NATIONAL CERTIFICATE: BUSINESS

ADMINISTRATION SERVICES ID 67465 LEVEL 3 – 120

CREDITS.
SUMMATIVE ASSESSMENT MEMORANDUM
SAQA-13931-7706-13929-13937-13934
OFFICE ADMINISTRATION
SKILLS PROGRAM 4

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FULL NAME & SURNAME

ID NUMBER:

NAME OF ASSESSOR

DATE OF ASSESSMENT

VENUE

ACHIEVED NOT ACHIEVED

KNOWLEDGE

SKILLS

Signature of learner Signature of Assessor

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 ASSESSMENT PACK

Please complete the following sections (A and B) before commencing with this assessment. The
moderator of this assessment will complete section C.

Section A Learner Information

Name:

Surname:

Date:

Contact telephone no:

Learnership agreement no:

Company: Site:
ID

Section B Assessor Information

Name:

Surname:

Date:

Contact telephone no:

Assessor no:
Provider no: Site:
ID

Section C Moderator Information

Name:

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Surname:

Date:

Contact telephone no:

Moderator no:
Provider no: Site:
ID

Results:

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1. INSTRUCTIONS TO ASSESSOR

Introduction:
This assessment guide has been designed as a generic assessment guide and is intended for use by the
accredited Training Providers.

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Purpose of the assessment
The purpose of summative assessment against this unit standard is to:
♦ Award credits to the NQF to learners who are able to start and run their businesses.
Learning assumptions
The following knowledge, skills, attitude and/or equivalent:
♦ Demonstrate knowledge of communication and numeracy at Abet Level 3
Assessment methods
The following assessment methods will be used for the summative assessments:
♦ written and/or/verbal questioning
♦ Product sample and on site assessment

2. Assessment Process
General
 Use the assessment guide and your latest company policies and standard operating procedures to
assess the evidence received from the learner.
 Use the section: Addition Comments/Questions to note down any further comments or questions
on the evidence assessed.
 Use the model answers as a guideline to assess the learner’s answers to the assessment
questionnaire.
 The learner can complete the assessment questionnaire orally. In this case, agree a date, time and
venue.
 Provide the learner with a feedback within 10 working days of receiving the evidence.

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Step 1 - Planning for the Assessment
Review this assessment guide to:
 Ensure that you understand all the requirements of the assessment in terms of evidence
required to prove competence.
 Identify and prepare the learner for the assessment by:
o Completing the Assessment Plan with the learner to discuss and agree the details
regarding the assessment.
o Completing the Assessment Preparation Checklist and getting the learner to sign.
 Ensure that you have familiarized yourself with the following:
o The various patrolling functions and standard operating procedures within the
company.

Step 2: Complete the Assessment

 Collect the evidence in accordance with the methods and evidence requirements specified.
 Mark each question as correct or incorrect in the “Office Use” column.
 Record the evidence on the assessment guide and indicate “Competent”, “Not Yet
Competent” or “Not Assessed” for each assessment criterion. Note down any comments at the
back of the assessment guide.
 Ask the learner additional questions, if necessary, to clarify points. Record these on the guide.
 All questions must be complete as per the criteria specified.
 Answers provided must be similar to the model answers.

Step 3 - After the Assessment

 Prepare the feedback by writing comprehensive, developmental feedback after each section
on the Assignment Sheets. In addition to this, you are required to write a summary overall
feedback on the Assessment Guide.
 Provide the feedback to the learner in a safe, undisturbed in nature.
 Ensure that your feedback is developmental and supportive in nature.
 Advise the learner on what action to follow in the event of a “Not Yet Competent” rating.
 Advise the learner on what action to take where he/she feels the need to appeal against your
decision.
 Allow the learner time to provide you with feedback relevant to the process.
 Record the learner’s feedback in the guide and ensure that it is given to the person responsible
for the quality assurance of assessment tools.
 Ensure that the learner co-signs the assessment guide to indicate agreement with the feedback.
3. Assessment documentation required:

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Step 1: Planning for the Assessment
♦ Assessment Plan
♦ Assessment Preparation Checklist
♦ Assessment Policy (including Appeals)
♦ Evidence Matrix
♦ Assessment Instruments
Step 2: Conducting the Assessment
♦ Assessor Guide
♦ Learner’s workbook
♦ Summative assessment pack
Step 3: After the Assessment
♦ Assessment Comments
♦ Feedback Report
4. Specific Instructions
Please note that Part 3 Assessment Instruments are not included in this guide and are to be included
by the assessor on an individual basis.
The actual summative assessments need to be completed and signed off by both learner and assessor.
The assessor will take control of the completed assessment instruments and will file them under the
tab for Assessment Evidence.

The completed assessment pack will be kept in safekeeping at the training provider for three months
after endorsement by SETA and will then be returned to the learner.

Guidelines where an appeal is lodged

 The normal appeal procedure prescribed by SETA and described by the provider’s Quality
Management System will be followed.

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 ASSESSMENT PLAN

ASSESSMENT DETAILS

Date of Assessment Option 1 Option 2 Option 3 Option 4

TIME OF ASSESSMENT

Start: End:

VENUE Contact
person
LANGUAGE MEDIUM
METHOD OF
METHOD OF ASSESSMENT (please tick off the one to be used)

OBSERVATION ORAL WRITTEN

Simulation Knowledge test Knowledge test

Product Interview

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PRE-ASSESSMENT MEETING CHECKLIST

ACTION YES/NO COMMENTS

Set learner at ease; be friendly, polite and

professional.
Explain to the learner and agree on the following
issues.
1. The unit standard that will be assessed
2. Date, time, venue and process to be followed
during the assessment.
3. Summative assessment tools to be used for the
assessment.
4. The assessment plan
5. Purpose of assessment
Explain to the learner and agree on the role of all
involved during the assessment process.
Identify possible barriers and or disabilities of the
learner.
Explain the meaning and application of RPL.

Explain, discuss and provide one complete set of

the Appeals process documentation.
Explain to the learner when final result swill be
available and how feedback will be provided.
Discuss previous assessment results if applicable.

I, ______________________________ (initials and surname of learner), DECLARE THE

FOLLOWING:

A copy of the unit standard(s) involved has been given to me prior to this meeting. I know I will be
assessed against the criteria, which have been set to the applicable unit standards. The criteria have
been discussed with me, and the procedures and purpose of the assessment has been clearly explained
to me.

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I am well aware of the venue, date and time that I will be assessed. I consider the period of time given
to me to prepare myself for the assessment to be fair.

I understand clearly that I have the right to appeal against any decision made by the assessor during
the assessment of the evidence provided by me, and that I have free access to the appeals procedures
attached to this assessment pack. I understand that I have the right to be accompanied by another
person during all procedures, and that I have free access to the Training Division of SBV’S Health
and Safety Procedures- filed at the offices.

Signature of learner Date

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 US No US Title Level Credits

13931 Monitor and control the maintenance of office 3 4

equipment

7706 Maintain a booking system 3 3

13929 CO-ORDINATE MEETINGS, MINOR EVENTS AND 3 3

TRAVEL ARRANGEMENTS
13937 Monitor and control office supplies 3 3

13934 PLAN AND PREPARE MEETING COMMUNICATIONS 4 3

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 Assessment Instruments

TAKE NOTE
The assessment instruments included in this assessment pack are all summative assessment
instruments and are to be read in conjunction with the formative assessment instruments
contained in the learner workbook. Both formative (workbook) and summative assessments are
to be retained as part of the learner’s portfolio of evidence.
A number of the assessment instruments contained in this assessment are workplace knowledge based questions.
This means that you will arrange with the learner, a time that is suitable, during which the learner will complete
each questions.

Complete the following activities according to the instructions provided

ACTIVITY 1
Demonstrate knowledge of the types of Office Equipments

Stationary

Stationary is a traditional part of the office environment, and continues to be essential in the 21st century. Stationary
includes items such as pens, rulers, staplers, paperclips and other equipment used to make notes and perform basic tasks
connected to activities such as idea brainstorming and recordkeeping, for example. Notepads are commonly used to record
minutes in meetings, while post-it notes are used to communicate short messages effectively within the office.

Computers

Computers are used for a large amount of office-based tasks. Word processor programs are utilized to type up notes and
minutes and to produce reports and communications, while spreadsheet programs will be used in account keeping.
Computers allow access to the Internet, which provides both internal and external communication tools in the form of e-
mail, as well as immense research capabilities. The type of computer used by an office will vary based on what work is
required. A more up-to-date computer will be needed for desktop publishing and graphics production packages, for
example, while office workers may use laptops, especially if they regularly work while on the move.

Computer-based Hardware

Several commonly found pieces of office equipment are designed for use alongside computer systems, and are typically
connected to them. These include printers, which enable office workers to produce hard copies of documents such as
reports and accounts, and scanners. Scanners allow professionals to reproduce documents and graphics onto computers in

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digital form, for example for use on a company website, and are available in a range of resolutions which offer varying
levels of detail. More expensive scanners, those with resolutions of 3200 DPI (dots per inch) and more, are suitable for
graphic designers and professionals in similar fields.

Document Manipulation

Other useful machines generally found in offices include the photocopier, which allows workers to make multiple copies
of a document for reference and for sharing with colleagues, and shredders. The shredder is increasingly important with
the prevalence of identity fraud. Shredders are used to destroy documents containing potentially important information
about an individual's or company's accounts, preventing would-be fraudsters from using this information.

Communications

Professionals need to communicate with individuals both within their company and outside, so most offices will utilize a
telephone system. This system will connect all of the workers in the office together and will have built-in features, which
enable an individual to divert a call to a colleague, for example. Other functions of phone systems include conferencing,
which allows multiple workers to join in the same conversation, and message recording capabilities. Professionals might
also use advanced cell phones, such as BlackBerry devices, while away from their desk.

ACTIVITY 2
Explain the importance of conducting routine maintenance on office equipment
Each piece of office equipment requires periodic preventative and corrective maintenance over the course of time in order
to keep it in working condition. If equipment is broken, employees cannot properly perform their job functions and
productivity slows down or even stops. As a result, the equipment must be repaired properly, in a timely and cost effective
manner. There are a few options to choose from to ensure this happens. Manufacturers offer maintenance agreements on
their equipment to deal with the financial uncertainty associated with equipment maintenance and repair. In exchange for a
fixed annual fee, the manufacturer will bear the financial risk and handle the equipment maintenance and repairs.
Maintenance agreements cover equipment for a certain time period, which should be clearly identified in the agreement.
In the absence of a maintenance agreement, an equipment owner can elect to pay for repairs on a time & materials basis
(T&M); this means that the owner pays for parts, labor, and travel on an as-needed basis. However, several closely spaced
equipment failures can severely impact a company's cash flow.

No matter what field of work you are in, you need to have good equipment maintenance. It doesn't matter if you work in
an office and work on your computer or other IT equipment, are out in the field driving around in a company vehicle, or
even in a shop or warehouse. You need to have not only regular maintenance, but also have preventative maintenance
done as well. If you don't make sure that regular maintenance is performed on your equipment, you will soon have

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numerous problems. Your vehicles, without the right fluids and oil, can blow a motor. Without regular cleanings, your
saws, nail guns and other equipment will seize up. Even computers, printers and other related equipment needs proper
maintenance to prevent them from crashing.

You may think that the time it takes to do routine maintenance lowers productivity. But while it may take a half an hour or
even more to do regular checks, it is far less costly than the machine or other equipment breaking down, and having a
specialized technician come and fix it, or worse, having to replace the unit altogether. Not only will this create more
downtime, but the costs can be enormous. There are many software programs that can help you with regular equipment
maintenance. They can help you set up a routine schedule, walk you through the job itself, and in some cases, especially
when it comes to computers, have it set up so that the maintenance is done while you are out of the office, automatically.
This means that there really isn't any down time at all. At the end of the scheduled sweep, defragmentation, and disk
corrections, a report will appear and you can go over it at your earliest convenience.

There are some things you need to be on the look out for when it comes to equipment maintenance software programs.
The first and foremost is that it should be easy to learn and understand. If it is too complicated, chances are you aren't
going to take the time to learn it, and then it is a waste of money. The second thing about the software is that is should be
quick, easy to use, and does its job in a timely manner. Sure, if you haven't been using regular maintenance, it is going to
take longer to work the first few times, there will be a lot of different tasks it will have to perform. The more it is used, the
faster it should be.

There should be a lot of different features, especially when it comes to computer cleanup software. You want software that
covers many different aspects, cleaning up disks, defragmenting programs, as well as anti virus scanning, and checking
your firewalls. The more you are able to have in one software package, the better. Having too many different kinds of
software can load down your maintenance, and cause redundancies. The equipment maintenance software should also
make it easy to schedule maintenance, and make it easy to track its history. You should be able to look at these whenever
you want, and be able to find it quickly. Some of the other things to consider are cost, how easy it is to contact customer
services, and how long the company offering the software has been in business
ACTIVITY 3
Define maintenance and maintenance agreement
Maintenance procedures typically refer to inspection and repairs of various machines or buildings to ensure there are no
problems that might halt production or use. There are various types of maintenance procedures, including preventative
maintenance, that ensure equipment and machinery continue to operate smoothly and efficiently. Other procedures may
include maintenance management, during which supervisors organize repairs for a company.

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Many offices now depend on a copier, fax, printer, scanner, or a all in one model, in their office to conduct matters of
business. With a maintenance agreement, you ensure that in cases of technical problems, your equipment will be repaired
as quickly as possible. Reducing down time with minimal interruption in the flow of your office.

A maintenance agreement for office equipment is a service contract providing for an outside company to keep your
office equipment in good operating condition, or to come in when called to fix a problem with the equipment. If you think
about it, almost every business utilizes electronic equipment in one way or another. Each piece of equipment requires
periodic maintenance over the course of time in order to keep it in working condition. When equipment breaks down,
there are costs associated with repairing it. Manufacturers offer maintenance agreements on their equipment to deal with
the financial uncertainty associated with equipment maintenance and repair. In exchange for a fixed annual fee, the
manufacturer will bear the financial risk and handle the equipment maintenance and repairs. Maintenance agreements
cover equipment for a certain time period, which should be clearly identified in the agreement. In the absence of a
maintenance agreement, an equipment owner can elect to pay for repairs on a time & materials basis (T&M); this means
that the owner pays for parts, labor, and travel on an as-needed basis. However, several closely spaced equipment failures
can severely impact a company's cash flow.

ACTIVITY 4
Demonstrate understanding of Record Keeping System and repair schedule

Record Keeping System

Organize your preventative maintenance program by implementing a record keeping system. Track equipment failures,
part replacements and the frequency of equipment use. Use software, printed checklists or whichever methods works best
for your organization. All this information will be instrumental in creating a baseline for developing a preventative
maintenance repair schedule.

Repair Schedules
Based on the information you've been collecting in your record keeping database, you can devise a schedule for your
maintenance program. As long as you follow the schedule and execute it properly, you should be able to reduce equipment
failures and repair costs. Automate your schedule with software so that one person doesn't have the burden of keeping
track. However, one person should be in charge of making sure everyone else follows the schedule.

ACTIVITY 5
Identify and explain Maintenance types
Maintenance types
Generally speaking, there are three types of maintenance in use:

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Preventive maintenance, where equipment is maintained before break down occurs. This type of maintenance has many
different variations and is subject of various researches to determine best and most efficient way to maintain equipment.
Recent studies have shown that Preventive maintenance is effective in preventing age related failures of the equipment.
For random failure patterns which amount to 80% of the failure patterns, condition monitoring proves to be effective.
Corrective maintenance, where equipment is maintained after break down. This maintenance is often most expensive
because worn equipment can damage other parts and cause multiple damage.
Reliability centered maintenance, often known as RCM, is a process to ensure that assets continue to do what their users
require in their present operating context.

Maintenance
Much of the equipment used in the workplace has regular maintenance requirements, or needs repair at some time, for
example:
 to replace consumables or broken parts
 to deal with malfunctions
 to arrange for external servicing or repair.
Some problems are fairly simple and can often be solved immediately by the operator. Look for an instruction manual or
troubleshooting tips for solving basic problems. You also need to be aware of any procedures that relate to these tasks, for
example, recording consumables used so that these can be re-ordered. If problems are more complex, advise your
supervisor or the person responsible for equipment repair of the problem. Consider:
 Is there a designated person responsible for maintaining equipment?
 Is a specialist technician required?
 Will your actions affect the warranty or pose a danger to you or others?
Some problems should be left to the experts. Never try to open the casing of any machinery or electronic equipment,
disassemble any equipment components, or interfere with any part of the power supply.

ACTIVITY 6
Demonstrate understanding of regular maintenance of equipments using a computer an
example
Proper care of your office equipment will keep your business running smoothly. A good cleaning every few months will
keep keyboard keys from sticking and equipment from overheating. Regular maintenance may reduce downtime and
maintenance calls for your computers, printers and fax machines.

Instructions

Computers

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1 Keep computers in a dry environment, away from sources of excessive heat or moisture. Do not place a computer next
to a heating source or drink your coffee while at the computer.

2 Wipe screen and keyboard regularly with a static-free cloth and cleaner designed for use on computers.

How to Clean up Computer

3 Use compressed air to clean debris from between the keys on the keyboard. Turn the keyboard over and shake loose dirt.
Use compressed air again to get leftover debris from between the keys.

4 Keep ventilation holes on the computer clear of blockages from dust or other items on the desk to prevent overheating.
Use compressed air to blow dust and debris from all vents.

5 Plug all computers into surge protectors.

ACTIVITY 7
Describe Storage and disposal of equipment and materials
Storage and disposal of equipment and materials
Your organisation will have strict rules about the storage and disposal of equipment and materials. These could include:
 shredding confidential documents
 recycling general waste paper
 recycling photocopy toner
 secure storage of assets such as video-conferencing equipment, recording equipment and office laptops
 home garaging of agency vehicles.

ACTIVITY 8
Identify importance of keeping records of suppliers or equipment maintenance
For Traceability

ACTIVITY 9
Identify the importance of training in handling equipments

If you do not know how to use a piece of equipment in your organisation, it’s a good idea to ask for training in how to
operate it correctly. The training should include instructions for safe use and any related workplace procedures or
protocols. Examples of equipment requiring training could include:
 computers and computer systems

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 common office equipment such as photocopiers and faxes
 equipment used to communicate between remote sites
 specific equipment, or equipment adapted for assisting clients with a disability.
If your organisation replaces an existing piece of equipment with a newer model or different brand, you should receive
training in operating the new equipment. Policies, procedures and protocols for accessing training in your workplace could
include:
 a requirement to develop a personal training plan
 procedures for requesting training
 approval of costs and time off work to attend training courses
 mandatory training for certain equipment.
If your organisation is very small or in a remote location, you may need to travel to a training venue, complete training
online, or have a co-worker teach you.

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 ASSESSOR REPORT

ASSIGNMENT

CANDIDATE NAME:

DATE OF FEEDBACK:

OVERALL ASSESSMENT DECISION:

I ______________________________, the assessor, declare the candidateCompetent / Not Yet

Competent (circle relevant) on all the criteria within the assignment.

STRENGTHS:

WEAKNESSES:

LEARNER COMMENTS:

DEVELOPMENT PLAN:

CANDIDATE DECLARATION:

I _____________________________________, the candidate, declare that I have received

feedback and been informed of my overall competence for the criteria within the assignment.

ASSESSOR SIGNATURE LEARNER SIGNATURE

____________________ ____________________

Maintain a booking system

UNIT STANDARD NUMBER: 7706

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 LEVEL ON THE NQF : 3
CREDITS : 3
FIELD : Business, Commerce and Management Studies
SUB FIELD : Office Administration

Complete the following activities according to the instructions provided

ACTIVITY 1
Identify the importance of giving accurate information to customers and the need to be aware of
time
Providing a little (or a lot) of information can go a long, long way to building a good relationship with your visitors. That,
in turn, can lead to more sales and significant business growth. Unfortunately, many online businesses go with the less is
more philosophy. As such, this leads to less user satisfaction and in turn, fewer sales.

How more information helps your business

More information demystifies the product or service and allows your customer to have more accurate expectations. By
giving information in a way your visitors can understand you allow them to make a decision that is best for them, not just
best for you. When customers make decisions on no or incomplete data, you may get the sale NOW, but you'll lose the
long-term benefit of that client. The gain of $100 will ultimately be at the expense of $1000.

More information creates less resistance in closing the sale. It's better to have a customer make a decision that's ultimately
not the one you wanted than to struggle with the decision from lack of knowledge. More information essentially greases
the wheels. Once greased the wheels tend to, but not always, move in the direction of the one giving the best and most
complete information available. Customers are more likely to buy from those in which they can establish expectations vs.
one where the expectations, regardless of how great the product is billed, are hard to pin down.
More information puts more responsibility on the person getting knowledge. Nobody likes for an angry customer to
come back to them with "you didn't tell me..." If you are upfront with both pros and cons, benefits and possible side-
effects, this puts the responsibility of the decision solely on the customer. That does not alleviate the seller or service
provider of any responsibility; they still have to back up everything they say in their sales material. But full disclosure has
a way of protecting you from unwarranted expectations.
More information allows for greater input and feedback from the customer or client. The more open you are with your
customers, the more open they will be with you. The information they provide can be crucial to fix potential problems,
provide a better service, find new ways to please customers, and a host of other things. Customer feedback is an essential
part of a business success. Customers will be more open with their feedback if you are more open with them.

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More information creates less confusion as to what, if any, the customer’s responsibilities are. This is especially true in
the service industry but the same can be applied to products. Does a product need to be assembled or treated a certain
way? Is the customer expected to do anything in order to ensure longevity? These are all important questions that should
be answered before the sale is made. This not only ensures the customer knows what they are getting but also cuts down
on returns. In the service industry, preventing any confusion is essential to ensure that the services you provide get the
results that are expected.

More information creates less worry in the mind of the customer. When customers are not worried then they make
decisions quicker and easier, which leads to more sales. For those that rely on long term customers, giving them less to
worry about will ultimately mean less customer support calls and emails. It’s great to be able to help customers whenever
they need, but if that need can be reduced or eliminated with a bit of information, your time will go into other areas that
foster business growth.

ACTIVITY 2
Outline the need to meet customer expectations in terms of knowledge of services and facilities

Services & facilities It is very important to have a good knowledge of services and facilities available
as this will enable the service provider to provide enquirers with complete
information, which will assist them in making an informed decision about their
reservation.
The better the service provider’s knowledge is of the establishment’s facilities
and services, the better he/she is able to make good alternative suggestions to
guests when necessary.
Give guests/customers accurate information to avoid misunderstandings,
discrepancies and false expectations.
To do this, tell them exactly:
 what they can expect from the company

 when they can expect it

 how often they can be updated on the status of work in progress/ until a task
is complete
If guests/customers are fully informed, they are unlikely to be difficult.

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 ACTIVITY 3
Give reasons for providing an efficient service in terms of company profitability and repeat
guest business.
Rationale Efficient service is important as it creates the impression that the employee:
• is familiar with company procedures and knows what he/she is doing
• is able to identify and address customer needs efficiently
• cares about customer satisfaction
Customers love efficiency and customer satisfaction impacts on company profits. Remember that ‘time is money!’
All members of staff should prioritise work to be completed and follow establishment policies and procedures. This
makes it easier for everyone to complete tasks within a specified time limit.
All representatives of an establishment should present themselves in an organised and efficient manner. This will make
guests feel more confident in the staff’s ability and make their stay more relaxed.
To avoid misunderstanding later on, complete relevant documentation and file it according to organisational requirements.

ACTIVITY 4
Identify different reasons for keeping bookings up to date and following up on unconfirmed
bookings.

Daily Keep daily records up to date as follows:

 Ensure changes regarding the day's arrivals are communicated to Reception
and any other department that may be affected e.g. Housekeeping.
 Update the daily arrivals file with correspondence and re-file correspondence
as necessary.
 Night Audit will print out the Daily Arrivals List. This must be distributed to
Housekeeping, all restaurants, the kitchen, Concierge and all other Heads of
Department.
Weekly/monthly For middle term records i.e. on a weekly or monthly basis, proceed as follows:
 Record changes on the computer as described above.

 10, 20 and 30 day forecasts are normally printed out and distributed to all
Heads of Department on the 1st, 11th, and 20th of every month, or as
requested.
 Change written correspondence in the relevant file, and advise affected
departments accordingly.

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 ACTIVITY 5
Why should you keep other departments informed of current and future bookings
It is important to inform other departments of new bookings and amendments to bookings for the following reasons:
 Bookings and amendments affect other departments such as Housekeeping, restaurants and the Kitchen.
 Failure to advise them of new guests or changes may result in a guest’s needs not being met.

 It may also result in wastage - especially if the guest or client reduces the number of guests expected.

ACTIVITY 6
Demonstrate understanding of how to deal with customers politely and efficiently and identify
their requirements correctly..

Customers with When handling enquiries from/about people with mobility difficulties, note the
mobility difficulties following:
 Provide information about the extent to which the hotel is equipped to handle
guests with mobility difficulties if requested.
 Establish the nature of the disability - is the person in a wheelchair, or on
crutches?
 Be completely honest - it would be foolish to say that the hotel is equipped to
deal with a person in a wheelchair if there are no ramps, disabled rooms or
disabled toilets. The guest will become frustrated when staying at the hotel
because of a constant need for assistance.
Customers requiring Group bookings can usually be accommodated in if bookings are made well in
bookings for groups advance or during a non-busy season. Make a special note of whether the group
booking is for a conference or special event and provide the enquirer with all the
relevant information.
During busy periods, however, one may not be able to accommodate all members
of a group. Should this arise, proceed as follows:
 Explain to the enquirer that the establishment will be overbooked by
accepting a group reservation.
 Let the enquirer know that the matter will be referred to the Front Office
Manager or General Manager for a decision, and get back to the caller with

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 the information
 Special arrangements can usually be set up with other establishments on the
area share accommodation
Regular customers If the enquirer is a regular guest or a VIP, note the following:
or VIPs  Every guest/customer should feel important

 Use the guest’s name when referring to him/her

 If the requested period is unavailable, offer to refer the request to the Front
Office Manager to see if some arrangement can be made to accommodate the
guest.
 Make a note of VIP guest’s special requests such as additional security/body
guards under “special requests”.

ACTIVITY 7
Demonstrate understanding of how to determine the availability of services and
facilities correctly and communicate this clearly to the customers

Function It is important to know what sort of functions the establishment caters for and to
what extent.
Check the following:
 Number of people that can be accommodated

 Special features and equipment that are available/can be hired e.g. audio-visual
equipment
 Food and beverage requirements

 Does the establishment offer any discounts on block bookings for guests
attending the function
 Has the establishment catered for any special unusual requests in the past, and
can they repeat this if required?
Conference By knowing details of conference facilities (if available) one can easily answer
guest’s questions and promote supporting /special facilities e.g. restaurants and
catering requirements.
Check the following:
 What conference facilities are available and relevant costs

 How many people it can accommodate

 Availability of special equipment (e.g. types of audio-visual equipment, fixed or

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 movable chairs, ramps for people with mobility difficulties)
 Accessible restrooms, lounges and waiting areas

 Can tea, lunches, dinners etc be arranged during intervals and at what additional
costs
 What additional/special services can be arranged e.g. butler services, secretarial
services, additional parking and valet services, telephone/fax/e-mail services etc.
 Would accommodation have to booked for people who will be attending the
conference from outside of town?
Exhibition Find out whether the establishment has a special exhibition room for hosting
room exhibitions or if a general room is available for such events.
Furthermore, check the following:
 Size of the room and relevant costs

 Have exhibitions been hosted previously and make note especially of the popular
and highly successful ones to inform the guest about.
 To what capacity can the establishment organise food and beverage requirements
and what additional facilities can be promoted in the process e.g. in-house bars/
coffee shops/ restaurants or catering services.
 Additional facilities available, e.g. receiving area, restrooms, audio-visual
equipment, additional parking and valet services etc
Restaurant It is important to know what restaurants, bars and coffee shops are available. Take
special care to find out about the following details accommodate the guest’s special
tastes:
 Location

 Types of food served

 Opening and closing times

 Dress codes

 Alternative restaurants in the area

ACTIVITY 8
Given reasons for amendments on bookings

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Change in services Proceed as follows:
or facilities required  If the guest wishes to change to a different room type, advise the guest of the
new rates and check the availability of the desired room type.
 Ensure that the desired room type can accommodate the required number of
guests.
 Provide your name and a confirmation number.
Change in date or Proceed as follows:
time required  Check on the availability of the dates required and advise the guest of any
rate changes.
 If the guest wishes to arrive or depart at a different time advise him/her of
any rate changes.
 Provide your name and a confirmation number.
Change in Proceed as follows:
customers personal  If the name of the guest is changed, check whether the telephone, address
details and payment details remain the same, if not amend accordingly.
 Provide your name and a confirmation number.

 Request a new fax/telex confirmation if it is to be a DB account.

Change in number Proceed as follows:
of people  Ensure that the guest is advised of any rate changes.

 Do not put more people in a room than it has been designed for.

 Provide your name and a confirmation number.

ACTIVITY 9
Make suggestions on to deal with a system failure or error in manual systems,

Equipment/ system In the event of a computer problem or breakdown, proceed as follows:

failure  Inform the Supervisor immediately.

 Advise the customer of the problem, and take the reservation down manually.

 Undertake to confirm the reservation once the computer breakdown has been
resolved.

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 ASSESSOR REPORT

ASSIGNMENT

CANDIDATE NAME:

DATE OF FEEDBACK:

OVERALL ASSESSMENT DECISION:

I ______________________________, the assessor, declare the candidateCompetent / Not Yet

Competent (circle relevant) on all the criteria within the assignment.

STRENGTHS:

WEAKNESSES:

LEARNER COMMENTS:

DEVELOPMENT PLAN:

CANDIDATE DECLARATION:

I _____________________________________, the candidate, declare that I have received

feedback and been informed of my overall competence for the criteria within the assignment.

ASSESSOR SIGNATURE LEARNER SIGNATURE

____________________ ____________________

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 1
Co-ordinate meetings, minor events and travel
arrangements
Learning Unit
UNIT STANDARD NUMBER : 13929
LEVEL ON THE NQF : 3
CREDITS : 3
FIELD : Business, Commerce and Management Studies
SUB FIELD : Office Administration

Learners will be learning towards obtaining a national qualification at level 3 or are working in an
PURPOSE: administrative environment, including SMME`s (Small, Medium and Micro Enterprises), where the
acquisition of competence against this standard will add value to the learner`s job, or chances of
finding employment.
Learners will be well positioned to extend their learning and practice into other areas in the business
environment, or to strive towards professional standards and practice at higher levels.
The qualifying learner is capable of:
 Identifying a date, venue and time for meeting or event
 Liasing or negotiating with meeting attendees regarding availability
 Booking venues and catering
 Finalising meeting room arrangements
 Making travel, car hire and accommodation arrangements
 Notifying and confirming arrangements with attendees or stakeholders
 Processing and distributing all documentation required for the meeting or event

LEARNING ASSUMED TO BE IN PLACE:

Learners accessing this unit standard will have demonstrated competence in numeracy and literacy at NQF Level 2.

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 SPECIFIC OUTCOME 1.
Identify a date, venue and time for a meeting or event
Learning Outcomes:
1. A range of dates for meeting/event are provided to attendees.
2. Suitable dates and venues are determined based on responses to range of dates provided.
3. Meeting/event is booked and confirmed with attendees in writing.
4. All related documentation is forwarded to the attendees.

TASK MARKS
TASK DESCRIPTION

1 Define Meeting?
In this context a meeting is where a group of people (two or more) gather to discuss a pre-planned list
of items. These discussions are intended to achieve a particular purpose. However, in many businesses
people experience meetings as having no purpose and a waste of time.

TASK TASK DESCRIPTION MARKS

2 Explain the purpose of meetings

To solve problems
Complex issues in a business may involve a number of people and require input from a variety of
experts and disciplines. The meeting is a forum for this level of problem solving.
Decision-making
These meetings are when an authorised body comes together to summarise options and make a
decision.
Post-mortems
These are used to analyse successes, difficulties or failures in detail so that future successes can be
designed and developed.
Creating ideas

Meetings are a good forum for creative people to present their views and ideas. They can be examined
in a constructively critical light. Usually these meetings need a minimum of formality and the
maximum interaction and will involve brainstorming ideas/suggestions.
Information/briefing

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Some meetings require less interaction and are used for one person to convey information to others.
These meetings do not allow for feedback or interaction and may be ineffective and boring for
attendees.
Progress reports
These meetings are usually held to update various teams/team members on the progress of particular
work.

TASK TASK DESCRIPTION MARKS

3 Who attends meeting?

Meeting Attendees

Who Attends?

According to “How to hold successful meetings” people invited to the meeting must meet the
following criteria:

They must have some expertise about the issue or project to be discussed.
They must have some involvement or invested interest in the outcome of the discussion.
They must be skilled in the group decision-making process and appreciate diversity of opinions.
They should share the overall values of the business. It makes no sense to include people in decision-
making that do not share the values.

TASK TASK DESCRIPTION MARKS

4 Describe good meeting etiquette in a business

The following etiquette for meetings should be encouraged in a business:

 Arrive on time.
 Should you not be attending (or you are delayed) send your apologies.
 Listen to other‟s points of view.
 Participate and actively involve yourself in the process.
 Do not speak over others.
 Be in the here and now – do not do other work while in a meeting!
 Do not have side conversations.
 Speak through the chairperson – wait for them to acknowledge you before you proceed. The
larger the meeting the more important this becomes.

TASK TASK DESCRIPTION MARKS

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 5 Outline the guidelines for the format of an agenda
Below are some guidelines for the format of an agenda:
The name of the meeting, for example sales meeting, annual general meeting, safety meeting
Notification of time, date, and place

It is advisable to provide a starting and ending time that allows people to plan the rest of their day and
allows those who are planning the meeting to timetable and target the discussion.
To be present
The core group required for the meeting are present, as are those who are invited for a specific time to
participate in discussion/decision-making. This allows these attendees to do productive work when
they are not needed in the meeting.
Apologies for absence
This is a standard item on agendas. Some items on the agenda may require the presence of a
particular individual. If they are unable to attend it may require the cancellation of certain items for
discussion.
Minutes of the last meeting
People should have read the minutes of the previous meeting. This section is there for attendees to
confirm the accuracy of previous minutes.
Matters arising
These are usually matters of the previous meetings and should not be used to re-debate matters but
rather follow up on actions that should have been taken in the interim.
Routine business
A certain number of routine items arise in every meeting and it is therefore recommended that these
are prepared in a written form and sent to the secretary who can circulate them with the agenda.
Non-routine items
These are items that have arisen in the interim that require discussion and/or decision-making. It is
important that people are briefed as to what is expected of them.
Any other business (AOB)
There may be one or two items for discussion that will arise after the preparation of the agenda and
before the meeting. This is the place for such items to be raised.
Date, time and place of next meeting

SPECIFIC OUTCOME 2.

Arrange venue and catering

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 Learning Outcomes:
1. Venue is selected and booked.
2. Process of selecting venue is described.
3. Special arrangements, logistics, meeting room layout and equipment required are confirmed
with the venue provider.
4. Process of selecting date, caterer and menu is described, taking into consideration religious and
dietary requirements.
5. Agenda for meeting/event is forwarded to venue provider and caterers so that correct times for
meals and breaks can be adhered to.
6. Venue and caterers are notified in writing and deposits paid.

TASK TASK DESCRIPTION MARKS

Discuss the things that you need to consider when you arranging
6
meeting

Arranging Meetings
Things to consider
The best way to ensure a productive meeting is to plan, plan, and plan. Planning a meeting
involves:
 Scheduling the meeting as far in advance as possible.
 Announcing in advance the time, date, and place of the meeting.
 Avoiding peak productivity times, namely Tuesday through to Thursday mornings. Karen
Anderson, the author of “Making Meetings Work” suggests the hour before lunch or
quitting time as the most productive times because people avoid unnecessary delays that
might extend the meeting into their private lives.
 Venue: Make sure the room is set up prior to the commencement of the meeting. Where
possible, arrange for a bigger than necessary room, use comfortable chairs, and arrange
for notepads, pens and pencils.
 Arrange all equipment and test it before the meeting,
 Provide an agenda and pre-work at least 48 hours before the meeting.
 Make extra copies of the agenda and all handouts. Do not assume that people will
remember to bring this material.

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 Decide how to handle meeting processes (such as brainstorming, tracking decisions and
action items, voting, etc.) so that the time can be spent productively.
 No part of the meeting should last longer than two hours.
 Breaks must be taken away from the meeting room.
 Arrange refreshments.
 Arrange not to be interrupted.
TASK TASK DESCRIPTION MARKS

7 Describe the process of selecting venue

Setting up the Venue
Seating
People often take seating arrangements for granted. However, the style of seating has an impact on
levels of participation. The primary function and size of the meeting also influences seating
arrangements. The following are guidelines:

TASK TASK DESCRIPTION MARKS

8 Explain the purpose of agenda

A written agenda is used to set expectations and the aim is to:

 Confirm the time, duration, date and place of the forthcoming meeting.
 Give members prior warning of what will be discussed at the meeting.

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 Guide members through the meeting, indicating subjects that will discussed in the order in which
they will be discussed and who is to take responsibility for leading discussion on specific issues.
The advance assignment of agenda items ensures the efficient and effective use of the time
available and increases attendee contribution and involvement in the meeting.
 Present a manageable list of items that can be adequately discussed in the time available.

SPECIFIC OUTCOME 3.

Make travel, car hire and accommodation arrangements

Learning Outcomes:
1. Travel, car hire and accommodation requirements for all attendees are determined.
2. Suitable accommodation is secured and bookings confirmed in writing.
3. Car hire facilities are identified and confirmed in writing.
4. Travel arrangements are made and all necessary documentation forwarded to the attendees.
5. Invoices relating to travel, car hire and accommodation are processed.
6. Any relevant advance disbursements for travel, car hire or accommodation are processed.

TASK TASK DESCRIPTION MARKS

Describe how suitable accommodation is secured and bookings

9 confirmed in writing?

Accommodation
 If possible, accommodation should be within walking distance of the conference site, though local
transport may be necessary in larger cities. If this is the case, good directions must be provided.
 A range of accommodation rates should be offered, including modestly priced rooms, such as
university residences.
 If making block bookings in large hotels, make sure that a good proportion of the rooms are
singles.
 If a special conference rate is negotiated, be sure to say whether or not this rate will be available
before and after the conference, for the benefit of those arriving early, or staying on afterwards.

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 TASK TASK DESCRIPTION MARKS

When asked to make travel or accommodation arrangements, what

10
information is required?
Making travel and accommodation arrangements
When asked to make travel or accommodation arrangements, request the following information:
 The name of the attendee.
 When would the attendee like to travel - the date and time.
 What business would the attendee like to use.
 What class the attendee prefers (first, business or economy).
TASK TASK DESCRIPTION MARKS

11 List the requirement for car hire

Travel, car hire and accommodation requirements
• Payment for accommodation in advance.
• Payment of deposit.
• The hotels, travel agency, or local organisers, as appropriate, should send out
confirmation of accommodation.
TASK TASK DESCRIPTION MARKS

12 What does the transportation includes?

Transportation
Transportation includes:
 transfers from the airport;
 transport of delegates from their hotels to the conference venue and back; or
 other travel arrangements such as car hire.

TASK TASK DESCRIPTION MARKS

13 Outline the types of payments that need to be done

Payment

 Payment for accommodation in advance.

 Payment of deposit.
 The hotels, travel agency, or local organisers, as appropriate, should send out confirmation of
accommodation.

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 SPECIFIC OUTCOME 4.

Assemble and distribute documentation for meeting or event in

good/sufficient time to attendees

Learning Outcomes:
1. Deadline date for receipt of documentation from contributors is established according to
agreed time frames.
2. Deadline date is communicated to contributors.
3. Documents are assembled, copied and collated.
4. Relevant documents are timeously distributed in hard or electronic form to participants.

TASK TASK DESCRIPTION MARKS

Demonstrate guidelines for documentation and information to

14 attendees

After the meeting Minutes

Ensure the minutes of the meeting are accurately recorded
Process any decisions/information from the meeting and communicate this to the appropriate people
Suggest ways to improve meetings with specific reference to the logistics and chairing of the meetings
TASK TASK DESCRIPTION MARKS

15 What does the following up types include?

Following up typically includes:

Informing people of the decision.
 Training people on how to implement it.
 Creating forms or written instructions for implementing it.
 Communicating with key people about the implementation and timing of actions.

TASK TASK DESCRIPTION MARKS

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 15 Describe the guidelines for publishing minutes
The following are guidelines for the publication of minutes

 Separate each paragraph by a one-line space.

 In decision minutes the decision is clearly identified by being started by the phrase IT WAS
DECIDED. Actions points are similarly identified by the word ACTION. Furthermore, a blank
right hand column, known as the action column, allows the name/initials of the person who has
volunteered or been volunteered for the action to be inserted. If the above format is followed it
allows the reader to effectively scan minutes in 30 seconds. Therefore, no matter how long the
minutes are, the person can quickly follow discussion, action required and decisions taken.
A reader can flip through the pages, checking in the following:
 Any occurrence of his/her name or initials in the action column.
 Every other name/set of initials in the action column.
 All decisions taken at the meeting.

Monitor and control office supplies

UNIT STANDARD NUMBER: 13937

LEVEL ON THE NQF : 3
CREDITS : 3
FIELD Business, Commerce and Management Studies

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 SUB FIELD : Office administration

Complete the following activities according to the instructions provided

ACTIVITY 1
Demonstrate knowledge of Office supplies levels.
Desk supplies
 Pens
 Pencils
 Markers
 Highlighters
 Paper clips
 Tape
 Rubber bands
 Erasers
 Stamp pads
 Ink for stamp pads
Paper products
 Spiral notebooks
 Writing pads
 Post–it® notes
 Phone message pads
 Laser printer paper
 Copy paper
 Fax paper
 Graph paper
 Colored paper
 Pocket notebook
Filing supplies
 Manila file folders
 Hanging file folders
 Pocket folders
 File labels
 Index dividers
 Tabs
Stationery/mailing supplies

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 Letter envelopes
 Catalog envelopes
 Padded envelopes
 Shipping paper
 Shipping labels
 Disk mailers
 Bubble wrap
 Sealing tape
Computer/printer supplies
 Toner cartridges
 3.5" high density disks
 CD–Roms
 Zip drive tapes
Time tracking supplies
 Calendar
 Refills for planner
 Time cards
 Scheduling boards
 To–do lists
Binding supplies
 Staples
 Bulldog clamps
 Fasteners
 Glue
 Glue sticks
 Reinforcements
 3–ring binders
Supplies for hanging
 Pushpins
 Thumbtacks
 Map pins
Identification supplies
 Price tags
 Name badges
 Labels
 Color coding labels

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 ACTIVITY 2
Identify Ways to Save on Office Supplies

Save money by stopping office supply waste.

Purchasing office supplies is a major expense for businesses of all sizes, and even a small home office
can spend thousands of dollars each year on paper, staples, pens, paper clips and more. Businesses can
save money on their supply expenses, though, by making a few adjustments to how they buy and use
supplies.

Comparison Shop

Comparison shop before you purchase any office supplies. In some cases, local warehouse clubs may
have better deals than office supply companies. Even if you aren't going to drive to the local Costco
and load up your car with reams of paper and cases of pens, perform cost comparisons between
different suppliers. In some cases, competitors will offer you a lower price if you quote another
vendor's cost.

Reuse and Recycle

Recycling paper in the office can save you thousands of dollars a year. Encourage your employees to
reuse paper; if they are printing a draft of a document, for example, it doesn't really matter if it is
printed on the back of a fax cover sheet or another draft document. Just cross out the information on
the side of the paper so you know which side is the correct information to read. If you generate large
amounts of recycled paper, and don't use both sides of the sheets, have the paper made into
inexpensive note pads. Many local print shops will take recycled paper and turn it into scratch pads,
for little or no cost, which your employees can then use for taking notes. Don't reuse paper printed
with sensitive business information; shred or recycle those documents.

Change Fonts and Printer Settings

Make small changes to your office environment to save money on ink. For example, change your
printer settings to print in draft mode. This setting uses less ink than the standard mode. Or, change
the standard font used in the office. In 2010, the University of Wisconsin-Green Bay made headlines

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by changing their standard font from Arial to Century Gothic, which uses almost 30 percent less ink
when it is printed, for a projected savings of $10,000 per year. The drawback is that the font is slightly
larger than Arial, and could use more paper when it is printed, but if you choose to use this method,
experiment with font size, margin and spacing settings to maximize the available space and prevent
wasted paper.

Monitor Usage

To save money on your office supplies, monitor how they are being used. It's a fact that some
employees still see the office supply closet at work as their personal supply closet, and bring home
pens, sticky notes and more. Other employees hoard supplies at their desks, keeping stacks of paper
and other supplies in their drawers, even when they don't use them. Limit access to the supply closet
to one or two individuals who have a key and who are responsible for monitoring supplies and
keeping them in stock. In addition to monitoring individual usage of supplies, keep an eye on what is
being used in the office regularly. In today's high-tech environment, for example, you most likely do
not need to purchase a case of correction fluid when only a bottle or two will suffice.

ACTIVITY 3
Describe how to Manage Inventory of Office Supplies

Gatekeeper

One of the first rules of good inventory management is to ensure it has a manager. Appoint a
gatekeeper. Successful maintenance of inventory means knowing what is on hand, how long it has
been there, the value of the inventory and monitoring where it goes when it leaves the supply area.
Office supplies include many small items that can easily disappear. Inventory should be kept in a
secured area with access limited to a few key employees. Keep a log of items dispensed and items
replaced.

FIFO

FIFO is an acronym for first in, first out. It is an accounting term for reporting the value of inventory
and ensures that items purchased first are used first so the value remains accurate. This is also a smart
way to prevent inventory from becoming old, stale or obsolete. Items purchased first need to be used
first. When replacement inventory is purchased, shelve it behind the older inventory and instruct

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employees to take supplies from the front. Items utilizing ink can dry out, paper can yellow and
equipment parts can become obsolete. Use the FIFO method to reduce waste and keep your inventory
fresh.

Leverage Buying

Maintaining an inventory of office supplies affords a business the opportunity to purchase larger
quantities, which translates into discount savings. These savings will accumulate quickly when buying
the most popular items in bulk. If the purchase of all your office supply needs are awarded to a single
vendor, use that buying power to negotiate savings on smaller purchases as well. Take full advantage
of rewards programs offered by suppliers. The office supply business is competitive, so use a bid
process to determine which company will offer the best program for your needs.

Organization

The key to successful inventory management is in the organization of the supplies. In order for a
system to be efficient, employees need to be able to access what they need, when they need it.
Supplies should be shelved with the most used items at eye level and in easy reach. Stock lesser used
items on higher shelves but be sure they are not forgotten. Post an inventory list of what is stocked
and where it can be found. Keep the area clean and orderly. Replace items with enough lead time to
keep from running out, especially critical items. Purge obsolete items on a regular basis.

ACTIVITY 4
Explain How to Do Inventory of Office Supplies

Most likely your company maintains a selection of office supplies for employee use, which means
you need to maintain a consistently updated list of inventory purchased and used within a specific
accounting period. An accurate inventory serves a two-fold purpose: it helps ensure your business
does not run out of necessary office supplies, and it allows you to properly account for office supply
purchases as assets or liabilities under an accrual system of accounting.
Taking Inventory
Step 1
Visit your company supply closet with an inventory log to record the supplies currently on hand. If
your company prefers to maintain office supply inventory records in a spreadsheet or word processing
table, bring a laptop or tablet to expedite the data entry process.
Step 2
Separate supplies into common groups such as writing implements, copy paper, notebooks, desktop
items and filing supplies. Separating supplies based on their product numbers or UPC codes is also an

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option. A larger company with expansive use of supplies across multiple departments may prefer a
more detailed approach to supply management, but general categories suffice for most small
businesses.
Step 3
Enter the category of the item or the item number in your inventory log. Record the number of
currently available units in an adjacent column.
Step 4
Determine the reorder level for each item by assessing how quickly your company consumes the
product and how quickly the product can be replaced. For example, if your company consumes three
boxes of copy paper per week, and it takes one week to receive a new shipment of copy paper from
your supplier, then your reorder should occur when your copy paper inventory drops to four to six
boxes. Reordering supplies before your inventory reaches a critically low level provides a time
cushion in case your paper consumption increases or a delay occurs with delivery.
Step 5
Add a note specifying the reorder level for each item.
Step 6
Record new office supply purchases as they are made.
Accounting for Inventory
Step 1
Record the total value of an office supply purchase in your company's ledger as an asset. When
supplies have not yet been used, they are considered assets instead of expenses under an accrual
accounting system. If you already have an entry for office supplies in your asset column, add the cost
of the new purchases to the existing total.
Step 2
Visit the company supply closet at the end of an accounting period and perform an inventory check.
Compare the total units currently on hand for each item number or category to the totals entered in
your inventory log.
Step 3
Enter your new totals for each inventory item or category in your log.
Step 4
Multiply the unit cost of an item consumed by the total number of units consumed to arrive at your
total inventory expense for that item or category. For example, if pens cost $10 per unit and 12 units
were consumed, the total inventory expense for the item is $120.
Step 5
Add your per item totals together to arrive at your total office supply expense for the accounting
period. This total is the accumulated value of the office supplies actually consumed within your
company during the current period.

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Step 6
Subtract the office supply expense for the current accounting period from your office supply assets
entry in the company ledger. Leave a journal entry explaining the removal of funds. For example:
"Office supply expense removal for January."
Step 7
Enter the total supply expense for the accounting period in the liability section of your ledger.
Tips
 Consistently recording your office supply purchases and regularly updating your inventory log
reduce the stress of income tax preparation because you do not need to account for a year's worth
of inventory purchases and usage adjustments. Instead, you only need to update your ledger to
reflect end-of-year totals.
 Always maintain enough office supplies in inventory to sustain your office for at least one week.
Execute a weekly inventory check for four weeks and find the average number of units consumed
per week for each item in your company's supply closet. These numbers become your average
weekly consumption or reorder level for an office supply. Reorder supplies when your number of
in-stock items nears your weekly consumption level.

ACTIVITY 5
Outline how Keep Control of Your Office Equipment & Supplies

Although office supplies and consumables are available from a large range of dedicated companies,
many items of office equipment are available through hundreds of general and specialist retailers (e.g.
Computers, telephones and faxes).

This means you have a much wider choice, and prices can often be considerably more competitive.
There is no need to limit your search to office or business related shops, as you may be able to find a
better deal elsewhere. With long-term equipment, it is essential to make sure that you are getting the
right features for the cost. A cheap PC may look like a good deal, but is a more expensive model
better value (e.g. 20% more cost for 60% more power); and can the cheap PC do everything you need
it to?

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Buying Office Furniture

There are two ways to buy office furniture, as ready-made boxed units, or as custom made products
designed to exactly match the needs of your business. Furniture that is ready-made is considerably
cheaper than custom made furniture, and can be purchased quickly and easily from many different
companies. Custom made furniture involves not only the cost of the materials, but also of the planning
and manufacturing. As the items are not mass produced, the construction of each unit is normally very
expensive.

There is little reason for most small businesses to look at custom-made furniture unless they either;
have a specific need which is not catered for by ready-made products (e.g. A reception desk that needs
to fit in a specific oddly shaped space); or are looking for branded or distinctive matching furniture to
convey a professional, ‘big business’ look to their office.

Keeping Control of Your Supplies

As office consumables and supplies can encompass hundreds of items, of which there may be
hundreds of each, it can be confusing knowing what supplies are remaining and what products need
reordering. Effective management of your supplies can help ensure that you never run out of a crucial
item, as well as keeping costs at a steady level. It makes sense to have a system for reordering
consumable supplies. Keeping a check on the items you order and the numbers that remain will help
you to ensure that a product is ordered before it runs out. e.g. If you order ten boxes of an item, when
there are two boxes remaining, you know to order another ten. This makes sure there is always stock
of the item.

Many office supply companies have bulk buy discounts, so there is a temptation to order hundreds of
every item to get it at a discount. However, it is normally better to order an item four times at full
price, than to order thirty to get 20% off. A discount is good, but the supplies must be needed; there is
no point getting discount on items that are going to end up sat on a shelf gathering dust. This is
particularly important when the items are large, and there is no room to store several of them, or when
the items are not replaced very often (e.g. A large photocopier toner unit) and the items will not end
up being used for months or years, and could be damaged or in poor condition when they are
eventually used. Using a purchasing company can help keep your supplies managed effectively. They

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can look at your average usage, and give you an idea of when you will need to reorder, and how much
of an item you should buy each time.

Staff Re-ordering

Many companies allow their staff to re-order supplies as needed. This can save time, and help make
sure there is always stock of an item left. However, you need a lot of trust in your employees to allow
them to order supplies freely. Although the vast majority of employees are trustworthy, there is a
minority that may try to take advantage of their ability to order supplies to keep items for themselves.
A solution to this problem is to allow employees to request supplies, but require each order to be
signed, logged, and sent by management. If the supplies are then checked and logged when they
arrive, any discrepancies can then be checked quickly and traced back to a member of management
and staff. This allows employees to re-order items, but limits the possibility of misuse. Another
common solution is to let one or two members of staff have responsibility for ordering consumable
supplies. This means that in the event of items going missing or not adding up, the order can always
be traced back to a particular member of staff. Effectively managing supply ordering will also ensure
that the same supplies are not ordered repeatedly, which may happen if five employees all place
orders for an item low in stock before the first order arrives.

ACTIVITY 6
Demonstrate understanding of procedures for Ordering Office Supplies

Home Office

If you are acquiring supplies for your home office, chances are that the process is fairly informal. A
home office may be used for a part-time business or for personal finances and record keeping.
Because these activities may not use a lot of supplies, the easiest thing to do is to simply keep a list of
things that you will be needing in the near future, and either ordering these things online or buying
them at the nearest office supply store at a time that is convenient for you.

Small Business

A small business requires office supplies on a more regular basis than a home office. If your business
has no employees, you serve as secretary as well as president, and need to be sure that your office is
supplied with everything it needs. By acquiring office supplies in advance before you actually need

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them, you can save yourself the inconvenience of having to go out and get something on the spur of
the moment, and possibly paying more for office supplies than if you had planned ahead.

Large Business

The larger a business is, the more extensive its office needs are likely to be, and the more automated
and regular its acquisition techniques will be. A large business with multiple locations can save a lot
of money by buying office supplies in bulk for all of its locations and distributing these supplies
within the company. Office needs can range from inexpensive items such as envelopes and paper clips
to more serious investments such as photocopiers and computers. Large companies that use a lot of
these items can sometimes negotiate special deals with manufacturers.

Online Convenience

Hundreds of online businesses offer every imaginable kind of office supply for sale on the Internet.
This is one reason that it pays to plan ahead: buying office supplies online allows you to search for the
best deal, while if you need something immediately you will need to buy it at your local office supply
store and will probably pay top dollar. Buying online also offers you the opportunity to find out
information about supplies and equipment that you are buying, and to compare the pros and cons of a
wide variety of suppliers.

ACTIVITY 7
Outline how monitor and control the distribution of office supplies
Ordering office supplies is a necessary activity for every business with an office. A procedure for
ordering office supplies offers a basis for efficient, uniform and effective performance regardless of
the length of time an employee has been working for your company. Without an effective procedure,
you can expect added costs and inconvenient work disruptions. To develop and write a practical
procedure for ordering office supplies follow a four-step process

Gather Information
Gather information about what your company is currently doing to order office supplies. Explore
which personnel are involved in the process, how they decide what should be ordered and the way
they do the ordering. Examine the vendors that provide the supplies, their services, product quality,
costs and how they are paid. Find out if an appropriate process was used to select them. Look at how
supplies are stored, retrieved and used. Determine if evidence exists of waste or stealing. Look at what
other other companies do in this area that is relevant to your company.

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Create an Outline
Select a small group of employees to suggest ideas for the sections that should be included in the
procedure. Based on the data you gather and the general ways in which your company operates,
consider areas such as the personnel who do the ordering, vendor selection, cost control, storage and
retrieval. For example, you may decide that all requests for supplies go through supervisors or that
only one person be responsible for conducting the entire process. You may decide that supplies should
be purchased through vendors that offer the lowest price, ordered only once a week, or stored in a
locked space, available only by written request.

Write the Procedure

Write the procedure required for each section you developed with the employee group. For each step
in the process, list the activities to be implemented and the personnel involved. Ensure that each
activity is described specifically and that there are no confusing overlaps. Remember, the finished
procedure will be used by new and current employees Review the written procedure with the
employee group and supervisors to produce a final document. Review the forms needed to implement
the procedure or create new ones. Obtain approval from management to implement the procedure.

Train and Monitor

Train the personnel responsible for implementing the office supply procedure and the personnel who
use the supplies. Over time, conduct periodic evaluations of the procedure, including interviews with
personnel, and update them so the processes remains current.
ACTIVITY 8
Identify Distribution procedures .

Instructions

1 Work with your office manager to set an office supply limit per month for each employee. For
example, determine the number of pens an average employee would need each month and then use
that as a limit. Even if the number is one, if the office manager feels that is reasonable then use that
number.

2 Assign one person from the human resources department to be in charge of maintaining the office
supply inventory. That includes distributing supplies to employees as they request them. Keep all
office supplies in a locked closet and limit access to that closet. Keep a log of who has the key to the
closet, and then create a sign-in sheet that must be signed each time someone accesses the closet.

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3 Create a request form that employees must fill out when they need office supplies. The form must
be approved by the employee's immediate manager with a signature. If an employee has requested
supplies beyond their predetermined monthly maximum, they must provide a reason as to why they
need the supply. That request must be signed by their immediate manager and the human resources
director.

4 Have the office supply administrator sign off on each employee request once it is fulfilled. Make
sure there is a running inventory kept of the supplies that are in the closet versus the supplies that are
distributed.

5 Have the office supply administrator and their manager perform an inventory each month of the
office supplies. Order only the supplies that seem low based on the history of employee requests.

ACTIVITY 9
Explain How to Centralize Office Supplies
Many small business owners discover storing their office supplies in different areas results in loss of
time and money. Supplies can quickly become disorganized or lost, resulting in supply inventory
tracking issues. A managed, centralized office supplies area simplifies the process of storing, locating,
disbursing, tracking and restocking supplies. It also helps to prevent theft of supplies by employees
that often occurs when everyone in an office has open access to the office supplies.

Step 1

Take inventory of your supplies. Count all of the supplies, divide them into categories such as “Desk
Supplies” or “Printer Supplies” and create a spreadsheet outlining the number of supplies by type.

Step 2

Select a spot to put the supplies, such as an empty room or locked supply closet in an open area of the
office.

Step 3

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Prepare the centralized area for the supplies. If you picked an empty room, install door-and drawer-
style storage cabinets, bookcases and shelves. If you picked an open area, install a locked door-style
cabinet large enough to hold all of the supplies.

Step 4

Transfer the supplies to the area in a way that organizes them by type and optimizes the space. For
example, place loose desk supplies such as pens, markers, paperclips, staples and tape in transparent,
labeled bins in pullout drawers or on center shelves instead of cardboard boxes for faster
identification. Place large or heavy boxes on lower shelves or the floor for better access.

Step 5

Lock the storage area when you're finished transferring the supplies.

Step 6

Create a policy that outlines how employees should request supplies. For example, you might ask
employees to email you their requests.

Step 7

Email the new supplies request policy to your employees and post it in common areas.

Step 8

Schedule a meeting with your employees to go over the new policy. If your business has management
staff, meet with the managers to go over the policy and then have them meet with the rest of your
employees to discuss the policy and address any questions.

Things Needed

 Cabinets

 Bookcases

 Shelving

 Clear plastic bins

 Labels

Tips

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 Perform a supply inventory check periodically to match the number of supplies in storage to the
inventory on file to confirm that employees aren't stealing supplies.

 If you have enough employees in your business to assign two of them to manage the supplies
area, assign them to perform all of the tasks involved with creating and managing a centralized
supplies area.

 If you have old office supplies that you haven't used for a year or longer, donate them to a school
or charity so they don't take up storage space.

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 ASSESSOR REPORT

ASSIGNMENT

CANDIDATE NAME:

DATE OF FEEDBACK:

OVERALL ASSESSMENT DECISION:

I ______________________________, the assessor, declare the candidateCompetent / Not Yet

Competent (circle relevant) on all the criteria within the assignment.

STRENGTHS:

WEAKNESSES:

LEARNER COMMENTS:

DEVELOPMENT PLAN:

CANDIDATE DECLARATION:

I _____________________________________, the candidate, declare that I have received

feedback and been informed of my overall competence for the criteria within the assignment.

ASSESSOR SIGNATURE LEARNER SIGNATURE

____________________ ____________________

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 Learning Unit
UNIT STANDARD NUMBER
5 Plan and prepare meeting communications

: 13934
LEVEL ON THE NQF : 4
CREDITS : 3
FIELD : Business, Commerce and Management Studies
SUB FIELD : Office Administration

Learners will be learning towards obtaining a national qualification at level 3 or are working in an
PURPOSE: administrative environment, including SMME`s (Small, Medium and Micro Enterprises), where the
acquisition of competence against this standard will add value to the learner`s job, or chances of
finding employment.
Learners will be well positioned to extend their learning and practice into other areas in the business
environment, or to strive towards professional standards and practice at higher levels.
The qualifying learner is capable of:
 Demonstrating an understanding of the agenda of meetings
 Explaining the purpose and objective of minutes of meetings
 Taking minutes of meetings

LEARNING ASSUMED TO BE IN PLACE:

Learners will have demonstrated competence in communication at NQF level 2 or equivalent.

TASK MARKS
TASK DESCRIPTION

1 Discuss about the agenda of meetings

The Agenda

Clarifying the objectives

A lot of meetings are called and run on the basis that everybody knows what the goal of the meeting
is. But how often do you enter a meeting with a clear idea of what you hope to achieve, what decision
should be made or what problem will be solved? Without a clear consensus about the goal of a
meeting, the chance of success is minimal. Generally speaking, the fewer tasks that are undertaken,
the more successful the meeting is likely to be. It is important to set measurable objectives prior to

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each meeting that you attend, especially if your role is that of chairperson. This gives you something
to strive for during the meeting and you will know when the meeting ends whether or not it has been
successful. Some meetings will lend themselves to readily identifiable successes whereas others will
not. Here are some examples:

If you are able to set measurable objectives share them with the meeting group. Set out a route for the
meeting with clear milestones and then assess its success in achieving the objectives you set for it.
Adopting this approach may convince you that a meeting is not always the right course of action and
you may find yourself calling fewer meetings.

TASK TASK DESCRIPTION MARKS

2 What is the Purpose of the Agenda

The meeting agenda has three distinct purposes.

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1. It acts as a reference against which to prepare for a meeting.
2. It is a script for the meeting, itself a mechanism for control and order.
3. It represents a standard by which the meeting can be judged a success or failure.

TASK TASK DESCRIPTION MARKS

3 What is the aim of the Agenda

A written agenda is used to set expectations and the aim is to:
• Confirm the time, duration, date and place of the forthcoming meeting.
• Give members prior warning of what will be discussed at the meeting.
• Guide members through the meeting, indicating subjects what will discussed, the order in which
they will be discussed and who is to take responsibility for leading discussion on specific issues. The
advance assignment of agenda items ensures the efficient and effective use of the time available and
increases attendee contribution and involvement in the meeting. Present a manageable list of items
that can be adequately discussed in the time available.

TASK TASK DESCRIPTION MARKS

4 Explain the importance of promoting products and services

Take every possible opportunity to promote the company‟s own products and services.

 The more information the visitor/customer has about the products and services of the business, the
more use he or she is likely to make of them. By increasing visitor/customers‟ awareness of our
products and services, we are creating increased sales.
 By promoting the products and services of the business, you are also in a position to obtain
feedback about the products and services that visitor/customers are most likely to use. This
information can then be passed on to the relevant responsible person.
TASK TASK DESCRIPTION MARKS

5 Outline the matters on the Agenda

The agenda should be headed with the date, time and location of the meeting.
 The overall time should be shown on the agenda. In the example above, the duration is indicated
at the top. An alternative is to place a start time against each item on the agenda. It is important
that an agenda displays the overall duration of the meeting as this enables participants to plan
their day in advance. Furthermore it enables the chairperson to keep control of the meeting with
reference to the published time frame.
 It is usual to number each item on the agenda and to formally introduce each one.
 The apologies for absence involve naming those who were invited but unable to attend.

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 Minutes of the last meeting. This is a formal process normally involving agreement, followed by
the chairperson‟s signature. Specific headings are then given for each topic that needs to be
addressed.
 Any other business. Many businesses prefer to drop this item from agendas, restricting the
meeting to specific items. The risk with including this option is that it can invite almost any point
of discussion and meetings can drag on indefinitely.
 Any relevant background information should be sent out with the agenda. Aim to make the
agenda as informative as practical, it should encourage participants to turn up and play as full a
role as possible. If the agenda is dull then the attendees are less likely to prepare well, or they may
even decide not to turn up at all.

TASK TASK DESCRIPTION MARKS

6 List and explain the types of minutes

Types and Use of minutes

There are various types of minutes, depending on the requirements. Below is a list of the types of
minutes and when to use them:

 Verbatim minutes are a word-for-word recording of everything said in a meeting. These are used
in inquiries, such as a taking a statement in an accident inquiry or during a disciplinary hearing.
 Narrative minutes give a fuller account of the meeting in that they include discussion leading up
to a decision.
 Resolution/decision minutes should record the decisions taken at the meeting.
 Action minutes are used to ensure that members of the meeting are reminded of actions that they
have volunteered to take or that have been delegated to them. They often include the timeframe in
which the required task needs to be carried out.
TASK TASK DESCRIPTION MARKS

7 Discuss the importance of taking minutes

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The distribution list is described

 Minutes

 Taking Minutes forms an essential part of mostmeetings.

 Their purpose is firstly to record Action Points, ie, what actions have been decided upon, who is
responsible and what the milestones anddeadlines are. Secondly they record summaries of the
discussions held at the meeting.

 Taking minutes is a skilled job because the minute taker has to follow what can be confusing and
inarticulate debates and summarise accurately what was said.

 After the meeting the minutes should be checked with the chairperson to confirm accuracy and
then circulated to all attendeesand and anyone else affected by any decisions taken at the meeting.

 Use agreeAdate to send a copy of the minutes to all attendees after your meeting through your
saved event file. One single email can be sent to everyone present at the meeting, plus anyone else
who needs to be informed.

TASK TASK DESCRIPTION MARKS

In your own understanding outline the purpose of minutes of

8
meetings
Purpose of minutes

Minutes of meetings allow the business to have a record of the discussion that has taken place,
decisions taken and actions implemented for future reference. It is therefore the responsibility of the
person taking minutes to ensure that they have accurately captured and recorded the meeting.

TASK TASK DESCRIPTION MARKS

9 Outline the instruction for writing effective meeting minutes

Create Effective Meeting Minutes

Instructions
1Meeting minutes originate with notes that are taken by a designated meeting attendee. The notes are
formally written up and each meeting attendee receives a copy. These formal minutes are a record of
decisions made and action items assigned. Notes for meeting minutes can be taken by hand or typed
into a laptop computer. The laptop has definite advantages since the minutes can more easily be
created from the notes.

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2 The designated person who creates the minutes of a meeting should not be the person who runs the
meeting. In an organization, the role of secretary may be created for this job. Another alternative in a
work situation is to have the minutes taking job rotate between team members.

3 Meeting minutes should include the date, time and location of the meeting. Attendees should be
listed and absent attendees can be noted. Each major discussion topic should be listed, along with
important comments, decisions and action items. The notes don't need to be a word-for-word
description, just an overview of the most important points from the discussion. For each action item,
list whom it was assigned to and when it is expected to be reported on or completed.
4 To ensure the accuracy of meeting minutes, it's a good idea to complete the formal write up as soon
as possible after the meeting. The completed minutes can be emailed to attendees for corrections,
additions and feedback. Quickly distributing the minutes will remind everyone about assigned action
items.

5 Always keep the tone of meeting minutes impartial, respectful and professional. Don't leave room
for misinterpretation by people who weren't at the meeting.

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 TASK TASK DESCRIPTION MARKS

10 Demonstrate how to record the minutes of a formal meeting

The following is a guide for how to record the minutes of a formal meeting:

 Make sure that all of the essential elements are noted, such as type of meeting, name of the
business, date and time, name of the chairperson or facilitator, main topics and the time of
adjournment. For formal and corporate meetings include approval of previous minutes, and any
relevant resolutions.
 Prepare an outline based on the meeting agenda. Leave plenty of white space in the minutes for
your notes. By having the topics already written down, you can jump right on to a new topic
without pausing.
 Prepare a list of expected attendees and check off the names as people enter the room or you can
pass around an attendance sheet for everyone to sign as the meeting starts. The degree of
formality used here will reflect the significance of the meeting and its future accountability. To be
sure about who said what, make a map of the seating arrangement and make sure to ask for
introductions of unfamiliar people.
 Don't make the mistake of recording every single comment, but concentrate on getting the general
meaning of the discussion and taking enough notes that you can summarise it later. Remember
that minutes are the official record of what happened, not exactly what was said at a meeting.
 Use whatever device is comfortable for you, a notepad, a laptop computer, a tape recorder, a steno
pad or even shorthand. Many people routinely make an audio recording of important meetings as
a backup to their notes.
 Be prepared! Study the issues to be discussed and ask a lot of questions ahead of time. If you have
to fumble for understanding while you are making your notes, they may not make much sense to
you later when you need to type the minutes up.
 Don't wait too long to type up the minutes; again recently is the key to producing an accurate
record of the events. Make sure that you have them approved by the chairperson or facilitator
before distributing them to the meeting attendees.
 Don't lose sight of the fact that this is an important task. You may be called upon many times to
write meeting minutes and the ability to produce concise, coherent minutes is widely admired and
valued.
TASK TASK DESCRIPTION MARKS

11 How to Take Good Meeting Minutes

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Instructions
1
Decide what method you will use to record your notes. You can use a pen and notepad or a laptop if
you prefer typing. You may use a recording device for backup.

2
Note the date and time, location, subject and attendees (both in person and via conference call) of
your meeting. Put this information at the top, left-hand side of your page.

3
Follow the meeting's defined agenda. If you have a copy of the agenda before the meeting, set up your
notebook by writing down the key agenda points with ample space between them for making notes
and recording action items or assignments.
4
Write down the key meeting points, paying particular attention to decisions made, disagreements that
were tabled or require further discussion and important statements and questions.

5
Take notes with the action item register in mind. This records what actions will be taken as a result of
the meeting. The register captures the following information: what defined action must be taken, the
name or names of who is responsible for the item and when is the action item due. Be specific and
accurate with this information for the minutes.

Review your notes at the end of the meeting, and verbally go over the action item register with
attendees to reinforce the accuracy of your notes and meeting minutes.

7
Convert your notes to a spreadsheet or type them in a word processing document immediately after
your meeting while the information is still fresh. If appropriate, send out the meeting notes to all
attendees for review and comment after you have proofread for spelling and grammatical errors.
TASK TASK DESCRIPTION MARKS

12 Explain the basic meeting minute procedures

Basic Meeting Minute Procedures

1. Before the Meeting
Make sure to have the previous meeting's minutes (which may be read or discussed), the
meeting's agenda and any other documents that might be mentioned in the meeting in hand

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ahead of time; you can use the agenda to make an outline ahead of time or to organize your
notes afterward.
Form
Record all the basics of the meeting, such as the group or business's name as well as the exact
time the meeting begins, the date and the place.

During the Meeting

Record all the main points discussed as well as any motions made, who made them, the
means by which votes were conducted and the results of motions made.
Accuracy
It is important to record information accurately, so you may want to use a tape or digital
voice recorder. However, it is normally not necessary to create a transcript of an entire
meeting, only the highlights.
After the Meeting
Use your notes and any recordings taken to create your minutes report; this should be done as
quickly as possible after the meeting to improve accuracy.
Submission
Check your minutes report for factual and grammatical correctness, sign and date it, and
submit it or place it with the record of other meetings' minutes.

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