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Level 3

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hannah Fitzpatrick

on 11 October 2016

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Transcript of Level 3

Level 3
Principles of administration
Unit 04

Learning Outcomes:
6. Understand how to organise events
Events are different from meetings. They will be larger, last longer, involve more people and sometimes even be open to the public. They don't just happen, they have to be planned and organised in great detail.
4. Understand how to chair, lead and manage meetings
4.1 Features and purpose of formal and informal meetings
2. Understand health and safety in a business environment
2.1 Legal responsibilities of the employer - see slide 13 for the legal requirements and the resource in the folder for further information on these laws.
1. Understand how to manage an office facility
Equality Act 2010
1.2 Typical services provided by an office facility
filing and client records management
petty cash and expenses handling
room booking and appointment making
stationery issue and stock control
purchasing/sales
making travel arrangements
bookkeeping and accounts
document production and control
audio transcription
resolving queries
research
invoicing
reception
dealing with mail
Formal meetings:
Shareholder meetings
Board meetings
Management meetings
Team meetings
Committee meetings
4.4 Techniques to facilitate a meeting
In order to optimise the number of people attending:
1. Understand how to manage an office facility
2. Understand health and safety in a business environment
3.Understand how to take minutes of meetings
4. Understand how to chair, lead and manage meetings
5. Understand how to supervise an administration team
6. Understand how to organise events

1.1 The legal requirements relating to the management of office facilities are:

Employment Rights Act 1996
Employment relations Act 2004
Working Time Regulations 1998
Contract of employment
Data Protection Act 1998
Copyright, Designs and Patents Act 1988
Freedom of information Act 2000
Now choose 3 from the above and explain how they relate to your workplace.
1.3 Office management procedures
In order to ensure an office runs efficiently systems and procedures are required.
Procedures will be needed to cover:
security of information and physical property
resource use and stock control
fires, accidents and emergencies
risk assessments
safe working procedures
equipment use, monitoring and maintenance
use of telephones, the intranet and emails
Whatever sort of office you work in, records must be kept up to date, accurate and filed securely, either electronic or manually (or both).
Effective use of systems and procedures depends on employee being trained and skilled to operate them effectively.
The office should be laid out in the most efficient way possible and there should be sufficient resources available; including, stationary and equipment.
It pays to build good relationships with suppliers and keep in contact with them for new products or if you need any supplies urgently.
1.4 Managing office resources
Office resources include material, staff, information and equipment
Equipment can be used effectively therefore reducing the amount of electricity consumed and saving money. By managing you office equipment carefully you can reduce the amount of energy it consumes by up to 70%.
Simple steps can reduce energy consumption. Ensure computers are switched off when not in use.
Avoid unnecessary printing and switch off printers at the end of the day.
Schedule regular maintenance for equipment to ensure the work more efficiently and last longer.
Think about how your office manages information and its staff.

Can you describe three things your office does well and three things where it could improve with regards to both information flow and staff?.
1.5 Techniques to monitor and manager work flows.
Workflow management is a way of overseeing the process of passing information, documents and tasks from one employee to another.
As technology has advanced, much workflow management has become automated and takes advantage of software to make the process smoother.
The main advantage is improved efficiently. By automating processes and establishing a procedure that is consistently followed, unnecessary steps are eliminated and every member of the team is fully aware of his responsibilities.
Any changes to procedures or systems must be fully communicated to staff to ensure processes continually flow.
The following techniques can be used to monitor and manage work flows:
Setting guidelines
Team meetings
Observations
Checking work products
Checking records/logs
Monitoring errors
Progress reporting
Delegation
Target setting
Does your organisation use any other techniques not mentioned here?
1.6 Support and welfare facilities for office workers
These can include:
toilets, coat hangers, bins
drinking water
reasonable working temperature, usually at least 16'c, ventilation and lighting
suitable work stations and seating
occupational health support e.g. counselling
financial assistance
legal advice
a creche
staff discounts
access to trade unions
health and leisure schemes
2.1 legal responsibilities of the employer
Health and Safety at Work etc Act 1974
Management of Health and Safety at Work Regulations 1999
Health and Safety (First Aid) Regulations 1981
The Dangerous Substances (Notification and Marking of Sites) Regulations 1990
Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013
Health and Safety Information for Employees Regulations 1989
Health and Safety (Safety Signs and Signals) Regulations 1996
Workplace (Health, Safety and Welfare) Regulations 1992
The Health and Safety (Display Screen Equipment) Regulations 1992
Electricity at Work Regulations 1989
The Regulatory Reform (Fire Safety) Order 2005
The Dangerous Substances and Explosive Atmospheres Regulations 2002 (DSEAR)
Gas Safety (Installation and Use) Regulations 1998
The Control of Substances Hazardous to Health Regulations (COSHH)
Provision and Use of Work Equipment Regulations 1998 (PUWER)
The Lifting Operations and Lifting Equipment Regulations 1998 (LOLER)
The Manual Handling Operations Regulations 1992 (as amended)
The Control of Noise at Work Regulations 2005
Personal Protective Equipment Regulations 2002
Personal Protective Equipment at Work Regulations 1992 (as amended)
2.2 Your responsibilities
Look here for your own responsibilities for health and safety in the workplace

http://www.hse.gov.uk/pubns/lawleaflet.pdf

3. Understand how to take minutes of meetings
3.2 Legal Implications
Organisational requirements
will probably dictate that minutes are taken at formal meetings, while some meetings this will be compulsory due to a legal requirement under the
Freedom of Information Act 2000 or Companies Act.

The FOI Act applies to all public authorities in UK incl: government departments/houses of parliament/welsh assembly/armed forces/schools, colleges/local authorities.
It excludes intelligence services and other meetings with could compromise security and defense forces.
In effect, public authorities have 20 working days to respond to an information request.
In order to be able to meet requests for information it is important that accurate records are kept of meetings at which decisions are made that may affect members of the public.
Minutes meet both the organisational and legal requirements for the accurate recording of decisions and the discussions that led to them. There are also some legal requirements, for example, the Companies Act requires a company to record minutes of all meetings of its directors. The minutes must be kept for at least 10 years.
3.1 Purpose and 3.3. Accurate
The minutes of a meeting act as a record of the meeting and to remind people of actions that they have agreed to. There are also the legal implications already discussed. This is why all minutes need to be accurate.
Minutes are not a blow-by-blow account of the process of the meeting, they are a summary of the MAIN and ACTION POINTS from the meeting – short, punchy and succinct.
Producing Minutes:
Title and purpose of the meeting
Names of the people who attended
Apologies for absence
Where and when the meeting took place
Details of the proceedings
A record of the key issues discussed and decisions made
Agreed actions, by whom and by when
Allocated responsibilities for agreed actions
Agreed attachments and/or appendices
Progress to Date on any longer term action points
Date of next meeting
Consistent in the way they are written
Written in plain English
Accurate
Concise
Grammatically correct
Objective
Written in the past tense
What should be included

Good minutes rely on good notes
Remember:
You do not need to include irrelevant comments only record those that are relevant to the agenda
Make a seating plan at the start of the meeting or send round a register
Record those who arrive late or leave early
Develop your own abbreviations – not too many otherwise it can get confusing
Good ideas from a meeting should be recorded only if there is action against them e.g. << such and such>> idea to be raised and discussed at next meeting, or <<such and such>> idea to be discussed in a separate meeting off-line.

Ideas mentioned in a meeting, but not progressed, are a waste of everyone’s time.

Minutes should be circulated as soon as possible, to all meeting participants (present or not), and any other members of staff / department who they may need involvement from, to complete the action point.

Progress on minutes / deadlines should be recorded in the appropriate planning tool e.g. diary; Microsoft Outlook.

3.4 Different types of meeting minutes
Resolution minutes
– record decisions not any detail about the discussion surrounding the decision
Narrative minutes
– summary of the main points of discussion and the decisions taken
Action minutes
– briefly report the proceedings and name the person delegated to undertake the action
If you are taking
verbatim minutes
(word for word), you will probably be recording the discussion on audio equipment or using shorthand, as it will otherwise not be possible to record every word that is said
3.5 Taking notes
If you are taking resolution or narrative minutes, your notes should record the discussion in such a way that your minutes give a precise account of the points made for and against a proposal and the reasons given in support of those points but not a word for word account.
Motions, amendments and resolutions must be recorded word for word, to prevent any dispute later. Record the name of the person who proposed the motion, who seconded it and the result of the vote.
Where a decision leads to an action point, record who has been made responsible for carrying out the action and any timescale agreed.
Informal meetings:
departmental meetings
team briefings
progress meeting
working parties

Can you describe the features and purpose of two informal meetings you have attended?
Every formal meeting has a person nominated to run the meeting.
In different organisations this person may be known as the chairman or chairwomen, the chair or chairperson.
Attendance at some meetings is mandatory.
Shareholder meeting:
Public limited companies (PLC) are required to hold a meeting at least once a year where all shareholders are invited to attend.
Purpose - give shareholders the opportunity to question directors and vote on resolutions.
PLC's no longer have to hold AGM's but are able to hold shareholder meetings which can be initiated by the director or 10% of the voting members (5% if it has been 12 months since the members last met).
Board meetings
- these are regular meetings between the directors at which decisions are taken on the strategy to be followed by the organisation.
Management meetings
- these are regular meetings held by senior managers to decide how the strategy of the organisation is to be put into action on a practical level.
Team meetings
- at these, decisions made a management meetings are cascaded by team leaders to the members of staff who will be directly involved in putting them into practice.
Committee meetings
- there may be committees that oversee certain areas, for example, health and safety, or staff welfare. However, in public organisations such as local authorities; committees are powerful groups responsible for areas of policy, such as planning or transport.
4.2 Role and responsibilities of the chair
The chairperson should know what the meeting is about, there may be a few occasions that the chair has to be briefed.
The responsibilities of the chairperson are:
start meeting on time
clarify roles and responsibilities
establish ground rules and responsibilities
participate as an attendee
have final say in votes
follow agenda and keep focused on agenda items
continued...
continued...
retain the power to stop what's happening and change the format
encourage accountability
summarise key decisions and actions
record recommendations and allocate responsibilities for specific tasks
asking questions to those with experience within the meeting
allow time to hear experts points of view but allocate time with clear directions
for important issues when time is short, set up a sub-committee to collect facts, review the situation and prepare recommendations to be considered at the next meeting
close the meeting on time
The chairperson also has responsibilities to help the minute taker by :
agreeing the items to be included on the agenda
following agenda items in sequence and informing the minute taker of any departures from the agreed agenda
summarising specific points, decisions or courses of action before moving on to the next item
providing specific guidance to the minute taker on what to record for a particular agenda item where lengthy discussion has occurred
taking time to review the minutes when they are drafted.
4.3 Explain the role of others in a meeting
Treasurer
- responsible for reporting on financial matters
Secretary
- is often the minute taker but this can be delegated. They ensure the required documentation and any correspondence to be discussed or referred to at the meeting is available.
Attendees
- specific to the meeting and its purpose, may be staff, managers or stakeholders. Discuss and agree agenda items.
Set an end time and stick to it
Make the objective of the meeting clear
Explain why the meeting is important
Focus on engaging the attendees so they are interested and contributing to the meeting.
Remind people about the meeting - 'the rule of seven', people need to hear a message 7 times before they take action!
Outline benefits for them
Keep the structure of the meeting the same - people then know what to expect
4.5 information requirements of a meeting before, during and after a meeting
a notice sent to attendees,
an agenda,
a chairperson's agenda,
minutes,
reports,
briefings and
correspondence.
Resources during the meeting will be:
Audio/visual equipment
pens, pencils and paper
refreshments
Invitations to attendees should be sent out as far as in advance as possible. At this time a map showing the location could be sent as well as nearby car parks and directions to the venue.
A week before send the agenda and correspondence to attendees
The agenda sets out in a logical order what is to be discussed at the meeting. The first three items are usually apologies for absence, the minutes of the last meeting and matters arising. The last two items are 'any other business (AOB) and date of the next meeting. The actual business is sandwiched between the two.
All meetings will need planning and organising. In most cases they will need:
After the meeting, the minute taker will write up the notes and send them to the chairperson to be authorised. If any changes are required these will need to be made and sent back to the chairperson for approval. Once approval has been given, the minutes are sent out to all attendees as well as people who were unable to make the meeting.
5. Understand how to supervise an administration team
In order for administration teams to work effectively, its important to use budgets and targets which each person individually and the team collectively can be measured against.
Setting and achieving targets is not only vital for any team to ensure that everybody is working to the same overall objectives, but it also serves many additional purposes.
Setting targets ensures each member of the team understands where they and the other team members fit into the overall picture, and how their individual targets contribute to team and organisational targets.
5.2 Allocating work to individual team members
Its important to clarify the role of each team member so that they can focus on what they need to do. Understanding their own responsibilities within the team gives each member a commitment to their own responsibilities and targets and to those of the team as a whole.
When allocating work to team members, it may be useful to hold a team meeting to communicate:
what the team is required to achieve
why the team is required to achieve it
how the team is going to achieve it
by what date and time
what each member of the team is required to contribute as individuals and how they will achieve it.
This will clarify the targets and how they are going to be achieved. At this time, individual tasks can be discussed and allocated to the individuals with the most suitable skill sets.
5.3 Different quality management techniques to manage the performance of an admin team
Quality management ensures that the products or services provided by an organisation are consistent.
9 Steps to successful delegation
1. Define the task
2. Select the individual or team
3. Assess ability and training needs
4. Explain why the job/task is being delegated to that person/people
5. State the required results
6. Consider the resources required
7. Agree the deadline by which the job must be finished
8. Support and communicate
9. Feedback on results
quality planning
It has four main components:
quality control
quality assurance
quality improvement
it concentrates on product and service quality and the means of achieving these aims.
Several quality management techniques have been developed in recent years. These include:
Six Sigma
Total Quality Management (TQM)
Business process re-engineering
Lean systems
The theory of constraints
Statistical process control (SPC)
Continual improvement processes
One or more of these techniques will help you to manage and improve the performance of your administrative team.
Other more basic techniques to manage performance include:
SMART targets
Key performance indicators (KPI's)
Progress and status reporting
Performance review
For this question outline all the techniques and pick two to describe in detail using the internet. Chose one from this list above and another from the previous slide.
5.4 Techniques used to identify the need for improvements in team outputs and standards
Regular monitoring is a good way of maintaining best practice and ensuring that staff get the details right.
It is not necessary to go hi-tech simply observing what the employee is doing is sufficient.
Techniques used to identify the need for improvements:
setting guidelines
team meetings
observation
checking work products
monitoring and analysis of errors
progress reporting
delegation
target setting
feedback
performance review
analysis of outputs and deadlines met
The event organiser will need a wide range of skills including communication, negotiation, project management, budget management, staff management, public relations and interpersonal skills
6.1 Characteristics, requirements and purposes of different types of events.
Characteristics:
Format/Structure
Formality
Audience
Activities
Length of session/recurrence
Presentation
Size
Types of events:
Conferences
Seminars
Promotional events
Exhibitions/trade shows
Product launches
Training courses
Team-building events
Forums and advice sessions
Celebration/social occasion
Requirements:
Venue/location
Publicity/advertising
Equipment
Resources
Delegates/audience
For question 6.1, pick two different events and explain the characteristics and requirements for each.
6.2 Types of information and information sources needed to organise an event
Information sources:
Presenters/speakers
Staff
Equipment
Documentation
Furniture
Decorations
Facilities
Stationery
For question 6.2, Choose two different events than in 6.1 and describe the information and sources required.
6.3 How to plan an event
First you need to choose a venue. Once this has been decided you can now start to arrange the event.
Develop an event plan listing all the tasks that need to be completed along with target completion dates.
Most major events can take 12 months or more to arrange
A Gantt chart will help
Example of a Gantt Chart
Use a Gantt chart or diary to organise your time. The following milestones should be entered.
Twelve months before the event
Confirm Venue
Invite speakers
Advise venue of estimated numbers
Six months before the event
Confirm the programme
invite attendees
agree catering requirements
confirm room layouts
confirm equipment requirements
Two months before the event
acknowledge responses from attendees
follow up answered invitations
visit the venue
send reminders to invited speakers
One month before the event
assemble any resources required
recheck arrangements
Two weeks before the event
confirm the final details
arrange pre-registration so attendees only have to give their name on arrival
One week before the event
confirm final numbers to the venue
work out seating plans
6.4 How to identify the right resources from an event plan
For any event you need to take into account the resources that are required by the particular event, which may include:
accommodation
catering
equipment
car parking
furniture
decorations
special requirements
speakers
facilities
6.5 Likely types of information needed by delegates before, during and after an event
Types of information:
Objectives of event
Venue details
Fees/costs
Catering and accommodation
Presenters/speakers
Joining instructions
Health, safety and emergency procedures
Activities schedules
Specific enquiries e.g. product info
Giving feedback
Further info/contact details
Question 2.3
Describe your own offices accident and emergency procedures
Full transcript