BUSINESS ADMINISTRATION II

DEPARTMENT OF OFFICE TECHNOLOGY

BUSINESS ADMINISTRATION II

LEARNING MATERIAL

Compiled by : MS B A DUBE

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CORE SYLLABUS

MODULE I

INTRODUCTION TO THE FIELD OF ADMINISTRATIVE AND

INFORMATION MANAGEMENT

PAGE

INFORMATION MANAGEMENT 4-5

 INFORMATION FLOW
 DOCUMENT MANAGEMENT
 FORMS MANAGEMENT
 MAIL MANAGEMENT

ADMINISTRATIVE MANAGEMENT 6-14

 THE ROLE AND QUALITIES OF AN OFFICE ADMINISTRATOR

 FUNCTIONS OF MANAGEMENT

MODULE II

ADMINISTRATOR’S DUTIES AND SELF MANAGEMENT

14-21

 PROCUREMENT AND ACQUISITION OF OFFICE EQUIPMENT, STATIONERY AND OFFICE

FURNITURE
 STOCK CONTROL
 QUALITY CONTROL
 SUPERVISING OFFICE EMPLOYEES
 ORGANIZING MEETINGS AND MINUTE TAKING
 SELF MOTIVATION/ASSERTIVENESS
 TIME MANAGEMENT
 STRESS MANAGEMENT

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MODULE III

THE OFFICE 21-28

 DEFINITION OF THE OFFICE

 OFFICE DESIGN AND LAYOUT
 OFFICE ENVIRONMENT
 CENTRALISATION AND
 DECENTRALISATION
 VIRTUAL WORKPLACE (TELEWORKING)

MODULE IV

BASIC PRINCIPLES OF PROJECT MANAGEMENT

28-36

 EVENTS MANAGEMENT
 TRAVEL ARRANGEMENTS
 ORGANIZING OF CONFERENCES AND SEMINARS

MODULE V

CUSTOMER SERVICE 37-

40

 DEFINITION
 DEALING WITH QUERIES/RECEPTIONIST
 DEALING WITH DIFFICULT CUSTOMER

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INFORMATION MANAGEMENT
INFORMATION FLOW

The success of any organisation depends on the manner in which information is

handled. The efficiency and effectiveness of handling and maintaining
information is crucial. The administrative manager/personnel is one of the key
people responsible for the management of information in the organisation. Such
people must be equipped to fulfil this function effectively, especially because the
value of information and its management is sometimes underestimated.

Since all decisions are taken on the grounds of available information, it is

therefore important that information complies with the following requirements:
correctness, timeliness, completeness, conciseness, relevance and versatility.
These requirements refer to the fact that information should contain the correct
facts, information should be received in time, documents should contain all the
relevant information and information should be presented in a concise format
such as tables and graphs.

The office is a place where information is received, processed and distributed.

This means that the office should ensure that information flows faster,
uninterrupted and the office staff can manipulate the amount, quality and
contents of information. Certain information can be withheld and in this way the
actions of the receiver can be manipulated.

DOCUMENT MANAGEMENT

Documents may be stored manually or electronically. Document management

is only effective when the document management system is able to supply the
correct information to the correct person in shortest possible time. A document
is written evidence that information has been collected and is kept for use in the
decision-making process. Documents involve correspondence, reports, files,
forms etc.

Document management entails the management of the document cycle

consisting of the following stages:

The creation of documents: decisions have to be taken about the format of a

document, who will use it and for how long it has to be stored.

Utilisation: documents are created to be used, so they must be stored in such

a way that they can be effectively and readily retrieved.

Storage: during the storage stage of a document management cycle, decisions

regarding the filing methods, equipment and effective use of space are taken
into account. Documents must also be stored in a way that they can be easily
used.

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Retrieval: the speed with which the documents can be traced is of importance.
Factors that influence the retrieval speed are storage methods, classification
methods and filing procedures.

Maintenance: documents have to be maintained, some for long period of time.

Decisions have to be taken regarding the suitable space and equipment for
storage while some documents have to be destroyed completely.

Documents can also be classified according to their importance to the

organisation. There are four classification categories.

Essential documents: these are documents that are so important to the

organisation that the organisation cannot function without. They are legal
documents, tax documents and financial documents.

Important documents: these are documents necessary for the functioning of

the organisation, like personnel documents.

Useful documents: these are documents necessary for the smooth running of
all the activities of the organisation like copies of orders, reports and catalogues

Dispensable documents: these documents contain useful information but do

not have a particular advantage to the organisation e.g notices of meetings and
agendas.

MAIL MANAGEMENT (refer to Business Administration I)

FORMS MANAGEMENT

Forms are used to simplify and standardise office work. They are also used to
accumulate, report on, transmit/distribute and process information. A form is a
paper document that contains fixed data and provides spaces for variable data.

A well-established forms management system should include the continuous

analysis of forms in-order to determine whether a form is necessary and if so,
how it should be designed to perform its function effectively. Forms analysis
may reveal that the form is no longer needed, or that another form may be used,
or that two or more forms may be combined.

When designing a form, certain principles should apply e.g simplicity, zoning,
title, self-instruction, logical sequence, sufficient spacing, headings, boxes, lines
and font style.

Simplicity means the form should be easy to understand and complete. Zoning
refers to the allocation of specific and clearly indicated sections on the form. The
form should have a title e.g Leave Application Form. Where possible, form
should indicate how data entries should be made e.g “tick the appropriate box”.
The entries on the form should appear in a logical sequence e.g surname, initials,
title etc. Sufficient spacing should be allowed for people to complete the form.
Each subsection should have its own heading. The font style will influence the
attractiveness of the form

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THE ADMINISTRATOR’S
DUTIES

THE ROLE AND QUALITIES OF AN OFFICE

ADEMINISTRATOR
Administration is the back-bone of any company,
organization or a project.
CATEGORIES OF DUTIES
- Reception/Front office
- Secretarial/Personal
Assistant(PA)/Administrative personnel/Office
administrator
- Clerical (filing clerk, salaries clerk etc)
FUNCTIONS OF AN OFFICE ADMINSTRATOR
- To collect information from a variety of
sources, internally or externally
- To sort and classify this information
systematically in-order to make it usable
- To record information for future reference
- To process, manipulate and interpret
information in-order to reduce it to its most
meaningful form

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- To distribute information to management,

executives, supervisors, individual workers
etc
As an office administrator, one needs to possess
HUMAN SKILLS and TECHNICAL SKILLS.
HUMAN SKILL involves the ability to work with
people, knowledge and understanding of other
people
TECHNICAL SKILL is the ability to use
technology and office equipment (scanners,
copiers, computers etc
JOB RELATED ATTRIBUTES (QUALITIES) OF
AN OFFICE ADMINISTRATOR

- PERSONALITY: pleasant personality; drive

and ambition; eagerness to learn; ability to
work under pressure; integrity; patience and
tolerance.
- APPEARANCE & CLOTHING: neat
appearance; appropriate clothing; suitable
accessories
- HUMAN RELATIONS: ability to work well
with other people; patience and tolerance.
- OFFICE ETIQUETTE: friendliness and
sincerity, respect, loyalty, helpfulness, ability
to get along with other people.

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FUNCTIONS OF MANAGEMENT
Four functions of management include PLANNING, ORGANIZING, LEADING and
CONTROL

PLANNING

Planning involves defining goals, establishing strategies for achieving those goals
and developing plans to integrate and co-ordinate activities. Planning requires
management to assess where the company is, and where it would be in coming
years. Planning also involves deciding what type of activities the company will
engage in and also determining the resources needed to achieve the
organization’s goals and activities. Planning can be categorized into short,
medium or long term.

Elements of planning include:

WHO is responsible for the implementation of activities?

WHAT activities should be performed?

HOW should those activities be performed in-order to ensure that the plan
succeeds?

WHEN should the scheduled activities take place?

WHERE should the various activities take place?

WHY must these activities take place?

ORGANIZING

Organizing is the second function of management. Management must organize

all its resources in-order to implement the course of action it determined in the
planning process. Organizing is arranging and grouping jobs, allocating
resources or bringing resources (the work, the workplace, the information and
the workers) and assigning work in a department so that activities can be
accomplished as planned.

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LEADING or DIRECTING

Leading is a process whereby management is motivating and directing the

workers so that the objectives of the organization will be successfully achieved.
Through leading management is able to influence and oversee the behaviour of
the staff in achieving the company’s goals as well as assisting staff in
accomplishing their personal or career goals. This influence can be gained
through motivation, communication, departmental dynamics and department
leadership.

CONTROL

Control is a process that ensures that actual activities correspond with the plans
made for the organization. Once a plan has been carried out, the manager
evaluates the results against the goals, if the goal is not met, the manager must
take any necessary corrective action to continue to work towards that goal.
Organizations must use control procedures to ensure that they are progressing
towards their goals and that their resources are being used properly and
productively.

PROCUREMENT AND ACQUISITION/BUYING OF

OFFICE EQUIPMENT OR FURNITURE
When planning to acquire office equipment, an office administrator must look into the
specifications of the equipment. Such specifications should conform to the needs
and requirements of the organisation. There should be a need for such equipment.
Specifications entail the features of that particular equipment/furniture. This means
understanding what can the equipment do or what does it not do. For example, one
cannot purchase a printer that can only print black and white when at some stage
you will need colour printer. Second example, you cannot buy a cell-phone that is not
a smart phone if you would like to use it to browse internet.

Another important factor when planning to acquire office equipment is the cost. How
much will it cost the company to purchase such equipment. Budget plays an
important role here. This is an important factor to ensure that such equipment was
budgeted for and the correct amount will be used to purchase it.
The cost of equipment plays a significant role in the organization’s return on
investment. Cost should however not be over-emphasized because this leads to
office administrator buying cheaper equipment that in the long run does not yield the
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required results. Durability of such equipment should be considered, (how long will it
last/is it of good quality?)
Because of continuously rising costs, the office administrator should always be
looking to office equipment as one of the methods to reduce office costs.

Another very important factor to take into consideration when planning to acquire
office equipment is the supplier. When selecting a supplier, it is worthwhile to pay
attention to the reputation of such supplier. There are many fly by night suppliers or
scammers out there. Conducting research regarding the reputation of a supplier
might save the company lots of money. Finding out that the supplier is reliable and
trustworthy will lead to a long lasting relationship between the company and that
supplier.
An office administrator must also check what after-sales service is provided by the
supplier. After sales service is that assurance/courtesy that the supplier provides to
its customers. After sales service eases the burden and stress on the part of the
customer, knowing that you are not alone should challenges occur. The assurance
that the supplier will be available to assist at all cost, goes a long way.

Another factor is the warranty that the supplier offers. A warranty is a

guarantee/promise that the manufacturer/supplier offers to repair or replace a faulty
equipment/product, without additional charge/cost during a stated or stipulated
period e.g 6 months or 12 months. It is advisable to be aware of such warranty and
it’s better than buying the product voetstoets.
Warranty will ensure that the product/equipment is covered against factory faults or
any damages that may occur.
It is important for an office administrator to find out before purchasing whether the
supplier offer training on how to use the equipment. Training or demonstrations
conducted by supplier will ensure that the company will not purchase equipment that
they are not able to utilize or to operate.
If training is not provided by the supplier, this will mean that the organization should
pay extra money to hire someone who will train its staff on how to operate the
equipment.
For highly specialized equipment, it is important that the office administrator finds out
from the supplier if upon purchasing such equipment, training and demonstrations
will be conducted at no extra charge.
It is crucial for the office administrator to know and understand the supplier’s
acquisition plan. Is the supplier selling or leasing the equipment.
If the supplier is selling the equipment, it means that the equipment will be
company’s asset forever. Whereas if the supplier is leasing the equipment, it means
that the equipment is borrowed and has to be returned once the lease period lapses.
So the office administrator should not be excited by the fact that they paid less for
the equipment only to find that such equipment is leased.

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STOCK CONTROL
As an office administrator, you will have to keep a certain amount of stock for
the day-to-day operations of your department. Stock need to be controlled so
that it is available when needed. An office administrator should ascertain which
items must be kept in stock, how much of each item needs to be kept and when
should items be re-ordered.

An office administrator should determine maximum stock level. This refers to

the largest quantity of stock per item that is going to be kept. Also determine
the minimum stock level, this refers to the smallest quantity that should be
available to continue the activities of the department. There should be enough
time to re-order and receive the ordered stock before stock level reaches zero.
Lastly, the office administrator should determine when to re-order stock. This is
called re-order level.

QUALITY CONTROL
Office administrators should apply quality control to ensure that the work is done
in accordance with predetermined quality standards. When work is of a high and
consistent quality, loss and wastage are curbed and money is saved. Quality is
concerned with the accuracy with which work is done. If an office administrator
tells a subordinate that a letter must be typed “neatly and accurately” what
result do you expect and what result does the subordinate have in mind. The
objectives of quality control are:

To increase the operating efficiency of the organisation

To assess whether the planned results correspond with the actual results

To increase the likelihood that the objectives will be achieved

To assist employees in performing their jobs more efficiently, and

To maximise the profitability of the organisation.

SUPERVISING OFFICE EMPLOYEES

The role of being an office supervisor requires working with people. To carry out
this responsibility, a supervisor must be able to manage his/her own time (time
management).

THE OFFICE SUPERVISION PROCESS

Within the process of office supervision, it is evident how each of the managerial
functions is carried out. Office supervisors plan and organize their work

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experiences to meet their organization’s goals and needs for effective and
efficient operations. They are also expected to plan and organize their
employees’ needs for job satisfaction.

Supervision also involves leading, which is concerned with motivating the

employees so that the objectives of the organization will be attained.
Supervisors realize that productivity is improved when the employees are led
and not pushed into doing their best. The supervisor must create an
environment in which employees grow both personally and professionally.

Finally, supervision involves control. Control entails obtaining actual

performance that matches as closely as possible with the desired outcome. The
practical aspects of supervising involve the performance of a certain job by the
best method and by the best person in order to obtain the best results.

SUPERVISOR’S RESPONSIBILITIES

 Communicate effectively with the employees from diverse cultural

backgrounds
 Distributing the workload fairly
 Seeing that work is done correctly and on time
 Anticipating difficulties and peak loads in the work
 Coach and develop employees who are diverse along many dimensions
e.g age, education, gender, race and physical ability.
 Provide objective performance feedback that is based on substance.

QUALITIES THAT MAKE FOR EXCELLENCE IN EMPLOYEE SUPERVISION

Regardless of their age, sex or race and structure of the organization, successful
office supervisors should possess the following qualities:

Ability to treat employees as human beings: the goal of office supervisors

is to be sensitive to the needs of others by achieving a workable blending of
human relations skills. Supervisors strive to be ‘one of the employees’ without
sacrificing any dignity of their position

Attitude of a leader, rather than of a boss: office supervisors win the

utmost co-operation by being willing to coach subordinates and constructively
with them to develop desirable performance levels.

Fairness and open-mindedness: in everything they do with employees,

supervisors are honest and direct. Supervisors are willing to see both sides of
problems and to solve them fairly and reasonably so that no resentment remains
in those against whom a decision goes.

Willingness to be available for advice: supervisors are available for

counselling and are patient and understanding when dealing with employees and
their personal problems. Effective supervisors display a high level of integrity
and trust that is respected by subordinates.

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Dependability in keeping promises and providing support: supervisors

keep all promises made to employees and support them when dealing with other
departments and top management. Supervisors follow up on issues and provide
feedback to subordinates on how they are doing.

Objectivity: supervisors are fair and unbiased in their relationships with

subordinates. Supervisors avoid playing favourites among employees and also
avoid giving the appearance of doing so.

Ability to delegate responsibility and authority effectively: supervisors

involve subordinates in the establishment of mutually agreed upon goals. Clear
direction is provided by stating goals and standards clearly and by delegating
responsibility and authority.

TIME MANAGEMENT
Time management means using your time effectively. It also involves the
manner in which one organizes oneself in-order to achieve what is required
within the given time.

CONTROLLING OFFICE TIME

Controlling office time means ‘to be able to accomplish more within a limited
time’. This can be done through minimising trivial tasks and dealing only with
important matters.

SUGGESTIONS ON HOW TO MANAGE TIME

KNOW WHAT YOU WANT FROM YOUR TIME

You must know what you want to achieve each day. How do you do that. Once
again planning is the key word in achieving set goals. Set your daily goals and
plan how to achieve them.

LEARN TO SEE THE DIFFERENCE BETWEEN URGENT AND IMPORTANT

The important tasks are those that lead you to your goals. Those tasks are very
often not urgent. Most urgent tasks are not really important.

SCHEDULE TIME FOR YOUR TASKS

Your mind is usually occupied by many boring or unimportant things to be done

every morning when you come to work. Your mental energy is also drained by
things that have not been done. This is what happens if tasks are not scheduled
according to their priorities. Use a systematic schedule, write down all the tasks
for the day in order of their importance, and then do them. It is wiser to tick
each activity as soon as you complete it

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LEARN HOW YOU SPEND YOUR TIME

Learn to keep a record and analyse your time to see where it goes. This will
show you how much time you spend on urgent and on important things.

BENEFITS OF TIME MANAGEMENT

INCREASED ENERGY LEVELS

The boring and unimportant things that clutter your mind cost you much more
energy than the activities you have done. To effectively manage your time will
help you plan and organize your tasks and clear your mind from energy drains
and ‘unfinished business’. You will regain your energy and be at a high level
physically and you will feel relaxed.

SENSE OF ACHIEVEMENT AND PEACE OF MIND

The fact that you do not know what you are doing and where you are going
regarding your daily activities may be the cause of an uneasy mind. You are
uncertain and the feeling that you are going nowhere creates anxiety. Managing
your time will help you set your goals smartly. This means you will realize where
you are going and see results of the work you do.

REDUCE FRUSTRATION

Planning and organizing your work according to the time you have helps avoid
frustrating situations. By allocating time to each task you will know how much
time you have to perform it. This helps you release the full power of your
energy, by that productivity and creativity are improved.

GET MORE OF QUALITY TIME

There are any things we have to do which we do not like doing but which are
part of our jobs. These maintenance tasks take up a significant part of your
total time. It is important to learn how to organize them more efficiently and you
will eventually enjoy doing them.

OPEN YOURSELF TO MORE SATISFACTION

Office administrators are often burdened with activities which they need to
perform. Sometimes they feel guilty because of undone tasks they think they
were supposed to do or which should have been done. With effective
management they learn to prioritize and overcome procrastination. This helps
them feel that they did most of the important things they possibly could do. In
turn it makes them more confident and satisfied with what they achieve through
effective time management.

FUNDAMENTALS OF TIME MANAGEMENT

WRITE THINGS DOWN

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It is essential to write things down so that you don’t forget. This will enable you
to find information more quicker and save time trying to locate the information

PRIORITISE

Prioritising will help one choose what to do now (immediately), what to do later
and what not to do at all and what is unimportant.

MANAGE YOUR INFLOWS

It is important to immediately deal with what lands on your desk, instead of

procrastinating and postponing for no good reason.

STRESS MANAGEMENT

Stress is a feeling of emotional and physical tension.

Emotional stress develops when people are exposed to different situations,

which they find difficult or unable to manage.

Physical stress refers to the feeling that our bodies have when we are under a lot
of tension. This often leads to emotional stress which is frequently experienced
as physical discomfort.

COMMON CAUSES OF STRESS AT WORK

 INCREASED AND UNWELCOME RESPONSIBILITY

Sometimes if people are given more work to do, they become unhappy and feel
stressed. People are more comfortable doing the job they enjoy. Change in job
description which result in more work and more responsibility may lead to stress.

 NEW TECHNOLOGY AND WORKINGPROCEDURES

Technology changes all the time. When people have to learn new things, that
may lead to stressful situation when they are expected to adapt and master new
system.

 FEAR OF LOSING ONE’S JOB (INSECURITY)

Restructuring or changes within an organization may lead to stress when people

feel they may lose their jobs. Retrenchments, downsizing and privatisation are
threats that may lead to enormous stress.

 UNREASONABLE AND UNEVEN WORK LOADS

In some instances, people are given more work than what they can handle (cope
with). Sometimes they are overloaded with work than their colleagues. This
leads to conflict which result to stress.

 POOR RELATIONSHIP WITH THE SUPERVISOR

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Imagine working with the person you do not get along with. This will mean being
unhappy at work and being stresses

METHODS OF COPYING WITH AND MANAGING STRESS

 IDENTIFY THE SOURCES OF STRESS

It is important to know what causes stress. Each individual is different; stress

also
differs from person to person. Knowing this will help one cope with it better and
provide mental and emotional relief.

 LIVE A MORE BALANCED LIFE

Doing more than what you can manage can cause stress. You may be spending
too much time at work trying to help everyone without caring for yourself

The following can help you live a more balanced life

 Delegate or share responsibilities

 Avoid difficult colleagues
 Do regular exercise
 Eat a health balanced diet
 Never take more than you know you can cope with
 Organize your time better
 Talk to friends and family and share your thoughts and fears

 MANAGE TIME AND SCHEDULE

Re-organize your time. It enables you to accomplish more in a short time. Time
management includes:
 Make a “to do list”. Check items as you complete them
 Prioritize tasks and then work on the most important ones
 Learn to say “NO”
 Delegate less important tasks
 Schedule extra time for tasks, in case of interruptions
 Take frequent breaks and schedule time for relaxation

 ACCEPT SUPPORT FROM OTHERS/BUILD A SUPPORT NETWORK

Family and friends are important when a person is stressed. Building a

network of people you can talk to can help reduce stress. Find a person
you
can talk to, who willing to listen and remain calm.

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 ORGANIZE AND SIMPLIFY YOUR LIFE

If you are stressed by the fact that you should do a number of things,
organizing yourself should help relieve the stress. Plan your day. Do what
is
important first and do the rest later. Break large activities into small,
manageable tasks. Work through your tasks one by one and organize
your
workplace so that you know where things are.

 TAKE A BREAK

Take time off during your working schedule. Take a few days leave if you
have to. In a day, slow down and take a few minutes to do something you
enjoy, like reading a magazine. Stop for several mini breaks during your
workday. Set aside some time, spend it with people with a positive
attitude
and socialize. Take time to recharge yourself. Go on vacation. Do
volunteer
work or sport. Pray or meditate.

OFFICE DESIGN AND LAYOUT

The layout of an office is very important as it has an impact on the smooth
running of office operations. Office layout also involves the workflow
patterns, an uninterrupted flow of work, the productivity and morale of
employees, pleasant interior, colors, light, furniture, fittings etc. It is
important to make provision for enough space for the individual office
functions, furniture and equipment. We refer to these as facilities
management.

ADVANTAGES OF EFFECTIVE OFFICE LAYOUT AND DESIGN

 EMPLOYEE MORALE. The office layout can raise or depress employee

morale and in this manner have an impact on the functioning of the
organization. The office layout does not only involve décor and facilities,
but also the relationship between the office environment and the people
occupying the office.

 IMPACT ON THE BUSINESS SUCCESS. Organizations are more becoming

aware that office environments should become comfortable, safe and
pleasant to work in. Office environments should be designed to
accommodate the needs of office staff. Because the office is the central
place in an organization by serving internal and external clients, it is
therefore important to pay the necessary attention to the office
environment.

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 INSTRUMENT TO MANAGE CHANGE. Effective office layout and design has

a potential to be used as an instrument to manage change. The
management of change involves the simultaneous creative utilization of
human resources, new application of information technology and the total
redesign of the working environment.

 HIGHER PRODUCTIVITY. An effective office layout will lead to higher

productivity. It will utilize floor space to the maximum, thereby saving
floor space. This will eliminate delays and lead to shorter periods of time
to complete work because the flow of work is not interrupted.

 SUPERVISION. An effective office layout will also facilitate supervision.

Managers and supervisors are well positioned in relation to their staff.
Communication will also be smoother because the layout will lead to the
elimination of unnecessary movement of staff. Workstations will be well
place in relation to the nature of the work done.

 EFFECTIVE USE OF EQUIPMENT. Equipment will be used more effectively.

Sufficient number of power sockets for the use of computers and other
equipment will be provided. This will also lead to the correct positioning of
noisy equipment away from areas where silence is required.

 SECURITY OF INFORMATION. The offices where information is processed

should be situated separately and only authorized people should have
access. Passwords should be installed on computer folder and directories.
The people entering the office building should also be monitored. There
should be secure strong-room facilities for sensitive and confidential
information. There should also be additional regulations to ensure that
information does not fall in the wrong hands.

TYPES OF OFFICE LAYOUTS

 OPEN-PLAN OFFICE LAYOUT. The open-plan office layout is whereby all

workstations are arranged in one open space. All the workstations face
the same direction and no interior walls separate the workstation and
equipment. Separation of workstations and equipment is done by means
of screens, cabinets, bookshelves as well as plants.

The open plan office design eliminates walls and passages and as a result
save space and costs. Eliminating walls and passages also lead to the
accommodation of more people in the space that would normally have
been taken by these structures.

ADVANTAGES OF OPEN PLAN

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Open plan facilitates communication, since office staff can move around
more freely. The open plan office layout is more flexible and adaptable in
terms of changes than private offices. Fewer interior walls are used to
separate workstations and equipment. Supervision is easily facilitated as
the supervisor is in a good position to monitor all staff. The absence of
interior walls facilitates savings on and increases the effectiveness of
heating, air conditioning and lighting systems. The pleasant working
environment contributes to a high level of staff motivation and higher
productivity levels.

DISADVANTAGES OF OPEN PLAN

Open plan office layout may sometimes lead to impersonal atmosphere.

Noise and movement of people may distract staff from concentrating.
Open plan lacks privacy for confidential matters.

 THE PRIVATE OR CELLULAR OFFICE LAYOUT

The private or cellular office layout is characterized by interior walls that

stretch from the floor to the ceiling. The private or cellular office is
normally occupied by one person but sometimes it can be shared by two,
three or more people. Private offices are also valuable for employees that
need a quiet place to accommodate the specific nature of the work they
do. The main aim of having private offices is to secure privacy and
maintain confidentiality of documents or information.

SPECIALIZED AREAS

Space requirements for specialized areas may differ due to the nature of tasks
and operations performed in that area.

 THE RECEPTION AREA. This is the first areas that visitors enter when
coming to the organization. It is therefore crucial that this area displays
an attractive appearance. First impressions of the organization may
attract clients, and that may lead to increased profits for the organization.
To determine the space requirements of the reception area, the
maximum number of people using the area at any given point in time
should be considered.

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It is also important to allow sufficient space for the necessary workstations

and flow of work and people in this area. The design of this area should
facilitate movement of people without disturbing the people working in
this area. Other factors influencing the appearance of this area include
the choice of the colour scheme, furniture, equipment, lighting and the
location of the other offices in relation to the reception area.

 THE BOARD/FUNCTIONS ROOM. Due to cutting costs, organizations are

designing venues that can be used for more than one type of meeting.
These venues are then decorated in such a way that they display the
corporate identity of the organization. At the same time, they are
designed and equipped to such an extent that they facilitate a variety of
types of functions to be held. This means that sufficient power sockets
and network plugs as well as other equipment should be installed in this
venue.

 THE MAILROOM. Correspondence play a major part in any organization.

The layout of the mailroom is therefore important in the overall
management of mail operations. The mailroom should be designed in
such a way that only necessary movement is required and that machines
and equipment are utilized and positioned to enable the proper sequence
of operations

 PRINTING ROOM. If an organization is having a centralized computer

printing/duplicating room or office, it should be centrally located where it
will be accessible to all staff. This office or room should be equipped with
additional soundproof material and should be properly ventilated due to
the heat that is normally generated by electronic equipment.

 RECORDS MANAGEMENT ROOM (ARCHIVES). Records management room

or filing room should also be centrally located. Entry should only be
restricted to authorized personnel as these rooms contain documents and
files that are confidential. Such rooms should also be protected against
fire and dust.

THE ROLE OF FURNITURE AND EQUIPMENT IN AN OFFICE

Furniture and equipment play an important part in the appearance of the office
environment. The arrangement of furniture and equipment contribute to the
design of an office. Furniture displays the image of an organization. Furniture
and electronic equipment can enhance the appearance of an office. It also
contributes to the pleasant working environment.

Furniture with sharp edges and corners, should be avoided. It should be easy to
dismantle the components of equipment and computer furniture should be
adjustable. Legs and chairs should be protected so that they do not damage the
floor covering. The base of a swivel chair should have five rather than four legs

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to ensure stability. The needs assessment of what furniture is needed for, should
be carefully done. Furniture should be multipurpose ( use it for different things)
and durable. The position of employees should be taken into consideration when
buying furniture and equipment for a particular office.

SAFETY AND SECURITY IN BUILDINGS AND OFFICES

Safety and security is important for people working in the office. Secure
environment should be created to safeguard buildings, equipment, furniture and
information. Safety and security issues cover a wide range such as the
protection of furniture and equipment against fire and theft as well as the
internal safety of office staff. It is the responsibility of an office manager to
control circumstances that may cause accidents like fire etc.

It is important to have:

 sufficient number of fire extinguishers,

 regular servicing of the fire extinguishers,
 sufficient number of external fire doors and
 specific people appointed as fire officers.

EFFECTIVE USE OF COLOUR IN THE OFFICE

Colour affects our emotions (moods and attitudes) and comfort in the workplace.
Colour sets the mood of office staff. In this sense, colour can make people feel
hot or cold, happy or distressed, satisfied or dissatisfied with the work space. It
all depends on the hue (the particular shade or tint) of the colour, the lightness
or the darkness of the colour, and the intensity (brightness or dullness) of the
colour. Colour, also has a direct bearing on the effectiveness of lighting
conditions. Colour has to be selected according to:

 The work functions that will be performed in that particular office.

 The physical location of that office
 The type of emotion desired from employees (to stimulate or to relax)

LIGHTING

Together with colour, lighting plays an important role in the overall appearance
of the office. Light should adapt to the nature of the work done. Shades and
flashing of light should be eliminated. There is a choice between natural light
and artificial light. In most cases, fluorescent lighting is used in offices because
this type of lighting resembles natural light. It is more expensive to install than
light bulbs but it has some advantages. Fluorescent lighting gives less heat and
flashing and its lifespan is longer than bulbs. It uses less electricity and the

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lighting is more equally distributed than in the case of light bulbs. This is
important in preventing glare.

SOUND/NOISE LEVELS

Sound can distract employees’ attention and reduce their productivity. Sounds
that move through the office building can be eliminated by using windows and
doors that close properly. Ceilings and walls can be treated with sound-
absorbent materials. Offices should be situated away from busy streets or noisy
industrial areas. Noisy equipment should be placed far from offices.

CENTRALISATION VERSUS DECENTRALISATION

Centralisation means that all administrative activities are performed in one
place, for example, a centralized record management/filing room. One or more
individuals in an organization are responsible for that office\room. All the
records are stored in that central room/place.

Decentralisation means that the administrative activities take place in different

places. For example, each department or office, keep their own records.

Centralisation or decentralisation has its own advantages and disadvantages.

ADVANTAGES OF CENTRALISATION

 Work methods and procedures are more easily performed

 Duplication and overlapping of services and equipment can be eliminated
 Fewer copies of documents are required which promotes savings
 Greater simplification and standardization of work processes can be
implemented
 During peak times when work piles up, it can be dealt with more easily
because all workers can be assigned to the task
 Work of the same nature is done continually and staff can specialize
 Better division of work can be applied

DISADVANTAGES OF CENTRALISATION

 The co-operation and administrative activities can eventually become

cumbersome. (lead to boredom, doing one and the same task.)
 Widely spread production and marketing units are difficult to centralize
 The technical nature of the work is not conducive to centralization
 A too large group of employees tends to lead to a more impersonal work
environment

ADVANTAGES OF DECENTRALISATION

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 The administrative work division remains relatively small and prevents

clumsiness
 Personal contact between workers is promoted
 Owing to the absence of specialized labour, workers are exposed to earlier
higher demand and challenges
 Because the worker is situated where the production or marketing takes
place, the work is done more carefully faster and with greater personal
interest

DISADVANTAGES OF DECENTRALISATION

 Work processes are not always the best

 Decentralised offices do not always have a specialized workers and
equipment to implement savings
 Owing to a variety of work of smaller scope, the work is done more slowly

VIRTUAL WORKPLACE/TELEWORKING
Teleworking means working at home or with clients or on the road/car/restaurant
or at any other workstation but not in the office. It may be during normal
business hours, one or more days each month. Tele means ‘distance’, combined
with ‘work’, it means work is done from a distance or away from the traditional
workplace. Teleworkers do not need a centralised office because their office is
wherever they are.

DIFFERENT TYPES OF VIRTUAL EMPLOYEES

The first type of virtual employee is the one who occasionally telecommutes.
This employee has a fixed office but works at home occasionally, for example
one day a week.

The second type is a tethered employee, who has a certain degree of mobility
but is expected to report to an office on a regular basis. This employee has no
fixed office but does have a fixed work location like customer site.

The third type is called hotelling. This is often linked with work-at-home or work-
at-the-customer premises. These workers occasionally come to the office
because they are often absent, they are not given a fixed office space. Instead

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they can reserve a hotel room where they can receive and make phone calls and
link their laptop computers to the network.

The fourth type is totally mobile worker. These workers may not even have
home offices and are mostly on the road or at customer sites during the working
day.

BENEFITS OF TELEWORKING

 The fact that employees can be given the option to work from home leads
to improved work experiences
 Many employees enjoy the fact that they have a choice to work either at
the office or at home.
 Individual control over work is becoming more and more important to
employees.
 Many women prefer to maintain flexible working hours. This enhances
their quality of life because they have an opportunity to spend more time
at home with their families.
 Organisations benefit because this arrangement lead to reduced office
space costs for employers
 Fewer formally allocated offices will be required and all other costs related
office occupancy such as electricity, paper and stationery can be reduced
 Organizations gain a competitive advantage because employees are not
restricted to the office
 Wherever employees are, they can make contact with the office and relay
business tips instantly.
 People feel they have individual control over their working environment,
they therefore work harder
 They are prepared to work longer hours and because they enjoy their work
more, it is also of a higher quality.

DISADVANTAGES OF TELEWORKING

 The level at which professional communication takes place can decrease.

 The ability of staff to socialize with each other can also be negatively
influenced.
 The office is a place where new employees are introduced to the
organisational culture, because they do not work at their offices on a
regular basis, the opportunity to become part of the group becomes less.
 If employees do not visit the office regularly, group identity and norms
may take a very long time to be established.
 This can lead to a lesser degree of loyalty towards the organisation and its
philosophies.
 Face to face conversations convey not only information but also attitudes,
levels of motivation and concerns. Organisations that do not want to lose

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out on the value that face to face conversation adds to business success
will have to create specific opportunities for communication.
 The presence of employees at the office sends a message to the outside
world that the people belonging to the organisation are working. This
creates a feeling of safety and security in the people who are clients of the
organisation.
 Resentment from the employees having to remain working in the
traditional office towards the virtual employees.
 Systems that management have to put in place to ensure that their virtual
employees do not suffer from the feeling of being excluded from the
organization and that their full potential is always maximised.

VIRTUAL OFFICE

A virtual office is a customised workspace that is rented hourly, weekly, daily or

monthly. It is a fully serviced office space with furniture, internet connection,
utilities (telephones, staffed reception and mail handling facility). You just rent,
show up and work. It portrays a professional business environment.

Virtual office package offers:

Interview rooms – you meet with prospective candidates with no limits on the
number of guests you can bring.

Boardroom – large boardroom with furniture and all facilities you may need to
hold your meetings.

Training room – space set up to run training events for your company. This room
has white board, flipcharts, AV screens and projectors.

Conference room – large meeting rooms for holding events and conferences.

EVENTS MANAGEMENT
Events management is an exciting and growing industry, as well as a unique
career opportunity for everyone with a passion for the planning and organising of
events. When co-ordinating an event, it is very helpful to have a check-list of
things to be done and what still needs to be worked on.

Events have different categories. They range from corporate, social and
personal events. Corporate events include brand promotions, product launches,
gala dinners, conventions, conferences, seminars etc. Social events could be
concerts, festivals, fairs, fashion shows music awards etc. Personal events are
birthday parties, weddings, anniversaries etc.

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EVENTS ORGANIZATION

Events organization can become a cumbersome process if not taken seriously.

Whether the event is of business or personal nature, details make a difference.

The first line of business to consider in organising an event is to decide upon the
overall atmosphere to be projected by the event. How should the guest feel
upon arrival and departure? Will all guests remain together during the event or
will they be divided into smaller groups at some points during the experience?
Should emotions of comfort, excitement, relaxation, romance, restfulness or
pleasure be endured? Choosing the atmosphere is as vital as selecting the theme
for the event. This atmosphere/theme is the foundation in constructing the
perfect event.

Is the nature of the event casual, formal, romantic, or professional? Different

events venue project different moods casting the tone of the event’s nature.
Most venues posses the ability to cast each of this tone makes the events
successful. Many restaurants offer gathering room to project a formal, romantic
or professional feel, while a portion of the main eating area settles guests into a
more casual, laid-back retreat. The same is true for more venues. Yachts can be
the perfect “wow factor” for intimate, casual bridal/baby showers as well as
intriguing the professional crowds mixing business with pleasure in the sights
and sounds integrated with elegance on this excursion.

Location of the events, namely the events venue, should be selected. The
events venue provides the background to the atmosphere draped upon guests.
Venue needs to include consideration of several factors of location. How will
guests arrive and will parking be an issue or inconvenience? How far will guests
be willing to travel to reach their destination? Other considerations include
events facilities. Does the events facility provide catering services, technological
equipment, DJ/music or will it permit the use of such on its premises? How many
guests will be attending the event and will desired location accommodate this
number of attendees? The location should comfortably allow guests to mingle
and move

without feeling crowded or lost in a vast openness of over-sized space. Finding

this perfect zone of comfort is easily attainable with a little research or
assistance of an events manager. Remember to consider the time frame of the
event to offer guests quick access to hotels if overnight stay is deemed
necessary.

EVENTS PLANNING

Events planning is a detailed immersion into planning and executing a

memorable and exciting events for business promotion, recognition of
achievement, or the introduction of new products and technology. Events

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planners pave the way to a streamline unfolding of an event by the practical

application of resources and methods to fulfil every conceivable need that might
arise at such gathering.

Events planning sets the stage of the visual, culinary and experiential impact of
the events, making a difference between money well invested and rands poorly
spent. Events planning is an art and events planners are detail-oriented multi-
taskers with an eye towards detail, a nose for expediency, and an ear for
suggestions. The goal of the events planner is to please the events sponsors
with delivery of an event that fulfils their expectations.

BUDGETING

Budgeting for an event is by far the most important aspect of a successful event.
While budgets can be as the occasions being planned for, a budget lays the
groundwork for what can be included in the event, what details must be scaled
back, and what ideas must be abandoned during the planning process.

Determining a budget is most easily accomplished when a specific amount of

money is dedicated for the event in its entirety. Factors to be considered are
deposits for events, venues, speakers, caterers, photographers, bands, DJ ‘S,
fireworks, audio-video and sound equipment, furnishing, rented lighting
limousines, floral displays, booth standards and panels, portable dance.

FLOOR, STAGES, AND PRINTING SERVICES.

If advertising and promotion are to be part of the events equation, funds will
have to be allocated to the newspaper, radio, and television advertising as well
as contracting the service of the writer, actor, voiceover talent, photographers,
videographer, tickets master and website marketing.

Events personnel and payment for such services must also be included. These
cover security and information desks staffs, food serves, bartenders, valets or
parking attendants, set up and tear down workers, sanitation crews, and drivers
for transporting people and equipment to and from the events location.

Other expenses to consider are gifts, signage, banners, posters, carpet runners,
money to cover lodging and transportation of speakers, and events personnel,
special uniform, cell phone, internet access to the events, special music CDs and
the service of professional decorators, events and space planners.
Even the most careful crafted budget is prone to the need to cover last-minute
surprises or overlooked necessities. Rules of thumb suggest an additional 10-
15% above and beyond anticipated costs be allocated for unexpected expenses.

EVENTS SECURITY

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Security at an event is comprised of individuals who are responsible for

overseeing the safety and well-being of guest who attends an events. Security
likewise monitors the stream of support personnel responsible for setting up to
ply their respective service, providing safe access to guest attending the events,
and steering away disruptive or unwelcome troublemakers.

Security is an important consideration at an events that centre around visiting

celebrities, political candidates and children, for these provides opportunity for
argumentative, imbalanced or opportunistic individuals to play havoc with the
overall good feelings cultivated by the events itself. Security is also a necessity
for providing safe transport of monies gathered through tickets.

Security personnel further help deter the opportunities found among crowds for
pickpockets, scam artists, and thieves. Monitoring the events floor, or stationed
at the point of egress to verify guest registries, the security force also observes
the incoming and outgoing of equipment, breaks up arguments, and calls in
emergency personnel if the need ever presents itself.

Security personnel can be obtained from company ranks or membership rosters.

They can also be found among willing volunteers, a security company, or off-
duty and retired police officers. The extent of securities responsibilities must be
carefully defined so the events may progress with the least amount of disruption,
the few unfortunate incidences with the greatest invisibility. While most guests
will appreciate the presence of security at an events when entering a strange
parking garage or finding themselves among people who’ve had a bit of drink,
security serves it purpose best when it is not needed.

When planning an event, security needs to be adequate to provide observational

coverage for the floor as well as being adequate to handle crowd situations.
Whether determining the number of security personnel in accordance to
coverage of square feet, coverage by ratio of security personnel to guest, or
manning specific stations such as tickets booths or parking garage, the basic
requirements remain the same. Security should provide an assurance of safety
for guests, events personnel and their equipment, as well as protection of
displays, saleable products and events goers’ personal sense of security.

INVITATIONS

Invitations are essential part of many events. For small, personal or closed
events, where only a specific number of people are invited to attend, invitations
are a must. Invitations are typically chosen through a printing service, require
postage for mailing, and require willing staff to stuff and address the envelopes.
With today casual attitudes and instantaneous internet connectivity, such a
formal request as an invitation automatically sets an events above the ordinary.
A sense of exclusivity is commonly attached to the receipt of a written invitation,
making it powerful tool for gathering top-notch executives, powerful financiers,

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or noted academicians to industry events, political gatherings, new product

releases or high-profile think-tank gatherings.

Invitation fall within the realm of the commercial printer. Selection of quality
papers, distinctive fonts, and property sized envelopes and RSVP cards for return
remittance compromise the classic invitation. Just as importantly, the tone of
the invitation, the words used to express the invitation, and the time and
location of the events must be obtained before the invitation are ordered , that
printing and processing may be completed in a timely fashion.

Invitation are commonly distributed at least 3 weeks prior to an event, and if

more time is necessary, determined by the size and scope of the events, they
may be sent to recipients even earlier. Printing likewise takes time, and if it is
part of the promotional process for the events, the invitation becomes one of the
earliest details to attend to, once the venue and the timeline of the events are
established.

For political, religious and business related gatherings, the invitation may be
included in a mailing with the newsletter or other information, such as brochures,
or include prompts to encourage a remission of monies for reserving lodging,
transportation, or banquet attendance. There may also be options presented for
participating in special events related to, but not part of, the main events, such
as the dedication of monuments, buildings, or the opening of new businesses.

Invitations express a profound intimacy as it relates to the events and the guests
involved. Invitations not only convey a sense of special regard for the invited,
but they also impart a sense of dignity and charm to the events. Invitations
likewise suggest opulence befitting important, formal, and celebratory affairs.

DECORATION

Decorations at an event are necessary for setting the moods, framing the
emotion and underscoring the importance of the events. From crepe paper
streamers to professionally- designed display of colour and beauty, decoration
generally work within a theme determined by events sponsors and coordinators,
setting the stage for the bulk of the events proceedings.

Decoration for large events can prove daunting, requiring equally large displays
to be seen among a sea of people, vendors, events booths, and accompanying
equipment. Colors must be chosen and established for the events in keeping
with the chosen theme, reflected in promotional materials, advertisements and
floral arrangements, tying the whole together into feast.

Decorating can be simple or as extensive as coordinated colors of tablecloths,

napkins and the colors of clothing event personnel wear. Decorating with flowers

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is always a winner. Flags, banners and posters lend upward interest when hung
from the ceiling. Not to be overlooked is the instant atmosphere suggested by
clusters of balloons, centrepieces of fruits or large urns flanking a main walkway.

SITE SELECTION

Site selection for the purpose of an event can range from a small room, an
outdoor park, sports complex, a hall etc. Most importantly, the location of the
event should be readily accessible, easy to find and located in a safe area.

The site must be capable of fulfilling the requirements of space, electricity,

bathrooms and other amenities to handle the event and be of a proper
construction. Selection of a site relates directly to the event function, and the
degree of surety required for the event to proceed. Exposed sites such as sports
fields may hinder the smooth running of an event should weather become
unfavourable. A site venue with inadequate parking may deter guests from
attending as with the site in crime-riddled or dangerous area.

CATERING

Catering is one of the most important ingredients for the planning of some
common events. Preparing the delicious delicacies that make an event special is
the domain of the event caterer. The many food options the caterer offers, may
entice, inspire and satisfy the guests. Caterers may be individuals, small
businesses (catering companies) or chefs associated with a hotel or restaurant.
Many hotel venues offer in-house catering services.

TRAVEL ARRANGEMENTS
INTRODUCTION

Making travel and accommodation reservations can be a chore. Whether you

are booking for a holiday or a business travel, it takes time to find the best price
and co-ordinate the logistics of your journey.

The first stage when planning for a trip (flight booking, car hire, hotel
reservations), is to ascertain why the person(s) want to travel.

USING A TRAVEL AGENT

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A travel agent is a group of people or organization which receives commission

from airlines, hotels, car hire companies etc for making travel arrangements on
behalf of their client.

Travel agents use computerized reservation system for all bookings. They
compare airline and travel services and choose the best rate for their clients.
When making a booking, the agent will require information like, the name of a
traveller, business and home telephone numbers of a traveller, departure and
arrival dates, destination, accommodation requirements and type of class of air
travel.

DOCUMENTATION FOR OVERSEAS BUSINESS TRAVEL

All overseas travellers are required to have proper documentation before leaving
their country. A current passport, visa, vaccination record, ATA Carnet are some
of the important documents required.

PASSPORT

A passport is a travel document given to a citizen granting them permission to

travel to a foreign country.

VISA

A visa is a stamp placed on a traveller’s passport. It is issued by the embassy of

the country the traveller wished to visit.

VACCINATION RECORD

Vaccinations against diseases prevalent in other countries are often necessary.

This will prevent the spread of infectious diseases from one country to another.

ATA CARNET

This is a merchandise (goods) passport. It is a standardized international

customs document used to obtain duty-free temporary admission of certain
goods.

TRAVEL INSURANCE AND HEALTH REGULATIONS

A traveller should be aware of infectious diseases they may be exposed to e.g

malaria. Vaccinations for such diseases are a legal obligation. Travellers often
experience abrupt and dramatic changes in environmental conditions which may
be detrimental to their health and well- being. Travelling may involve major
changes in altitude, temperature and humidity.

GENERAL PRECAUTIONS

- Traveller should seek advice on the potential hazards in their chosen

destinations.

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- Traveller should understand the risks involved and to take necessary

precautions to protect themselves while travelling.

TRAVEL INSURANCE

This is insurance that is intended to cover medical expenses, unforeseen

emergencies and other losses incurred while travelling either within one’s own
country or internationally.

METHODS OF PAYMENT

Various methods of payment may be used. They include cash, debit card, credit
card, traveller’s cheque, bank transfer and foreign currency.

ACCOMMODATION REQUIREMENTS

When accommodation bookings are made, the following should be considered,

e.g.
 Whether there are special requirements regarding the type of
accommodation, e.g hotel, Bed and Breakfast or self-catering apartment.
 Any special facilities required i.e wheelchair friendly
 Any special dietary requirements (vegetarian, etc)
 Type of room ( single room, double room or family room) and number of
guests
 Length of stay
 Whether pick up from the airport is needed e.g hotel shuttle

PLANNING AND ORGANIZING AN ITINERARY

An itinerary is the list of activities to be undertaken on a business trip. It

includes the
places to be visited, times and venues of meetings, important numbers to
remember, times for arrival and departure, any information regarding
accommodation like addresses and telephone numbers. Any useful information
regarding the trip should be contained in an itinerary.

When planning an itinerary it is important to schedule time for relaxing and

accommodate for delays in between meetings. Jetlag has to be considered as
well
when planning an itinerary. Jetlag is that feeling of tiredness after a trip

USEFUL INFORMATION ABOUT THE COUNTRY BEING VISITED.

Find out about:

 The language and currency used

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 Public holidays (in case banks and other public facilities are closed)
 Climate and time difference
 Essential telephone numbers e.g consulate/embassy.
 Cultural and religious practices
 Customs regulations e.g rules of taxed goods brought to the country.

OFFICE ADMINISTRATOR’S/ SECRETARY’S RESPONSIBILITIES BEFORE THE

TRIP

 Informing the other executives of the intended trip, in case they need to
see him/her before the trip.
 Establish who will be responsible for handling important matters while the
executive is away
 Check the diary to see whether any appointment cannot be met and re-
schedule
 Assemble all the material and other important items which may be
required during the trip. Things like stationery, passport, immunization
certificate, insurance certificate etc.
 Confirm all meetings, appointments, travel, accommodation and car hire.
 Prepare an itinerary.

DURING THE MANAGER’S ABSENCE

 As an Office Administrator/Secretary you are expected to use your

judgement and discretion on matters which cannot be referred to others.
 If the Manager or Executive does not call the office regularly, the
secretary must decide whether to contact him/her regarding urgent
matters.
 Some Managers call their offices regularly, a secretary should pile up all
matters needing the manager’s attention when he/she calls.
 A file should be opened for all matters needing attention after the trip.
 When making appointments for the manager, it is advisable to
accommodate time after his/her return to attend to matters that required
his/her attention while he was away.

WHEN THE MANAGER RETURNS

 Assist the manager by giving him/her an update of what happened when

he/she was away.
 Discuss all the documents, and correspondence that was received.
 Discuss all the appointments made in absentia and confirm them.
 Type reports compiled by him during the trip.
 Find out if there are any refunds or re-imbursements of expenses that
needs to be taken care of, and assist accordingly.

CUSTOMER SERVICE

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Customer service is the process of being of help or assistance to customers.

Quality customer service is achieved by clearly defining the type of customers
and ascertaining their needs; communicating regularly with personnel within the
organization; and obtaining feedback on the service from the customer. All
employees in an organization should work to achieve a total service package
addressing the needs of customers.

This can be achieved only where there is:

 A knowledge of market demand.

 An understanding of customer’s needs.
 A commitment by all employees to the organization’s goals and strategies.
 A capacity to put into place workable practices to establish a culture of
quality customer service.
 The provision of the necessary resources to maintain the customer service
culture.
 A willingness to decide when changes should be made.
 A capacity to review and improve customer service.
 The ability to advice customers about the improved customer service.

It is now accepted all over the world that quality service to the customer is the
most important aspect of business. There are international standards for quality
systems, and these include customer service.

DELIVERING CUSTOMER SERVICE

An organization’s customer may be an institution, school, college, hospital or

government department. It may be a manufacturer, contractor, distributor or
individual consumers.

All business should have a strategic –planning process to define the aims and
objectives of the business:

 What exactly is our business and what direction should it take?

 Who are our customers? The need and demographic characteristics of
present and future customers should be examined.
 Who are our competitors? In what area can we improve service to gain an
edge on our competitors?

USE INTERPERSONAL SKILLS WHEN DEALING WITH CUSTOMERS.

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A customer’s first impression of you and your company is a lasting one, and your
role within the organization is to provide a service of consistently high quality in
as short a time as possible. This may be achieved in the following ways:

 Immediately acknowledge the customer and show empathy.

 Listen actively and effectively and provide feedback.
 Use appropriate verbal and non-verbal communication.
 Use conflict resolution techniques to solve problems.
 Make sure you follow up the measures you have taken to solve conflict to
ascertain whether your customer is satisfied.
 Keep a record of complaints in a ‘complaints register’ in order to improve
your service.

HOW TO ACHIEVE EXCELLENT QUALITY CUSTOMER SERVICE

There are many ways in which an organization can achieve excellent quality
customer service:

 Put out a survey to gather information on customer’s needs and

expectations of service. (questionnaire or suggestion box)
 Develop a cultural awareness towards total quality service within the
organization through good communication, staff training and
development.
 Provide customers with information about the organization’s activities.
 Meet customers’ needs and expectations as quickly and efficiently as
possible.
 Create a set of customer service performance standards to be placed in
the corporate procedures manual of which all staff are made aware.
 Prioritize customers’ needs and deal efficiently and effectively with urgent
request.
 Obtain feedback from your customers. Regularly review the customer
service results and be willing to change and improve the service where
necessary.

PROVIDING CUSTOMER WITH INFORMATION

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Existing customers should be informed of any changes in products or services.

The most effective way of informing prospective new customers of your products
is through advertising. Advertising influence the customer’s perception of your
organization by:

 Informing them of what you can do for them and how your products or
service is of value to them.
 Demonstrating why your organization is ahead of others.
 Illustrating how your product is better than others.
 Use of social media

HANDLING CUSTOMER COMPLAINTS

In general, there are two types of customer complaints: justified and unjustified.
Deal with a justified complaint using negotiations and conflicts resolution skills.
You can also attempt to solve a customer’s complaints by trying to use one of
the following methods.

The PAIR approved method

 Placate by listening, empathizing and responding with concern.

 Attend to the complaint.
 Investigate the circumstances and details of the incident.
 Resolve by deciding on the action to be taken, with the approval of the
customer.

The five- step method

1. Listen. Be open-minded. Do not take the complaint personally.

2. Respond. Show concerned and empathy, and apologize for any

inconvenience. Put yourself in their position.

3. Decide on action. What action will influence you here? Is the complaint
justified? What is company policy? You may need to seek advice from
your supervisor.

4. Take action. Whatever action you decide to take (with the approval of the
customer), make sure you act promptly.

5. Follow up. Always follow up the action you have taken, and confirm that
the customer is happy with the result.

FOLLOW UP

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When you take any action for a customer (whether it is request or a complaint),
check that the course of action to achieve the solution suits the customer.
Clearly explain each step. As you do this, ask questions and receive feedback to
clarify that the customer understands what is happening, agrees to the solution,
and will be happy with the results.

If possible, it is a good idea to put everything down in writing to avoid any

misunderstanding at a later date. Follow up the action taken to make sure it has
been carried out. This will ensure that you end up with a happy customer who
will stay with your organization.

NEVER OVER-PROMISE and UNDER-DELIVER, rather UNDER-PROMISE

and OVER-DELIVER

A CUSTOMER IS ALWAYS RIGHT!

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