 2: Adopt a Good Attitude
Effective workers have a "good attitude." But what does this really mean? People with a good attitude
take the initiative whenever they can. They willingly help a colleague in need, they pick up the slack
when someone is off sick, and they make sure that their work is done to the highest standards. "Good
enough" is never quite good enough for them! A good attitude at work will do more than just earn you
respect: setting standards for your work and your behavior means that you're taking responsibility for
yourself. This admirable trait is hard to find in many organizations. But demonstrating ethical decision-
making and integrity could open many doors for you in the future. So, focus on adopting a good attitude
at work, and make decisions that intuitively "ring true." At the very least, you'll sleep easier at night!
Step 3: Build Essential Skills
Chances are that you have a lot of competing demands on your time. One of the best ways of becoming
more effective at work is to learn how to manage your time more efficiently. Other key areas include
learning how to manage stress, improving your communication skills, and taking action on career
development. All of these can have a major impact.
Time Management/Productivity
Probably the most crucial thing that you can do to become more effective at work is to learn how to
manage your time. Without this skill, your days will feel like a frantic race, with every project, email, and
phone call competing for your attention. Start by looking at your daily schedule. Do you know how you
spend your time every day? If not, the answer might surprise you! Use an Activity Log to analyze how
much time you're devoting to your various tasks, like attending meetings, checking email and making
phone calls. It can be an eye-opening experience to look at this objectively, especially if you discover that
you're spending lots of time on tasks that don't help you meet your objectives. Once you know how you're
using your time, you need to learn how to prioritizeactivities. If you know which jobs are important, and
which can be rescheduled or delegated, you'll be able to focus on the work that brings the most value. To
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keep track of everything, use an organizing tool like a To-Do List or, better still, an Action Program, to
make sure you don't forget vital tasks and commitments.
Being effective at work means you use time to your advantage. Schedule your highest value work for the
times of day when you're feeling the most energetic. This increases the likelihood that you'll resist
distractions and enter a state of flow when working. Our article, Is This a Morning Task?, helps you
identify your peak energy time, so that you can schedule work accordingly; and our Are you a
Procrastinator? self-test will help you deal with a serious, effectiveness-killing habit. Goal setting is
another important element in working productively. Once you've done a Job Analysis (see step 1), you
should have a clear sense of what your role is all about. Use this information to set short and long-term
goals. The advantage of doing this is that your goals act as a roadmap - after all, you'll never get
anywhere if you don't know where you're going!
Good organization is also important for working effectively and productively. If you're disorganized,
you can waste a huge amount of time just looking for lost items.
Communication Skills
Think about just how often we communicate every day. We make phone calls, attend meetings, write
email, give presentations, talk to customers, and so on: it can seem that we spend all day communicating!
This is why good communication skills are essential, especially when your goal is to work more
effectively. Start by developing your active listening skills. This means that you're making a concerted
effort to really hear and understand what other people are saying to you. Don't plan out what you're going
to say next while the other person is talking. Instead, just listen to what they're saying. You may be
surprised at how much miscommunication can be avoided simply by listening actively. Next, look at
your writing skills. How well do you communicate in writing? Start with your emails. Most of us write
dozens of emails every day. But there are many techniques that we can use to write effective emails -
ones that actually get read!
For instance, always keep to one main topic when writing an email. Putting several important topics in
one message will make it difficult for your colleague to prioritize and sort information. If you do need to
bring up several different points, then number them sequentially, or split them into separate messages
with relevant subject headings.
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Describe situations where a guest's booking has been cancelled
incorrectly
ASSESSMENT CRITERIA
1. Describe situations where a guest's booking has been cancelled incorrectly and how the problem
could be solved.
The following changes can cause a guest's booking to be cancelled incorrectly

 Change in services or facilities required
 Change in date or time required
 Change in customers personal details
 Change in number of people
To avoid incorrectly cancellation in booking follow the step below:
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Booking Proceed as follows:
Cancellations  Ensure that the name of the person cancelling the reservation is written
down.
 If a name is not provided, advise the guest that a fax cancelling the booking
is required.
 Provide your name and a cancellation number.

In a different type of establishment describe how performance
would be adapted.
ASSESSMENT CRITERIA
1. In a different type of establishment (B & B, game lodge) describe how performance would be
adapted in maintaining a booking system.
All Reservationists must be able to establish availability and accurately record all reservations details in
quick and efficient manner.
Obtain and record the following details:
 Arrival Date
 Departure Date
 Room Type and Special Requests (View, Smoking/Non Smoking, etc)
 Number of Room required
 Rate (apply the applicable rate i.e. Rack Rate, Corporate Rate, Package Rate etc.)
 Guest Name; Surname first then first name and title
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 Full Address of the guest (if caller is guest him/herself)
 Contact Number (Telephone/Facsimile/Telex)
Arrival Time (The time the guest is due to check in. Standard check in time is 14:00hours
unless guaranteed by the person making the reservation in case the guest will arrive late. The caller must
be advised that in the event of non-arrival, one night room charge will be levied for all guaranteed
reservations. Obtain flight details and/or approximate arrival time if possible.
Method of payment. If the reservation is to be guaranteed, full details of credit card must be obtained
(type, number & expiry date).If the account is to be sent to the company for payment, advise the person
making the reservation that the Hotel will require a written authorization
Special requests (Special services)
All the above information should be entered directly into the computer system where possible.
ALL reservations must be entered into the computer system on the same day as accepted by the Hotel.
After completing the reservation, file the reservation form in the appropriate reservation day file.
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3
Co-ordinate meetings, minor events and
travel arrangements
Learning Unit
UNIT STANDARD NUMBER : 13929
CREDITS : 3
Learners will be learning towards obtaining a national qualification at level 3 or are working in an
PURPOSE: administrative environment, including SMME`s (Small, Medium and Micro Enterprises), where the
acquisition of competence against this standard will add value to the learner`s job, or chances of
finding employment.
Learners will be well positioned to extend their learning and practice into other areas in the business
environment, or to strive towards professional standards and practice at higher levels.
 Identifying a date, venue and time for meeting or event
 Liasing or negotiating with meeting attendees regarding availability
 Booking venues and catering
 Finalising meeting room arrangements
 Making travel, car hire and accommodation arrangements
 Notifying and confirming arrangements with attendees or stakeholders
 Processing and distributing all documentation required for the meeting or event
Learners accessing this unit standard will have demonstrated competence in numeracy and literacy at NQF Level 2.
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SPECIFIC OUTCOME 1.
Identify a date, venue and time for a meeting or event
ASSESSMENT CRITERIA:
1. A range of dates for meeting/event are provided to attendees.
2. Suitable dates and venues are determined based on responses to range of dates provided.
3. Meeting/event is booked and confirmed with attendees in writing.
4. All related documentation is forwarded to the attendees.
SPECIFIC OUTCOME 2.
ASSESSMENT CRITERIA
Learning Outcomes:
1. Venue is selected and booked.
2. Process of selecting venue is described.
3. Special arrangements, logistics, meeting room layout and equipment required are confirmed with
the venue provider.
4. Process of selecting date, caterer and menu is described, taking into consideration religious and
dietary requirements.
5. Agenda for meeting/event is forwarded to venue provider and caterers so that correct times for
meals and breaks can be adhered to.
6. Venue and caterers are notified in writing and deposits paid.
ESSENTIAL EMBEDDED KNOWLEDGE
 Use and understanding of directories for telephone, venue and conference centers, restaurants, car
rental, travel and accommodation
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Meeting or event information
What is a Meeting?
In this context a meeting is where a group of people (two or more) gather to discuss a pre-planned list of
items. These discussions are intended to achieve a particular purpose. However, in many businesses
people experience meetings as having no purpose and a waste of time.
Types of Meetings
There are various types of meetings held in a business. These can range from:
 Informal meetings between colleagues

 Formal meetings held in the business, such as shareholder meetings, board meetings, with suppliers
to discuss contracts, etc.
 Once-off meetings that are used to discuss specific issues that arise.
 Regular meetings, such as safety meetings, business meetings, etc.
Purpose of Meetings
To solve problems
Complex issues in a business may involve a number of people and require input from a variety of experts
and disciplines. The meeting is a forum for this level of problem solving.
Decision-making
These meetings are when an authorised body comes together to summarise options and make a decision.
Post-mortems
These are used to analyse successes, difficulties or failures in detail so that future successes can be
designed and developed.
Creating ideas
Meetings are a good forum for creative people to present their views and ideas. They can be examined in
a constructively critical light. Usually these meetings need a minimum of formality and the maximum
interaction and will involve brainstorming ideas/suggestions.
Information/briefing
Some meetings require less interaction and are used for one person to convey information to others. These
meetings do not allow for feedback or interaction and may be ineffective and boring for attendees.
Progress reports
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These meetings are usually held to update various teams/team members on the progress of particular
work.
Meetings that comply with legal or company requirements

For example health and safety meetings, an annual general meeting that is open to shareholders, etc.
Meetings are, therefore, about communication. They are also about learning and potentially about team
building.
Alternatives to Meetings
ALTERNATIVES
You might consider the following alternatives to meetings, especially when conveying information
that is uncontroversial and unlikely to lead to discussion:
Memos. • Use of the telephone.

• E-mail memos. • Telephone conferencing.
• Corridor meetings. • Video conferencing.
Meeting Attendees
Who Attends?
According to “How to hold successful meetings” people invited to the meeting must meet the
following criteria:
 They must have some expertise about the issue or project to be discussed.
 They must have some involvement or invested interest in the outcome of the discussion.
 They must be skilled in the group decision-making process and appreciate diversity of opinions.
 They should share the overall values of the business. It makes no sense to include people in decision-
making that do not share the values.
Furthermore asking yourself the following questions will further assist in ensuring that the right
people attend the meeting:
 What is the purpose of the meeting? Is the meeting to brainstorm ideas for a new marketing
campaign, to decide on the future of the business, to provide information and feedback, etc?
 Who has the authority to take decisions?
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 Is certain expertise required about the issue or project being discussed? If yes, have these experts
been invited?
 In terms of decisions taken, who will this impact on? Have I invited these people?

Meeting Protocols
Good meeting etiquette
The following etiquette for meetings should be encouraged in a business:
 Arrive on time.
 Should you not be attending (or you are delayed) send your apologies.
 Listen to other‟s points of view.
 Participate and actively involve yourself in the process.
 Do not speak over others.
 Be in the here and now – do not do other work while in a meeting!
 Do not have side conversations.
 Speak through the chairperson – wait for them to acknowledge you before you proceed. The larger
the meeting the more important this becomes.
Certain meetings are more formal than others, for example a board meeting, trade union meetings, and
disciplinary meetings where certain strict meeting procedures are used.
Purpose of the meeting/ event
Determine the 5 W’s of your meeting/event
 Who. Who will be attending your event? Describe your target audience. How many people are you
planning for?
 What. What are you going to do during the event? Draft a program.
 When. When will the event take place? Determine the date of the function, and the start and end
times.
 Where. Where will the meeting be held? Check availability at the venues you are considering.
 Why. Why are you having the event? What do you want to accomplish?
Arranging Meetings
Things to consider
The best way to ensure a productive meeting is to plan, plan, and plan. Planning a meeting
involves:
 Scheduling the meeting as far in advance as possible.
 Announcing in advance the time, date, and place of the meeting.
 Avoiding peak productivity times, namely Tuesday through to Thursday mornings. Karen Anderson,
the author of “Making Meetings Work” suggests the hour before lunch or quitting time as the most
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productive times because people avoid unnecessary delays that might extend the meeting into their
private lives.
 Venue: Make sure the room is set up prior to the commencement of the meeting. Where possible,
arrange for a bigger than necessary room, use comfortable chairs, and arrange for notepads, pens and
pencils.
 Arrange all equipment and test it before the meeting,
 Provide an agenda and pre-work at least 48 hours before the meeting.
 Make extra copies of the agenda and all handouts. Do not assume that people will remember to bring
this material.
 Decide how to handle meeting processes (such as brainstorming, tracking decisions and action items,
voting, etc.) so that the time can be spent productively.
 No part of the meeting should last longer than two hours.
 Breaks must be taken away from the meeting room.
 Arrange refreshments.
 Arrange not to be interrupted.
The Agenda
A written agenda is used to set expectations and the aim is to:
 Confirm the time, duration, date and place of the forthcoming meeting.
 Give members prior warning of what will be discussed at the meeting.
 Guide members through the meeting, indicating subjects that will discussed in the order in which they
will be discussed and who is to take responsibility for leading discussion on specific issues. The
advance assignment of agenda items ensures the efficient and effective use of the time available and
increases attendee contribution and involvement in the meeting.
 Present a manageable list of items that can be adequately discussed in the time available.
Compiling an Agenda
Agendas usually have a standard format, depending on the type of meeting. This is usually consistent
from meeting to meeting.
For regular meetings, establish a standard process and format for creating the agenda so attendees don ‟t
have to repeatedly discuss how to do it. For example:
 Through a memo on the notice board, SMS, voice mail, e-mail, or a team bulletin board, the
leader or assigned team member should ask for agenda items before each meeting.
• Any agenda item submitted should include a brief description, the amount of time needed to
cover it, and the person‟s name that will lead that part of the discussion.
• It may be useful for the first agenda item to be “Changes or Additions to the Agenda”. This
allows attendees to re-prioritise items if required and prevents the group from running short of
time.
When allocating time slots to the various items on the agenda, bear in mind to deal with the easier items
first and as the group establishes rapport, so more difficult items can be discussed.
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Agenda format
Below are some guidelines for the format of an agenda:

The name of the meeting, for example sales meeting, annual general meeting, safety meeting
Notification of time, date, and place
It is advisable to provide a starting and ending time that allows people to plan the rest of their day and
allows those who are planning the meeting to timetable and target the discussion.
To be present
The core group required for the meeting are present, as are those who are invited for a specific time to
participate in discussion/decision-making. This allows these attendees to do productive work when they
are not needed in the meeting.
Apologies for absence
This is a standard item on agendas. Some items on the agenda may require the presence of a particular
individual. If they are unable to attend it may require the cancellation of certain items for discussion.
Minutes of the last meeting
People should have read the minutes of the previous meeting. This section is there for attendees to
confirm the accuracy of previous minutes.
Matters arising
These are usually matters of the previous meetings and should not be used to re-debate matters but rather
follow up on actions that should have been taken in the interim.
Routine business
A certain number of routine items arise in every meeting and it is therefore recommended that these are
prepared in a written form and sent to the secretary who can circulate them with the agenda.
Non-routine items
These are items that have arisen in the interim that require discussion and/or decision-making. It is
important that people are briefed as to what is expected of them.
Any other business (AOB)
There may be one or two items for discussion that will arise after the preparation of the agenda and before
the meeting. This is the place for such items to be raised.
Date, time and place of next meeting
Distribution of the Agenda
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It is advisable to distribute agendas and attachments one week prior to the meeting, although 48 hours
should be sufficient time for attendees. This allows people to read the attached reports, briefing papers
and previous meetings before the meeting.
Example of an Agenda
How to do it
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Agenda design and publication: Produce an agenda for the following meeting. [Be creative; where
information you need is missing, make it up but be ready to justify it] Points for discussion in the meeting
• To co-ordinate overtime schedules for the workforce during the December/January period.
• To co-ordinate new overtime rates with the union representative.
• The maintenance schedules on the air conditioners in office A and B.
• To confirm the implementation of the new customer care programme.
• Routine report on finances. • Routine technical report.
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Setting up the Venue
Seating
People often take seating arrangements for granted. However, the style of seating has an impact on levels
of participation. The primary function and size of the meeting also influences seating arrangements. The
following are guidelines:
Reserve the location for the meeting/event
Once you have answered the 5 W‟s for your event, make sure that you reserve a location of your event.
The event services manager and your event program will help you answer the following questions:
 How many rooms will you need to conduct your event?
 What type of room set-ups will you need?
 (Banquet, lecture, conference)
 Do you need any extra areas outside of your rooms?
 (Registration or information tables)
 Do you need any audio/visual equipment during your event? (Overheads, microphones, etc)
 Will you need access to your rooms to prepare for your event? (Before and after)
Decide what your catering needs are
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Now that your location is reserved and all of the details have been discussed, it is time to make
arrangements for your catering needs. Meet with the catering manager at the location of your event, and
be prepared to answer the following questions:
How many people are you planning to feed at your event? Attendees and staff.
 What is your budget for food? Either total budget, or cost per person.
 What type of catering do you want? Full meal or just refreshments.
 What type of food would you like served? What would your attendees enjoy?
 When and where do you want your food served?
 What religious and dietary requirements are there to consider?
Establish Checklists for your event needs
 Meeting materials (programs, registration forms, nametags, etc).
 List of attendees, volunteers, and work assignments.
 Consumable materials (pens, paper, markers, tape, etc).
 Marketing materials (signs, maps, gifts, etc).
Checklist for Meeting Logistics
Use the checklist provided below to ensure that you have thought of everything for your meeting
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Group exercise
Role play managing the arrangements for the following meetings:
 Performance appraisal where you are raising points of concern with staff about performance.
 An informal meeting with a colleague.
 A business meeting.
 A meeting with a supplier to discuss quality and service issues.
 A safety meeting.
 Make notes of the arrangements.
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SPECIFIC OUTCOME 3.
Make travel, car hire and accommodation arrangements
1. Travel, car hire and accommodation requirements for all attendees are determined.
2. Suitable accommodation is secured and bookings confirmed in writing.
3. Car hire facilities are identified and confirmed in writing.
4. Travel arrangements are made and all necessary documentation forwarded to the attendees.
5. Invoices relating to travel, car hire and accommodation are processed.
6. Any relevant advance disbursements for travel, car hire or accommodation are processed.
STANDARD ESSENTIAL EMBEDDED KNOWLEDGE
 Map book
 Telephone techniques
Travel, car hire and accommodation arrangements
Travel, car hire and accommodation requirements
 Payment for accommodation in advance.

 Payment of deposit.
 The hotels, travel agency, or local organisers, as appropriate, should send out confirmation of
accommodation.
Accommodation
 If possible, accommodation should be within walking distance of the conference site, though local
transport may be necessary in larger cities. If this is the case, good directions must be provided.
 A range of accommodation rates should be offered, including modestly priced rooms, such as
university residences.
 If making block bookings in large hotels, make sure that a good proportion of the rooms are singles.
 If a special conference rate is negotiated, be sure to say whether or not this rate will be available
before and after the conference, for the benefit of those arriving early, or staying on afterwards.
Transportation
Transportation includes:
 transfers from the airport;
 transport of delegates from their hotels to the conference venue and back; or
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 other travel arrangements such as car hire.
Guidelines
 Will people be flying in from other cities? Airline transportation arrangements will need to be made.
Transportation from the airport to the hotel needs to be arranged for.
 Additional transportation during their stay to various events or activities should be scheduled.
 Will you need buses to transport groups of people?
Making travel and accommodation arrangements

When asked to make travel or accommodation arrangements, request the following information:
 The name of the attendee.
 When would the attendee like to travel - the date and time.
 What business would the attendee like to use.
 What class the attendee prefers (first, business or economy).
Telephone the organisation chosen by the attendee and provide them with the following information:
 The name of the attendee.
 The date and time at which the attendee would like to travel.
 What organisation would the attendee like to use (if you are speaking to a travel agency).
 What class the attendee prefers (first, business or economy).
Request the following from the travel organisation:
 Confirmation of the details you have provided.
 A confirmation number.
 The name of the person to whom you are speaking
Confirm arrangements with the attendee. Provide the confirmation number and name of the person you
made the arrangements with.
If the organisation is not able to meet the stated requirements of the attendee, ask what alternatives can be
suggested.
Confirm with the attendee and inform him/her that the desired arrangements cannot be met. Offer
alternatives given by the organisation and follow instructions from the attendee.
If details of bookings are complicated or there is specific information that the attendee requires (e.g.
reservation numbers), write the information clearly and neatly on a message slip and give it to the
attendee.
Payment
 Payment for accommodation in advance.

 Payment of deposit.
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 The hotels, travel agency, or local organisers, as appropriate, should send out confirmation of
accommodation.
Compile a checklist for the transport and accommodation arrangements for a meeting held at the Holiday
Inn.
SPECIFIC OUTCOME 4.
Assemble and distribute documentation for meeting or event in
good/sufficient time to attendees
1. Deadline date for receipt of documentation from contributors is established according to agreed
time frames.
2. Deadline date is communicated to contributors.
3. Documents are assembled, copied and collated.
4. Relevant documents are timeously distributed in hard or electronic form to participants.
STANDARD ESSENTIAL EMBEDDED KNOWLEDGE
 Use of technology: photocopier, e-mail, fax machines, website for research
Documentation and information to attendees
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After the meeting Minutes
 Ensure the minutes of the meeting are accurately recorded
 Process any decisions/information from the meeting and communicate this to the appropriate people
 Suggest ways to improve meetings with specific reference to the logistics and chairing of the
meetings
Minutes
Guidelines for publishing minutes
The following are guidelines for the publication of minutes
 Separate each paragraph by a one-line space.

 In decision minutes the decision is clearly identified by being started by the phrase IT WAS
DECIDED. Actions points are similarly identified by the word ACTION. Furthermore, a blank right
hand column, known as the action column, allows the name/initials of the person who has
volunteered or been volunteered for the action to be inserted. If the above format is followed it allows
the reader to effectively scan minutes in 30 seconds. Therefore, no matter how long the minutes are,
the person can quickly follow discussion, action required and decisions taken.
A reader can flip through the pages, checking in the following:
 Any occurrence of his/her name or initials in the action column.
 Every other name/set of initials in the action column.
 All decisions taken at the meeting.
Accuracy
Knowing what to write before taking notes and listening will improve the accuracy of minutes. To ensure
the accuracy of minutes the following is recommended:
 During the meeting when the chairperson summarises each item on the agenda this is noted by the
minute-taker.
 The minutes are published and distributed within 48 hours of the meeting. This means that people can
read through them whilst the meeting is still fresh in their minds and bring any inaccuracies to the
attention of the minute-taker.
 Finally the accuracy of minutes is verified at the next meeting and any changes are agreed to.
Processing Decisions and Communicating Information

Follow up actions
At the meeting it will have been decided what actions need to be taken and who is responsible for these
actions. It is important that these decisions are implemented – they will be of no value to the business if it
isn‟t!
Following up typically includes:
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 Informing people of the decision.
 Training people on how to implement it.
 Creating forms or written instructions for implementing it.
 Communicating with key people about the implementation and timing of actions.
Before the meeting is adjourned, identify the tasks and assign responsibility. This includes assigning
someone the responsibility of notifying individuals of decisions taken and action required.
Improvements
Meetings cost time and money. It is therefore important that we ensure that the meetings we call and
facilitate and the meetings we attend meet our and the businesses‟ objectives
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Monitor and control office supplies
Unit 4
CREDITS : 2
Learners will be learning towards obtaining a national qualification at level 3 or are

working in an administrative environment, including SMME`s (Small, Medium and
PURPOSE:
Micro Enterprises), where the acquisition of competence against this standard will add
value to the learner`s job, or chances of finding employment.
Learners will be well positioned to extend their learning and practice into other areas in
the business environment, or to strive towards professional standards and improved
performance.
 Monitoring office supplies levels
 Maintaining office supplies processes and procedures
 Monitoring and controlling the distribution of office supplies
Learners accessing this unit standard will have demonstrated competence in numeracy and literacy at
NQF level 2.
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SPECIFIC OUTCOME 1.
Monitor office supplies levels
ASSESSMENT CRITERIA
1. Office supplies levels are identified and recorded.
2. Office supply levels are ascertained and compared to required levels.
3. Records are checked for compliance with organisational requirements.
4. Remedial action is taken to rectify office supply levels.
List of office supplies

Desk supplies
 Pens
 Pencils
 Markers
 Highlighters
 Paper clips
 Tape
 Rubber bands
 Erasers
 Stamp pads
 Ink for stamp pads
Paper products
 Spiral notebooks
 Writing pads
 Post–it® notes
 Phone message pads
 Laser printer paper
 Copy paper
 Fax paper
 Graph paper
 Colored paper
 Pocket notebook
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Filing supplies
 Manila file folders
 Hanging file folders
 Pocket folders
 File labels
 Index dividers
 Tabs
Stationery/mailing supplies
 Letter envelopes
 Catalog envelopes
 Padded envelopes
 Shipping paper
 Shipping labels
 Disk mailers
 Bubble wrap
 Sealing tape
Computer/printer supplies
 Toner cartridges
 3.5" high density disks
 CD–Roms
 Zip drive tapes
Time tracking supplies
 Calendar
 Refills for planner
 Time cards
 Scheduling boards
 To–do lists
Binding supplies
 Staples
 Bulldog clamps
 Fasteners
 Glue
 Glue sticks
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 Reinforcements
 3–ring binders
Supplies for hanging
 Pushpins
 Thumbtacks
 Map pins
Identification supplies
 Price tags
 Name badges
 Labels
 Color coding labels

Ways to Save on Office Supplies
Save money by stopping office supply waste.
Purchasing office supplies is a major expense for businesses of all sizes, and even a small home office can
spend thousands of dollars each year on paper, staples, pens, paper clips and more. Businesses can save
money on their supply expenses, though, by making a few adjustments to how they buy and use supplies.
Comparison Shop
Comparison shop before you purchase any office supplies. In some cases, local warehouse clubs may
have better deals than office supply companies. Even if you aren't going to drive to the local Costco and
load up your car with reams of paper and cases of pens, perform cost comparisons between different
suppliers. In some cases, competitors will offer you a lower price if you quote another vendor's cost.
Reuse and Recycle

Recycling paper in the office can save you thousands of dollars a year. Encourage your employees to
reuse paper; if they are printing a draft of a document, for example, it doesn't really matter if it is printed
on the back of a fax cover sheet or another draft document. Just cross out the information on the side of
the paper so you know which side is the correct information to read. If you generate large amounts of
recycled paper, and don't use both sides of the sheets, have the paper made into inexpensive note pads.
Many local print shops will take recycled paper and turn it into scratch pads, for little or no cost, which
your employees can then use for taking notes. Don't reuse paper printed with sensitive business
information; shred or recycle those documents.
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Change Fonts and Printer Settings
Make small changes to your office environment to save money on ink. For example, change your printer
settings to print in draft mode. This setting uses less ink than the standard mode. Or, change the standard
font used in the office. In 2010, the University of Wisconsin-Green Bay made headlines by changing their
standard font from Arial to Century Gothic, which uses almost 30 percent less ink when it is printed, for a
projected savings of $10,000 per year. The drawback is that the font is slightly larger than Arial, and
could use more paper when it is printed, but if you choose to use this method, experiment with font size,
margin and spacing settings to maximize the available space and prevent wasted paper.
Monitor Usage
To save money on your office supplies, monitor how they are being used. It's a fact that some employees
still see the office supply closet at work as their personal supply closet, and bring home pens, sticky notes
and more. Other employees hoard supplies at their desks, keeping stacks of paper and other supplies in
their drawers, even when they don't use them. Limit access to the supply closet to one or two individuals
who have a key and who are responsible for monitoring supplies and keeping them in stock. In addition to
monitoring individual usage of supplies, keep an eye on what is being used in the office regularly. In
today's high-tech environment, for example, you most likely do not need to purchase a case of correction
fluid when only a bottle or two will suffice. Purchase only what you need, and don't waste resources
stocking up on unnecessary supplies.
How to Manage Inventory of Office Supplies
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Maintaining an inventory of office supplies prevents work disruption.
Anyone who works in or manages an office understands the importance of maintaining an inventory of
office supplies. Nothing will bring work progress to a standstill faster than running out of basics like
pens, printer cartridges, paper or other items used on a daily basis. But management of the inventory is
as important as maintaining it. Some simple rules of basic inventory management apply.
Gatekeeper
One of the first rules of good inventory management is to ensure it has a manager. Appoint a gatekeeper.
Successful maintenance of inventory means knowing what is on hand, how long it has been there, the
value of the inventory and monitoring where it goes when it leaves the supply area. Office supplies
include many small items that can easily disappear. Inventory should be kept in a secured area with
access limited to a few key employees. Keep a log of items dispensed and items replaced.
FIFO
FIFO is an acronym for first in, first out. It is an accounting term for reporting the value of inventory and
ensures that items purchased first are used first so the value remains accurate. This is also a smart way to
prevent inventory from becoming old, stale or obsolete. Items purchased first need to be used first. When
replacement inventory is purchased, shelve it behind the older inventory and instruct employees to take
supplies from the front. Items utilizing ink can dry out, paper can yellow and equipment parts can become
obsolete. Use the FIFO method to reduce waste and keep your inventory fresh.
Leverage Buying
Maintaining an inventory of office supplies affords a business the opportunity to purchase larger
quantities, which translates into discount savings. These savings will accumulate quickly when buying the
most popular items in bulk. If the purchase of all your office supply needs are awarded to a single vendor,
use that buying power to negotiate savings on smaller purchases as well. Take full advantage of rewards
programs offered by suppliers. The office supply business is competitive, so use a bid process to
determine which company will offer the best program for your needs.
Organization
The key to successful inventory management is in the organization of the supplies. In order for a system
to be efficient, employees need to be able to access what they need, when they need it. Supplies should be
shelved with the most used items at eye level and in easy reach. Stock lesser used items on higher shelves
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but be sure they are not forgotten. Post an inventory list of what is stocked and where it can be found.
Keep the area clean and orderly. Replace items with enough lead time to keep from running out,
especially critical items. Purge obsolete items on a regular basis.
SPECIFIC OUTCOME 2.
Maintain office supplies processes and procedures
ASSESSMENT CRITERIA
1. Office supply processes and procedures are monitored and evaluated.
2. Out-of-line situations are identified and highlighted.
3. Remedial action is taken to bring office supply processes and procedures back in line.
4. Areas for improvement are identified and recommendations are made the authorised individuals.
How to Do Inventory of Office Supplies

Most likely your company maintains a selection of office supplies for employee use, which means you
need to maintain a consistently updated list of inventory purchased and used within a specific accounting
period. An accurate inventory serves a two-fold purpose: it helps ensure your business does not run out of
necessary office supplies, and it allows you to properly account for office supply purchases as assets or
liabilities under an accrual system of accounting.
Taking Inventory
Step 1
Visit your company supply closet with an inventory log to record the supplies currently on hand. If your
company prefers to maintain office supply inventory records in a spreadsheet or word processing table,
bring a laptop or tablet to expedite the data entry process.
Step 2
Separate supplies into common groups such as writing implements, copy paper, notebooks, desktop items
and filing supplies. Separating supplies based on their product numbers or UPC codes is also an option. A
larger company with expansive use of supplies across multiple departments may prefer a more detailed
approach to supply management, but general categories suffice for most small businesses.
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Step 3
Enter the category of the item or the item number in your inventory log. Record the number of currently
available units in an adjacent column.
Step 4
Determine the reorder level for each item by assessing how quickly your company consumes the product
and how quickly the product can be replaced. For example, if your company consumes three boxes of
copy paper per week, and it takes one week to receive a new shipment of copy paper from your supplier,
then your reorder should occur when your copy paper inventory drops to four to six boxes. Reordering
supplies before your inventory reaches a critically low level provides a time cushion in case your paper
consumption increases or a delay occurs with delivery.
Step 5
Add a note specifying the reorder level for each item.
Step 6
Record new office supply purchases as they are made.
Accounting for Inventory
Step 1
Record the total value of an office supply purchase in your company's ledger as an asset. When supplies
have not yet been used, they are considered assets instead of expenses under an accrual accounting
system. If you already have an entry for office supplies in your asset column, add the cost of the new
purchases to the existing total.
Step 2
Visit the company supply closet at the end of an accounting period and perform an inventory check.
Compare the total units currently on hand for each item number or category to the totals entered in your
inventory log.
Step 3
Enter your new totals for each inventory item or category in your log.
Step 4
Multiply the unit cost of an item consumed by the total number of units consumed to arrive at your total
inventory expense for that item or category. For example, if pens cost $10 per unit and 12 units were
consumed, the total inventory expense for the item is $120.
Step 5
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Add your per item totals together to arrive at your total office supply expense for the accounting period.
This total is the accumulated value of the office supplies actually consumed within your company during
the current period.
Step 6
Subtract the office supply expense for the current accounting period from your office supply assets entry
in the company ledger. Leave a journal entry explaining the removal of funds. For example: "Office
supply expense removal for January."
Step 7
Enter the total supply expense for the accounting period in the liability section of your ledger.
Tips
 Consistently recording your office supply purchases and regularly updating your inventory log reduce
the stress of income tax preparation because you do not need to account for a year's worth of
inventory purchases and usage adjustments. Instead, you only need to update your ledger to reflect
end-of-year totals.
 Always maintain enough office supplies in inventory to sustain your office for at least one week.
Execute a weekly inventory check for four weeks and find the average number of units consumed per
week for each item in your company's supply closet. These numbers become your average weekly
consumption or reorder level for an office supply. Reorder supplies when your number of in-stock
items nears your weekly consumption level.
Keeping Control of Your Office Equipment & Supplies

Although office supplies and consumables are available from a large range of dedicated companies, many
items of office equipment are available through hundreds of general and specialist retailers (e.g.
Computers, telephones and faxes).
This means you have a much wider choice, and prices can often be considerably more competitive. There
is no need to limit your search to office or business related shops, as you may be able to find a better deal
elsewhere. With long-term equipment, it is essential to make sure that you are getting the right features
for the cost. A cheap PC may look like a good deal, but is a more expensive model better value (e.g. 20%
more cost for 60% more power); and can the cheap PC do everything you need it to?
Buying Office Furniture

There are two ways to buy office furniture, as ready-made boxed units, or as custom made products
designed to exactly match the needs of your business. Furniture that is ready-made is considerably
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cheaper than custom made furniture, and can be purchased quickly and easily from many different
companies. Custom made furniture involves not only the cost of the materials, but also of the planning
and manufacturing. As the items are not mass produced, the construction of each unit is normally very
expensive.
There is little reason for most small businesses to look at custom-made furniture unless they either; have a
specific need which is not catered for by ready-made products (e.g. A reception desk that needs to fit in a
specific oddly shaped space); or are looking for branded or distinctive matching furniture to convey a
professional, ‘big business’ look to their office.
Keeping Control of Your Supplies

As office consumables and supplies can encompass hundreds of items, of which there may be hundreds of
each, it can be confusing knowing what supplies are remaining and what products need reordering.
Effective management of your supplies can help ensure that you never run out of a crucial item, as well as
keeping costs at a steady level. It makes sense to have a system for reordering consumable supplies.
Keeping a check on the items you order and the numbers that remain will help you to ensure that a
product is ordered before it runs out. e.g. If you order ten boxes of an item, when there are two boxes
remaining, you know to order another ten. This makes sure there is always stock of the item.
Many office supply companies have bulk buy discounts, so there is a temptation to order hundreds of
every item to get it at a discount. However, it is normally better to order an item four times at full price,
than to order thirty to get 20% off. A discount is good, but the supplies must be needed; there is no point
getting discount on items that are going to end up sat on a shelf gathering dust. This is particularly
important when the items are large, and there is no room to store several of them, or when the items are
not replaced very often (e.g. A large photocopier toner unit) and the items will not end up being used for
months or years, and could be damaged or in poor condition when they are eventually used. Using a
purchasing company can help keep your supplies managed effectively. They can look at your average
usage, and give you an idea of when you will need to reorder, and how much of an item you should buy
each time.
Staff Re-ordering
Many companies allow their staff to re-order supplies as needed. This can save time, and help make sure
there is always stock of an item left. However, you need a lot of trust in your employees to allow them to
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order supplies freely. Although the vast majority of employees are trustworthy, there is a minority that
may try to take advantage of their ability to order supplies to keep items for themselves. A solution to this
problem is to allow employees to request supplies, but require each order to be signed, logged, and sent
by management. If the supplies are then checked and logged when they arrive, any discrepancies can then
be checked quickly and traced back to a member of management and staff. This allows employees to re-
order items, but limits the possibility of misuse. Another common solution is to let one or two members
of staff have responsibility for ordering consumable supplies. This means that in the event of items going
missing or not adding up, the order can always be traced back to a particular member of staff. Effectively
managing supply ordering will also ensure that the same supplies are not ordered repeatedly, which may
happen if five employees all place orders for an item low in stock before the first order arrives.
Procedures for Ordering Office Supplies
Having the right supplies on hand makes your office more efficient.
Office supplies are a necessity for any business with an office. While the extent of supplies that are
needed varies widely depending on the size of the business, any operation that engages in paperwork,
record keeping and communications needs supplies for these activities. Developing an efficient means of
acquiring these supplies helps to make an office more efficient.
Home Office
If you are acquiring supplies for your home office, chances are that the process is fairly informal. A home
office may be used for a part-time business or for personal finances and record keeping. Because these
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activities may not use a lot of supplies, the easiest thing to do is to simply keep a list of things that you
will be needing in the near future, and either ordering these things online or buying them at the nearest
office supply store at a time that is convenient for you.
Small Business
A small business requires office supplies on a more regular basis than a home office. If your business has
no employees, you serve as secretary as well as president, and need to be sure that your office is supplied
with everything it needs. By acquiring office supplies in advance before you actually need them, you can
save yourself the inconvenience of having to go out and get something on the spur of the moment, and
possibly paying more for office supplies than if you had planned ahead.
Large Business
The larger a business is, the more extensive its office needs are likely to be, and the more automated and
regular its acquisition techniques will be. A large business with multiple locations can save a lot of money
by buying office supplies in bulk for all of its locations and distributing these supplies within the
company. Office needs can range from inexpensive items such as envelopes and paper clips to more
serious investments such as photocopiers and computers. Large companies that use a lot of these items
can sometimes negotiate special deals with manufacturers.
Online Convenience
Hundreds of online businesses offer every imaginable kind of office supply for sale on the Internet. This
is one reason that it pays to plan ahead: buying office supplies online allows you to search for the best
deal, while if you need something immediately you will need to buy it at your local office supply store
and will probably pay top dollar. Buying online also offers you the opportunity to find out information
about supplies and equipment that you are buying, and to compare the pros and cons of a wide variety of
suppliers.
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SPECIFIC OUTCOME 3.
Monitor and control the distribution of office supplies
ASSESSMENT CRITERIA
1. Distribution procedures are identified, set and communicated.

2. Office supply requests are received and recorded.
3. Office supplies are distributed within agreed timeframes.
4. Office supply distribution procedures are followed.
5. Areas of non-conformance are identified and highlighted.
6. Remedial action is taken to rectify office supply distribution processes and procedures.
Monitor and control the distribution of office supplies

Ordering office supplies is a necessary activity for every business with an office. A procedure for
ordering office supplies offers a basis for efficient, uniform and effective performance regardless of the
length of time an employee has been working for your company. Without an effective procedure, you can
expect added costs and inconvenient work disruptions. To develop and write a practical procedure for
ordering office supplies follow a four-step process
Gather Information
Gather information about what your company is currently doing to order office supplies. Explore which
personnel are involved in the process, how they decide what should be ordered and the way they do the
ordering. Examine the vendors that provide the supplies, their services, product quality, costs and how
they are paid. Find out if an appropriate process was used to select them. Look at how supplies are stored,
retrieved and used. Determine if evidence exists of waste or stealing. Look at what other other companies
do in this area that is relevant to your company.
Create an Outline
Select a small group of employees to suggest ideas for the sections that should be included in the
procedure. Based on the data you gather and the general ways in which your company operates, consider
areas such as the personnel who do the ordering, vendor selection, cost control, storage and retrieval. For
example, you may decide that all requests for supplies go through supervisors or that only one person be
responsible for conducting the entire process. You may decide that supplies should be purchased through
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vendors that offer the lowest price, ordered only once a week, or stored in a locked space, available only
by written request.
Write the Procedure

Write the procedure required for each section you developed with the employee group. For each step in
the process, list the activities to be implemented and the personnel involved. Ensure that each activity is
described specifically and that there are no confusing overlaps. Remember, the finished procedure will be
used by new and current employees Review the written procedure with the employee group and
supervisors to produce a final document. Review the forms needed to implement the procedure or create
new ones. Obtain approval from management to implement the procedure.
Train and Monitor

Train the personnel responsible for implementing the office supply procedure and the personnel who use
the supplies. Over time, conduct periodic evaluations of the procedure, including interviews with
personnel, and update them so the processes remains current.
Areas of non-conformance are identified and highlighted.

How to Stop Office Supply Theft
Some employees may consider bringing home a few office supplies from work to be a victimless crime.
The truth is that companies rely on their office supplies to perform the daily tasks that run the business,
and when employee theft causes the need for purchasing extra office supplies, the company bottom line
suffers. Tight control on office supplies and a centralized inventory system will help deter employees
from doing their office supply shopping at work.
Distribution procedures are identified, set and communicated.

Instructions
1 Work with your office manager to set an office supply limit per month for each employee. For example,
determine the number of pens an average employee would need each month and then use that as a limit.
Even if the number is one, if the office manager feels that is reasonable then use that number.
2 Assign one person from the human resources department to be in charge of maintaining the office
supply inventory. That includes distributing supplies to employees as they request them. Keep all office
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supplies in a locked closet and limit access to that closet. Keep a log of who has the key to the closet, and
then create a sign-in sheet that must be signed each time someone accesses the closet.
3 Create a request form that employees must fill out when they need office supplies. The form must be
approved by the employee's immediate manager with a signature. If an employee has requested supplies
beyond their predetermined monthly maximum, they must provide a reason as to why they need the
supply. That request must be signed by their immediate manager and the human resources director.
4 Have the office supply administrator sign off on each employee request once it is fulfilled. Make sure
there is a running inventory kept of the supplies that are in the closet versus the supplies that are
distributed.
5 Have the office supply administrator and their manager perform an inventory each month of the office
supplies. Order only the supplies that seem low based on the history of employee requests.
How to Centralize Office Supplies

Many small business owners discover storing their office supplies in different areas results in loss of time
and money. Supplies can quickly become disorganized or lost, resulting in supply inventory tracking
issues. A managed, centralized office supplies area simplifies the process of storing, locating, disbursing,
tracking and restocking supplies. It also helps to prevent theft of supplies by employees that often occurs
when everyone in an office has open access to the office supplies.
Step 1
Take inventory of your supplies. Count all of the supplies, divide them into categories such as “Desk
Supplies” or “Printer Supplies” and create a spreadsheet outlining the number of supplies by type.
Step 2
Select a spot to put the supplies, such as an empty room or locked supply closet in an open area of the
office.
Step 3
Prepare the centralized area for the supplies. If you picked an empty room, install door-and drawer-style
storage cabinets, bookcases and shelves. If you picked an open area, install a locked door-style cabinet
large enough to hold all of the supplies.
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Step 4
Transfer the supplies to the area in a way that organizes them by type and optimizes the space. For
example, place loose desk supplies such as pens, markers, paperclips, staples and tape in transparent,
labeled bins in pullout drawers or on center shelves instead of cardboard boxes for faster identification.
Place large or heavy boxes on lower shelves or the floor for better access.
Step 5
Lock the storage area when you're finished transferring the supplies.
Step 6
Create a policy that outlines how employees should request supplies. For example, you might ask
employees to email you their requests.
Step 7
Email the new supplies request policy to your employees and post it in common areas.
Step 8
Schedule a meeting with your employees to go over the new policy. If your business has management
staff, meet with the managers to go over the policy and then have them meet with the rest of your
employees to discuss the policy and address any questions.
Things Needed
 Cabinets
 Bookcases
 Shelving
 Clear plastic bins
 Labels
Tips
 Perform a supply inventory check periodically to match the number of supplies in storage to the
inventory on file to confirm that employees aren't stealing supplies.
 If you have enough employees in your business to assign two of them to manage the supplies area,
assign them to perform all of the tasks involved with creating and managing a centralized supplies
area.
 If you have old office supplies that you haven't used for a year or longer, donate them to a school or
charity so they don't take up storage space.
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5
Plan and prepare meeting communications
Learning Unit
UNIT STANDARD NUMBER : 13934
CREDITS : 3
Learners will be learning towards obtaining a national qualification at level 3 or are working in an
PURPOSE: administrative environment, including SMME`s (Small, Medium and Micro Enterprises), where the
acquisition of competence against this standard will add value to the learner`s job, or chances of
finding employment.
Learners will be well positioned to extend their learning and practice into other areas in the business
environment, or to strive towards professional standards and practice at higher levels.
 Demonstrating an understanding of the agenda of meetings
 Explaining the purpose and objective of minutes of meetings
 Taking minutes of meetings
Learners will have demonstrated competence in communication at NQF level 2 or equivalent.
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SPECIFIC OUTCOME 1.
Demonstrate an understanding of the agenda of meetings
ASSESEMENT CRITERIA:
1. The advantages of a well-constructed agenda are explained.
2. Matters on agenda appear in a logical and systematical order.
3. Sources of agenda matters are identified and explained.
4. An agenda is produced in the required format and time frame.
 Methods and techniques for taking minutes
 Resources required for agenda and meeting
Demonstrate an understanding of the agenda of meetings
The Agenda
Clarifying the objectives

A lot of meetings are called and run on the basis that everybody knows what the goal of the meeting is.
But how often do you enter a meeting with a clear idea of what you hope to achieve, what decision should
be made or what problem will be solved? Without a clear consensus about the goal of a meeting, the
chance of success is minimal. Generally speaking, the fewer tasks that are undertaken, the more
successful the meeting is likely to be. It is important to set measurable objectives prior to each meeting
that you attend, especially if your role is that of chairperson. This gives you something to strive for during
the meeting and you will know when the meeting ends whether or not it has been successful. Some
meetings will lend themselves to readily identifiable successes whereas others will not. Here are some
examples:
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If you are able to set measurable objectives share them with the meeting group. Set out a route for the
meeting with clear milestones and then assess its success in achieving the objectives you set for it.
Adopting this approach may convince you that a meeting is not always the right course of action and you
may find yourself calling fewer meetings.
Making meetings count
 Eliminate unnecessary meetings.

 Use an agenda.
 Prepare for meetings.
 Set a time limit.
 Restrict the meeting to those whose participation are necessary.
 Before closing, summarise.
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Purpose of the Agenda
The agenda should state which issues will be discussed and in what order.
 It suggests the outline for the meeting minutes and to some extent predicts the results of the meeting.
 An agenda should be short, simple and clear.
The meeting agenda has three distinct purposes.
1. It acts as a reference against which to prepare for a meeting.

2. It is a script for the meeting, itself a mechanism for control and order.
3. It represents a standard by which the meeting can be judged a success or failure.
Those attending the meeting often treat the agenda with almost legal reverence.
 When you are leading a meeting you owe it to yourself and your meeting partners to have prepared
and circulated an agenda.
 If you are asked to attend a meeting expect, or even request, an agenda. Attending a meeting with an
unseen agenda could leave you vulnerable to an issue for which you are not prepared.
Aim of the Agenda
A written agenda is used to set expectations and the aim is to:
• Confirm the time, duration, date and place of the forthcoming meeting.
• Give members prior warning of what will be discussed at the meeting.
• Guide members through the meeting, indicating subjects what will discussed, the order in which they
will be discussed and who is to take responsibility for leading discussion on specific issues. The advance
assignment of agenda items ensures the efficient and effective use of the time available and increases
attendee contribution and involvement in the meeting. Present a manageable list of items that can be
adequately discussed in the time available.
Meeting Agenda illustrated
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Importance
The best way to ensure that those attending a meeting are clear about its purpose is to send them an
agenda well in advance. The agenda should state which issues will be discussed and in what order. It
suggests the outline for the meeting minutes and to some extent predicts the results of the meeting. An
agenda should be short, simple and clear.
Matters on the Agenda
The agenda should be headed with the date, time and location of the meeting.
 The overall time should be shown on the agenda. In the example above, the duration is indicated at
the top. An alternative is to place a start time against each item on the agenda. It is important that an
agenda displays the overall duration of the meeting as this enables participants to plan their day in
advance. Furthermore it enables the chairperson to keep control of the meeting with reference to the
published time frame.
 It is usual to number each item on the agenda and to formally introduce each one.
 The apologies for absence involve naming those who were invited but unable to attend.
 Minutes of the last meeting. This is a formal process normally involving agreement, followed by the
chairperson‟s signature. Specific headings are then given for each topic that needs to be addressed.
 Any other business. Many businesses prefer to drop this item from agendas, restricting the meeting to
specific items. The risk with including this option is that it can invite almost any point of discussion
and meetings can drag on indefinitely.
 Any relevant background information should be sent out with the agenda. Aim to make the agenda as
informative as practical, it should encourage participants to turn up and play as full a role as possible.
If the agenda is dull then the attendees are less likely to prepare well, or they may even decide not to
turn up at all.
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 Remember, the key items discussed at the meeting are presented in the same order in the meeting
minutes as was shown on the meeting Agenda.
 In some businesses it may be useful to provide people with an e-mail or voice mail reminder of the
upcoming meeting and any preparatory work required.
It is advisable to distribute agendas and attachments one week prior to the meeting, although 48 hours should
be sufficient time for attendees. This allows people to read the attached reports, briefing papers and previous
meetings before the meeting.
SPECIFIC OUTCOME 2.
Explain the purpose and objective of minutes of meetings
Learning Outcomes:
1. Types of minutes are identified and explained.
2. The importance of accurate recording and producing of minutes is explained.
3. The distribution list is described.
4. Methods of distributing minutes is explained.
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5. The reasons for distributing minutes promptly is explained.
Purpose and objective of minutes
Purpose of minutes
Minutes of meetings allow the business to have a record of the discussion that has taken place, decisions
taken and actions implemented for future reference. It is therefore the responsibility of the person taking
minutes to ensure that they have accurately captured and recorded the meeting.
Types and Use of minutes
There are various types of minutes, depending on the requirements. Below is a list of the types of minutes
and when to use them:
 Verbatim minutes are a word-for-word recording of everything said in a meeting. These are used in
inquiries, such as a taking a statement in an accident inquiry or during a disciplinary hearing.
 Narrative minutes give a fuller account of the meeting in that they include discussion leading up to a
decision.
 Resolution/decision minutes should record the decisions taken at the meeting.
 Action minutes are used to ensure that members of the meeting are reminded of actions that they
have volunteered to take or that have been delegated to them. They often include the timeframe in
which the required task needs to be carried out.
Who is responsible for taking the minutes?

The type of meeting and type of minutes required would determine who is responsible for taking minutes.
Use the following questions to assist you in deciding who should be responsible for minute taking:
QUESTION ANSWER ACTION
1 Are verbatim minutes Yes It is recommended that an outsider who does not
required? participate in the process to take minutes.
2 Are narrative minutes Yes Minutes can be taken either by the chairperson, member
required? of the meeting or third party.
3 Are resolution/ Yes Either the chairperson or a member of the meeting can
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decision minutes note decisions taken.
required?
4 Are action minutes Yes Either the chairperson or a member of the meeting can
required? note actions and who has volunteered to fulfil these
actions.
5 Is the meeting small Yes The chairperson or member of the meeting can probably
and short? manage to take minutes.
6 Will taking minutes Yes It is preferable to get a third party who is not a decision-
distract the person maker to take minutes.
from participating in
the meeting?
As a general rule the more formal and larger the size of the meeting, the less likely participants will be
responsible for minute taking. For example during a disciplinary inquiry the person responsible for the
minutes will not be anyone involved in the case, whereas if an informal meeting is taking place between
colleagues, one of the participants will probably take responsibility for recording discussion, decisions
taken, actions and who is responsible for these.
Indicate what type of minutes should be recorded for each of the following meeting:
• Personnel meeting.
• Management meeting.
• Year-end function meeting.
Minutes should ideally be distributed within 48 hours of the meeting. This allows people to distinguish
between discussion that happened in the meeting and discussion that arose after the meeting. Minutes
should be distributed to all attendees and those who sent apologies.
The following can be appended to minutes:
 Reports
 Diagrams and statistical charts
 Photographs
The importance of accurate recording and producing of minutes is explained.
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The distribution list is described
Minutes
Taking Minutes forms an essential part of mostmeetings.
Their purpose is firstly to record Action Points, ie, what actions have been decided upon, who is
responsible and what the milestones anddeadlines are. Secondly they record summaries of the discussions
held at the meeting.
Taking minutes is a skilled job because the minute taker has to follow what can be confusing and
inarticulate debates and summarise accurately what was said.
After the meeting the minutes should be checked with the chairperson to confirm accuracy and then
circulated to all attendeesand and anyone else affected by any decisions taken at the meeting.
Use agreeAdate to send a copy of the minutes to all attendees after your meeting through your saved
event file. One single email can be sent to everyone present at the meeting, plus anyone else who needs to
be informed.
Minutes are required in order to:

 confirm any decisions made
 record any agreed actions to be taken
 record who has been allocated any tasks or responsibilities
 prompt action from any relevant attendees
 provide details of the meeting to anyone unable to attend
 serve as a record of the meeting's procedure and outcome
Methods of distributing minutes is explained.
How to Create Effective Meeting Minutes

Create Effective Meeting Minutes
Have you ever been part of a team or committee that held meetings that went nowhere? It can be
frustrating to sit through a meeting that rehashes the same old business without
moving forward or to have action items assigned that never get completed. When no
one in the meeting can remember what was decided in previous meetings,
discussions end up going around in circles. This type of meeting is a waste of
everyone's time. To ensure that meetings are well run and effective, it's important to
start with a planned agenda and produce effective meeting minutes.
Instructions
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1Meeting minutes originate with notes that are taken by a designated meeting attendee. The notes are
formally written up and each meeting attendee receives a copy. These formal minutes are a record of
decisions made and action items assigned. Notes for meeting minutes can be taken by hand or typed into a
laptop computer. The laptop has definite advantages since the minutes can more easily be created from
the notes.
2The designated person who creates the minutes of a meeting should not be the person who runs the
meeting. In an organization, the role of secretary may be created for this job. Another alternative in a
work situation is to have the minutes taking job rotate between team members.
3Meeting minutes should include the date, time and location of the meeting. Attendees should be listed
and absent attendees can be noted. Each major discussion topic should be listed, along with important
comments, decisions and action items. The notes don't need to be a word-for-word description, just an
overview of the most important points from the discussion. For each action item, list whom it was
assigned to and when it is expected to be reported on or completed.
4To ensure the accuracy of meeting minutes, it's a good idea to complete the formal write up as soon as
possible after the meeting. The completed minutes can be emailed to attendees for corrections, additions
and feedback. Quickly distributing the minutes will remind everyone about assigned action items.
5Always keep the tone of meeting minutes impartial, respectful and professional. Don't leave room for
misinterpretation by people who weren't at the meeting.
Tips & Warnings

 At the end of the minutes, list the date, time and location of the next meeting. The meeting
agenda is a great starting point for the meeting minutes format. For each agenda topic, fill in
information about decisions and action items. The meeting minutes can be used as the foundation
for the next meeting's agenda. In the meeting minutes, use bold face type to highlight important
items and bullets to organize discussion items.
SPECIFIC OUTCOME 3.
Take minutes of meetings
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Learning Outcomes:
1. Resources required for minute taking are identified, listed and explained.
2. Items to be included in minutes of meeting are listed and explained.
3. Attendees to meeting are identified.
4. The characteristics of good minutes are identified and explained.
5. Minutes are concise and accurate and reflect proceedings.
6. Minutes are produced and distributed in required format and time frame.
 Resources required for agenda and meeting
 Listening techniques
Taking minutes
How to take minutes
The LAW method is a useful guide to taking minutes:

 Listen first.
 Ask questions to get the needed answers recorded accurately.
 Write fast. The following practical suggestions should assist you in taking minutes:
 For each heading in the agenda have a corresponding heading in the minutes.
 The minute taker writes a summary of the agenda item in one to two paragraphs, taking note of
discussion, actions and responsible person.
Guidelines for taking minutes
The following is a guide for how to record the minutes of a formal meeting:
 Make sure that all of the essential elements are noted, such as type of meeting, name of the business,
date and time, name of the chairperson or facilitator, main topics and the time of adjournment. For
formal and corporate meetings include approval of previous minutes, and any relevant resolutions.
 Prepare an outline based on the meeting agenda. Leave plenty of white space in the minutes for your
notes. By having the topics already written down, you can jump right on to a new topic without
pausing.
 Prepare a list of expected attendees and check off the names as people enter the room or you can pass
around an attendance sheet for everyone to sign as the meeting starts. The degree of formality used
here will reflect the significance of the meeting and its future accountability. To be sure about who
said what, make a map of the seating arrangement and make sure to ask for introductions of
unfamiliar people.
 Don't make the mistake of recording every single comment, but concentrate on getting the general
meaning of the discussion and taking enough notes that you can summarise it later. Remember that
minutes are the official record of what happened, not exactly what was said at a meeting.
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 Use whatever device is comfortable for you, a notepad, a laptop computer, a tape recorder, a steno
pad or even shorthand. Many people routinely make an audio recording of important meetings as a
backup to their notes.
 Be prepared! Study the issues to be discussed and ask a lot of questions ahead of time. If you have to
fumble for understanding while you are making your notes, they may not make much sense to you
later when you need to type the minutes up.
 Don't wait too long to type up the minutes; again recently is the key to producing an accurate record
of the events. Make sure that you have them approved by the chairperson or facilitator before
distributing them to the meeting attendees.
 Don't lose sight of the fact that this is an important task. You may be called upon many times to write
meeting minutes and the ability to produce concise, coherent minutes is widely admired and valued.
Example of meeting minutes
 These minutes illustrate the sort of detail that might appear in the minutes of a routine sports club
committee meeting. Therefore, here we are looking at minutes at the entry level of what might be
classed as a formal meeting. Minutes should always reflect the agenda. Note that the date and venue
are listed. The names of the participants are recorded. Absentees are noted, and the key items
discussed are presented in the same order as shown on the meeting Agenda.
 The final copy of the minutes should follow the same format as the agenda, even if items were
discussed in a different order. There is often a set style for a given business, which enables the
minutes of meetings to be filed and compared more easily.
 The name or initials placed in an action column on the right hand side of the minutes can serve as a
useful reminder to those who were allocated specific tasks during the course of the meeting.
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Example of meeting minutes (formal meeting)
Taking action notes

In many situations action notes can be more practical than taking minutes. Action notes are used to
highlight action rather than past debate, so can be more effective, especially in the context of informal
groups or social committees. Action notes don't record the narrative detail of who said what but they
should accurately record what was decided and represent a clear list of who has been tasked to do what.
The use of either minutes or action notes should be agreed at the start of the meeting. Action notes can be
summarised quickly as the meeting draws to a close, using a flipchart or similar device to re-iterate and
confirm the individual commitments agreed. Action notes are most effective when they: Say enough, but
just enough, to explain the point State clearly every decision that was made Identify who has agreed to do
what, by when
They should be followed up in the same way as actions highlighted in minutes.
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How to Take Good Meeting Minutes
Take consise meeting minutes so everyone has a clear record of actions assigned and decisions made.
If you want to impress upper management and your peers, nothing

demonstrates your organizational skillsin a meeting better than the
ability to take clear and concise meeting minutes and notes. The minutes
cover general information about decisions made at the meeting and
responsibilities assigned to attendees; they are not a word-for-word
record of the meeting.
Instructions
1Decide what method you will use to record your notes. You can use a
pen and notepad or a laptop if you prefer typing. You may use a recording device for backup.
2Note the date and time, location, subject and attendees (both in person and via conference call) of your
meeting. Put this information at the top, left-hand side of your page
3Follow the meeting's defined agenda. If you have a copy of the agenda before the meeting, set up your
notebook by writing down the key agenda points with ample space between them for making notes and
recordingaction items or assignments.
4Write down the key meeting points, paying particular attention to decisions made, disagreements that
were tabled or require further discussion and important statements and questions.
5Take notes with the action item register in mind. This records what actions will be taken as a result of
the meeting. The register captures the following information: what defined action must be taken, the name
or names of who is responsible for the item and when is the action item due. Be specific and accurate with
this information for the minutes.
98 | P a g e
6Review your notes at the end of the meeting, and verbally go over the action item register with attendees
to reinforce the accuracy of your notes and meeting minutes.
7Convert your notes to a spreadsheet or type them in aword processing document immediately after your
meeting while the information is still fresh. If appropriate, send out the meeting notes to all attendees for
review and comment after you have proofread for spelling and grammatical errors.
Meeting Minutes Procedures
Taking minutes at a meeting creates a record of business transacted and decisions made, and is an
important part ofthe nuts and bolts of running a company or other organization. While different
organizations may have differing standards and practices for taking minutes, these steps provide a broad
overview that you can incorporate into your own note-taking.
Basic Meeting Minute Procedures

1. Before the Meeting
o Make sure to have the previous meeting's minutes (which may be read or discussed), the meeting's agenda
and any other documents that might be mentioned in the meeting in hand ahead of time; you can use the
agenda to make an outline ahead of time or to organize your notes afterward.
Form
o Record all the basics of the meeting, such as the group or business's name as well as the exact time the
meeting begins, the date and the place.
During the Meeting
o Record all the main points discussed as well as any motions made, who made them, the means by which
votes were conducted and the results of motions made.
Accuracy
o It is important to record information accurately, so you may want to use a tape or digital voice recorder.
However, it is normally not necessary to create a transcript of an entire meeting, only the highlights.
99 | P a g e
After the Meeting
o Use your notes and any recordings taken to create your minutes report; this should be done as quickly as
possible after the meeting to improve accuracy.
Submission
o Check your minutes report for factual and grammatical correctness, sign and date it, and submit it or place
it with the record of other meetings' minutes.
100 | P a g e

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NATIONAL CERTIFICATE: BUSINESS

ADMINISTRATION SERVICES ID 67465 LEVEL 3 – 120

This icon represents important information related to a specific

This icon helps you to be prepared for the learning to follow or

This icon represents any exercise to be completed on a specific topic

An important aspect of learning is through workplace experience.

This icon represents important notes you must remember as part of

Purpose Demonstrating and understanding of office equipment maintenance procedures

US No US Title Level Credits

13931 Monitor and control the maintenance of office 3 4

7706 Maintain a booking system 3 3

13929 CO-ORDINATE MEETINGS, MINOR EVENTS AND 3 3

13934 PLAN AND PREPARE MEETING COMMUNICATIONS 4 3

Learning Unit of office equipment

UNIT STANDARD NUMBER: 13931

Learners will be learning towards obtaining a national qualification at level 3 or are

LEARNING ASSUMED TO BE IN PLACE:

Learners will have demonstrated competence in communication at NQF level 2 or equivalent.

List of Types of Office Equipment

Record Keeping System

Inventories and lists of supplies

1. Type of routine maintenance is identified and explained.

Regular maintenance can keep your office computer running.

How to Clean up Computer

Workplace equipment and machines

Safe use of equipment

Storage and disposal of equipment and materials

Maintain a Booking System

LEARNING ASSUMED TO BE IN PLACE:

How more information helps your business

 is able to identify and address customer needs efficiently

 cares about customer satisfaction

What could happen if efficient service is not provided to the customers?

Effective & Efficient Customer Service

Perfecting Customer Service

Personalized Customer Service

Familiarity Breeds Good Business

Dig For Feedback, Mine The Results

 when they can expect it

 Range of records: daily, weekly, monthly

Daily Keep daily records up to date as follows:

State the importance of keeping

Informing Other Departments

 Use the guest’s name when referring to him/her

 Time can be saved when dealing with subsequent mistakes

 Incorrect information could result in customer complaints

Promotion of Services and Facilities

State reasons why it is necessary to promote an establishment’s Services

Range of Services and Facilities

Sleeping It is important to familiarise oneself with all aspects of sleeping accommodation

 Special features available e.g. televisions with DSTV, mini-bar, air-

 The number of people each room or suite can accommodate e.g.

SPECIFIC OUTCOME 10.

 How many people it can accommodate

 Availability of special equipment (e.g. types of audio-visual equipment, fixed or

 Types of food served

 Opening and closing times

 Alternative restaurants in the area

SPECIFIC OUTCOME 11.

SPECIFIC OUTCOME 12.

 Enter the desired arrival date.

If one is busy attending to another guest, proceed as follows:

 Tell the guest that he/she will be attended to in a moment.