1. Higher Administration Administrative Services Outcome 1 Effectiveness in the Workplace

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

3. Duties of the Admin Assistant General office services such as: filing, filing, document production, document production, mail handling, mail handling, reprographics and reprographics and making travel arrangements, etc making travel arrangements, etc

4. 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.

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

6. Job Description Job title/department Purpose – general statement of the major intent of the job Duties – specific details of what is involved in the job Responsibilities – who the employee is accountable to Salary/wages – a statement of the salary scale, increments, bonus rates, fringe benefits (eg private health schemes, company car, etc)

7. Person Specification A description of the skills and qualities required from the potential employee Usually categorised as either desirable or essential. Person Specification Example Person Specification Example

8. Individual and Organisational Targets – Action Plans For larger or longer term projects Tasks arranged in order Estimated timings Notes re: actions or changes in priorities

9. Individual and Organisational Targets – Priorities List Some tasks detailed on an Action Plan would be transferred to a Priorities List (To Do List). Prepared on a daily or weekly basis. See exampleSee example. See example

10. Dealing with changing priorities – unexpected circumstances A member of staff fails to show up for work. The computer network crashes. A line manager suddenly changes a deadline for a piece of work. Printer problems, etc.

11. Dealing with changing priorities Design work schedules with a degree of flexibility. Tasks should not be left to the last minute! Mixture of high, medium and low tasks. Remain calm

12. Setting targets S – Specific M – Measurable A – Agreed R – Realistic T - Timed

13. Example Target 1 By the end of next month a database of 100 suitable UK hotels for company travel business is to be compiled for use within the organisation.

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

15. Example Target 3 By 30 September the administrative assistant is to attend a training course covering the preparation of PowerPoint presentations.

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

17. A PDP allows an employee to… focus on specific aspects of his/her job; identify skills the employee already has, which can be shared with other employees; identify training needs; expand his/her job role within the organisation. See example.

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

19. Methods for controlling/monitoring random or sample checks double checks buddy systems mentoring systems Gantt charts periodic method and systems audits

20. Target Progress Control mechanisms should aim to establish sooner, rather than later, whether targets are 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 allowing employees to discuss whether or not targets are on schedule. Ensure there are good communication channels allowing employees to discuss whether or not targets are on schedule. Progress can be discussed and recorded at: regular team meetings regular team meetings regular one-to-one meetings between employee and line manager. regular one-to-one meetings between employee and line manager.

21. Deviations from Planned Targets 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 work to fall behind schedule, e.g. absence from work? Did any unforeseen circumstances arise that caused the work to fall behind schedule, e.g. absence from work? Did the actions of others whom you were dependent upon hold up the work? Did the actions of others whom you were dependent upon hold up the work? Was the work plan structured correctly or did additional tasks occur after the job started? Was the work plan structured correctly or did additional tasks occur after the job started? Did the task extend beyond your capabilities and experience? Did the task extend beyond your capabilities and experience? Did your line manager support you when undertaking the task? Did your line manager support you when undertaking the task?

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

23. Good time-mgt techniques ensure: the best use is made of the time available time-wasting activities are minimised more time is made available for important or urgent jobs.

24. Problems resulting from poor time management Activity panic Jobs left unfinished and the administrative assistant is left running from one crisis to another as deadlines approach. Jobs left unfinished and the administrative assistant is left running from one crisis to another as deadlines approach. Reaction not action Planning of tasks becomes unmanageable and situations arise where the administrative assistant has to react to crises rather than planning and prioritising tasks methodically and carefully. Planning of tasks becomes unmanageable and situations arise where the administrative assistant has to react to crises rather than planning and prioritising tasks methodically and carefully. Work overload Being pressed for time which results in an ever-increasing list of jobs that still have to be tackled. Being pressed for time which results in an ever-increasing list of jobs that still have to be tackled.Stress Poor time management leading to stress with the administrative assistant feeling that the work will never be completed. Poor time management leading to stress with the administrative assistant feeling that the work will never be completed.

25. Time Stealers See page 15 of notes

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

27. It is also helpful to: Keep the workstation tidy Use trays to help organise tasks – eg IN, OUT, WORK STARTED (or PENDING), and FOR FILING Label files clearly Tick off jobs on Priorities Lists/Action Plans as they are completed Replace papers in files and put the files away before leaving the workstation if interrupted in the middle of a job Monitor progress carefully, especially where there is a target completion date. If the task is not going to be completed on time - tell the line manager immediately

28. Task Management Skills OrganisationPrioritisationDelegationControlAssertivenessNegotiation Resource management Evaluation

29. Impact of Effective Time and Task Management increased productivity/quality of work improved effectiveness/meeting deadlines better organisation good customer relations – through meeting deadlines/orders, etc. increased competitiveness in the marketplace lower stress levels amongst staff elimination of procrastination and indecision good work relationships job satisfaction better promotion prospects.

30. Consequences of poor time & task mgt poor productivity poor quality of work increased costs unmet deadlines unhappy customers/suppliers low level of competitiveness in marketplace stress-related absence poor work relationships poor job satisfaction.

31. Team Working “No man is an Island.”

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

33. Team Characteristics A shared purpose or goal. A sense of belonging to a team (having an identity). A dependence or reliance on each other.

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

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

36. Team Roles An ideas person A motivator An organiser An implementer A checker A finisher A go-getter A team worker A specialist

37. Factors affecting Teams Composition Development- Cohesiveness Nature of task Maintenance- Environment Leadership