Administration and Office Management Best Practices

ADMINISTRATION AND OFFICE MANAGEMENT
BEST PRACTICES AND TECHNOLOGIES
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
LYNDHURST
9-12 JULY 2018

4-DAY, TRAINING PROGRAMME
OVERVIEW
• Roles, responsibilities and skills of an Office Professional
• Office Management & Administration skills
• Interpersonal Communication
• Business Communication
• Stress Management
• Time Management
• Reception and Telephone etiquette
• Event Management
• Customer service
• Records Management

INTRODUCTORY ACTIVITY
• Individual activity:
• Complete the following statement by inserting one word only. In
order to be an effective Office Professional/Manager, I need to/to
be………………………………………………………
• Jot this word down and find other learners who have written down
the same word.
• Write this word down on the flip-chart.
• You’ll be given the opportunity to substantiate your choice of
word.

ROLES, RESPONSIBILITIES & SKILLS OF
AN OFFICE PROFESSIONAL

VALUE OF AN OFFICE PROFESSIONAL
In a survey of the Managing
Directors of the Top
5 000 businesses in the UK, they
concluded that having their P.A
made them more than 32% more
effective.

THE SKILLS AND ATTRIBUTES THAT EXECUTIVES ARE
LOOKING FOR IN OFFICE PROFESSIONALS
• #1: Understanding the business strategy
• #2: Understanding the wider business issues
• #3: Operating efficiently and effectively
• #4: Being a natural problem solver
• #5: Being a rigorous planner
• #6: Being a strong influencer

THE SKILLS AND ATTRIBUTES THAT EXECUTIVES ARE
LOOKING FOR IN OFFICE PROFESIONALS
• #7: Using initiative and being pro-active
• #8: Focusing on providing support and being a sounding board
• #9: Interpersonal skills, efficiency and work ethic
• #10: Ability to understand and anticipate the needs of the CEO
• #11: Other crucial attributes are organizational ability, an
awareness of world events and “mutual respect.”
• #12: Skills variety e.g. “exceptional organizational skills,” the
ability to utilize new technology, “knowledge of cultural
differences” around the world, good communication skills, EQ
and professionalism.

ATTRIBUTES OF PROFESSIONALISM
• Specialized Knowledge
• Competency
• Honesty and Integrity
• Accountability
• Self-Regulation
• Image

CORE COMPETENCIES OF BEING A SUCCESSFUL
PROFESSIONAL
• Identify our most valuable skill sets
• Market our skills that are most in-demand
• Target who we want to market ourselves to
• Articulate our ability to solve an employer's problems and alleviate their
pain
• Proactively start and engage in meaningful industry conversations
• Position ourselves as a subject-matter expert
• Know our worth and limits

NETWORKING AND BUSINESS CONTACTS
• “It’s not what you know, but who you know.”
• Research has proven that those employees better equipped
with the social skills necessary to network effectively and
build sustainable, professional relationships with key
organizational decision-makers, tend to climb the corporate
ladder substantially faster than those who lack this capability.
• Research indicates that between 50% and 75% of jobs are
never advertised. So networking can be 12 times more
effective than answering an advertisement.
• Networking is a process of building strong and enduring
relationships that are mutually beneficial.

NETWORKING POINTERS
• The first thing you must do is develop a network list
• Clarify exactly what it is you have to offer
• Identify the right decision maker with respect to what you want to
achieve
• Do some research before making contact
• Use a mutual connection/acquaintance, with their permission first
• Ensure that your communication is interesting, useful and value-
adding

NETWORKING POINTERS
• Turn every contact into a multiple contact
• Identify and win over gatekeepers, assistants who screen communications
• Awaken people to your talent, get them to sit up and take notice of your worth
• Always be prepared to deliver (in terms of time, quality and according to
expectation)
• Always follow-up, don’t lose initial momentum and impetus
• Grasp every chance to broaden your networking opportunities - attend exhibitions,
conferences or trade fairs relevant to your target field
• Keep your contact information up to date and keep others updated of your details

THE PRINCIPLES OF
PROFESSIONAL SOCIAL
MEDIA ETIQUETTE
• LinkedIn
• Twitter
• Facebook

QUALITIES AND SKILLS OF AN OFFICE
PROFESSIONAL
• Organizational skills
• Tact and diplomacy
• Effective communication skills
• Maintain confidentiality in sensitive matters
• Display excellent judgment
• Some of the key, soft skills required by PA/EA’s include:
❑Resilience
❑Emotional Intelligence
❑Assertiveness

LEARNING
ACTIVITY 1
Group Discussion:
• Identify and describe your primary
and supportive roles as an Office
Manager/Administrator. Identify
opportunities for growth in your
current role.
• Identify the key skills and
competencies that you require to be
an effective Office
Manager/Administrator. Identify
developmental gaps and indicate
improvement strategies.
• Evaluate your current competency
against the 12 criteria of what
executives expect. Identify
developmental gaps and indicate
improvement strategies.

LEARNING
ACTIVITY 1
Group Discussion:
• By referring to the attributes
of professionalism, describe
how you, as an Office
Professional, can enhance your
professionalism and improve
business ethics in your
organization.
• As an Office Professional,
develop strategies to improve
your business networking
skills.
develop strategies to build
your personal, professional
brand, by means of social
media.

THE FUTURE-FIT CODE: 10 STRATEGIES TO FUTURE-
PROOF YOUR OFFICE PROFESSIONAL CAREER
• Future-fit, career-minded Virtual Assistants (V.A’s)
will apply the following strategies:
❑#1: Relevance
❑#2: Differentiation
❑#3: Unique Value Proposition (UVP)
❑#4: Specialization
❑#5: Agility

THE FUTURE-FIT CODE: 10 STRATEGIES TO FUTURE-
PROOF YOUR OFFICE PROFESSIONAL CAREER
• Future-fit, career-minded Virtual Assistants (V.A’s) will
apply the following strategies:
❑#6: Re-invention
❑#7: Value Amplification
❑#8: Next Dimension Thinking
❑#9: Digital Literacy and -Citizenship
❑#10: Hyperconnected Collaborator
• Refer to link: https://www.linkedin.com/pulse/future-
fit-code-10-strategies-future-proof-your-career-charles-
cotter/

SOURCE OF RELEVANCE: MINDSET
FUTURE-FIT HRM CONSULTANT FUTURE UNFIT HRM CONSULTANT
Growth Fixed
Abundance Scarcity
Optimalist Perfectionist
Investment Cost/expenditure
Future-focused (strategist) Present and short-term (tactician)
Aspires to success and sustainability Aspires to safety and stability

LEARNING ACTIVITY 2:
FUTURE-FIT V.A
HEALTH CHECK
• In light of the above
Future-fit Code, do
you believe that you
are ready for the
future workplace?
Please refer to the
following link:
• https://www.survey
monkey.com/r/HWJR
5FW

CONSOLIDATION INTO A PERSONAL
DEVELOPMENT PLAN (PDP)

OFFICE MANAGEMENT
PRINCIPLES AND PRACTICE
• The necessity of management
• Defining management
• Management roles
• Management skills
• Management functions
• Management resources

THE NATURE OF THE BUSINESS/TECHNICAL
ENVIRONMENT – V-U-C-A

THE IMPORTANCE AND NECESSITY OF
MANAGEMENT
• Management directs a business towards its goals
• Management sets and keeps the operations of a
business on a balanced course
• Management keeps the organization in a equilibrium
with its environment
• Management is necessary to reach the goals of the
organization at the highest possible level of
productivity

RESPONSIBILITY, AUTHORITY AND
ACCOUNTABILITY

DECIDING WHAT JOBS TO DELEGATE?

• Performance equation
• Benefits of motivated workforce
• Motivation strategies

BENEFITS OF A MOTIVATED WORKFORCE
• Quality performance
• High levels of productivity (“a team member is a
productive team member”)
• High levels of commitment (to both the team and
organization)
• High levels of team cohesion

OFFICE MANAGER
MOTIVATION ACTIONS
• Set specific goals for employees
• Goals should be realistic and attainable
• Job must suit the employee’s personality
• Respect and recognise individual differences
• Provide immediate feedback to employees on their
performance
• Rewards should be individualistic
• Link rewards to performance
• Honour the principle of internal equity (i.e. fairness for
all employees)
• Motivational theories should be regarded as cultural
bound

PRODUCTIVITY
IMPROVEMENT
FOCAL POINTS
Processes
Resources
Structures
Behaviour
Systems

PRODUCTIVITY IMPROVEMENT
STRATEGIES
• Job design
• Intra-preneurial incentives
• Training and education
• Incentives
• Empowerment and participation
• Devising reward systems

3 E’s OF RESOURCE
MANAGEMENT

OFFICE SPACE AND ENVIRONMENT
MANAGEMENT

MEANING OF FENG SHUI
• A Chinese system of laws considered to govern
spatial arrangement and orientation in relation to
the flow of energy (chi), and whose favourable or
unfavourable effects are taken into account when
siting and designing buildings.
• The art of placement – knowing what to put where
and in what colours, shapes and materials, to
create an environment that facilitates happiness,
serenity, tranquility and harmony.

LEARNING
ACTIVITY 3
• Group discussion:
• Identify the most important
management and administrative
functions and skills that you require
to function effectively as a
P.A/EA/Secretary
• Identify one office management
task. By applying the 5-step
delegation process, explain how
you as an office manager will
effectively delegate this task.
• As an Office Manager, describe how
you can motivate and inspire your
team members.

LEARNING
ACTIVITY 3
• By referring to team
structures, processes,
behaviour and systems,
develop productivity, office
space and workflow
improvement strategies for
your office/team at your
organization.
• Describe how you will
efficiently, effectively,
economically and ethically
utilize the assigned and
allocated office management
resources.

INTERPERSONAL
COMMUNICATION SKILLS

DEFINING EFFECTIVE COMMUNICATION
• Communication is more than merely imparting meaning – it
must also be understood.
• Fundamental definition of effective communication is when
the intended message of the sender is correctly interpreted,
understood and acted upon by the recipient/listener.
• Communication is the lifeblood of teams. No team or
organization can exist without communication i.e. the
transference of meaning among its team members.
• It is only through transmitting meaning from one person to
another that information and ideas can be conveyed.

3 PRIMARY COMMUNICATION SKILLS
• Informing skills – the ability to articulate and
express ideas and thoughts (as sender)
• The ability to express, read, interpret and respond
appropriately to non-verbal communication
• Listening skills – the ability to listen attentively and
actively (as receiver)

COMMUNICATION IMPROVEMENT
STRATEGIES
• Plan what you want to say and how you will say it
• Use multiple channels and mediums
• Tailor the message to the audience
• Use clear, simple and understandable language
• Empathize with others
• Remember the value of face-to-face communication
when dealing with change

COMMUNICATION IMPROVEMENT
STRATEGIES
• Use two-way communication
• Practice active listening
• Match your words and actions (congruency)
• Ask for feedback/questions to confirm understanding
• Use the grapevine (as a source of employee issues)
• Use feedback
• Use assertive communication

BARRIERS TO
EFFECTIVE
COMMUNICATION
• Intra-personal
• Interpersonal
• Structural
• Physical, technological
and/or environmental

JOHARI’S WINDOW
• Managers can utilize Johari’s Window, in order to affect openness and
interpersonal trust.
• Designed to understand the communication process between people and consists
of varying degrees of information held in common between two people as well as
methods that can be used to increase the size of one’s window.
• Communication will be enhanced if the Arena is increased in size by:
❑ Exposure of self to others
❑ Soliciting feedback from others
• Exposure requires an open, candid and trusting approach, while feedback requires
an active solicitation of feelings, opinions and values from others.
• For these processes to be fully developed, reciprocity is required.

PARENT-ADULT-CHILD (PAC) MODEL

DEFINING NON-VERBAL
COMMUNICATION (NVC)
• Non-verbal communication is usually understood as the
process of communication through sending and
receiving wordless (mostly visual) cues between
people.
• Face-to-face interaction, NVC can be classified into
three principal areas:
❑Environmental conditions where communication takes place
❑Physical characteristics of the communicators
❑Behaviours of communicators during interaction

COMPREHENSION COMPONENTS OF NVC

LEARNING
ACTIVITY 4
• By referring to the barriers to
effective communication, from your
office management experience,
identify the most common causes of
communication break-downs
between yourself and your manager
and other colleagues.
• Propose/develop solutions to these
identified communication break-
downs.
• By referring to the different
examples of NVC, explain how you
as a sender and receiver, can
improve your interpersonal
communication.

BUSINESS
COMMUNICATION
• Report Writing
• Minute-taking
• E-mail communication
• Business Presentations

CAKE-BAKING
ANALOGY
• BEST PRACTICE BUSINESS
WRITING PRINCIPLES -
INGREDIENTS
• THE “LOOK AND FEEL”
COMPONENTS OF AN EFFECTIVE
BUSINESS REPORT – PICTURE OF
THE CAKE
• THE 6-STEP, REPORT WRITING
PROCESS - RECIPE

BEST PRACTICE WRITING PRINCIPLES

20 FUNDAMENTAL, BEST PRACTICE WRITING
PRINCIPLES
• #1: A – B – C (ACCURACY – BREVITY – CLARITY) – “BE ON POINT
AND TO THE POINT”
• #2: A – I – D –A (ATTENTION – INTEREST – DESIRE – ACTION) –
“TELL THE READER WHAT YOU’RE GOING TO TELL THEM; TELL
THEM AND THEN TELL THEM WHAT YOU TOLD THEM.”
• #3: “THINK BEFORE YOU INK” – USE 80 (THINKING)/20 (INKING)
PRINCIPLE
• #4: HARMONIZATION OF THE BEST FIT METHODS – FIT FOR
PURPOSE/MESSAGE/READER
• #5: BE STRATEGIC AND SELECTIVE - PROVIDE ONLY VALUE
ADDING AND RELEVANT INFORMATION

20 FUNDAMENTAL, BEST PRACTICE
WRITING PRINCIPLES
• #6: “LESS IS MORE” – HAVE AN EFFICIENT AND ECONOMICAL WRITING
STYLE
• #7: EMPATHIZE - “CUSTOMIZATION IS KING/QUEEN” – CONDUCT A
READERSHIP ANALYSIS TO ACCOMMODATE THEM AS MUCH AS POSSIBLE –
“SPEAK THE LANGUAGE THAT YOUR READER UNDERSTANDS”
• #8: INTEGRATE RATIONAL (LEFT BRAIN) AND CREATIVE (RIGHT BRAIN)
THOUGHT PROCESSES
• #9: MARRY BEING METICULOUS (“EYE FOR DETAIL”) WITH FINDING
CREATIVE WRITING SPACE (PSYCHOLOGICAL, EMOTIONAL AND
ENVIRONMENTAL)
• #10: USE OF VISUAL STIMULI AND TECHNIQUES TO COMPLEMENT,
SUPPORT AND PROMOTE A HIGHER LEVEL OF UNDERSTANDING

WRITING PRINCIPLES
• #11: ENSURE QUALITY ASSURANCE E.G. PROOF-READING; EDITING; SPELL
CHECKING AND VERIFICATION OF INFORMATION
• #12: USE THE PURPOSE AS YOUR WRITING “GPS” – TO
CONCENTRATE/DIRECT FOCUS TO THE ACHIEVEMENT OF
OUTCOMES/OBJECTIVES
• #13: “DON’T WRITE TO IMPRESS, WRITE TO PROMOTE A HIGHER LEVEL OF
UNDERSTANDING.” – BE A AGENT OF EFFECTIVE COMMUNICATION
• #14: EMPLOY A “COMMUNITY OF WRITERS” APPROACH – THE VALUE OF
CONSULTATION AND ENGAGEMENT
• #15: PROPER STRUCTURE - USE THE PYRAMID (CASCADING) METHOD –
INITIALLY PRESENT LESS IMPORTANCE INFORMATION AND CLIMAX WITH
MOST CRITICAL INFORMATION

WRITING PRINCIPLES
• #16: APPLY THE WATERFALL APPROACH – VERTICAL ALIGNMENT AND
SYNERGY BETWEEN THE REPORT FINDINGS, CONCLUSION AND
RECOMMENDATIONS
• #17: “TOUR GUIDE” MENTALITY – DIRECT; NAVIGATE; ORIENTATE, INFORM;
ADVISE, ENLIGHTEN AND CAPTIVATE THE READER
• #18: ADOPT A STORY TELLING MODE – LOGICAL AND COHERENT FLOW OF
INFORMATION – NO SURPRISES!
• #19: THE REPORT SHOULD GENERATE BUSINESS INTELLIGENCE – ENABLING
SMART OPERATIONAL AND STRATEGIC DECISION-MAKING
• #20: ADOPT A STRATEGIC MIND-SET – DEVELOP STRUCTURED, HOLISTIC
AND WELL-PREPARED BUSINESS WRITING HABITS

STRUCTURE
• VARIES DEPENDENT ON WHETHER INFORMATIVE
(“TELLING”) OR EVALUATIVE (“SELLING”) TYPE OF
BUSINESS REPORT
• EXTERNAL STRUCTURE – FRONT-END AND BACK-
END
• INTERNAL STRUCTURE

EXTERNAL STRUCTURE –
FRONT-END
• TITLE PAGE
• TABLE OF CONTENTS
• EXECUTIVE SUMMARY

EXTERNAL STRUCTURE – BACK-END
• GLOSSARY OF TECHNICAL TERMS AND
ACRONYMS
• LIST OF SOURCES/REFERENCES
• ATTACHMENTS – APPENDICES AND
ANNEXURES

INTERNAL STRUCTURE
• INTRODUCTION
• BACKGROUND/CONTEXTUALIZATION
• RESEARCH METHODS AND PROCESS
• FINDINGS
• CONCLUSIONS
• RECOMMENDATIONS

REPORT WRITING PROCESS
• STEP 1: PLANNING
• STEP 2: RESEARCHING THINKING (80%)
• STEP 3: ORGANIZING
• STEP 4: WRITING THE FIRST DRAFT
• STEP 5: QUALITY ASSURANCE INKING (20%)
• STEP 6: SUBMIT FINAL DRAFT FOR APPROVAL AND ADOPTION

REPORT WRITING
PHASES
• Crafting
(Conceptualizing)
• Drafting (Writing)
• Shafting (Submitting)

MINUTE-TAKING
FUNDAMENTALS
• The scope of minutes
• Tips and warnings
• The criteria of
effective minutes

MINUTE-TAKING: TIPS AND WARNINGS
• You do not need to record topics irrelevant to the business at hand. Taking
minutes is not the same as taking dictation.
• Consult only the chairperson or executive officer, not the attendees, if you
have questions.
• The person taking minutes does not participate in the meeting.
• Write in a concise, accurate manner, taking care not to include any sort of
subjective opinion.
• No matter what type of minutes you take, focus on capturing and
communicating all important actions that took place.
• Make sure all attendees sign the minutes before they are filed to
demonstrate their agreement with the contents of the minutes

CRITERIA FOR GOOD MINUTES
• Be factual and accurate
• Be short and to the point (concise)
• Clearly indicate the meeting proceedings and discussions
• Concentrate on resolutions and decisions taken at the meeting
• Show decisions clearly marked “agreed” by the Committee
Members
• Follow the agenda headings so that they are easily understood

CRITERIA FOR GOOD MINUTES
• Be written in full sentences
• Indicate how many members attended the meeting or
list their names
• State the time the meeting was opened and closed
• Be written in the past tense
• Be written in plain, easily understood language
• Be consistent in their format and content

BEST PRACTICE GUIDELINES FOR MINUTE-
TAKERS
• Preparation (pre-meeting)
• Transcribing (during meeting)
• Writing minutes (after the meeting)

PREPARATION (PRE-MEETING)
• Obtain the meeting agenda, minutes from the last meeting, and any
background documents to be discussed.
• Prepare an outline based on the agenda ahead of time, and leave plenty of
white space for notes.
• Prepare a list of expected attendees and check off the names as people
enter the room.
• To be sure about who said what, make a map of the seating arrangement,
and make sure to ask for introductions of unfamiliar people.
• If you are an active participant in the meeting, be prepared.
• Don't be intimidated by the prospect of taking minutes. Concise and
coherent minutes are the mark of a professional.

TRANSCRIBING (DURING MEETING)
• Sit beside the chairperson for convenient clarification or
help as the meeting proceeds.
• Ensure that all of the essential elements are noted
• Note who arrives late or leaves early so that these people
can be briefed on what they missed.
• Don't make the mistake of recording every single comment.
Concentrate on getting the gist of the discussion and taking
enough notes to summarize it later.
• Listen for key words or phrases. Try to capture basic ideas
and the essence of what people say.

TRANSCRIBING (DURING MEETING)
• Use whatever recording method is comfortable for you
• Write down items in the order in which they are discussed.
• Write as clearly as possible. Abbreviate words, use initials to save time circle key
ideas, statements or decisions. Underline highlights and differentiate important
ideas. Use stars, arrows, numbers.
• Number all sheets. Note ‘Action’ beside motions or decisions requiring specific
tasks. Note who is responsible for the action.
• Speak up (via the Chairperson) when the action is too fast.
• Record the motions made and the names of people who originate them.
• Record whether motions are adopted or rejected, how the vote is taken and
whether the vote is unanimous. For small meetings, write the names of the
attendees who approve, oppose and abstain from each motion.

WRITING MINUTES (AFTER THE MEETING)
• Don't wait too long (procrastinate) to type up the minutes,
especially while your memory is fresh.
• Use the approved format/template of minutes.
• Consider attaching long resolutions, reports or other
supplementary material to the minutes as an annexure/appendix.
• Consult with subject matter experts and/or attendees to verify
the accuracy of recorded minutes.
• Proofread the minutes before submitting them.
• Be sure to have the minutes approved by the chair or facilitator
before distributing them to the attendees.

FUNDAMENTALS OF E-MAIL
COMMUNICATION
• Guidelines to improve e-mail writing skills
• Writing professional e-mails
• Improving your e-mail writing style
• Writing business e-mails
• Golden Rules of Email Etiquette

GUIDELINES TO EFFECTIVE E-MAIL
COMMUNICATION

• Do not, under any circumstances, forward chain letters
• Respond to group e-mails appropriately
• Use actual English
• Don’t use your company e-mail for private e-mails
• Utilize CC and BCC properly
• Be careful what you say

• Lose the attitude
• Don’t be a spammer
• Respect laws and regulations
• Get clarification
• Delete unnecessary content
• Keep signatures simple

CHARACTERISTICS
OF A GOOD
PRESENTER
Good eye contact
Confident manner
Interesting voice
Appropriate pace
Knowledge
Enthusiasm
Imagination

SECRETS OF A
GOOD
PRESENTATION
Clear objectives
Logical structure
Complementary/Supportive
Visuals
Thorough and proper
preparation
Correct pitch
Opportunity for questions

PRESENTATION ICEBERG
• PUT IT ACROSS (PIA) – Delivery
• PUT IT TOGETHER (PIT) – Planning and Preparation

BUSINESS PRESENTATIONS FRAMEWORK
• Planning and preparation
• Audience analysis
• Self-Management (dealing with your nerves and building
confidence)
• Materials, Visual Aids and Technology
• Rehearse
• Impact, Impression and Influence
• Delivery

LEARNING
ACTIVITY 5
develop a set of best practice
guidelines for the following
forms of business
communication:
❑ Report writing
❑ Minute-taking
❑ Email
❑ Business presentations

STRESS MANAGEMENT
• Defining stress
• Perception of stress
• The Four Common Types of Stress
• Causes of stress
• Outcomes of stress
• The Pyramid Approach
• Stress management strategies

COMMON TYPES OF
STRESS
• Time stress
• Anticipatory stress
• Situational stress
• Encounter stress

INDIVIDUAL STRESS MANAGEMENT
STRATEGIES

ORGANIZATIONAL STRESS MANAGEMENT
STRATEGIES
• Supportive organizational practices
• Job design
• Employee Assistance Programmes
• Employee counselling
• Employees Wellness programs

LEARNING
ACTIVITY 6
• Individual Activity:
• By referring to the Pyramid
approach, assess your
current degree of stress
threshold and stress
coping methods.
• By referring to the types
and causes of stress,
identify your foremost
personal and workplace
stressors, as an Office
Professional.

LEARNING
ACTIVITY 6
• How do these causes
impact on your workplace
productivity and
performance?
• At both an individual and
an organizational level,
describe what stress
management strategies
can be applied to the
above, identified stressors

TIME WASTERS
❑Self-generated
❑Environmental

SELF-GENERATED
TIME WASTERS
• Personnel factors
• Disorganized
• Procrastination
• Inability to say no
• Burnout and stress

ENVIRONMENTAL
TIME WASTERS
• Organizational factors
• Organizational Cultural factors
• Management factors
• Top management
• Work processes, procedures &
habits
• Supply chain
• Unproductive meetings

APPLYING THE PARETO PRINCIPLE
(80/20%)

SUMMARY: TIME MANAGEMENT
PRINCIPLES

TIME MANAGEMENT
TOOLS AND TECHNIQUES
• Time and activity management log/audit
• Compiling a To-Do list
• Prioritize your time (ABC)
• Scheduling
• Other practical time management techniques

TIME AND ACTIVITY MANAGEMENT
LOG/AUDIT

COMPILING A TO-
DO LIST
• Daily register of intended tasks/activities to be
completed.
• Productivity and time management can be
measured at the end of the day by using the To-
Do List as a check-list of accomplishment.
• This will invariably lead to improved levels of
accountability and productivity.
• If you use To-Do Lists, you will ensure that:
❑ You remember to carry out all necessary
tasks
❑ You tackle the most important jobs first, and
do not waste time on trivial tasks.
❑ You do not get stressed by a large number
of unimportant jobs.

SCHEDULING
• Scheduling is the process by which you look at the time available
to you, and plan how you will use it to achieve the goals you have
identified.
• Scheduling is a five-step process:
❑Identify the time you have available.
❑Block in the essential tasks you must carry out to succeed in your job.
Schedule in high priority urgent tasks and vital "house-keeping"
activities.
❑Block in appropriate contingency time to handle unpredictable
interruptions.
❑In the time that remains, schedule the activities that address your
priorities and personal goals.
❑If you have little or no discretionary time left by the time you reach step
five, then revisit the assumptions you have made in steps one to four.

OTHER TIME
MANAGEMENT
PRACTICES
• Focus on one thing at a time
• Shift focus
• Goal-setting
• Delegate, outsource and/or utilize support
• Establish routines and stick to them
• Use of time management tools
• Get your systems and processes organized
• Stop procrastinating
• Take at least 24 - 36 hours off each weekend

LEARNING
ACTIVITY 7
• As an Office Professional, apply the
above effective time management
principles and practice by:
❑ Identify the three (3)
foremost time wasters – both
self-generated and
environmental.
❑ Apply appropriate time
management
tools/techniques to address
these time wasters.
❑ How balanced is your Wheel
of Life?

RECEPTION AND TELEPHONE SKILLS AND
ETIQUETTE

TOP 10 (GOLDEN BELL),
RECEPTION SKILLS
• #1: Personal presentation
• #2: Name badges and
identification
• #3: Clean and organised
workspace
• #4: Professional greeting
• #5: Acknowledge multiple
visitors

TOP 10 (GOLDEN BELL),
RECEPTION SKILLS
• #6: Respect everybody
• #7: Good communicator
• #8: Willingness to help
• #9: Manage waiting period
• #10: Avoid pet hates

TELEPHONE ETIQUETE & SKILLS
• #1: Speak clearly
• #2: Use your normal tone of voice when answering a
call
• #3: Do not eat or drink while you are on telephone
duty
• #4: Do not use slang words or Poor Language
• #5: Address the caller properly by his or her title

TELEPHONE ETIQUETE & SKILLS
• #6: Listen to the Caller and what they have to say
• #7: Be patient and helpful
• #8: Always ask if you can put the caller on hold
• #9: Always focus on the call
• Refer to the 20 Telephone Etiquette Tips for Customer
Service (pages 99-100 in the Learner Manual)

LEARNING
ACTIVITY 8
• As an Office Manager,
develop a set of best
practice, impression
management principles
and practices for:
❑ Reception skills
❑ Telephone etiquette

WHY UNPRODUCTIVE MEETINGS?
• Meetings can fail to be useful for any number of
reasons:
❑Lack of purpose
❑Lack of direction
❑Failure to stick to topic
❑Absence of topic
❑Hidden agendas
❑Attendees not prepared
❑No record of decisions made
• This is avoidable – through effective meetings
management.

CRITERIA FOR EFFECTIVE MEETINGS
• Effective meetings really boil down to three things:
❑They achieve the meeting's objective
❑They take up a minimum amount of time
❑They leave participants feeling that a sensible process
has been followed
• If you structure your meeting planning,
preparation, execution and follow up around these
three basic criteria, the result will be an effective
meeting.

OBJECTIVES OF MEETINGS
• A meeting is only a success if it achieves the objectives set
for that meeting.
• As a meeting Secretary, you should be clear about
❑Why any meeting is called
❑Who should attend
❑How the numbers of people can be reduced, (or how people can
come for the part of a meeting which affects them etc.)
❑What is long-winded waffle, irrelevant, frustrating, boring and
irritating - and not leading to any results - and how to limit this
❑What is actually achieved in the meeting
❑What preparation you, your chairman and the meeting
participants need to do (and how to get them to do it)

MEETING OBJECTIVES
❑Do you want a decision?
❑Do you want to generate ideas?
❑Are you getting status reports?
❑Are you communicating something?
❑Are you making plans?
• As a meeting secretary, before you do any meeting
planning, you need to focus your objective.

USING TIME WISELY
• To ensure you cover only what needs to be covered and you
stick to relevant activities, you need to create an agenda.
• To prepare an agenda, consider the following factors:
❑Priorities – what absolutely must be covered?
❑Results – what do need to accomplish at the meeting?
❑Participants – who needs to attend the meeting for it to be
successful?
❑Sequence – in what order will you cover the topics?
❑Timing – how much time will spend on each topic?
❑Date and Time – when will the meeting take place?
❑Place – where will the meeting take place?

USING TIME WISELY
• The meeting secretary can then look at the information that
should be prepared beforehand. What do the participants need
to know in order to make the most of the meeting time?
• What role are they expected to perform in the meeting, so that
they can do the right preparation?
• If it's a meeting to solve a problem, ask the participants to come
prepared with a viable solution. If you are discussing an on-going
project, have each participant summarize his or her progress to
date and circulate the reports amongst members.
• Assigning a particular topic of discussion to various people is
another great way to increase involvement and interest. On the
agenda, indicate who will lead the discussion or presentation of
each item.

USING TIME WISELY
• Use your agenda as your time guide. When you notice that
time is running out for a particular item, consider hurrying
the discussion, pushing to a decision, deferring discussion
until another time, or assigning it for discussion by a
subcommittee.
• An important aspect of running effective meetings is insisting
that everyone respects the time allotted. Start the meeting
on time, do not spend time recapping for latecomers, and,
when you can, finish on time.
• Whatever can be done outside the meeting time should be.
This includes circulating reports for people to read
beforehand, and assigning smaller group meetings to discuss
issues relevant to only certain people.

SATISFYING PARTICIPANTS THAT A SENSIBLE
PROCESS HAS BEEN FOLLOWED
• Running a meeting is not a dictatorial role: You have to be participative
right from the start.
❑ If certain people are dominating the conversation, make a point of asking others
for their ideas.
❑ At the end of each agenda item, quickly summarize what was said, and ask
people to confirm that that's a fair summary. Then make notes regarding
follow-up.
❑ Note items that require further discussion.
❑ Watch body language and make adjustments as necessary. Maybe you need a
break, or you need to stop someone from speaking too much.
❑ Ensure the meeting stays on topic.
❑ List all tasks that are generated at the meeting. Make a note of who is assigned
to do what, and by when.
• At the close of the meeting, quickly summarize next steps and inform
everyone that you will be sending out a meeting summary.

SATISFYING PARTICIPANTS THAT A SENSIBLE
PROCESS HAS BEEN FOLLOWED
• After the meeting is over, take some time to debrief, and determine what
went well and what could have been done better.
• Evaluate the meeting's effectiveness based on how well you met the
objective. This will help you continue to improve your process of running
effective meetings.
• You may even want to get the participants' feedback as well.
• Finally, prepare the meeting summary. It is a record of what was
accomplished and who is responsible for what as the team moves forward.
• This is a very crucial part of effective meetings that often gets overlooked.
You need a written record of what transpired, along with a list of actions
that named individuals have agreed to perform. Make sure someone is
assigned to take notes during the meeting if you think you will be too busy
to do so yourself.

ROLES AND RESPONSIBILITIES OF MEETING PARTICIPANTS

ROLES AND RESPONSIBILITIES OF
MEETING PARTICIPANTS
• Chairperson/Facilitator (refer to pages 107-108 in the
Learner Manual)
• Participants/Attendees (refer to pages 108-109 in the
Learner Manual)
• Secretary/Scribe:
❑Take notes and document decisions
❑At end of meeting, recap and validate decisions made
❑Read Action Items to attendees to confirm correctness
❑Publish final notes to pre-approved distribution list

LEARNING
ACTIVITY 9
• Identify the most
critical
challenges/constraints
to effective meetings at
your organization. For
each of these
constraints, recommend
an improvement
strategy.

NOTICES AND AGENDA’S
• All formal meetings require three primary documents:
❑A notice
❑An agenda
❑Minutes
• The notice of a meeting is sent out about a proposed meeting,
long before the meeting to inform the members about the date,
time and place.
• The agenda is to facilitate the procedure of the meeting and to
ensure that no important discussions are overlooked.
• Refer to the examples of notices and agendas (pages 113-117 in
the Learner Manual)

GENERIC AGENDA
FORMAT
• Opening and Welcome
• Attendance register
• Apologies
• Personalia
• Approval of Minutes of the previous meeting
• Matters arising (from previous meeting):
• Points of discussion (new matters):
• General (AOB):
• Date of subsequent meeting
• Closing

NOTICES AND AGENDA’S: BEST PRACTICE
GUIDELINES
• Notices and agenda’s are written on the letterhead of the club or organization.
• The notice must contain the following information: what and type of meeting,
who must attend the meeting, where the meeting will be held, when - the day,
date time at which the meeting will be held.
• Each type of meeting will have a specific format and content for the agenda.
• The notice and agenda can appear on the same page.
• It must be signed by the secretary and must be dated.
• The notice for the Annual General Meeting must be sent out at least 21 days
before the meeting.
• The notice for the monthly general meeting must be sent out 14 days before the
meeting.

LEARNING
ACTIVITY 10
• Compile a notice and
agenda for a monthly
general or operational
meeting at your
organization.
• Choose topics that you
would like to address, e.g.
changing the length of the
lunch break, improving the
service in the cafeteria, the
possibility of working flexi
hours, etc.

DEFINING EVENT MANAGEMENT
• Event management is the application of the management practice of event management to
the creation and development of festivals and events.
• Event management is the application of knowledge, skills, tools and techniques to a broad
range of activities in order to meet the requirements of the particular event.
• Event management is the process by which an event is planned, prepared, and produced. As
with any other form of management, it encompasses the assessment, definition,
acquisition, allocation, direction, control, and analysis of time, finances, people, products,
services and other resources to achieve objectives.
• Event management is concerned with the overall planning and co-ordination of an event
from inception to completion aimed at meeting the client's requirements and ensuring
completion on time, within cost and to the required quality standards.
• Event management is considered to be one of the most effective marketing communication
tools that an organization can employ to create awareness of the organization, its products
and services and its brand.

CATEGORIES OF EVENTS
• Events can be classified into four broad categories
based on their purpose and objective:
❑Leisure events e.g. leisure sport, music, recreation.
❑Cultural events e.g. ceremonial, religious, art,
heritage, and folklore.
❑Personal events e.g. weddings, birthdays,
anniversaries.
❑Organizational events e.g. commercial, political,
charitable, sales, product launch, expo.

ILLUSTRATION: EVENTS MANAGEMENT
PROCESS/CYCLE

EVENTS MANAGEMENT PROCESS/CYCLE
• Phase 1: Conceptualization (and Market Research)
• Phase 2: Strategic Planning (and Marketing)
• Phase 3: Event Implementation (Organizing and
Logistics Management)
• Phase 4: Event Evaluation (and Performance
Feedback)

PHASE 1: CONCEPTUALIZATION
• Conducting Market Research
• Building a business case for the event
• Writing an Event Proposal
• Pitching the Event Proposal

CONDUCTING STRATEGIC MARKET
RESEARCH
• The first step of this process is to identify a
prospective event, based on an opportunity,
occasion and/or market-driven need.
• Conduct a SWOT Analysis:
❖Micro
❖Market
❖Stakeholder Analysis
❖Macro

STAKEHOLDER ANALYSIS AND MANAGEMENT –
POWER-INTEREST MATRIX

BUILDING A BUSINESS CASE FOR THE
EVENT
• Cost-benefit Analysis
❖Viability
❖Feasibility
• Triple –P Sustainable events management (green events)
❖People
❖Profit
❖Planet

SUSTAINABILITY
(TRIPLE
BOTTOM LINE)

WRITING AN EVENT PROPOSAL - PROCESS

WRITING AN EVENT PROPOSAL -
CONTENT
• Description of the Event
• Experience of the Event Bidder
• Venue and facilities offered
• The event programme
• The (estimated) proposed event budget

PITCHING THE EVENT PROPOSAL
• Persuasive, compelling and captivating sales pitch
• Focus on differentiation
• Tenders
• Contracting
• Terms of Reference (event scope)

PHASE 2: STRATEGIC PLANNING
• Formulating an Event Strategy (Plan)
• Compiling a Financial Plan (Budget)
• Developing an Integrated Marketing
Communication (IMC) strategy

FORMULATING AN EVENT STRATEGY
(PLAN)

FORMULATING AN EVENT STRATEGY
(PLANNING QUESTIONS)
• Define the purpose (why?)
• Identify your Objective or Goal (what?)
• Identify your Target Market (who?)
• What would delight them and what are their expectations?
• How many participants will attend?
• Schedule a date and time (when?)
• Select a venue (where?)
• How will we create an impactful event experience?

PLAN THE EVENT EXPERIENCE
• Type of experience
• Selecting speakers, presenters and
entertainment
• Presentation and production techniques
• Catering and hospitality management

COMPILING A FINANCIAL
PLAN (BUDGET)
• Booking the venue
• Guest speakers
• Catering
• Furniture/material rentals
• Logistical and operational costs
• Security

INTEGRATED MARKETING
COMMUNICATION (IMC)

INTEGRATED MARKETING
COMMUNICATION (IMC)
• Event marketing
• Public relations
• Communication
management
• Promotion
• Social media

PHASE 3: EVENT IMPLEMENTATION
• Event Administration
• Event Risk Management
• Event Logistics and Operations Management

EVENT ADMINISTRATION
• Effective and comprehensive administration systems
e.g. financial, procedural, operational, contractual and
informational
• Event must be supported and complemented by
documentation, systems, mechanisms and procedures
• Event administration must be organized, controlled
and methodical
• Event management teams are responsible for the entire
budget, and if administration falls down, so will the
profits of the event

EVENT RISK RESPONSE STRATEGIES

ILLUSTRATION: EVENT LOGISTICS
APPROACH

PHASE 4: EVENT EVALUATION
• Benefits Management
• Event measurement performance metrics
• Strategic events measurement
• Strategies (Tools) for measuring an events
success

EVENT PERFORMANCE MEASUREMENT
METRICS
• Return on Investment (ROI) – financial metric
• Return on Expectation (ROE) – stakeholder
satisfaction metric
• Return on Learning (ROL) – innovation, growth and
improvement metric
• Return on Objectives (ROO) – operations, logistics
and process efficiency metric

LEARNING
ACTIVITY 11
• Apply the 4-stages of
the Event
Management life-
cycle to a small-scale,
office-based event
e.g.
planning/organizing a
year-end function.

DEFINING CUSTOMER SERVICE
• Customer service can be defined as a process for providing
competitive advantage and adding benefits in order to
maximize the total value to the customer.
• Customer service is any contact between a customer and a
company that causes a negative or positive perception by a
customer.
• Other experts define customer service as, “The totality of
what the organisation does to add value to its products and
services in the eyes of the customer.”
• The aim of customer service is to enhance the customer’s
experience (Cx)

BATHO PELE
PRINCIPLES
Consultation
Service Standards
Access
Information
CourtesyOpenness +
Transparency
Redress
Value for
Money

CHARACTERISTICS OF QUALITY SERVICE

CHARACTERISTICS OF QUALITY SERVICE
• Responsive to customer needs
• Timely
• Accuracy
• Reliability
• Complete
• Value added service

OPTIMIZING
CUSTOMER SERVICE
• Formulating a value
proposition
• Creating customer
value space

FORMULATING A VALUE PROPOSITION
• A value proposition is a statement about the experience customers will have from
delivering the value offering. A value proposition is a cluster of benefits the
company promises to deliver. These benefits may include the following:
❑ Functional (e.g. reliable and quality products and/or trustworthy service)
❑ Emotional (e.g. pleasure, satisfaction and contentment)
❑ Image (e.g. status, esteem and ego)
❑ Social (e.g. recognition from peers)
❑ Service (e.g. guarantees, free delivery and credit)
❑ Experiential (e.g. shopping enjoyment and fulfillment)
• These perceived benefits must outweigh the perceived costs (e.g. monetary, time,
energy, psychic and the element of risk).
• This value proposition should be seen as a commitment/contract of customer
service excellence which binds/obligates the company and its entire staff to
delivering these benefits.

CREATING CUSTOMER VALUE SPACE
• The value space is the space that companies create to deliver their
customers the greatest value.
• Many experts believe that this is the missing link in achieving
customer loyalty.
• A framework for customer value space creation consists of the
three P’s, namely:
• Performance
• Price and
• Personalization.
• Refer to the customer value space table (learner manual page
140)

LEARNING
ACTIVITY 12
• If working in the public sector - By
referring to the 8 Batho Pele
principles, describe how Office
Managers can apply each of these
principles to their office work
environment in their daily
interactions with customers.
OR
• If working in the private sector - By
referring to the characteristics of
quality service, rate your current
level of service to both internal and
external customers. Identify
improvement areas and suggest
ways of achieving customer service
excellence.

LEARNING
ACTIVITY 12
• Formulate a value
proposition for
your work team.
• How will you
create value
space?

• Records Management is the practice of identifying, classifying,
archiving, preserving and destroying records.
• A record is defined as information created, received and maintained
as evidence and information by an organization.
• The management of records is an important component of the work
of any organization.
• Records themselves provide evidence of your documentation work
and activities, therefore, they form part of the institutional memory
of an organization.
RECORDS MANAGEMENT – BEST PRACTICE
PRINCIPLES

• In order to keep and maintain your records well, an
organization requires a good records management system,
space and the appropriate equipment and materials for
storing the records.
• The system should allow for indexing all the records, which
provides notification of the location of the records and
specifies who is responsible for record keeping.
• The system should also show who has authority to access
the records.
RECORDS MANAGEMENT – BEST PRACTICE
PRINCIPLES

• Creating, approving and enforcing records policies including a classification
system and a records retention policy.
• Developing a records storage plan, which includes the short and long term
housing of physical records and digital information.
• Identifying existing and newly created records, classifying them and then storing
them according to agreed organizational policies and procedures.
• Co-ordinating the access to circulation of records within and even outside of an
organization
• Executing a retention policy to archive and destroy records according to
operational needs and statutory requirements
KEY ELEMENTS OF RECORDS
MANAGEMENT

• If an item is presented for record, it must first be examined to establish its
relevance and authenticity.
• Records must be stored where they can be easily accessed as well as safeguarded
against environmental damage.
• Some file rooms employ specialized environmental controls which include
regulating temperature and humidity.
• Vital records are kept in strong rooms that are disaster resistant safe to protect
them from fire or floods.
• Records are stored because they need to be retrieved at some point. Retrieving or
tracking the record while it is being used away from the records room and then
returning the record, is referred as circulation.
RECORDS MANAGEMENT PROCESS

• Circulation is handled by manual methods such as simply indicating who took the
record and when they should return it.
• However , most organizations have computerized their records and have a system
that includes the ability to bar code items to track their movement from office to
office or even out of the building.
• The disposition of records does not always mean destruction. It can also mean
transfer of records to a historical archive after a given time has elapsed (according
to the organizations policy)
• Keep a record of what has been destroyed or archived.
• Make sure authority is given before taking any of the actions.
RECORDS MANAGEMENT PROCESS

TYPES OF RECORDS
MANAGEMENT SYSTEMS
• Filing shelves/ cabinets in which
records are organized by classification
in alphabetical order.
• An index system records what is
contained and where.
• Many records are now kept in a digital
format. Unlike physical records,
electronic records cannot be managed
without a computer.
• Electronic records require the
appropriate software and an
operating system.

• Records management is not just about keeping records, it
involves creating records policies, developing a storage plan,
identifying records, classifying them, storing them, allowing
access to them and archiving or destroying them as per
organizational policies and procedures.
• Without a system where you can keep records safely and
access them when necessary, in support of your work, there is
little value producing excellent reports or documents.
• All members of an organization need to take management of
records seriously.
SUMMARY: RECORDS MANAGEMENT

LEARNING
ACTIVITY 13
• Review your
organization’s current
records management
system and indicate
areas of
improvement.
Recommend best
practice strategies in
each of these areas.

CONCLUSION
• Key points
• Summary
• Questions
• Training administration
• Certification

CONTACT DETAILS
• Dr. Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: @Charles_Cotter
• https://www.facebook.com/CharlesACotter/
• http://www.slideshare.net/CharlesCotter

Administration and Office Management Best Practices

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