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

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

FACILITATOR GUIDE
SAQA-13931-7706-13929-13937-13934
OFFICE ADMINISTRATION
SKILLS PROGRAM 4
Facilitator Information:
Details Please Complete this Section

Name & Surname:
Organisation:
Unit/Dept:
Facilitator Name:
Date Started:
Date of Completion:
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2
Facilitator Guide Introduction
About the Facilitator This Facilitator Guide provides a comprehensive overview of SAQA-13931-
Guide… 7706-13929-13937-13934- OFFICE ADMINISTRATION SKILLS
PROGRAM 4, and forms part of a series of Facilitator Guides that have been
developed for NATIONAL CERTIFICATE: BUSINESS
ADMINISTRATION SERVICES ID 67465 LEVEL 3 – 120 CREDITS.
The series of Facilitator Guides are conceptualized in modular’s format, in
accordance with the Learner Guides. This guide has been designed and
developed to assist you in effectively and efficiently prepare and implement
your various training interventions.
Purpose The purpose of this Facilitator Guide is to assist facilitators in delivering
training sessions, related to The Guide also provides information on
facilitation methodologies and strategies to be adopted during training
sessions.
Objectives  Plan and organise their own work
 Establish and maintain working relationships
 Maintain files and records.
Outcomes  Plan and organise their own work
 Establish and maintain working relationships
 Maintain files and records.
Facilitation The programme is very practical and aims to provide practical tools and skills
Methodology for adult learners. The methodology should ensure that:
 The learning environment is physically and psychologically
comfortable.
 Contact training periods are short and varied to avoid boredom.
 Learner expectations are articulated and clarified and managed by the
learner and facilitator.
 The experience of participants is acknowledged and drawn on in the
learning programme.
 Facilitation, rather than teaching, is used to allow participants to
participate fully.
 The facilitator balances the presentation of new material, debate and
discussion in such a way that the outcomes of the module are met,
while ensuring that all participants are valued and are able to
contribute to the learning process.
 The learning will be problem-oriented, personalized and accepting of
participants’ needs for self-direction and personal responsibility.
 The module presented in a way that allows a participant to participate
fully in the language of their choice.
 The facilitation process accommodates participants who may not be
literate, or who are not literate in English.
The contact session uses a participatory methodology. This is appropriate for
adult audiences who come with a wide range of experiences and skills. It also
accommodates a broader range of learning styles. Some techniques that can be
used include:
Method Description
Structured learning experience Participants engage with a complex
game or activities that represent real-life
situations that they may encounter in the
course of their work as a Ward
Committee member.
Case study This is a realistic story or real-life
situation that has taken place, in which
participants need to apply their
knowledge and skills to practice how
they can deal with the issues presented.
Group work Participants work on tasks in their
groups and report their findings back to
plenary.
Lecture The facilitator presents a short talk
(maximum of 10 minutes) to introduce a
new subject, to provide details, or to
wrap up a session.
Discussion This is a free exchange of ideas or
experiences on a particular topic. It may
be between the facilitator and the
participants or between the participants.
Brainstorming Participants generate a number of ideas
on a particular subject or question. It
4
may be used to gather different opinions
or to find out what participants know
about a particular topic.
Role-play Participants are asked to act out a
scenario where each participant plays a
particular role. A role-play may be used
to illustrate how people respond in
different situations.
Panel discussion This is a planned presentation by one or
more experts. It may be followed by a
discussion session or a round of
questions.
Resources  White board and/or Flipcharts
 Laptop & Data Projector (not compulsory)
 Facilitator & Learner Guide
 Learner Workbook
 Appendices (attached to learner guide)
Time Contact/ Facilitation Days
Theory
Practical
Assessments
Workplace Application Days
5
Facilitator’s Checklist & Training Aids
Learner support strategies:
Learners are supplied with all resources and aids as required by the program – including:
 Objects & devices such as equipment, protective clothing, and safety gear,
etc.
 Learner Guides and Learner Workbook
 Visual aids, etc.
Use this checklist below during your preparation to ensure that you have all the equipment,
documents and training aids for a successful session.
Preparation: Yes No
Qualification Knowledge – I have familiarised myself with the

content of the applicable qualification
Unit Standard Knowledge – I have familiarised myself with the

content of all aspects of the applicable unit standard
Content Knowledge – I have sufficient knowledge of the content to

enable me to facilitate with ease
Application knowledge – I understand the programme matrix &

have prepared for programme delivery accordingly
Contextualisation – I have included information which is specific to

the commodity and practices related to the commodity
Ability to respond to learners background & experience – I

have studied the learner demographics, age group, experience &
circumstances & prepared for programme delivery accordingly
Enthusiasm & Commitment – I am passionate about my subject &
have prepared my programme delivery to create a motivating
environment with real commitment to success
Enterprise knowledge – I know & understand the values, ethics,

vision & mission of the workplace & have prepared my programme
delivery, reporting & administrative tasks accordingly.
Equipment check:
Learner guides x 1 per learner
Assessment guides x 1 per learner
Writing materials & stationary (facilitator & learner)
White board & pens
Flip chart paper
Proximal projector & screen
Laptop & programme disk
Sample Hand-outs and examples of laws and other relevant

documents
Safety gear as prescribed by unit standard and applicable legislation
Documentation checklist:
Attendance Register
Course Evaluation
Learner Course Evaluation
Portfolios of evidence
7
Learning Program Time Frames
Total time Theoretical Activities

Practical learning
allocated learning time to be
time allocated (hours)
(hours) allocated (hours) completed
Complete 20 hours 6 hours 14 hours

Program
(including
summative
assessment)
Learner 1 hour 30 minutes 30 minutes

Orientation and
“Ice Breaker”
Purpose, 1 hour 30 minutes 30 minutes

Introduction and
Learner
Directions
Critically analyze 20 hours 6 hours 14 hours

how mathematics
is used in social,
political and
economic
relations
Preparation for 0.5 - - -

Assessment &
revision
TRAINING PROGRAM
Briefing Session: Day1
1. Introduction to the Learning Units
Start with an “ice-breaker”, and eventually discuss the global outcome of the
learning units with learners and emphasize the assessment process.
Topics Time Remarks
 Ice Breaker 15 min Please refer to Learner Guide
 Course expectations and Assessment Guide for
 Assessment Criteria 10 min details.
 Learner’s Responsibilities
5 min
2. Training Ground Rules

Discuss the training session ground rules with learners to avoid disturbance during
the session
Topics Time Remarks
 Learning Units estimated time 10 Min Write down the training
 Ethical behavior session ground rules and keep
 Cellular phones – (off/silent) them posted in the classroom
 Breaks – (tea, lunch….) for the duration of the session.
 Etc…
9|Page
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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WORKBOOK MEMORANDA
Monitor and control the maintenance of office equipment
UNIT STANDARD NUMBER: 13931
LEVEL ON THE NQF : 3

CREDITS : 4
FIELD : Business, Commerce and Management Studies
SUB FIELD : Office Administration
Answer the following question in the space provided below.
Activity Questions Description Mark

1 Identify and list Office equipment for maintenance 6
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.
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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 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.

2 Explain the importance of conducting routine maintenance on office equipment. 9
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.
No matter what field of work you are in, you need to have good equipment maintenance. It doesn't matter if you work in
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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 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

3 List appropriate personnel for equipment maintenance. 2
technicians
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SPECIFIC OUTCOME 2:
Monitor and liaise with maintenance providers
UNIT STANDARD ID: 13931
Discuss the Learning Outcomes introduction with the learners.
Topics Time Remarks

 Maintenance providers are identified, listed and 8 Hrs Ensure that all learners
contact details are obtained. participate in the discussion
 Suggestions and recommendations for suitable by asking them relevant
maintenance providers are submitted. questions.
 Maintenance agreements are studied and filed. Ensure that learners
 Maintenance providers are contacted to repair complete the activity in their
or maintain equipment where relevant. learner workbooks.
 Any problems with maintenance providers are

identified and reported.

4 Define maintenance 3
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
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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.
5 Demonstrate understanding of Inventories and lists of supplies 5
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 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.
6 Outline the importance of a maintenance agreement 4
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 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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SPECIFIC OUTCOME 3:
Conduct routine maintenance on designated office equipment
Topics Time Remarks

 Type of routine maintenance is identified and 8 Hrs Ensure that all learners
explained. participate in the discussion
 Safety measures for routine maintenance are by asking them relevant
described. questions.
 Location of maintenance equipment and Ensure that learners
accessories are identified and procedure for complete the activity in their
retrieval is explained. learner workbooks.
 Routine maintenance is conducted according to
manufacturers' instructions.
 Office equipment is checked to ensure it is in
working order before use.
 Maintenance materials are disposed of in
accordance with organisational requirements.
 Routine maintenance is conducted within
agreed time frames.

7 Identify and explain type of routine maintenance 6
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.
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8 Demonstrate understanding of regular maintenance of a computer, fax and a printer 5
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.
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.
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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.

9 Explain safe use of equipments according to organisational and legal requirements. 4
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:
 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.
10 Outline training requirements with regard to use of office equipments. 5
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
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 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
 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.

11 Explain the importance of recording in dealing with office equipments 3
Traceability and accountability
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Maintain a booking system

CREDITS : 3

Explain the importance of giving accurate information to customers and the need to be
1 6
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.
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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.
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.
Topics Time Remarks

 8 Hrs Ensure that all learners
participate in the discussion
by asking them relevant
questions.
Ensure that learners
complete the activity in their
learner workbooks.

Explain the reasons for providing an efficient service in terms of company profitability
2 5
and repeat guest business.
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.
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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.
SPECIFIC OUTCOME 3:
Explain the need to meet customer expectations in terms of knowledge of services and facilities
Topics Time Remarks

questions.
learner workbooks.

Explain the need to meet customer expectations in terms of knowledge of services and
3 5
facilities
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.
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To do this, tell them exactly:
 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'
Topics Time Remarks

questions.
learner workbooks.

Explain the importance of taking deposits in terms of ?no shows? and of accurately
4 5
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 UNIT
STANDARD ID: 7706
Topics Time Remarks

questions.
learner workbooks.

Explain the reasons for keeping bookings up to date and following up on unconfirmed
5 5
bookings
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.
SPECIFIC OUTCOME 6:
Explain the importance of keeping other departments informed of current and future bookings
Topics Time Remarks

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questions.
learner workbooks.

Explain the importance of keeping other departments informed of current and future
6 7
bookings
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.
SPECIFIC OUTCOME 7:
Given a range of customers, deal with customers politely and efficiently
Topics Time Remarks

 Ensure that all learners
questions.
learner workbooks.
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Given a range of customers, deal with customers politely and efficiently and identify
7 10
their requirements correctly.
Customers with When handling enquiries from/about people with mobility difficulties, note the
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.
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 Make a note of VIP guest’s special requests such as additional security/body
guards under “special requests”.
SPECIFIC OUTCOME 8:
Give customers accurate information and meet their enquiry needs
Topics Time Remarks

questions.
learner workbooks.

Demonstrate understanding of giving customers accurate information and meet their
8 5
enquiry needs
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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
 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
SPECIFIC OUTCOME 9:
Promote the establishment?s services and facilities at all appropriate times and explain why
Topics Time Remarks

questions.
learner workbooks.

Demonstrate understanding of Promoting the establishments of services and facilities at
9 5
all appropriate times and explain why.
Reasons The more staff know about the hotel’s services and facilities, the better they are
able to provide information and promote these.
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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).
 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.
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SPECIFIC OUTCOME 10:
Determine the availability of services and facilities correctly and communicate this clearly to the
Topics Time Remarks

questions.
learner workbooks.

Outline how to determine the availability of services and facilities correctly and
10 7
communicate this clearly to the customers
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
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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
 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
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 Alternative restaurants in the area

Offer alternative facilities to customers and explain the importance of doing this
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Topics Time Remarks

questions.
learner workbooks.

11 Offer alternative facilities to customers and explain the importance of doing this 6
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
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
Topics Time Remarks
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questions.
learner workbooks.

Given a range of bookings, demonstrate understanding of taking down the details and
12 5
record the booking using a manual or computerized booking system
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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

Provide customers with confirmations of bookings and all relevant information
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Topics Time Remarks

questions.
learner workbooks.

Outline how to provide customers with confirmations of bookings and all relevant
13 5
information.
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
Topics Time Remarks
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questions.
learner workbooks.

Outline how to Confirm the bookings and request deposits from customers as
14 5
appropriate per organisational requirements.
Handling Guaranteed Reservations

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.
Topics Time Remarks

questions.
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learner workbooks.

Given a range of amendments, choose a procedure and give reasons for the method
15 4
chosen
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.
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
Topics Time Remarks

questions.
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learner workbooks.
Given a system failure or error in manual systems, decide what action to take as
16 15
appropriate and explain why.
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.
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Carry out all work in an organised and efficient manner taking account of priorities.
Topics Time Remarks

questions.
learner workbooks.
Outline how to Carry out all work in an organised and efficient manner taking account
17 15
of priorities
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
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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 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
47 | P a g e
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.

Describe situations where a guest's booking has been cancelled incorrectly
Topics Time Remarks
48 | P a g e
questions.
learner workbooks.
Describe situations where a guest's booking has been cancelled incorrectly and how the
18 15
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:
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.
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In a different type of establishment describe how performance would be adapted
Topics Time Remarks

questions.
learner workbooks.
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Describe how performance would be adapted in maintaining a booking system in a

19 5
different type of establishment (B & B, game lodge) .
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
 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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Learning Unit 3
UNIT STANDARD NUMBER :
Co-ordinate meetings, minor events and
travel arrangements
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.
The qualifying learner is capable of:
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 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
LEARNING ASSUMED TO BE IN PLACE:
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
Learning Outcomes:
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.
ACTIVITY MARKS
ACTIVITY DESCRIPTION
1 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.
ACTIVITY ACTIVITY DESCRIPTION MARKS
2 Explain the 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.
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Progress reports
These meetings are usually held to update various teams/team members on the progress of particular work.
3 Who attends meeting?

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.
4 List good meeting etiquette in a business

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.
5 List the guidelines for the format of an agenda

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

SPECIFIC OUTCOME 2.
Arrange venue and catering
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.
6 List the things that you need to consider when you arranging meeting
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 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.
7 Describe the process of selecting venue

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:
8 What the purpose of 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.
SPECIFIC OUTCOME 3.
Make travel, car hire and accommodation arrangements
Learning Outcomes:
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.
Describe how suitable accommodation is secured and bookings confirmed in writing?

9
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.
When asked to make travel or accommodation arrangements, what information is

10
required?
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).
11 Outline the requirement for car hire

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.
12 What does the transportation includes?

Transportation
Transportation includes:
 transfers from the airport;
 transport of delegates from their hotels to the conference venue and back; or
 other travel arrangements such as car hire.
13 List the types of payments that need to be done

Payment
 Payment for accommodation in advance.

 Payment of deposit.
 The hotels, travel agency, or local organisers, as appropriate, should send out confirmation of accommodation.

SPECIFIC OUTCOME 4.
Assemble and distribute documentation for meeting or event in

good/sufficient time to attendees
Learning Outcomes:
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.
Describe guidelines for documentation and information to attendees

14
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
15 What does the following up types include?
Following up typically includes:

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.

15 List the 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.

Monitor and control office supplies

CREDITS : 3
SUB FIELD : Office administration

1 Identify Office supplies 12
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
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

 Reinforcements
 3–ring binders
Supplies for hanging
 Pushpins
 Thumbtacks
 Map pins
Identification supplies
 Price tags
 Name badges
 Labels
 Color coding labels


2 Describe Ways to Save on Office Supplies 10
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.

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.

3 Explain How to Manage Inventory of Office Supplies 8
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 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
Topics Time Remarks

 Office supply processes and procedures are 8 Hrs Ensure that all learners
monitored and evaluated. participate in the discussion
 Out-of-line situations are identified and by asking them relevant
highlighted. questions.
 Remedial action is taken to bring office supply Ensure that learners
processes and procedures back in line. complete the activity in their
 Areas for improvement are identified and learner workbooks.
recommendations are made the authorised
individuals.

4 Explain Staff Re-ordering of supplies 4
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 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.
5 Explain how to Keep Control of Your Supplies 6
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.
SPECIFIC OUTCOME 3:
Monitor and control the distribution of office supplies

Topics Time Remarks

 Distribution procedures are identified, set and 8 Hrs Ensure that all learners
communicated. participate in the discussion
 Office supply requests are received and by asking them relevant
recorded. questions.
 Office supplies are distributed within agreed Ensure that learners
timeframes. complete the activity in their
 Office supply distribution procedures are learner workbooks.
followed.
 Areas of non-conformance are identified and
highlighted.
 Remedial action is taken to rectify office supply
distribution processes and procedures.

6 Outline how to Monitor and control the distribution of office supplies 10
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 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.
7 Explain how to Stop Office Supply Theft 4
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.
8 Demonstrate understanding of how to distribute supplies 6
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 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.

9 Outline how to Centralize Office Supplies 7
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.
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.

Outline Remedial action to taken to rectify office supply distribution processes and
10 4
procedures.
Choose a gate keeper or manager for distributing suplies
11 Explain what to do with old office supplies 4
Donate or chairity

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.
The qualifying learner is capable of:
 Demonstrating an understanding of the agenda of meetings
 Explaining the purpose and objective of minutes of meetings
 Taking minutes of meetings
LEARNING ASSUMED TO BE IN PLACE:
Learners will have demonstrated competence in communication at NQF level 2 or equivalent.

SPECIFIC OUTCOME 1.
Demonstrate an understanding of the agenda of meetings
Learning Outcomes:
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.
ACTIVITY MARKS
ACTIVITY DESCRIPTION
1 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:

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.
2 Explain the Purpose of the Agenda

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.

3 Explain the 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.

4 List the 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.
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.
5. The reasons for distributing minutes promptly is explained.
Identify and explain the types of minutes

5
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.
6 Explain the importance of taking minutes
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.
7 Explain the purpose of minutes of meetings

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.
How to Create Effective Meeting Minutes

8
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
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.
2 The 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.
3 Meeting 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.

4 To 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.
5 Always keep the tone of meeting minutes impartial, respectful and professional. Don't leave room for misinterpretation
by people who weren't at the meeting.
SPECIFIC OUTCOME 3.
Take minutes of meetings
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.
How do you take minutes?

9
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.
 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.
Outline the instruction for a good meeting minutes

10
Instructions
1
Decide 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.
2
Note 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.
3
Follow 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 recording action items or
assignments.
4
Write down the key meeting points, paying particular attention to decisions made, disagreements that were tabled or
require further discussion and important statements and questions.

5
Take 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.
Review 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.
7
Convert your notes to a spreadsheet or type them in a word 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.
Discuss the basic meeting minute procedures

11
Basic Meeting Minute Procedures

1. Before the Meeting
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
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

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
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.
After the Meeting
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
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.


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NATIONAL CERTIFICATE: BUSINESS ADMINISTRATION

SERVICES ID 67465 LEVEL 3 – 120 CREDITS.

Details Please Complete this Section

 Laptop & Data Projector (not compulsory)

 Facilitator & Learner Guide

 Appendices (attached to learner guide)

Time Contact/ Facilitation Days

Workplace Application Days

Learner support strategies:

 Learner Guides and Learner Workbook

 Visual aids, etc.

Qualification Knowledge – I have familiarised myself with the

Unit Standard Knowledge – I have familiarised myself with the

Content Knowledge – I have sufficient knowledge of the content to

Application knowledge – I understand the programme matrix &

Contextualisation – I have included information which is specific to

Ability to respond to learners background & experience – I

Enterprise knowledge – I know & understand the values, ethics,

Learner guides x 1 per learner

Assessment guides x 1 per learner

Writing materials & stationary (facilitator & learner)

White board & pens

Flip chart paper

Proximal projector & screen

Laptop & programme disk

Sample Hand-outs and examples of laws and other relevant

Safety gear as prescribed by unit standard and applicable legislation

Learner Course Evaluation

Total time Theoretical Activities

Complete 20 hours 6 hours 14 hours

Learner 1 hour 30 minutes 30 minutes

Purpose, 1 hour 30 minutes 30 minutes

Critically analyze 20 hours 6 hours 14 hours

Preparation for 0.5 - - -

Briefing Session: Day1

1. Introduction to the Learning Units

 Assessment Criteria 10 min details.

2. Training Ground Rules

 Cellular phones – (off/silent) them posted in the classroom

 Breaks – (tea, lunch….) for the duration of the session.

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

UNIT STANDARD NUMBER: 13931

LEVEL ON THE NQF : 3

Answer the following question in the space provided below.

Activity Questions Description Mark

Activity Questions Description Mark

Activity Questions Description Mark

Discuss the Learning Outcomes introduction with the learners.

Topics Time Remarks

 Maintenance providers are contacted to repair complete the activity in their

or maintain equipment where relevant. learner workbooks.

 Any problems with maintenance providers are

Activity Questions Description Mark

Discuss the Learning Outcomes introduction with the learners.

Topics Time Remarks

Activity Questions Description Mark

How to Clean up Computer

Activity Questions Description Mark

Activity Questions Description Mark

UNIT STANDARD NUMBER: 7706