Higher AdministrationHigher Administration

Administrative ServicesAdministrative Services

Outcome 1Outcome 1

Effectiveness in the WorkplaceEffectiveness in the Workplace

Role of the administrative assistantRole of the administrative assistant

Someone who provides the Someone who provides the organisational skills and organisational skills and support to the organisation support to the organisation in terms of information and in terms of information and communication.communication.

Duties of the Admin AssistantDuties of the Admin Assistant

General office services such as:General office services such as: filing, filing, document production, document production, mail handling, mail handling, reprographics and reprographics and making travel arrangements, etcmaking travel arrangements, etc

A more senior administrative assistant will be expected to:

possess good organisational skills, the ability to prioritise tasks and meet or negotiate deadlines;be reliable and discreet;be an effective coordinator of activity;be able to work without supervision;possess high-level communication skills;liase well with customers and staff (including middle and senior managers)possess good ICT skills, be able to compose and present material - business letters/memos for themselves and on behalf of others.

Job DescriptionJob Description

A formal statement A formal statement describing the describing the purpose and duties of purpose and duties of a particular job.a particular job.

Job DescriptionJob Description

Job title/departmentJob title/departmentPurpose – general statement of the major intent Purpose – general statement of the major intent of the jobof the jobDuties – specific details of what is involved in the Duties – specific details of what is involved in the jobjobResponsibilities – who the employee is Responsibilities – who the employee is accountable toaccountable toSalary/wages – a statement of the salary scale, Salary/wages – a statement of the salary scale, increments, bonus rates, fringe benefits (eg increments, bonus rates, fringe benefits (eg private health schemes, company car, etc)private health schemes, company car, etc)

Person SpecificationPerson Specification

A description of the skills and A description of the skills and qualities required from the qualities required from the potential employee potential employee

Usually categorised as either Usually categorised as either desirable or essential.desirable or essential.

Person Specification ExamplePerson Specification Example

Individual and Organisational Individual and Organisational Targets – Action PlansTargets – Action Plans

For larger or longer For larger or longer term projectsterm projects

Tasks arranged in Tasks arranged in orderorder

Estimated timingsEstimated timings

Notes re: actions or Notes re: actions or changes in prioritieschanges in priorities

Individual and Organisational Individual and Organisational Targets – Priorities ListTargets – Priorities List

Some tasks Some tasks detailed on an detailed on an Action Plan would Action Plan would be transferred to a be transferred to a Priorities List (To Priorities List (To Do List).Do List).

Prepared on a daily Prepared on a daily or weekly basis.or weekly basis.

See exampleSee example..

Dealing with changing priorities – Dealing with changing priorities – unexpected circumstancesunexpected circumstances

A member of staff fails A member of staff fails to show up for work.to show up for work.

The computer network The computer network crashes.crashes.

A line manager A line manager suddenly changes a suddenly changes a deadline for a piece of deadline for a piece of work.work.

Printer problems, etc.Printer problems, etc.

Dealing with changing prioritiesDealing with changing priorities

Design work schedules with a Design work schedules with a degree of flexibility.degree of flexibility.

Tasks should not be left to the last Tasks should not be left to the last minute!minute!

Mixture of high, medium and low Mixture of high, medium and low tasks.tasks.

Remain calmRemain calm

Setting targetsSetting targets

S – SpecificS – Specific

M – MeasurableM – Measurable

A – AgreedA – Agreed

R – RealisticR – Realistic

T - TimedT - Timed

Example Target 1Example Target 1

By the end of next By the end of next month a database month a database of 100 suitable UK of 100 suitable UK hotels for hotels for company travel company travel business is to be business is to be compiled for use compiled for use within the within the organisation.organisation.

Example Target 2Example Target 2

Within the next 2 Within the next 2 months the months the manual filing manual filing system detailing system detailing employee employee records is to be records is to be transferred to a transferred to a database.database.

Example Target 3Example Target 3

By 30 September By 30 September the administrative the administrative assistant is to assistant is to attend a training attend a training course covering course covering the preparation of the preparation of PowerPoint PowerPoint presentations.presentations.

Personal development planningPersonal development planning

A document A document which can be which can be used to record used to record formally areas formally areas of strength and of strength and areas for areas for development.development.

A PDP allows an employee to…A PDP allows an employee to…

focus on specific focus on specific aspects of his/her job;aspects of his/her job;

identify skills the identify skills the employee already has, employee already has, which can be shared which can be shared with other employees;with other employees;

identify training needs;identify training needs;

expand his/her job role expand his/her job role within the organisation.within the organisation.

See example.See example.

Controlling & Monitoring TargetsControlling & Monitoring Targets

A system for controlling and monitoring A system for controlling and monitoring targets must be in place. targets must be in place. These systems must not be over-These systems must not be over-complicated, andcomplicated, andshould not be viewed by employees as a should not be viewed by employees as a way in which they are being spied upon. way in which they are being spied upon. Should be seen as a constructive aid to Should be seen as a constructive aid to help the individual worker achieve targets help the individual worker achieve targets and receive any necessary assistance. and receive any necessary assistance.

Methods for controlling/monitoringMethods for controlling/monitoring

random or sample checksrandom or sample checks

double checksdouble checks

buddy systemsbuddy systems

mentoring systemsmentoring systems

Gantt chartsGantt charts

periodic method and systems auditsperiodic method and systems audits

Target ProgressTarget Progress

Control mechanisms should aim to establish Control mechanisms should aim to establish sooner, rather than later, whether targets are sooner, rather than later, whether targets are running to the planned schedule. To do this:running to the planned schedule. To do this: Monitor progress on an on-going basis. Monitor progress on an on-going basis. Ensure there are good communication channels Ensure there are good communication channels

allowing employees to discuss whether or not targets allowing employees to discuss whether or not targets are on schedule. are on schedule.

Progress can be discussed and recorded at:Progress can be discussed and recorded at: regular team meetingsregular team meetings regular one-to-one meetings between employee and regular one-to-one meetings between employee and

line manager.line manager.

Deviations from Planned TargetsDeviations from Planned Targets

With your line manager you should discuss the following:With your line manager you should discuss the following: Were the targets SMART and understood?Were the targets SMART and understood? Did any unforeseen circumstances arise that caused the Did any unforeseen circumstances arise that caused the

work to fall behind schedule, e.g. absence from work?work to fall behind schedule, e.g. absence from work? Did the actions of others whom you were dependent upon Did the actions of others whom you were dependent upon

hold up the work?hold up the work? Was the work plan structured correctly or did additional Was the work plan structured correctly or did additional

tasks occur after the job started?tasks occur after the job started? Did the task extend beyond your capabilities and Did the task extend beyond your capabilities and

experience?experience? Did your line manager support you when undertaking the Did your line manager support you when undertaking the

task?task?

Time ManagementTime Management

One of the most One of the most important skills for important skills for effective workingeffective workingTime is a resource which Time is a resource which is easy to waste – is easy to waste – whether it is spending 10 whether it is spending 10 minutes looking for a minutes looking for a document we didn’t make document we didn’t make the effort to store the effort to store correctly, or talking to correctly, or talking to colleagues about a colleagues about a problem instead of taking problem instead of taking action on it.action on it.

Good time-mgt techniques ensure:Good time-mgt techniques ensure:

the best use is made of the time availablethe best use is made of the time available

time-wasting activities are minimisedtime-wasting activities are minimised

more time is made available for important more time is made available for important or urgent jobs.or urgent jobs.

Problems resulting from poor time Problems resulting from poor time managementmanagement

Activity panicActivity panic Jobs left unfinished and the administrative assistant is left Jobs left unfinished and the administrative assistant is left

running from one crisis to another as deadlines approach.running from one crisis to another as deadlines approach.

Reaction not actionReaction not action Planning of tasks becomes unmanageable and situations arise Planning of tasks becomes unmanageable and situations arise

where the administrative assistant has to react to crises rather where the administrative assistant has to react to crises rather than planning and prioritising tasks methodically and carefully.than planning and prioritising tasks methodically and carefully.

Work overloadWork overload Being pressed for time which results in an ever-increasing list of Being pressed for time which results in an ever-increasing list of

jobs that still have to be tackled.jobs that still have to be tackled.

StressStress Poor time management leading to stress with the administrative Poor time management leading to stress with the administrative

assistant feeling that the work will never be completed.assistant feeling that the work will never be completed.

Time StealersTime Stealers

See page 15 of notesSee page 15 of notes

Task ManagementTask Management

The following organisational or planning The following organisational or planning aids can assist the administrative assistant aids can assist the administrative assistant in managing tasks:in managing tasks: desk diariesdesk diaries electronic diarieselectronic diaries reminder systemsreminder systems Priorities Lists/Action Plans.Priorities Lists/Action Plans.

It is also helpful to:It is also helpful to:

Keep the workstation tidyKeep the workstation tidyUse trays to help organise tasks – eg IN, OUT, WORK Use trays to help organise tasks – eg IN, OUT, WORK STARTED (or PENDING), and FOR FILINGSTARTED (or PENDING), and FOR FILINGLabel files clearlyLabel files clearlyTick off jobs on Priorities Lists/Action Plans as they are Tick off jobs on Priorities Lists/Action Plans as they are completedcompletedReplace papers in files and put the files away before Replace papers in files and put the files away before leaving the workstation if interrupted in the middle of a leaving the workstation if interrupted in the middle of a jobjobMonitor progress carefully, especially where there is a Monitor progress carefully, especially where there is a target completion date. If the task is not going to be target completion date. If the task is not going to be completed on time - tell the line manager immediatelycompleted on time - tell the line manager immediately

Task Management SkillsTask Management Skills

OrganisationOrganisationPrioritisationPrioritisationDelegationDelegationControlControlAssertivenessAssertivenessNegotiationNegotiationResource managementResource managementEvaluationEvaluation

Impact of Effective Time and Task Impact of Effective Time and Task ManagementManagement

increased productivity/quality of workincreased productivity/quality of workimproved effectiveness/meeting deadlinesimproved effectiveness/meeting deadlinesbetter organisationbetter organisationgood customer relations – through meeting good customer relations – through meeting deadlines/orders, etc.deadlines/orders, etc.increased competitiveness in the marketplaceincreased competitiveness in the marketplacelower stress levels amongst stafflower stress levels amongst staffelimination of procrastination and indecisionelimination of procrastination and indecisiongood work relationshipsgood work relationshipsjob satisfactionjob satisfactionbetter promotion prospects.better promotion prospects.

Consequences of poor time & task Consequences of poor time & task mgtmgt

poor productivitypoor productivitypoor quality of workpoor quality of workincreased costsincreased costsunmet deadlinesunmet deadlinesunhappy customers/suppliersunhappy customers/supplierslow level of competitiveness in marketplace low level of competitiveness in marketplace stress-related absencestress-related absencepoor work relationshipspoor work relationshipspoor job satisfaction.poor job satisfaction.

Team WorkingTeam Working

““No No

man is man is an an

Island.”Island.”

DefinitionDefinition

A team is a A team is a group who have group who have been specially been specially formed for a formed for a particular particular purpose – to purpose – to achieve a achieve a particular aim.particular aim.

Team CharacteristicsTeam Characteristics

A shared purpose A shared purpose or goal.or goal.

A sense of A sense of belonging to a belonging to a team (having an team (having an identity).identity).

A dependence or A dependence or reliance on each reliance on each other.other.

Effective TeamsEffective Teams

There have been many There have been many studies into what makes studies into what makes teams effective and a teams effective and a number of factors have number of factors have been identified…been identified…

Team SizeTeam Size

Normally 4-Normally 4-6 team 6 team members members (dependant (dependant on task).on task).

Team RolesTeam Roles

An ideas personAn ideas personA motivatorA motivatorAn organiserAn organiserAn implementerAn implementerA checkerA checkerA finisherA finisherA go-getterA go-getterA team workerA team workerA specialistA specialist

Factors affecting TeamsFactors affecting Teams

CompositionComposition

Development-Development-CohesivenessCohesiveness

Nature of taskNature of task

Maintenance-Maintenance-EnvironmentEnvironment

LeadershipLeadership