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Administrative Office Management Module
Business Administration 2 (Cotabato State University)
Studocu is not sponsored or endorsed by any college or university
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Table of Contents
MODULE 1 – THE ADMINISTRATIVE OFFICE MANAGEMENT .............................................. 1
LESSON 1: Teamwork .......................................................................................................................... 1
LESSON 2: The Workplace Flexibility ................................................................................................ 3
LESSON 3: The Office .......................................................................................................................... 5
LESSON 4: The Functions Of Administrative Office Management ................................................ 6
MODULE 2 – THE WORKPLACE ............................................................................................11
LESSON 1 Workplace ......................................................................................................................... 11
LESSON 2 Forces of Change in the Workplace ............................................................................. 12
LESSON 3: Ethical Theories and Behavior in the Workplace ....................................................... 12
LESSON 4: Anger, Stress and Time Management in the Workplace......................................... 15
LESSON 5: Workplace Team and Environment ............................................................................. 19
MODULE 3 – EFFECTIVE COMMUNICATION ........................................................................22
LESSON 1: Communication ............................................................................................................... 23
LESSON 2: Presentation Skills .......................................................................................................... 25
LESSON 3: Telecommunication ........................................................................................................ 27
MODULE 4 – MANAGEMENT OF THE OFFICE ENVIRONMENT ...........................................30
LESSON 1: Office Layout ................................................................................................................... 30
LESSON 2: Ergonomics ...................................................................................................................... 33
MODULE 5 – MANAGING HUMAN RESOURCES ..................................................................39
LESSON 1: Selecting and Orienting the Office Staff ...................................................................... 40
LESSON 2: Supervising Office Employees...................................................................................... 42
LESSON 3: Training, Apprasiing and Promoting Office Personnel............................................. 44
LESSON 4: Job Analysis ................................................................................................................... 48
LESSON 5: Compensation/Salary Administration ......................................................................... 50
LESSON 6: Office Personnel Problems .......................................................................................... 53
MODULE 6 – CUSTOMER AND EMPLOYEE SATISFACTION ...............................................56
LESSON 1: Workplace Team............................................................................................................. 56
LESSON 2: Customer and Employee Satisfaction ......................................................................... 57
MODULE 7 - RECORDS MANAGEMENT ................................................................................60
LESSON 1: Filing Rules And Procedures ........................................................................................ 60
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LESSON 2: Records Technology ...................................................................................................... 62
MODULE 8 – MEETINGS AND TRAVELS ...............................................................................64
LESSON 1: Meeting and Conferences ............................................................................................. 64
LESSON 2: Effective Meetings and Conferences ........................................................................... 66
LESSON 3: Travel Arrangements ..................................................................................................... 67
MODULE 9 – JOB SEARCH AND ADVANCEMENT ...............................................................72
LESSON 1: Matching Skills, Values and Interest with Job Responsibilities ............................... 72
LESSON 2: Getting a job sources of career Information ............................................................... 74
LESSON 3: Preparing Letter of Application and Resumes ........................................................... 76
LESSON 4: Developing Job Interview Skills .................................................................................... 77
LESSON 5: Developing Job Advancement Strategies ................................................................... 79
MODULE 10 – LEADERSHIP THEORIES AND BEHAVIORS .................................................82
LESSON 1: Leadership ....................................................................................................................... 82
LESSON 2: Behavioral and Situational Theories ............................................................................ 85
LESSON 3: Leadership Styles ........................................................................................................... 87
LESSON 4:
Maturity Level and Developing People and Self-motivation .............................. 88
MODULE 11 – OFFICE MANAGEMENT PROCEDURE AND POLICIES ................................90
LESSON 1: Are Your Policies and Procedures a Barrier To Growing Your Company? ........... 91
LESSON 2: Developing Office Management Procedures and Policies ....................................... 93
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MODULE 1 – THE ADMINISTRATIVE OFFICE MANAGEMENT
MODULE 1 – THE ADMINISTRATIVE OFFICE MANAGEMENT
INTRODUCTION
Office is regarded as an important segment of any organization because an
office is primarily concerned with collection and supply of information. Administrative
Office Management is also useful for career oriented people whose works deal on
communication, manage information, use technology, handle records, work with people
and solve problems in an office setting.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1. Describe the basics of Administrative and Office Management in terms of functions,
objectives, teamwork and flexibility.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA students.
MODULE CONTENTS:
LESSON 1: Teamwork
In this lesson you will understand what Administrative Office Management is. You will
have a thorough understanding the basics of Administrative and Office Management in
terms of functions, teamwork and flexibility.
Teamwork- is creating a work culture which values collaboration.
-is the collaborative effort of a group to achieve a
common goal or to complete a task in the most
effective and efficient way.
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In a team environment, people understand and believe that thinking, planning, deciding
and actions are better when done cooperatively.
According to S.C. Gault on the Law of Countability, 7teammates, must be able to count
each other when it counts.6 5We don8t work for each other, we work with each other6.
To make teamwork happens powerful actions must occur:
1. Trust is important. It is essential to an effective team, because it provides a
sense of safety. When your team members feel safe with each other, they feel
comfortable to open up, take appropriate risks, and expose vulnerabilities.
2. Competence is necessary. The the ability to work with others toward a
shared goal, participating actively, sharing responsibility and rewards, and contributing
to the capability of the team.
3. Consistency is a key component. It keeps the flow of teamwork and
reduces the need for other players to add to their work load if every one stays
consistent. Consistency builds great confidence in a team.
4. Cohesion. It is the ability to hold together no matter how difficult the
circumstances get. Maxwell describes it as 5 a pride in the ability of your group to
function at a higher level than possible for the individual.
Activity 1.1: TEAMWORK
Answer the following questions:
1. Why teamwork important in the workplace?
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_____________________________________________________________________.
2. Research two companies then discuss how they practice teamwork in their
daily activities.
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______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
(Rubric: Content 3 10, Organization- 5, Grammar and Mechanics 3 5, Total: 20 points)
References:
Flores, Marivic F., Administrative Office Management , (2016)
https://www.scribd.com/presentation/277131221/Chapter-1-Latest-Principle-ofAdministrative-Office-Mgt#download
LESSON 2: The Workplace Flexibility
WORKPLACE FLEXIBILITY
Flexibility- is about an employee and the employer making changes to when, where and how a
person will work to better meet individual and business needs.
-enables both individual and business needs to be met through making changes to the
time (when), location (where) and manner (how) in which an employee works.
Flexibility should be mutually beneficial to both the employer and employee and results
in superior outcomes
Types of Flexibility
1. Formal Flexibility- the policies are 5officially approved by human resources,
policies as well as any official policies that give supervisors discretion to provide
flexibility.
2.. Informal Flexibility- refers to the policies that are not official and not written
down, but are still available to some employees, even on a discretionary basis.
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Advantages of Work Flexibility
1.
2.
3.
4.
5.
It reduces absenteeism, overtime, sick leave and tardiness.
It reduces stress.
It improves performance, quality, productivity and job satisfaction.
Increases commitment and job engagement.
Curbs turnover.
However, workplace flexibility often seen as a job accommodation or an exception to
the rule. Managers may fear of the following:
1. If I let one person have a flexible schedule, everyone will want one.
2. Someone not working on a traditional schedule is not as productive.
3. You cannot have an effective team if employees are not working in the same
place at the same time.
4. If I allow flexible work hours for one employee, it won8t be fair to the others.
Flexibility can take many forms:
1. Flextime
5. compressed workweeks
2. job sharing
6. daily or informal/flexibility
3. telecommuting
7. phasing in or out of job
4. part-time work options
8. seasonal work
Activity 2.1:
1. Choose three (3) from the given forms of flexibility above, then explain each
based on your understanding.
________________________________________________________________
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________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
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(Rubric: Content 3 10, Organization- 5, Grammar and Mechanics 3 5, Total: 20 points)
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References:
Flores, Marivic F., Administrative Office Management , 2016
https://www.scribd.com/presentation/277131221/Chapter-1-Latest-Principle-ofAdministrative-Office-Mgt#download
LESSON 3: The Office
Definition of Office
-Refer to the place where information is processed, such as a credit
office, a lawyer8s office or an office in the home.
-The word office referring to the people working in that location.
-The office as a function, where interdependent systems of
technology, procedures, and people are at work to manage one of
the firm8s most vital resources 3 information.
Definition of Management
-Is the art or skill used by those who blend together the six M8s 3 Manpower,
Materials, Money, Methods, Machines, and Morale 3 in order to set and achieve
the goals of the organization.
-It also refers to a group of persons 3 top management.
-In blending the six M8s, those in charge of the organization are greatly involved
with directing people of diverse cultures and coordinating the use of economic
resources.
What is Administrative Office Management?
-It is a profession involving the design, implementation, evaluation, and
maintenance of the process of work within an office or organization, in order to
maintain and improve efficiency and productivity.
-It practices different virtues and accomplishments of different chores and works
in the office within a given time.
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OBJECTIVE OF ADMINISTRATIVE OFFICE MANAGEMENT
1. To ensure that relevant organizational activities are designed to minimize
individual and unit productivity.
2. To provide effective management of the organization8s information.
3. To maintain reasonable quantity and quality standards.
4. To develop effective work processes and procedures.
5. To provide a satisfactory physical and mental working environment for the
organization8s employees.
6. To help define duties and responsibilities of employees assigned within the
administrative office management functional area.
7. To develop satisfactory lines of communication among employees within the
administrative office management functional area and between these employees
and employees in other areas within the organization.
8. To help employees maintain a high level of work effectiveness.
9. To enhance the effective supervision of office personnel.
10. To assure the efficient and proper use of specialized office equipment.
LESSON 4: The Functions Of Administrative Office Management
In this lesson you will get understand the functions of Administrative Office Management
their roles and management functions
FUNCTIONS OF ADMINISTRATIVE OFFICE MANAGEMENT
1. Applies to those responsible for managing the office and for making decisions
that concern the day-to-day operations of the office.
2. Administrative Office Management is the process of planning, organizing and
controlling all the information-related activities and of leading or directing people
to attain the objectives of the organization.
3. Traditionally, the administrative office management functions were limited to
basic clerical services and to office personnel.
With the passage of time, development of new information technologies, a global
economy, a larger and more culturally diverse workforce 3 these factors brought about
the Information Revolution 3 an increase demand for more information in order to make
intelligent decision at greatly accelerated rates.
Management began to place more reliance upon office personnel and well-designed
work systems as the new technology created greater information-processing power.
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The 5one-department office6 concept gradually gave way to a broader, company-wide
information management concept in which the administrative office manager became
responsible for an expanded area of work in the information age.
THE ADMINISTRATIVE OFFICE MANAGER
-The person who heads up the company-wide information management function
may have one of several titles, such as administrative office manager, Office
manager, manager, administrative services, information manager etc.
-The person responsible for planning, organizing, and controlling the informationprocessing activities and for leading people in attaining the organization8s
objectives is called administrative office manager or office manager.
RESPONSIBILITIES OF AOM @ MANAGEMENT FUNCTIONS
1. Planning- Is all about planning and development. Assessing the need for
designing and implementing totally new functions and services.
2. Organizing- This is necessary to produce effective methods and techniques
when implementing changes to maximize organizational and individual
productivity.
3. Leading (Staffing & Directing)- This is about the growth and experiences of an
employee
4. Controlling- This is about the quality and quantity of work. This is where we
take corrective actions whenever necessary. This is also motivates employees
to be cost conscious.
SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER
Conceptual Skills
Human Skills
Technical Skills
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•
Conceptual skill - is the ability to use existing knowledge in order to acquire
additional knowledge. Conceptual skills are generally learned through
experiences and the educational process, some are intuitive.
•
Human skill -is the ability to use knowledge and understanding of people as they
interact with one another8s. These skills include a manager8s ability to
communicate, coach, lead, resolve conflicts, achieve consensus, and motivate
workers.
•
Technical skills -are work-related skills that demonstrate the manager8s ability
to use the technology tools, techniques, and procedures specific to a particular
field.
Some of the Competencies/Qualifications which are expected to possess in
Administrative Office Manager position:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Thorough understanding of various business management fundamentals
Leadership
Educational Requirements
Traits such as: Integrity, intelligent, energy
Able to write the formal reports on finances and planning
Assertively
Flexibility
Accuracy
Ability to cope with pressure
Activity 4.1:
1. Research an Organizational Structure of one of the top company in the Philippines,
state their respective roles and responsibilities as cited in the given structure.
______________________________________________________________________
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(Rubric: Content 3 10, Organization- 5, Grammar and Mechanics 3 5, Total: 20 points)
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References:
https://www.google.com/search?ei=J0srX9CkK5XSmAXHkL7gCg&q=teamwork+compe
tency&oq=competence+in+teamwork&gs_lcp=CgZwc3ktYWIQARgBMgYIABAHEB4yB
ggAEAoQHjoECAAQR1C9b1iwd2C0lAFoAHABeACAAXeIAaYLkgEEMS4xMpgBAKAB
AaoBB2d3cy13aXrAAQE&sclient=psy-ab
Flores, Marivic F., Administrative Office Management , 2016
https://www.scribd.com/presentation/277131221/Chapter-1-Latest-Principle-ofAdministrative-Office-Mgt#download
ONLINE READING MATERIALS:
Read some of the lecture at https://www.scribd.com/presentation/277131221/Chapter-1Latest-Principle-of-Administrative-Office-Mgt#download
ONLINE VIDEO LINKS AND MATERIALS:


Watch the online video lecture of the course instructor uploaded at NEO LMS
and to the class shared Google drive (if applicable).
Watch a YouTube the NEW Teamwork Video: https://youtu.be/CCk0r_Jd79c
http://bit.ly/TylerWaye
TEST YOUR KNOWLEDGE:
Please answer the following questions:
1. From the video about teamwork, what are the characteristics that make a person
succeed.
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___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
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2. What is workplace flexibility and how it is important or beneficial in both part of
the employer and employee?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
(Rubric: Content 3 10, Organization- 5, Grammar and Mechanics 3 5, Total: 20 points)
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
https://www.google.com/search?ei=J0srX9CkK5XSmAXHkL7gCg&q=teamwork+compe
tency&oq=competence+in+teamwork&gs_lcp=CgZwc3ktYWIQARgBMgYIABAHEB4yB
ggAEAoQHjoECAAQR1C9b1iwd2C0lAFoAHABeACAAXeIAaYLkgEEMS4xMpgBAKAB
AaoBB2d3cy13aXrAAQE&sclient=psy-ab
https://www.scribd.com/presentation/277131221/Chapter-1-Latest-Principle-ofAdministrative-Office-Mgt#download
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MODULE 2 – THE WORKPLACE
MODULE 2 – THE WORKPLACE
INTRODUCTION
Do you know how Workplace important in the organization? Workplace encourages
workers to be productive, reduces work-related stress and saves time -- especially
because employees spend less time looking for things. When you establish an
efficient workplace, you establish structure. By doing so, workers are able to accomplish
more and generate more business.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1. Know and understand what a workplace is;
2. Identify the different forces shaping the future of the workplace landscape.
3. Describe the different factors that affect ethical behavior in the workplace.
4. Know the importance of managing workplace stress and creating the value of team
environment to reduce stress in the workplace.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA students.
MODULE CONTENTS:
LESSON 1 Workplace
In this lesson you will understand how workplace is important because it is the
location where you are employed and where you go to work every day. Effective
workplace recognizes that employees are an organizations greatest resource.
Employees to be truly effective, its design practices and policies must benefit both the
organization and its employees.
A Workplace- is a location where someone works for his or her employer, a place of
employment. Such a place can range from a home office to a
large office building or factory
-is a place such as office or factory, where people are employed.
It is also the place where one is employed or customarily does
one8s work, one8s office, and laboratory.
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LESSON 2 Forces of Change in the Workplace
The Five Forces shaping the future of the workplace landscape
1. Place. When we think of work it8s important to recognize that it8s not just the place
we go, it8s also a thing we do.
2. People. The two biggest cost centers in the most businesses are people and
property, and business need to start linking these two pieces in a more strategic and
agile way to maximize both.
3. Transport. By offering staff flexibility in working hours or work location, we can
ensure we are not only supporting the well-being of our employees, but also their
performance.
4. Technology. Tools that offer up greater mobility will continue to be catalyst for
changing the way we work, but business leaders aren8t keeping up with the tools and
technologies we use at home.
5. Culture. Creating a more open and trusting culture, and in doing so, develop a
healthier and more engaged workforce.
Activity 1.1:
1. Describe the 21st century workplace in ten (sentences).
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LESSON 3: Ethical Theories and Behavior in the Workplace
____________________________________________________________________
Working Ethically
Ethics- are the guidelines or accepted beliefs about what is right
or wrong, good or bad. Business ethics apply these principles of day to
day decisions and activities in the workplace
People8s decisions and actions each day affect how others perceive them. Can
others depend on a thoughtful process? Do they consider your decisions to be based
on a thoughtful process? Do they count on you to do the right thing? In a similar way,
the reputation of a business is impacted by the decisions and actions of its employees
and managers, and owners.
Ethical Theory in the Workplace
1. Utilitarianism- In this raw from might seem to uphold everyone8s best interest, but in
reality it benefits a greater number of workers while compelling the rest to adapt to
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majority rule. Since it is highly unlikely to appease everyone in any given workplace,
the utility theory serves to satisfy needs of the many over the few, and may even be
constructed as a form of Darwin8s survival of the fittest.
2. Deontology- The intrinsic value of goodwill-behavior that is not dependent upon an
outcome to justify its occurrence. This Kantian perspective applies to workplace ethics
by highlighting mans need to reap a perceived value for doing what8s considered a
social and moral obligations. For example, an employee helps a coworker reach an
important deadline without expecting recognition for his efforts.
3. Egoism- This gives people permission to consider only what benefits their personal
needs. This theory can create a hotbed of contempt in the workplace due to its lack of
social responsibility-being aware of the impact your actions have upon the workplace as
a whole. Ethical egoist believes that no reasoning can overrule what is otherwise the
moral and righteous actions all human beings are expected to uphold.
A lack of workplace ethics affects employee morale and motivation, if you don8t
trust your colleagues or managers; it8s hard to want to do a good job.
Ethical Work Practices
1. Compliance level- In this level, ethical work practices help the company to stay within
the law. Working against compliance laws can cost you your job, and can cost your
company money if fines are incurred. Company leaders must make sure employees
adhere to the principles defined by its ethics program. Compliance not only keeps the
business legal-it is also promotes sustainable business by proving value to stakeholders
2. Stakeholder level- stakeholder level the ethical work practices extend to customers,
vendors, stockholders and the communities in which the company operates. What the
stakeholders see, the public sees- and companies seen by the general public as being
unethical can lose customer and market share. Brand name integrity builds brand
name value. Employees within the company can build positive relationships with people
outside the company by interacting with them and transacting business ethically and
responsibly. When stakeholders gain sense of trust in the company, customers keep
company back.
3. Employee level- In this ethical work practices build a positive environment founded
on trust. Distrust in the workplace causes stress. You work better when you can trust
that your colleagues will work with you ethically. Your company also works better when
ethical values drive all of its work. Employees, not brick and mortar, establish a
company8s brand image.
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Making Ethical Choices
At work, you will face many ethical choices. Some of these choices will be easy
to make. The right or wrong answer will be clear. People rely on their personal values
when making ethical decisions.
Five Common Personal Values
1. Honesty- Be honest. Don8t deceive, cheat, or steal. Consider how you feel when
someone lies to you. Being honest not only means telling the truth, but also giving the
relevant information.
2. Fairness- Being fair means acting without prejudice or favoritism. Be fair in your
dealings with coworkers, customers, and supervisors. Listen to others. Don8t blame
others, and do not take advantage of others.
3. Respect- Respect others. Respect cultural differences and diversity in the workplace.
Try to understand differences in opinions and find common ground and consensus in
decision making. Respect also means listening with an open mind to the opinions of
others.
4. Responsibility- Take responsibility and be accountable for your duties and actions.
Always try to do your best. Use your manners. When you make a mistake, own up to it
and correct it.
5. Compassion- Be kind and considerate toward others. Use your manners. Show
understanding and caring for your co-workers. Try to put yourself in another person8s
situation to understand how that person might act and feel. Avoid hurting other8s
feelings.
Activity 3.1:
Recommending a friend. There is a job opening in your office, and you have been
asked to serve on the hiring committee. An old friend of yours has applied. You know
your friend really needs a job. You also know she was let go by her last employer. You
suspect that it was because she spent too much time on the phone and e-mailing
friends. You know she will expect you to put in a good word for her if you are on the
committee.
From the given scenario, answer the following questions:
3.1.a : Do you recommend her? Explain.________
3.1.b: Do you share your suspicions with the committee? Explain why or why not.
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3.1.c: How will you respond if she asks you to be a reference? Use the five steps
process described in the 5Making Personal Ethical Choices to answer the question.
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______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
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LESSON 4: Anger, Stress and Time Management in the Workplace
In many countries, employers have a legal responsibility to recognize and deal
with stress in the workplace so that employees do not become physically or mentally ill.
It is important to tackle the causes of stress in the workplace as stress at work
can lead to problems for the individual, working relationships and the overall working
environment. These issues may include lowered self-esteem and poor concentration
skills for the employee. The employer may suffer from increasing customer complaints,
staff turnover and days lost to sickness.
What is Anger?
Anger- is the strong emotion that you feel when
you think that someone has behaved in
an unfair, cruel, or unacceptable way.
-is a negative feeling which often happens
when a person thinks that someone or
something has done wrong, bad or which
puts them in danger.
What is stress?
-defined as the degree to which you feel overwhelmed or unable to cope as a
result of pressures that are unmanageable.
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High Levels of stress in the Workplace can lead to:
1. Poor decision making
2. An increase in mistakes which in turn may lead to more customer or client complaints
3. Increased sickness and absence.
4. High staff turnover.
5. Poor employee/workplace relation.
Key Areas of the workplace that should be monitored in order to assess levels of stress
1. Demandsincluding such issues as workload, work patterns and work
environment.
2. Controlhow much say the person has in the way they do their work.
3. Supportincludes the encouragement, sponsorship and resources provided
by the organization, line management and colleagues.
4. Relationships- includes promoting positive working to avoid conflict and dealing
with unacceptable behavior.
5. Rolewhether people understand their role within the organization and
whether the organization ensures that the person does not have
conflicting roles.
6. Changehow organizational change is managed and communicated within
the organization.
Not All stress is Harmful
Stress affects people differently. Some people seem to thrive on extremely
stressful lifestyle, while others struggle to cope with everyday life.
Everyone has an optimum level of stress. Too little excitement and two few
challenges may lead to an extremely dull life, yet too much stress can lead to health
problems. Nevertheless, a certain amount of stress can actually prove to be good for
individuals.
Positive stress can act as a spur to achieve better results than would otherwise
be attained, stressful but enjoyable events as the birth of a child, forming new
relationship or undertaking new challenges.
Stress is also extremely useful in acting as an enabler to avoid problems and
dangers. It is a motivator to solve problems and is an important warning signal that
something is wrong with an individual8s life, thereby allowing him or her to take some
action.
Panic Attacks
In cases of extreme or continual stress, people can suffer what is known as a
panic attack. This is a brief but extremely frightening spell of severe anxiety.
Symptoms of Panic Attack
1. Feeling faint
2. Trembling
3. Dizziness
6. Legs turning to jelly
7. Butterflies( a fluttery feeling in the stomach)
8. Shortness of breath
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MODULE 2 – THE WORKPLACE
4. Pounding, fast heart rate
5. Feeling hot and sweaty
9. Dry mouth
Stress Management in the Workplace: Why Its Important to Managers
Stress Management in the workplace- is a useful skill that many don8t take advantage
of many of us and leaders alike, get caught up in day to day task.
Whatever reason you have for not using stress management technique is a big mistake.
Stress in life today is widespread and has no boundaries. We all deal with stress daily,
at work and at home. Stress comes in all forms and can affect emotions and physical
abilities.
Ten Reasons Why to Use Stress Management In the Workplace
1. Improves your ability to motivate employees.
2. Lesson opportunity for decrease in productivity.
3. Improves your ability to lead.
4. Allows the meeting of deadlines.
5. Decrease chances of unethical issues.
6. Reduces Possibilities of workplace conflicts.
7. Strengthens communication process.
8. Smooth running projects
9. Improves your ability to develop teamwork and team building.
10. Helps in the writing performance appraisal.
Time Management and its Importance in the Workplace
It is rightly said 5Time and Tide wait for none6. An individual should understand
the value of time for him to succeed in all aspects of life. People who waste time are
the one8s who fail to create an identity of their own.
What is Time Management?
-refers
to
managing
time
effectively so that the right time is
allocated to the right activity.
-allows individuals to assign
specific time slots to activities as
per their importance.
-refers to making the best use of
time as time is always limited.
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Ask yourself which activity is more important and how much time should be
allocated to the same? Know which work should be done earlier and which can be
done a little later.
Time Management plays a very important role not only in organizations but also
in our personal lives
Time Management includes:
1. Effective planning
Plan your day in advance. Prepare a To Do List or a 5Task Plan6. Jot down the
important activities that need to be done in a single day against the time that should be
allocated to each activity. High priority work should come on top followed by those
which do not need much of your importance at the moment.
2. Setting Goals and Objectives
Working without goals and targets in an organization would be similar to a
situation where the captain of the ship loses his way in the sea. Set targets for yourself
and make sure they are realistic ones and achievable.
3. Setting Deadlines
Set deadline for yourself and strive hard to complete task ahead of the deadlines.
Use a planner to mark the important dates against the set deadlines.
4. Delegation of responsibilities
Learn to say 5NO6 at workplace. Don8t do everything on your own. The roles and
responsibilities must be delegated as per interest and specialization of employees for
them to finish task within deadlines.
5. Prioritizing Tasks
Prioritize the tasks as per their importance and urgency. Know the difference
between important and urgent work.
6. Spending the right time on right activity
Develop the habit of doing the right thing at the right time.
For Effective Time Management one needs to be:
1. Organized- Avoid keeping stacks on file and heaps of paper at your work station.
Throw what all you don8t need.
2. Don8t misuse time- Do not kill time by loitering and heaps or gossiping around.
Concentrate on your work and finish assignments on time.
3. Be focused- One needs to be focused for effective time management.
Develop the habit of using planners, organizers, table top calendars for better
time management. Set reminders on phones or your personal computers.
Activity 4.1:
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1. Describe different activities and task you do in a week. Decide how important the
activity is (priority level) and the amount of time to accomplish. Brainstorm
different steps you will take with respective time to get it done.
Activity/Task
MY WEEKLY ACTIVITIES
Priority Level 1, 2,3 Time Allocation
3 as the highest
When and how this
activity doe?
References:
Flores, Marivic F., Administrative Office Management , 2016
https://www.google.com/search?q=definition+of+stress&source=lnms&tbm=isch&sa=X&
ved=2ahUKEwiImazXu4vrAhUMEqYKHQu1BTQQ_AUoAXoECA4QAw&biw=1242&bih
=597#imgrc=rWQ7xs2hAIlaiM
https://www.collinsdictionary.com/dictionary/english/anger
http://www.businessdictionary.com/definition/team.html
LESSON 5: Workplace Team and Environment
Understanding how teams functions in the workplace and their significance to the
everyday operations of an organization is important for the administrative professionals.
You will be asked to work on formal and informal teams throughout your lifetime.
Team Defined
- are group of employees who work together towards a common goal----simply put,
people who work together to get a job done.
-A group of people with a full set of complementary skills required to complete a task,
job, or project.
Building a Team Environment in the Workplace
Steps to help you launch a successful work team:
1. Choose your leader. Pick a manager who you know your employees trust and will
be willing to follow.
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2. Find the right team size. Some studies have indicated that larger teams are more
effective. Small teams can foster closer working relationships. For a small project, you
might only need three or four members. Larger, longer-term projects may require a
dozen or more members.
3. Pick your team members. Members should bring a diverse set of skills and
personalities to the table which compliments the project and helps the group reach its
goal.
4. Set Roles. Clearly define each person8s position, and what he or she needs to
accomplish within the team.
5. Determine how the team will fit within the organization.
6. Establish a collaborative environment. Teamwork is built on trust. All employees
should feel comfortable asking questions, expressing their opinions and making
suggestions. Each person8s input should be highly valued.
Give a team a time, to get to know one another and develop a relationship and styles
that works for them. It can take several weeks for members to become accustomed to
their roles within the team and to become comfortable enough to share their ideas
References:
Flores, Marivic F., Administrative Office Management , (2016)
Read more: http://www.businessdictionary.com/definition/team.html
ONLINE READING MATERIALS:
Read some of the lecture at
https://dictionary.cambridge.org/us/dictionary/english/workplace
https://www.thebalancecareers.com/what-is-a-workplace-1918295
https://www.workplace.com/
https://www.google.com/search?q=definition+of+stress&source=lnms&tbm=isch&sa=X&
ved=2ahUKEwiImazXu4vrAhUMEqYKHQu1BTQQ_AUoAXoECA4QAw&biw=1242&bih
=597#imgrc=rWQ7xs2hAIlaiM
https://www.collinsdictionary.com/dictionary/english/anger
ONLINE VIDEO LINKS AND MATERIALS:


Watch the online video lecture of the course instructor uploaded at NEO LMS
and to the class shared Google drive (if applicable).
Watch a YouTube Watch https://www.youtube.com/watch?v=6gShlIrQVD0
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TEST YOUR KNOWLEDGE:
The quiz will be uploaded to UBIAN LMS
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
https://www.google.com/search?ei=J0srX9CkK5XSmAXHkL7gCg&q=teamwork+compe
tency&oq=competence+in+teamwork&gs_lcp=CgZwc3ktYWIQARgBMgYIABAHEB4yB
ggAEAoQHjoECAAQR1C9b1iwd2C0lAFoAHABeACAAXeIAaYLkgEEMS4xMpgBAKAB
AaoBB2d3cy13aXrAAQE&sclient=psy-ab
https://www.scribd.com/presentation/277131221/Chapter-1-Latest-Principle-ofAdministrative-Office-Mgt#download
https://dictionary.cambridge.org/us/dictionary/english/workplace
https://www.thebalancecareers.com/what-is-a-workplace-1918295
https://www.workplace.com/
https://www.google.com/search?q=definition+of+stress&source=lnms&tbm=isch&sa=X&
ved=2ahUKEwiImazXu4vrAhUMEqYKHQu1BTQQ_AUoAXoECA4QAw&biw=1242&bih
=597#imgrc=rWQ7xs2hAIlaiM
https://www.collinsdictionary.com/dictionary/english/anger
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MODULE 3 – EFFECTIVE COMMUNICATION
MODULE 3 – EFFECTIVE COMMUNICATION
INTRODUCTION
Communication plays a key role in our business. Communicating effectively is essential
to successful business operations. Company personnel must communicate with coworkers, clients, and vendors to achieve company8s goal. The success of an
organization depends upon how extensively and intensively communication is being
carried out. It is described as a tool of management. Whenever more than one person
meet together, there is communication between them.
This module provides effective verbal and non-verbal communication, the importance of
written communication, presentation skills, telecommunication and workplace mail.
After reading this module, the learner should be able to:
1. Explain the importance of communication
2. Identify the effective verbal and non-verbal communication.
3. Understand the importance of written, presentation skills, telecommunication and
workplace mail in effective communication.
TIME:
The time allotted for this module is six (6) hours.
LEARNER DESCRIPTION
The participants in this module are BSBA students.
MODULE CONTENTS:
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LESSON 1: Communication
In this lesson you will get understand what is communication and the different
categories of communication.
By the end of this lesson, you should be able to:
____________________________________________________________________
What is communication?
Communication- is simply the act of transferring information from one place to another.
- is the 2-way exchange of opinions, news and information by writing,
speech or gestures including body language and facial reactions.
- the act of conveying intended meanings from one entity or group to
another through the use of mutually understood signs and semiotic
rules.
Importance of Office Communication
Communication -is a vital tool of management. Communication is not a one way traffic
the process starts from the sender and proceeds to the receiver. But the effectiveness
of communication process is further enhanced if the reaction of the 5receiver6 to the
communication moves in a reverse flow and reaches the 5sender6. This is known as
5feedback6 process. It is said that the success of an of an organization depends on the
adequacy.
The different categories of communication are:
1. Spoken or verbal communication- is the use of sounds and words to express
yourself, especially in contrast to using gestures or mannerisms.
2. Non-verbal communication- body language, gestures, how we dress or act-even
our scent.
3.. Written communication- letters, e-mails, books, magazines, internet, or via other
media. It is the most common form of business communication.
4. Visualization- graphs and charts, maps, logos and other visualization
can communicate messages.
Types of Office Communication
1. Internal Communication –takes place among the people working inside, the office.
It also means communication between employer and employees or among the
members of an association or between a company and its shareholders. Plays a vital
role in the efficient performance of office operations. It refers to the exchange of
information and messages between person and departments of the organization.
2. External Communication- communication is with the outsiders, like the customers,
the suppliers, the debtors, the creditors and the other organization.
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Oral Communication may take place in face to face conversation or through
mechanical devices.
1. Face to face ConversationThis is the most natural way of transmitting the
message. Face to face communication is more successful because the communicator
can make the listener to understand his message not only by the spoken words but also
by the gestures he takes. Face to face conversation occurs in committee meetings,
lectures, conferences, social gathering, interview, personnel-outselling etc.
Advantages of Face to Face communication are:
1. It is a time and money saving device.
2. It is more effective than any other method.
3. It is quicker.
4. It is easier to measure the effect of communication.
5. It is the only way out during periods of emergency.
6. It is more flexible
7. It leads to greater understanding.
8. Doubts can be removed then and there.
9. It fosters a friendly and co-operative spirit.
10. Response of the receiver can be easily evaluated.
Disadvantages of a Face to Face Communication
1. It is less reliable.
2. It provides no record for future reference.
3. It is unsuitable for lengthy messages.
4. It may be less accurate
5. It may have less weight.
6. It does not provide sufficient time for thinking before conveying the message.
2. Mechanical Device- which are commonly used for oral communication listed below:
1. Telephone
2. Staff location system
3. Speaking tube
4. Dictaphone
5. Electric Paging system
Advantage of Written Communication
1. Written messages are accurate and exact.
2. It carries greater weight than oral messages.
3. It serves as a permanent reference for future.
4. It is deal way of sending lengthy messages.
5. It is legal evidence in case of disputes.
6. It has the widest possible coverage.
7. It is often less expensive than other media.
8. It is suited to convey message to large number of persons at one and the same time.
9. It tends to be complete, clear, precise and correct.
10. It is good to send unpleasant messages.
Good Workplace Communication Skills
1. Courteousness
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2.
3.
4.
5.
6.
7.
Precision
Language
Low Speaking Volumes
Clarity
Listen to Others
Posture and Body Language
Activity 1.1:
1.
How will you display the following communication skills?
Make a short
dialogue/conversation.
a. Courteous
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
b. Precision
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
c. Appropriate language
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
References:
https://www.yourdictionary.com/communication
https://www.yourdictionary.com/verbalcommunication#:~:text=Verbal%20communication%20is%20the%20use,YourDictionary
%20definition%20and%20usage%20example.
LESSON 2: Presentation Skills
Presenting information clearly and effectively is a key skill to
get your message or opinion across, and today, presentation skills are
required in almost every field.
What is Presentation?
-is a means of communication which can be adapted to various speaking
situations, such as talking to a group, addressing a meeting or briefing a team. To be
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effective, step-by-step preparation and the method and means of presenting the
information should be carefully considered.
Step to consider in making/preparing a Presentation
1. Preparing a presentation. Preparation is the most important part of making a
successful presentation. This is the crucial foundation and there should be no shortcuts.
2. Organizing the presentation materials. Regardless, of whether the occasion is
formal or informal, you should always aim to give a clear, well-structured delivery.
Know exactly what you want to say and the order in which you want to say it. Clarity of
ideas and good organization should result in a lively, logical and compelling message.
3. Writing Your Presentation. Before you write your presentation, you should already
have started to prepare by developing your ideas and selecting the main points to
include.
4. Deciding the Presentation method. Once you have decided on your key messages,
and thought about organizing your material, your next need to think about how you will
present. Presentations range from the formal to be informal, and your choice of
presentation method will defend on many factors including the audience, venue,
facilities and your own preferences.
5. Managing your presentation notes. Few people are able to give a presentation
without notes. You will need to know your own abilities and decide how best to make
the presentation.
6. Working with Visual Aids. Most visual aids will need advance preparation and
should be operated with efficiency.
7. Presenting Data. There are times when using data in a presentation can really help
you tell the story better. But it is important not blind your audience with statistics, and
also to remember that many people find numbers difficult to understand.
8. Managing the Event. The practicalities of how you manage your presentation can
make a significant difference to its success. Learn how to cope, and also about
managing sound system, audio-visual equipment and lecterns.
9. Coping with Presentation Nerves. It is entirely natural to feel nervous before making
a presentation.
10. Dealing with Questions. Decide in advance how and when you wish to handle
questions. Some speakers prefer questions to be raised as they arise during the
presentation whilst others prefer to deal with questions at the end.
11. Self-Presentation in Presentations. Finally how you present can affect how your
audience responds to your presentation.
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Activity 2.1:
1. Why does an administrative professional needs to develop presentation skills?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_____________________________________________________________________
References:
Flores, Marivic F., Administrative Office Management , (2016)
3 E-Learning., Theory, Practice and Techniques in ffice Management 2018.
LESSON 3: Telecommunication
Telecommunications Definition
-is the transmission of electronic information
(text, data, voice, video, and images) from one location
to another.
-also called telecommunication is the exchange
of information over significant distances by electronic means.
Having accurate and timely information-about sales, expenses, products, suppliers,
customers, employees, investors and so forth---is essential for businesses that want to
stay competitive in today8s global economy.
Effective Office Communication
1. Communication is technically the process of the transfer of information between the
communicating entities. The meaning implied by communication is much more than
mere transfer. It is the sharing of ones thoughts and feelings with the intension of being
understood.
2. Office communication includes the communication between the employees as well
as the business talks and communications with the clients of the company.
Communication involves in formal meetings, discussion with clients or business
negotiations has a direct effect on the company business.
3. Office communication could be verbal or non-verbal one. It could be a telephone
conversation or one using an electronic mode of communication.
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Office Communication over a Telephone
1. While conversing on phone, remember to start the conversation by introducing
yourself. It is important to convey to convey to the receiver of your call who you are and
the purpose behind your call. Remember that you are taking his precious time
2. Keep your conversation brief and precise. Make your point without wasting time
much in coming to the actual topic.
3. If you do not happen to get to the person on the phone, you might prefer leaving a
message. To make it easy for the person to reply, leave your phone number with the
message.
4. In case you have not been able to answer your calls respond to them. The person
who has been trying to call you might have been in need to communicate with you.
5. Do not end the call abruptly. Make your point, give the person on the other end, a
chance to respond and end the call with a suitable greeting.
Effective Electronics Communication
1. Emails help in case of language barriers and accent problem. Emails are useful in
case of a time difference due to the varying time zones of different countries.
2. Electronic communication increase the turn around time, as it lacks immediate
feedback. A phone call can actually take less time than writing out the thought and
mailing them.
3. But emails are best options for formal communication. Of course, you need to be
careful in writing because electronic communication puts your expression into black and
white.
4. Do not respond to emails without considering the effects of your respond. Think
before you write. In general, you will have a mix of cultures at office. People around
you will be of different ages and educational as well family background. Remember to
consider these differences while communication with your colleagues or clients.
Effective office communication is the vital component of the corporate world.
Activity 3.1:
1. Telecommunication tools Interview. Select a company or other organization in your
local area. Interview by phone or in person an administrative professional of an
organization regarding the organization8s use of telecommunication tools. You may
wish to select one or two tools, such as telephone and email, to keep the interview
brief. Ask how the tools are used and what their values are to the organization.
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Interview in person is only allowed if they are next to your home or living with you at
home. Write a summary of the interview..
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_____________________________________________________________________
References:
Flores, Marivic F., Administrative Office Management , 2016
3 E-Learning., Theory, Practice and Techniques in Office Management 2018.
ONLINE READING MATERIALS:
https://www.strongholddata.com/6-best-tools-improve-office-communication/
ONLINE VIDEO LINKS AND MATERIALS:

Watch the online video lecture of the course instructor uploaded at NEO LMS
and to the class shared Google drive (if applicable).
Watch a YouTube Video The Recipe for Great Communication
https://www.youtube.com/watch?v=qFWsTsvJ8Xw
TEST YOUR KNOWLEDGE:
The quiz will be uploaded to UBIAN LMS
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
3 E-Learning., Theory, Practice and Techniques in ffice Management 2018.
https://www.strongholddata.com/6-best-tools-improve-office-communication/
Watch a Youtube Video The Recipe for Great Communication
https://www.youtube.com/watch?v=qFWsTsvJ8Xw
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MODULE 4 – MANAGEMENT OF OFFICE ENVIRONMENT
MODULE 4 – MANAGEMENT OF THE OFFICE ENVIRONMENT
INTRODUCTION
An office environment is to support its occupants in performing their job, preferably at a
minimum cost and with maximum satisfaction. In most organizations, work is
accomplished by teams of people. Effective communication among team members and
other requires a physical environment that facilitates interaction so individuals can
coordinate activities, discuss and plan task, and manage interpersonal relationships
effectively and efficiently.
For this reason, the design of work spaces can be an
important element in organization performance.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1. Understand Office layout and environment.
2. Know what is ergonomics and its importance in the workplace.
3. Identify the demand in an office environment with regards to office spaces, open plan
office and contribution of colors in the workplace.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA students
MODULE CONTENTS:
LESSON 1: Office Layout
In this lesson you will understand the importance of an Office Layout and the
importance of ergonomics. The office layout has to be designed in such a way that it is
comfortable as well as functional. Lot of money and time is invested in designing
layouts of the office.
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What is an Office Layout?
-defined as the arrangement of equipment
within available floor space.
- is the arrangement of department,
machines, equipment, furniture and
physical and physical facilities.
Planning for an office involves many details including these key concerns:
1. Spatial design and layout
2. Electrical requirements
3. Lighting
Office Design Layout
1. Strip
2. Corner
3. L-Shaped
4. U-Shaped w/ Peninsula
Spatial Design and Layout
How you use your space is critical in determining how to structure the layout of
your office. When setting up your office consider this issues.
1. Establish primary and secondary work areas for these tasks:
a. Paper work
b. Computer activities
c. Projects
2. Plan for accessible file systems:
a. Action files
b. Administrative files
c. Client files
d. Project files
e. Reference files
3. Allocate space for storage of office supplies.
a. Utilities: pens and pencils, staples, tape, paper clips, rubber bands, etc.
b. Marketing materials; letterhead; envelopes; company literature.
c. Fax supplies
d. Printer supplies
e. Copier supplies
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Electrical Requirements:
Plan for these electrical needs:
. 1. Outlets:
a. Answering Machines
b. Back-Up Drives
c. Computers
d. Copiers
e. Electric Pencil Sharpener
f. External CD Roms
g. External CD Roms
h. External Modems
i. Fans
j. Fax Machines
k. Lighting:
*ambient
*task
l. Miscellaneous Powered
Equipment
m. Printers
n. Scanners
o. Space Heaters
p. Stereos
q. Surge Protectors
r. Telephone
s. Uninterrupted Power Supply
(UPS) System
2. Telephone Lines
a. Business lines
b. Fax lines
c. Dedicated data lines
Lighting
Lighting is critical. Consider these three key sources.
a. Ambient light (overhead)
b. Task light (on work stations)
c. Natural light (sunlight/moonlight)
Activity 1.1:
1. Make a layout-design of an office and closed office for the executive office manager.
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References:
Flores, Marivic F., Administrative Office Management , 2016
3 E-Learning., Theory, Practice and Techniques in ffice Management 2018.
LESSON 2: Ergonomics
What is office work? An office is a room where professional duties and
administrative work is carried out. The details of the work depend on the type of
business that you are involved in, but will usually include using computers,
communicating with others by telephone or fax, keeping records and files etc. Features
of an office such as people, space, equipment, furniture and the environment, must fit
well for workers to feel healthy and comfortable and to be able to work efficiently and
productively. This is where ergonomics come in.
_____________________________________________________________________
Definition of Ergonomics
-the science that seeks to adapt work or working conditions to suit
the worker; the study of the problems of people adjusting to their
environment.
-is an approach or solution to deal with number of problems4
among them are work- related musculoskeletal disorders.
-is the study of the relationship between people and their
environment.
Vital Concerns of Ergonomics
According to Ergonomist Sally Longyear the following are the things of
importance to be aware of:
1. Are your eyes really tired at the end of the day? If so, you may need to adjust your
display or lighting and to practice eye fitness training.
2. Are your neck and shoulders often stiff and sore? If so, your chair height, display or
keyboard/mouse may need adjusting. Check your reach distance and phone posture.
3. Do you ever feel pain or discomfort in your back while working in your computer? If
so, you might need to adjust your backrest or posture.
4. Do you feel tingling, numbness or pain in your forearms, wrists, or hands? If so, your
chair height or keyboard mouse may need adjusting. Also, check your sitting posture
and wrist position.
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5. Are your legs often stiff and cramped, or do you have swelling and numbness in your
ankles and feet? If so, your chair height might need adjusting or you may need a
footrest.
6. Do you feel exhausted at the end of the day? If so, assess your lifestyle habits for
possible contributing factors: good nutrition, exercise, rest and stress reduction. Good
ergonomics at home and micro-breaks at work can improve your health and comfort on
and off the job.
If you answered 5yes6 to even one of the questions, your work stations and work
habits need improvement. If you answered 5no6 to all of the questions on the test,
congratulations! You are probably comfortable while working at your desk.
Following is a list of consideration that can be addressed when establishing a workstation or area for employees.
1. The eyes need to be approximately 24-36 inches away from the screen, where the
neck is bent within a 15 degree angle, p or down. The top of the screen should be just
below the eye level.
2. The back and shoulders need to be relaxed and in a natural position, with the worker
sitting firmly against the back of their chair.
3. Elbows need to rest comfortably on arm rests, yet closely to the sides of the body; in
a 90 degree angle. Wrists need to extend from arms at this angle as well. Fingers are
slightly curved upward, where the keying motion is gentle and comfortable.
4. Knees need to also be at a 90 degree angle with the feet securely on the floor or a
footrest.
Building an Office Layout
1. Improved office layout, right place of personal computers and thermal control
revealed the largest impact on productivity.
2. Optimizing worker productivity has moved up to become an important as building
location.
3. Optimizing workforce productivity, organizational needs and building location are
equally important.
4. The key to unlocking productivity may lie in office facilities.
Know the Costing of Office Space
It is important that you know exactly what you want or don8t want in a lease before
you begin looking for office space or initiate the negotiating process.
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You must know the minimum and maximum amount of footage that fits your needs,
as well as the floor requirements.
An Open Office Concept
When choosing how to plan the office, you are faced with the decision of an open plan
or separate offices.
Advantages
Disadvantages
1.
Open plan offices are more
1. Open space offices are noisier and
economical. You are able to provide
can be more chaotic than closed plan
more work spaces and place more
offices.
employees in an office.
2. People passing to and from can
2. Communication is easier between
also cause distraction of employees.
work stations and departments.
3. In an office space, security is
3. Things are easier for the
reduced.
supervisors, as everyone is in
4. Privacy is difficult to obtain with an
centralized area.
office plan.
4. Managers and senior managers are
5. Sickness and infections can spread
in constant contact with the staff.
like wildfire in an environment like an
5. Expenditures are economical when
open office plan.
it comes to money that is put out for air
7.
Lighting, heating and air
conditioning and electricity.
conditioning to suit all the employees
6. It the layout of the office needs to be
tastes can be difficult to achieve.
changed, it can be done quickly and
8. Senior staff or employees which
with minimum effort.
have been with the company longer
than most will most likely feel as if they
are entitled to a private office.
Office Environment and Health
The Office environment is a combination of lighting,
temperature, humidity, air quality and decoration. The office
can be healthy and comfortable place to work in if the correct
combination of these elements is maintained.
a. Temperature. A comfortable temperature must be maintained (between 20-26
degree celsius).
b. Humidity. Low humidity can cause dryness of the eyes, nose and throat and
may also increase the frequency of static electricity shocks. High humidity, above
80% can be associated with fatigue and report of 5stuffiness6.
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c. Ventilation. Office can be ventilated either naturally or artificially. Where
mechanical ventilation or air conditioning is provided make sure the system is
regularly checked, kept clear and well maintained to prevent growth of legionella
bacteria or other organisms.
d. Contaminated Air. Contaminants in the office can include bacteria, viruses,
mould spores and dust, solvent vapors or chemicals generated or used in the
building.
Appropriate control measures for the reduction of air contamination include.
1. Effective air filtration.
2. Ensuring that adequate amounts of fresh air enter the building.
3. Maintenance of air-conditioning units including regular cleaning.
4. Preventing the obstruction.
5. Locating equipment using solvent in non-air-conditioned area with substantial air
movement and/or installing local exhaust ventilation.
e. Smoking. Smoke is an indoor contaminant and there is growing recognition that
non-smokers may suffer adverse health effects through inhaling tobacco smoke.
f. Ozone and Photocopiers. Modern photocopiers and lazer printers, are fitted
with an ozone filter and do not present any hazard to health, provided they are
properly maintained.
g. Lighting. Adequate lighting must be provided.
h. Color. Color influences not just mood, but also wellness and productivity.
The Contribution of Colors.
The ability to concentrate or to collaborate, and ergonomic needs such as the
ability to work comfortably with minimal fatigue these is what we call the functional
needs or the human needs. All of these needs 3 functional ergonomic and
emotional-must be considered when color is used to lend to office environment.
1. Office Floor Space. Workstation should be comfortable with safe and suitable
chairs and sufficient space.
2. Welfare facilities. Ensure adequate facilities for building water and taking meals
are provided for office employees or ensure they have reasonable access to these
facilities.
3. Cleanliness. The standard of cleanliness required will depend on the use to
which the office is put.
New Demands in an Office Environment
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a. Cabling. The need to route power, telephone, and data cabling to every work
station puts a severe strain on the hidden ducting in building.
Pressure to move
people in response to change increases the strain.
b. Furniture. Provides noise attenuation and visual barriers and supports the safe
environment demanded by health and safety regulations.
c. Noise. This can affect concentration, can be an irritation and can be a source of
stress to some people.
d. Breaks. In offices, noise can affect concentration, can be an irritation and can be
a source of stress to some people.
e. Breaks. It is very important that you take breaks from your work during the day.
f. Eyesight. You should make sure that you have your eyesight tested regularly,
and if you need glasses, they should be appropriate for computer work.
Activity 2.1:
1. Research about the different modern office layouts and make a short description for
each layout.
References:
Flores, Marivic F., Administrative Office Management , 2016
3 E-Learning., Theory, Practice and Techniques in ffice Management 2018.
ONLINE READING MATERIALS:
https://readwrite.com/2019/07/09/what-the-new-generation-demands-to-have-at-aworkplace/
ONLINE VIDEO LINKS AND MATERIALS:


Watch the online video lecture of the course instructor uploaded at NEO LMS
and to the class shared Google drive (if applicable).
Watch a Youtube Video https://www.youtube.com/watch?v=8cbuO5-9jnM
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TEST YOUR KNOWLEDGE:
The quiz will be uploaded to UBIAN LMS
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
3 E-Learning., Theory, Practice and Techniques in Office Management 2018.
https://readwrite.com/2019/07/09/what-the-new-generation-demands-to-have-at-aworkplace/
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MODULE 5 – MANAGING HUMAN RESOURCES
INTRODUCTION
The organization8s success is attributed to the quality of its workforce. Creating a
significant contribution to this is the employee selection program used by the
organization. Effective, well- designed programs generally yielded better results than do
their counterparts. Human resources, training and labor relations managers and
specialist provide this connection.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1. Identify sources of potential office employees their role and functions.
2. Understand the importance of developing office employees
3. Appreciate and acquire the value of job analysis and to administer salary and
compensation
4. Acquire the different labor management relations in the office personnel.
5. Identify problems of personnel in the office.
TIME:
The time allotted for this module is 6 hours
LEARNER DESCRIPTION
The participants in this module are BSBA students.
MODULE CONTENTS:
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LESSON 1: Selecting and Orienting the Office Staff
SOURCES OF POTENTIAL OFFICE EMPLOYEES
1. Internal Sources. It is better to promote an employee who meets the
requirements of the position than hiring from the outside.
a. Employee referral. When this is used, employee recommend individuals
for open position within the organization.
b. Employee Promotion. Morale is likely to increase and turnover decrease
when employees can be promoted.
c. Databanks. The information regarding employees 7job qualifications is
stored in a computerized databank.
2. External Sources. The advantage of external sources is that there will be big
potential applicant pool with new ideas to join in the organization.
3. Unsolicited Application. This is used to apply for a position without knowing
whether an opening actually exists.
a. Advertising. As a recruiting sources, advertising includes classified
newspaper advertisements, magazines and journals. Radio and television
notices, electronic bulletin boards found in the internet.
b. Education Institution Placement Services. Provide important services
to both the employer and the job seeker.
c. Public Employment Agencies and Private Employment Agencies.
These agencies help employers design testing programs, job analysis and
evaluation.
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d. Web-based Employment Services. Using the web, the job seekers
register with the employment services and electronically submits resumetype information.
4. Outsourcing. Organization turns over certain of its function to any outside
agency that has the specialization of recruiting, selecting and hiring employees.
5. Hiring people with disabilities. Employers cannot discriminate against an
individual with disability as long as a person is otherwise qualified for the job.
INTERVIEW AND RESUME PREFERENCES


Scanning Resources. Almost all
the recruiters interviewed resort to
5eye scanning6 a resume, skimming
it to find the key words related to
the position and power words that
indicate the applicant is capable
and hard work- words like
5adaptable, innovative, problem
solving6 and skills like 5 oral
communication, ability to delegate6.
The Interview. Employers now
often try to reduce he list of
candidates further by conducting
telephone interviews. They note the
applicant8s ability to discusseducation, job history, and current
interests on the telephone. The
application who survives the
telephone interview will face a
Activity 1.1:
1. . Simulated role playing about interview.
References:
Flores, Marivic F., Administrative Office Management , 2016
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LESSON 2: Supervising Office Employees
 Supervising office employees
o Supervision. Is managing others though leadership and
personal influence. Management means simply getting
things done, not necessarily through coordination of the
efforts of other people. A supervision, however, exercise
hands-on influence the leadership skills to guide others.

Role and Functions of Supervision
o Supervisors play an important role in the business
environment with the primary job to see that the work
performed by employees is completed on time and at
the highest level of quality.

Supervisor as Communicator. Supervisors are required to
communicate with a variety of personnel in the course of their jobs.
They must be able to write and speak concisely, clearly, consistently
and courteously with senior managers, production workers,
customers, suppliers and other people who have an interest in the
organization8s activities.

Supervisor as Trainer. An effective supervisor must be polished
trainer. It is part of the supervisor8s responsibility to demonstrate to
workers exactly how certain procedures are performed.

Supervisor as Student. For supervisors, life is a learning process.
Not only must they learn the rudiments of their subordinate8s jobs, but
they must also learn basic supervisory skills.

Supervisor as goal setting. Supervisors are responsible for setting
goals for themselves and their subordinates. they must also charge
with ensuring that unit and individual goals set by senior
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management are met. They must sit down with their subordinates and work together
to set goals and monitor progress.

Supervisor as Evaluator. It is the supervisor8s job to evaluate
workers on a regular basis.

Supervisor as Human Resource Specialist. Supervisors need to
be aware of the needs of their subordinates. For example, they must
know how to motivate people, how to reward them, how and when to
discipline them and when and how to refer them to employee
assistance programs.

Supervisor as Computer Expert. Supervisors must be computer
proficient. Many of today8s management functions are tired closely to
computers.

Supervisor as Producer. The supervisor is inextricable linked to the
production of goods and services. The supervisor8s task in the
production process also include equipment and material managing,
such as establishing guidelines for layout of the work being performed
and selecting the right equipment for each job.
 Supervisor as Adviser. They must be particularly effective in an
advisory role, those who can advise senior managers, middle
managers and subordinates on topics that affect their work
activities are valuable.
 Supervisors as Idea Champion. An idea champion is an
individual who generates a new idea or believes in the value of
a new idea and supports it in the face of potential obstacles.
 Supervisor as Environmental Watchdog. Contemporary
supervisors exemplify the prototypical knowledge workers that are
business work is beginning to demand.
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 Supervisors as International Manager. The emergence of large international
business is creating a new demand for supervisor who can manage effectively in
difficult circumstances.
References:
Flores, Marivic F., Administrative Office Management , 2016
LESSON 3: Training, Apprasiing and Promoting Office Personnel
Employee development which helps maximize use of human potentials is seen as
continuous process that lasts for the duration of office tenure with an organization.
Beginning with employee orientation, the employee development process continues
with training, counseling, appraising and motivating of
employees.

Training. In every organization there is a need for a
training and developments manager who will make sure
that the training the company will provide to their
employees will give them the skills and knowledge they
need to succeed in their jobs.
o Plan the training by:
 Start reviewing the company8s organizational objectives and
evaluating the existing training in light of those objectives.
 Decide what additional training is needed to match employee needs
with company needs; and
 Suggest the training programs8 value to the company.

Assess Current Training Programs. The company is likely to have some kind
of training in place already4even if it is ad hoc and informal.
o How well-training are employees at all levels?
o What processes is in place to propose and approve training?
o What methods are used to training and develop people?
o What overall priority is training given, and what resources are set aside for
it?
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
Produce a Plan. It is essential to have a written training plan before you begin
working with employees on their learning agendas. A written a plan serves two
purposes:
o It is a document that you can share with management. A commitment from
the management to support training is crucial to the success of the
program, and the mangers need to know what they are committing to. You
are a lot more likely to success when your plan is reviewed and approved
by company leaders.
o It is a benchmark for measuring the effectiveness of training activities.
With a written plan, you can assess the original plan against what is
actually happening and also gauge the quality of the training and the
benefits of the results.
You may want to address the following in your plan:
-

The process for identifying and assessing individual training needs
How employees will be trained and developed within the organization
Available resources, including financial.
Employees Role. Make sure that every employee understands the company8s
business objectives. What is each employee8s role in helping to achieve those
objectives? This is an interesting topic of discussion for managers and team
members; everyone can gain a better understanding of their role in the company
and achieve greater job satisfaction as they start making connection between
what they do and the company8s business goals.
APPRAISING PERFORMANCE OF OFFICE EMPLOYEES
A performance appraisal, employee
appraisal, performance review, or
career development discussion is a
method by which the job performance
of an employee is evaluated
(generally in terms of quality, quantity,
cost and time) and typically by the
corresponding manager or supervisor.
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Aims of performance appraisal are to:
- Give employees feedback on performance
- Identify employee training needs
- Document criteria used to allocate organizational rewards
- Form a basis for personnel decisions: salary increase, promotions,
disciplinary actions, business, etc.
- Provide the opportunity for organizational diagnosis and developments
- Facilitate communication between employee and administration
- Validate selection techniques and human resource policies to meet the
Equal Employment Opportunity requirements.
- To improve performance through counseling, coaching and
development.
Methods. A common approach to assess performance is to use numerical or scalar
rating system whereby managers are asked to score an individual against a number of
objectives attributes.
The most popular methods used in performance appraisal process include the following:
 Management by objectives
 360-degree appraisal
 Behavioral observation scale
 Behaviorally anchored rating scale
CHARACTERISTICS OF PERFORMANCE APPRAISAL SYSTEMS
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Some companies recognize the need to provide employee feedback regarding
performance. One method of providing performance feedback is through a performance
appraisal.
Appraisal Match the Job Descriptions
1. Performance appraisal should match the job descriptions and standards set for
performance objectives. For example, an employee who does word processing
could be appraised based on number of errors and timeliness of work as these
are standard set for the particular jobs.
Appraisals are Legally Compliant
2. Appraisal should be able to stand legal tests of reliability (questions yield the
same results for all employees if repeated more than once) and validity (does the
appraisal measure what it is designed to measure).
Appraisers Should be Trained
3. The supervisor or manager conducting the appraisal should be trained in the use
of the evaluation tool and conducting the appraisal.
Appraisal Systems Require Follow-Up
4. It is important to the company and the employee to provide consistent monitoring
the follow-up after the formal appraisal is given.
BASICS CONDUCTING EMPLOYEE PERFORMANCE APPRAISALS
Yearly performance reviews are critical. Organizations are hard pressed to find good
reasons why they cannot dedicate an hour-long meeting once a year to ensure the
mutual needs of the employee and the organization are being met.
1. Design a Legally Valid Performance Review Process.
2. Design a Standard Form for Performance Appraisals
3. Schedule the First Performance Review for Six Months After the Employee Starts
Employment
4. Initiate the Performance Review Process and Upcoming Meeting
5. Have the Employee Suggest Any Updates to the Job Description and Provide
Written Input to the Appraisal
6. Document your Input-reference the Job Description and Performance Goals
7. Hold the Performance Appraisal Meeting
8. Update and finalize the performance Appraisal Form
9. Nothing Should be Surprising to the Employee During the Appraisal Meeting
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Promotion
A promotion is the advancement of an employee8s rank or position in an organization
hierarchy system. Promotion may be an employee8s reward for good performance i.e.
positive appraisal. The opposite of promotion is demotion.
Activity 3.1:
1. Research three famous companies then evaluate how they appraise their
respective employees.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
References:
Flores, Marivic F., Administrative Office Management , 2016
LESSON 4: Job Analysis
A job analysis is a step-by-step specification of an employment positions
requirements, functions, and procedures.
Three categories of job analysis
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1. Job content. Refers to workers job activities or what workers actually do on the
job.
2. Job context. Refers to the conditions under which the work is performed and the
demands such impose on the worker.
3. Worker requirements. Refers to the worker qualification needed to perform the
job successfully.
a. Knowledge. The body of information one needs to perform the job.
b. Skill. The capability to perform a learned motor task, such as forklift
operating skills and work-processing skills.
c. Ability. The capability needed to perform a non- motor tasks such as
communication abilities, mathematical abilities and reasoning or problemsolving abilities.
d. Personal characteristics. An individual trait (e.g tact, assertiveness, can
for others, objectivity, work ethic) or this willingness or ability to adapt to
the circumstances in the environment (e.g. ability to withstand boredom,
willingness to work overtime, willingness to treat others cordially).
e. Credentials. Proof or documents that an individual possesses certain
competencies, such as diplomas, certification and license.
JOB EVALUATION
Job evaluation is the process of systematically determining a relative internal value of a
job in an organization
Four major methods of job evaluation:
1. Job ranking. The simplest and easiest job evaluation method; jobs and the
employees who perform those jobs are ranked from highest to lowest depending
on their quality and value to the organization.
2. Job classification. Uses job classes or job groups to provide more
customization I the evaluation. It also uses scales to measures performance
rather than comparing and ranking employees.
3. Factor comparison. A more scientific and complex than any other method. Each
job is ranked according to a specific set of factors such as physical effort, mental
effort, or responsibility, all of which have predetermined weights indicating their
importance to success.
References:
Flores, Marivic F., Administrative Office Management , 2016
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LESSON 5: Compensation/Salary Administration
Compensation is a tool used by management for variety of purposes to further the
existence of the company. Compensation may be adjusted according to the business
needs, goals and available resources.
Compensation may be used to:
 Recruit and retain qualified employees
 Increase or maintain more morale/satisfaction
 Reward and encourage peak performance
 Achieve internal and external equity
 Reduce turnover and encourage company loyalty
 Modify (through negotiation) practices of union.
What are the components of a compensation systems?
Compensation will be perceived by employees as fair if based on systematic
components. Various compensation systems have developed to determine the value of
positions. These systems utilize many similar components.

Job description. A critical component of both compensation and selection
systems, job descriptions define in writing the responsibilities, requirements,
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



functions, duties, locations, environment, conditions and other aspects of jobs,
descriptions may be developed for jobs individually or for entire families.
Job analysis. The process of analyzing jobs from which job descriptions are
developed. Job analysis techniques include the use of interviews, questionnaires
and observation.
Job evaluation. A system for comparing jobs for the purpose of determining
appropriate compensation levels for individuals jobs or job elements. There are
four main techniques., ranking, classification, factor comparison and point
method.
Pay Structures. Useful for standardizing compensation practices. Most pay
structures include several grades with each grades containing a minimum salary
/wage and either step increments or grade range. Step increments are common
with union positions where the pay for each job is pre-determined through
collective bargaining.
Salary Surveys. Collection of salary and market data. May include average
salaries, inflation indicators, cost of living indicators, salary budget average.
TYPES OF COMPENSATION
 Base pay
 Commissions
 Overtime pay
 Bonuses, profit sharing, merit pay
 Stock options
 Travel/meal/housing allowances
 Benefits including dental, insurance, medical, vacation, leaves, retirement, taxes
HOW TO DEVELOP A COMPENSATION PROGRAM OUTLINE
1. Set an objective for the program
2. Designate an individual to
3. Oversee the compensation program
4. Develop a compensation policy
5. Conduct a job analysis of all positions
6. Evaluate jobs
7. Determine grades
8. Establish grade pricing and salary range
9. Determine an appropriate salary structure
10. Develop a salary administration policy
11. Communicate the final program employees and managers
12. Monitor the program.
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INCENTIVE
In economies and sociology an incentive is any faction, financial or non-financial, that
enables or motivates a particular course of actions, or counts as a reason for preferring
one choice to the alternative.
Incentives can be classified according to the different ways in which they motivate
agents to take particular course of actions. One common and useful taxonomy divides
incentive into three broad classes.
1. Remunerative incentives or financial incentives are said to exists where an
agent can expect some form of material reward especially money in exchange for
acting in a particular way.
2. Moral incentives. Are said to exist where a particular choice is widely regarded
as right thing to do or as particularly admirable, or where the failure to act in a
certain way is condemned as indecent.
3. Coercive incentives are said to exist where a person can expect that failure to
act in a particular way will result in physical force being used against them by
others in the community.
Types of Incentives
1. Straight piece rate. A worker is paid straight forth number of pieces he produces
per day.
2. Straight piece rate with guaranteed base wage. Paid straight for output set by
management eve if worker produces less than the target level output.
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3. Halsey plan. W= RT +(P/100) (S-T) R where W: ware of worker, R: ware rate, T:
actual time to complete job, P: percentage of profit shared with worker, S: std,
time allowed.
Fringe Benefits
Various non-wage compensative provided to employees in addition to their normal
wages or salaries. Where an employee exchange(cash) wage for some other form of
benefits. It Is also known as salary sacrifice or salary exchange.
Activity 3.1:
1. Give at least 5 types of compensations.
2. What are the types of incentives?
3. Explain why compensation is important?
Activity 3.2
1. Research at least two big companies in the Philippines discuss the types of
compensation that they give to their respective employees.
References:
Flores, Marivic F., Administrative Office Management , 2016
LESSON 6: Office Personnel Problems
MISTAKES VS. BEHAVIOR PROBLEMS


Mistakes aren8t necessarily a bad thing, there
is a value to an honest mistake, if we try to
accomplish a positive action, but for some
reason our attempt fails of the tracks, we gain
a valuable lesson and the process leaves a
lasting impression that we can draw from in
the future to help us make more informed
decision. Simply out mistakes help us gain
experience.
Behavioral problems on the other hand, don8t
lend a tremendous amount of value to a
person8s life and they don8t necessarily help an
individual gain experience that can benefit
them in the future
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Common Personnel Problems
1. The inherited poor performer:
2. The excuse meister
3. The pissed-poor attitude
4. The lazy lump
RESPONSIBILITY AND ACCOUNTABILITY
Before you even begin to correct a problem, everyone needs to realize what they are
personally responsible for. That may sound very basic but not all employee truly
understands what their receptibilities are until you sit them down and clearly outline
them.
THE BIGGEST LESSON
The most significant lesson I8ve learned in dealing with personnel issues is that, we
have to care about what were doing. If you don8t care, then don8t waste your time with
discipline, because you8ll fail miserably. Plus you8ve got to have certain amount of
courage to inform someone that their behavior is detrimental to your crew and or
department.
References:
(Marivic Francisco FLores, 2016)
ONLINE READING MATERIALS:
ONLINE VIDEO LINKS AND MATERIALS:
1. Top Work Place behaviors Do's and Don'ts
ttps://www.youtube.com/watch?v=s5pYnCtIQxU
2. How to Prevent Mistakes at Work
https://www.youtube.com/watch?v=8dxx266xGTM
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TEST YOUR KNOWLEDGE:
The quiz will be uploaded to UBIAN LMS
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
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MODULE 6 – CUSTOMER AND EMPLOYEE SATISFACTION
MODULE 6 – CUSTOMER AND EMPLOYEE SATISFACTION
INTRODUCTION
Maintaining a satisfied staff has positive effects on your customer base and company
bottom line. Employees that are happy in their work not only stay with your company
and boost productivity; they can help maintain a happy customer base as well. The
effects of employee satisfaction on customer outcomes are something that each
business owner should understand.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1.
2.
3.
4.
Identify the value and effects of Customer and Employee Satisfaction
Know the effects of employee satisfaction
Appreciate the value of workplace team and
Know the importance of customer service.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA students.
MODULE CONTENTS:
LESSON 1: Workplace Team
A workplace team means a group of employees who are working together on either a
temporary or a permanent basis to achieve a common adjective.
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THE TYPES OF WORKPLACE TEAMS



Project team. A group of people
brought together to accomplish a
particular project.
Cross-functional team. Made
up of employees from different
departments or areas of the
business.
Self-directed work team. A
team that determines how it will
get a job done and has the
authority, and often the budget to
carry out decisions.
References:
Flores, Marivic F., Administrative Office Management , 2016
LESSON 2: Customer and Employee Satisfaction
There was a cause-and-effect relationship
between the two; that it was impossible to
maintain a loyal customer base without a base
of loyal employees; and that the best employees
prefer to work for companies that deliver the
kind of superior value that builds customer
loyalty4building loyalty has in fact become the
caid test of leadership6. Fredrick Reichheld, The
Loyalty Effect and Loyalty Rules
EMPLOYEE SATISFACTION: THE KEY TO HAPPY CUSTOMERS?
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Customer satisfaction has become commonplace among companies throughout most
industries. Nearly every company seeks customer feedback in one from or another.
Better yet, more companies are acting on the survey feedback they are actually working
to fix the problems so their satisfaction scores will rise in the future.
What do happy employees have to do with retaining customer?
In 2009 study in The Journal for Quality Participation, researcher Randy Brooks
reported on the relationship between financial success, customer satisfaction and
employee satisfaction. He found out that 5depending on market segment and industry,
between 40 to 80 percent of customer satisfaction and customer loyalty was accounted
for by the relationship between employee attitudes and customer related variables.6
How do you get employees to treat your customers better?
It is not just about commanding employees to better serve customers-5Return every
phone call within two hours!6 Smile more6 5The customer is always right6
How can you make meaningful improvements?
If your company runs employee engagement surveys, be sure to communicate the
results to your employees! And be brutally honest. Employees need to feel like they
have been heard-and that their thoughts and feelings are valued.
Activity 1.1:
1. Explain about resolving workplace conflict and irate customer.
References:
Flores, Marivic F., Administrative Office Management , 2016
ONLINE READING MATERIALS:
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ONLINE VIDEO LINKS AND MATERIALS:
1. How to deal with workplace conflicts - Develop your personality and
business skills
https://www.youtube.com/watch?v=qDfSYz0PX9g
TEST YOUR KNOWLEDGE:
The quiz will be uploaded to UBIAN LMS
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
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MODULE 7-RECORDS MANAGEMENT
MODULE 7 - RECORDS MANAGEMENT
INTRODUCTION
Record management (RM) is also known as records and information management
or RIM, is the professional practice of managing the records of an organization
throughout their life cycle, from the time they are created to their eventual disposal.
The purpose of records management is part of an organization8s broader function of
Governance, risk and compliance or (GRC) and primarily concerned with the managing
the evidence of an organization activities as well as the reduction of mitigation of risk
associated with it.
A record is something that represent proof of existence and that can be used to
recreate proves state of existence, regardless of medium or characteristics.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1. Apply procedures of a records management system.
2. Identify what is record management
3. Know and understand the value of filing rules, procedures and record
technology.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA Students.
MODULE CONTENTS:
LESSON 1: Filing Rules And Procedures
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ALPHABETIC INDEXING RULES AND PROCEDURES
Every business must develop and maintain an
organized way to store written communication, such
as reports, letters, memorandums, order forms,
invoices and other such information so that it cis
available for efficient retrieval or reference. This
method of storing records is called filing. While there
are a number or different methods for storing or filing
information4alphabetic,
subject,
numeric,
and
geographic---the most common method is alphabetic
filing system.
BASIC FILING TERMS
 Unit. Each part of a name is a unit. Names are alphabetized unit by unit, if there
are two parts in a name, the name has two units.
 Indexing. Indexing is determining the order and format of the units in a name.
 Alphabetizing. When you arrange names in alphabetical order.
 Case. The case of a letter refers to whether the letter is written as a capital letter
called uppercase or written as a small letter called lower case.
ALPHABETICAL FILING RULES AND PROCEDURES
Let us say you have some folders with these headers:
88 Company LLC
Bob Anders Corporation
W.L Logistics
Plants Management Co.
Planters Welding
W.W. Lampe
The Camdenton Association


Numbers go first
o 88 Company LLC will go first
o File numbers in ascending order, that is smallest to largest
When you get to letters, initials go first within their letter designation
o W.L. and W.W. Lampe both begin with the letter W.L comes before W in
the alphabet, so look at the Initials first.
 W.L. Logistics followed by W.W. Lampe
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

If a person8s name is part of the title, use the first letter of the first name
o Bob Anders Corporation would file under B not A.
Ignore the article 5the6
o Where does The Candenton Association go? Not under T but C.
Activity 1.1:
1. Create a filing system of your imaginary suppliers in your chosen type of business.
(Note minimum of twenty suppliers)
References:
Flores, Marivic F., Administrative Office Management , 2016
LESSON 2: Records Technology
On line coursework for record technicians, also called information technicians are
commonly available. These programs instruct students in how to create and maintain
electronic records that hold information.
References:
Flores, Marivic F., Administrative Office Management , 2016
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ONLINE READING MATERIALS:
ONLINE VIDEO LINKS AND MATERIALS:
1. Records Management An Introduction to Filing Rules and Indexing
https://www.youtube.com/watch?v=zRw0wjL6OUM
TEST YOUR KNOWLEDGE:
1. Describe record management.
2. What is a record? Describe
3. Discuss the different filing terms.
4. Discuss the rules in filing.
5. Define records management.
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
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MODULE 8-MEETINGS AND TRAVELS
MODULE 8 – MEETINGS AND TRAVELS
INTRODUCTION
Meetings are vitally important 3 if done well. Meetings help people feel involved, trusted,
as important team members of the organization, as well as giving them the opportunity
to contribute to the success of the companies.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1. Plan business meetings and prepare related documents.
2. Use appropriate procedures for planning business and travel arrangements.
3. Know effective meetings and conferences.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA students.
MODULE CONTENTS:
LESSON 1: Meeting and Conferences
Meeting is an assembly of people, especially the
members of a society or committee for discussion or
entertainments
Conference is a formal meeting for discussion.
It is a formal get together where people talk
about a chosen topic, like when your office
holds a conference to talk about the problem of
snoring during meetings.
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Six types of Business Meetings for better Efficiency and Communication
1. Status Update Meetings
Almost every company is familiar with those recurring team meetings that were initially
intended to share updates on the latest projects and make sure everyone on the
team is on the same page about the process of the project. These meetings are
meant to remedy any communication hiccups that may end up wasting significant
amounts of time doing the same thing or facing the same challenges over and over
2. Decision-Making Meetings
Although managers generally have the final say, the discussions around important
business decisions often occur in larger groups. Smaller decisions may be made in
status update meetings, but important ones will command their own dedicated
meeting times.
3. Problem-Solving Meetings
Similar to decision-making meetings, problem-solving meetings have a specific goal in
mind. There8s no standard problem-solving meeting since issues vary depending on
your team and your organization, but these types of meetings are crucial
nonetheless.
4. Team-Building Meetings
Although every meeting is a chance for a team to become a little closer by engaging in
banter at the beginning and gaining a stronger understanding of their counterparts,
sometimes it is necessary to have a planned team-building meeting.
5. Idea-Sharing Meetings
Sometimes it8s better to have the whole group get together and share new ideas rather
than distributing them in a meaty email or chaotic chat thread.
6. Innovation Meetings
Every organization needs new ideas from time to time, and innovation meetings are the
standard answer to that need. It is difficult to force creativity, but you can solicit as many
ideas as possible and then filter through them to find the most suitable ones.
References:
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Flores, Marivic F., Administrative Office Management , 2016
https://www.lifesize.com/en/video-conferencing-blog/types-of-business-meetings
LESSON 2: Effective Meetings and Conferences
HOW TO RUN EFFECTIVE MEETINGS AND CONFERENCES
By failing to prepare, you are preparing to fail.6
- Benjamin Franklin
1. Begin with a purpose. Decide first what is it that you want to achieve.
2. Micro-Meetings and Time savers. When setting aside your normal meeting
time cut it into smaller segments of five to ten minutes each. Instead of including
everyone in the meeting unnecessarily rather have a small meeting with the key
people on a particular subject or project. Using micro meeting also means
employees do not have to wait for a week or so before being able to meet on a
pressing matter.
3. The importance of agenda. This follows on from having a purpose before the
making. Make sure all relevant persons have the agenda beforehand.
4. Tick to the Clock. Cover only what needs to be covered and stick to the relevant
topics and discuss points on the agenda.
5. Have an action plan for moving forward. It is vital that everyone leaves
knowing the next step and when the next meeting will take place.
Activity 2.1:
1. Prepare a memorandum and an agenda of a meeting. Assuming that you are the
Sales Supervisor of Toyota Philippines Makati branch you need to update your
Sales Manager about the sales of the branch and what are the top units that
Toyota Makati easily sells to the public.
References:
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Flores, Marivic F., Administrative Office Management , 2016
LESSON 3: Travel Arrangements
How travel arrangements are made depends on the business/ organization where you
work. This agency becomes knowledgeable about the needs of the organization and is
able to provide services.
A travel agency- is a company that offers travel advice and makes travel arrangements
for clients.
Travel Agencies
Since travel knowledge gained through study or first-hand experience may become
obsolete, the secretary should probably make most arrangements through a travel
agent. Furthermore, time can be saved by using the services.
Selecting a Travel Agency
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Be careful when selecting a travel agency. Experienced agents who have up to date
knowledge about the many aspects of the travel industry ensure the trip is well-planned
and often making money saving suggestions.
Using Travel Agency
Travel agencies operates as independent business, and they receive the commission
from the companies for which they sell series. The agency deducts the commission
form the quoted price of an airline ticket or room or car rental rate.
Making reservation
If you elect to make appropriate reservations, major airlines, car rental agencies, and
chain hotels and motels have toll-free information. Most of the airlines and car rental
agencies issue credit cards and accept those issued by major credit card companies.
Air Travel
When your employer or other personnel travel frequently, management may want to
subscribe to one or more of the guides published by Reuben h Donnelly Publications,
2000 Clearwater Drive Oak Brook. L60521
Travel Planner and Hotel/Motel Guide
Perhaps the single most useful source of information for the secretary to use when
making travel arrangement is the Travel planner and hotel/motel guide. An
abundance of information, including a destination index, is given in the guide
Airline timetables
All airlines provide free printed timetables showing flight information for the cities they
serve. Although the information varies slightly, the timetables published by the different
airlines are essentially the same and usually include the following
 Departure cities and the airports
 Destination cities and the airports
 Departure times given in the local time for the city of origin
 Arrival times given in the local time for the destination city
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




Meals served
Type of flight, number of stops, nonstop connecting
Flight numbers
Codes identifying the cities
Types of aircraft
Travel
Executive seldom travel by train or bus when air transportation is available.
Occasionally, on commercial airport is in the proximity of the place the person a need to
travel and sometimes the weather forces the airlines to cancel flights.
Room reservations
Your employer may have a preference concerning the hotel or motel, as well as the type
of accommodations. Also you should check with the accounting department whether
any hotel or motel gives discounts to representative of your company.
Car Rental
You may have a travel agent reserve the car, or you may call the rental agency. Several
companies have arrangements with car rental agencies whereby their employees
receive a discount, therefore before reserving a car, you should ask your supervisor or
contact the account office to determine whether your company receives a discount.
MAKING TRAVEL ARRANGEMENTS
1. Should corporate travelers have choice regarding suppliers when making travel
arrangements?
2. How should employees make their travel arrangements?
a. Through a designated travel management company
b. Through online booking system which can be designated to encourage the
use of preferred suppliers by highlighting them or by offering travelers no
other options.
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c. Through company travel agents who make arrangements using corporate
approved channels
d. Through any mechanism
e. Through supplier websites
f. A policy may require anyone planning a meeting with a defined number or
attending employees
g. Policy should encourage travelers who take at least one trip a year to
complete a profile to be included online and in the travel management
company global distribution system
1. When should trips be planned?
a. In advance.
b. Consider taking advantage of advance purpose airfares by requiring
approval of a supervisor or another manager or booking within seven or
14 days of departure.
c. Some companies send automated notification to travelers and their
managers indication how much money the traveler could have sed by
booking a trip in advance.
d. Increasingly, company ask employees at the time of booking to consider
such travel alternatives as remote conferencing, particularly for non-client
taking travel, to help curb unnecessary trips.
2. Is pre-approval by an employee’s supervisor necessary?
a. Yes. Requiring approval enables supervisor to rule that a particular trip is
unnecessary or too expensive.
b. No. requiring pre trip approval can create bottle necks if managers are
slow to process authorization.
c. Some companies compromise by relying on pre-trip notifications that alert
managers that a trip has been booked but do not require approval.
d. Others rely on pre-trip exception reports from their travel management
company that list travelers who have made reservation out of policy,
forcing individuals to apply business reasons for exceptions ion teal time.
e. Some companies employ the use of verbal approval from the travelers
manager prior to booking
f. Approval should not be obtained from so high up the corporate ladder that
the most senior executives are spending valuable time on administrative
details
3. What is the procedure for making emergency travel plans during hours
when the travel, management company is not open, and for changing plans
en route?
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4. The policy may encourage or require travelers to adjust schedules to
minimize costs.
Activity 1.1:
International travel arrangements.. Your supervisor will be travelling to France to meet
with clients. The trip will begin one month from today. The trip will last for seven days,
including travel time. Do the following:
1. Research a city to which your supervisor will travel. Research flight to the city.
2. Select flight itinerary for the trip and print record this information.
3. Select a hotel where your supervisor will stay. Record the hotel name address,
reservation dates, and room rates as you would in booking the hotel.
4. Research the best way for your supervisor to get from the airport to the hotel and
record those arrangement.
References:
Flores, Marivic F., Administrative Office Management , 2016
ONLINE READING MATERIALS:
ONLINE VIDEO LINKS AND MATERIALS:
TEST YOUR KNOWLEDGE:
The quiz will be uploaded to UBIAN LMS
MODULE REFERENCES:
Flores, Marivic F., Administrative Office Management , 2016
http://www.commonsenseleadership.com/the-importance-of-effectivemeetings/#:~:text=Meetings%20are%20vitally%20important%20%E2%80%93%20if,fuel%20that%20runs
%20our%20companies.
https://www.lifesize.com/en/video-conferencing-blog/types-of-business-meetings
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MODULE 9- JOB SEARCH AND ADVANCEMENT
MODULE 9 – JOB SEARCH AND ADVANCEMENT
INTRODUCTION
Job searching or job hunting or job seeking is the act of looking for employment, due to
unemployment, discounted with a current position, or desire for a better position.
Advancement is the process of promoting a cause or plan. It is the promotion of a
person in rank or status.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
1.
2.
3.
4.
5.
Know how to match skills, values and interests with job possibilities.
Identify sources of job information
Be able to prepare letter of application and resume
Learn how to develop job interview skills; and
Differentiate the job advancement strategies develop.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA Students.
MODULE CONTENTS:
LESSON 1: Matching Skills, Values and Interest with Job Responsibilities
By the end of this lesson, you should be able to:
1. Know how to match skills, values and interests with job possibilities
Assess Yourself
Find careers that match your work skills, interest and values. An assessment helps you
learn about yourself. Career assessment tools ask questions to help you learn about
you and careers that fit you.
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What is an Assessment?
Learn about assessment and what a career assessment can tell you.
Skills
Learn about how to identify your skills, use them in your resume, or improve them with
practice.

ISEEK Skills assessment
Rate your skills and see which careers are a match for the skills that are
important to you.

Career One stop skills Profilers
Use this tool to create a list your skills and match them a job types that use those
skills.

MN Careers Interest Assessment
See how your interests related to the careers that fit you best.

ISEEK Career Cluster Interest Assessment
Rate the activities you enjoy, your personal qualities and school subjects you like
to see which career clusters are a match for your interests.
Activity 1.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
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LESSON 2: Getting a job sources of career Information
By the end of this lesson, you should be able to:
1. Identify the sources of job information.
Personal Contact
Families and friends can be extremely helpful in providing career information.
While they may not always have the information needed, they may know other
knowledgeable people and be able to put the job seeker in touch with them. These
contacts can lead to an 5information interview6, which usually means talking to someone
who can provide information about a company or career. This person should have the
experience to describe how he or she trained for the job, received promotions, and
dislikes the job. Not only can the person advise what to do, he or she can advise what
not to do.
Libraries and Career Centers
Libraries offer a great deal of information about careers and job training. Begin by
searching the catalog under6 vocations6 or 5careers6 and then look under specific fields
of work that match areas of interest. For instance, those who like working with the
veterinary assistants, zoologists, animal trainers, breeders, groomers and others whose
occupations involve working with animals. Trade publications and magazines describe
and discuss many kinds of work in various fields.
Most school and public libraries own current editions of the Occupational Outlook
Handbook, which describes hundreds of occupations in detail and is revised every year
by the Department of Labor and Employment. School career centers often offer
individual counseling and testing, guest speakers, field trips and career days.
Information in career guidance materials should be current. It is wise to find a numbers
of sources, since one resource might glamorize the occupation, overstate the earnings,
or exaggerate the demand for workers in the field.
Counselors
Counselors are professionals trained to help clients assess their own strengths and
weaknesses, evaluate their goals and values and determine what they want in a career.
Counselors can be found in:




Placement offices in private vocational or technical schools
College career planning and placement offices
Vocational rehabilitation agencies
Counseling service offices offered by community organizations.
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

Private counseling agencies
State employment service offices.
The Internet
The Internet provides much of the same job information that is available through
libraries, career centers and guidance offices. However no single network resource will
contain all the desired information. As in a library search, one must look through various
lists by field of discipline or by using keyword searches.
A good place to start an Internet search for career information is at the Website of
DOLE Statistics, where job seekers can find the aforementioned most current edition of
the Occupational Outlook Handbook. This resource contains specific information and
statistics on occupation from aircraft mechanics to zoologists. Topics covered range
from the type of education or training required to working conditions, earnings,
prospects for career openings and advancement and description of what workers do on
the job.
Organizations
Professional societies, trade associations, labor unions, business firms and
educational institutions offer a variety of free or inexpensive career materials. Trade
organizations are particularly useful sources of information if one already has a job and
is seeking another or fears being 5downsized6 by one8s present employer.
Education and training Information
All jobs require some kind of training, even those that primarily utilize simple,
everyday skills. Many people acquire these most basic job skills during the process of
growing up and through compulsory education. Additional on-the-job training is often
sufficient for success in a first-timer job. Most career jobs, however, require more
education and training than can be provided through the basic life experience and new
employee orientation programs.
For career training for some fields may be available through vocational courses in
public schools, local branches of employment offices or apprenticeship programs. Some
occupations require a few months training, while others may take many years of
education and be very costly. Physicians, for instance may spend as many tens of
thousands of pesos to learn specialty in medicine.
Colleges, schools and training institutes readily reply to requests for information
about their programs. Professional and trade associations have lists of schools that
offer career preparation in their fields.
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Activity 2.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
LESSON 3: Preparing Letter of Application and Resumes
By the end of this lesson, you should be able to:
1. Be able to prepare letter of application and resume
Letter of Application and Resume
A letter of application also known as a cover letter is a document sent with your
resume to provide additional information on your skills and experience. A letter of
application typically provides detailed information on why are you qualified for the job
you are applying for. Effective application letters explain the reasons for your interest in
the specific organization and identify your most relevant skills or experiences.
Your application letter should let the employer know what position you are applying
for, why the employer should select you for an interview and how you will follow-up.
What in include in a letter of Application?
When writing an application letter you should include:

Subject (for an email letter)
List the job are applying for and your name in the subject line of your email
message, so the employer is clear as to what job you are interested in and who you are.
First Paragraph: mention the job you are applying for and where you found the
listing.
Middle Paragraph(s): What you have to offer the employer mention why your
skills and experience are a good fit for the job.
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Last Paragraph6 Say thank you to the hiring manager for considering you and
note how you will follow up.

Signature
End your cover letter with your signature, handwritten, followed by your typed name.

Resume
A resume is a document used by persons to present their background and skills.
Resumes can be used for a variety of reasons, but most often these are used to secure
new employment. A typical resume contains a 5summary6 of relevant job experience
and education, as its French origin implies. The resume is usually one of the first items,
along with a cover letter and sometimes an application for employment, which a
potential employer sees regarding the job seeker and is typically used to screen
applicants, often followed by an interview. The curriculum vitae (CV) used for academic
purposes is more akin to the resume 3 a shorter, summary version of one8s education
and experience 3 than to the longer and more detailed CV that is expected in academic
circle.
Activity 3.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
LESSON 4: Developing Job Interview Skills
By the end of this lesson, you should be able to:
1. Learn how to develop job interview skills
Develop your interview skills
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It8s natural to feel nervous at an interview. The best way to alleviate your anxiety and
come across as confident and knowledgeable is to prepare ahead of time and practice,
practice, practice.
Some basic questions to ask yourself before preparing for an interview
o What are the most commonly asked interview questions?
o Do I know the difference between behavioral interview question and
situational interview questions and can I effectively answer either type of
questions?
o How much information is too much and how much is too little?
o Is it okay to use examples from unpaid experiences? If I8ve never had a paid
job before?
o What should I wear?
What kind of impression do you give in an interview?
If you want to see what you look like while you8re answering interview questions
(you8d be surprised at how often you say 5um6 or fidget with your or hands) practice in
front of the mirror or with somebody who will give you honest and constructive
feedback: a friend, roommate, family member, or a Job Search Advisor at the Career
Center who can conduct a videotaped interview practice session with you and provide
feedback to strengthen your interview skills.
Resources to help you strengthen your interview skills
Polishing your interview skills workshop:
This career center workshop will help you approach your next interview with
increased confidence by outing your interview skills to test in a fun, fact-paced
environment alongside your peers.
Making a Great first impression in your interview and beyond workshop:
This career center workshop will help you make a positive impression and
increase your confidence when interacting with others to get the job you want.
Career Cyber guide
Basic interview Skills:
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This great video by the Sunny Rockland Community College gives an overview
of the interview process, including tips on what you should do…and not do,
Getting feedback when you didn’t get the job:
The Monster Career Coach explains how to find out what the employer thought of
you so you can use that feedback to improve your next interview.
Activity 4.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
LESSON 5: Developing Job Advancement Strategies
By the end of this lesson, you should be able to:
1. Differentiate each job advancement strategies develop.
Job Advancement strategies
Advancement, they cannot afford to take anything for granted. Performing well and
bringing value is tantamount to success! However, you can be great at your job and
never advance to the next level if you don8t make a conscious effort to plan for career
growth. Those who decide to seek job advancement must leave nothing to chance.
To advance yourself to the next level, create a clear and concise roadmap that
guides you through the process. Here are some specific strategies you will want to
adopt in order to succeed.
1. Create Personal Brand
Creating a brand that is high in demand is one of the most powerful things
you can do to fuel career advancement. Once you establish the skills and
characteristics that make you unique, employers will be more likely to pursue
you. To develop and implement a personal branding strategy, you must first
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assess your strengths, preferences and differentiators. I often provide a DISC
assessment as a first step in establishing a sound personal branding strategy.
2. Convey your Value
Once you have a thorough picture of the image you wish to convey with
your personal brand, you must continue to refine the brand and establish it as a
common theme in all of your communications. You must BE your band Blogging.
Participating in discussions on social media sites, providing case studies,
volunteering and attending local networking events are all ways you can extend
and grow brand recognition.
3. Update your Career Documents
Smart executives recognize that part of positioning their brand includes
creating outstanding career documents. A strong linked in profile and the
development of a professional biography can add value, and help with job
advancement. It is no longer enough to have a basic resume. Your resume must
be polished and focused to reflect your brand image. It should include targeted
and impactful wording that illustrates your most impressive accomplishments.
Many executives are opting to include a multimedia Visual CV/Digital Resume as
part of their repertoire.
4. Public Speaking and Media Interaction
I know that people hate the thought of speaking publicly, but the more you
get your face and name out in the world as a valued resource and industry
expert, the more likely you are to be remembered for ne =w and interesting
opportunities. If you are quoted as a trusted resource in multiplt publications, this
will add clout to your brand, as well.
Most successful executives have worked hard to develop their reputation
and nurture their brand value. It is important to think about job advancement
early in your career. By planning, a well-defined strategy and mapping out a
specific plan for growth, you will be one step ahead of the competition.
Activity 5.1:
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Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
ONLINE READING MATERIALS:
ONLINE VIDEO LINKS AND MATERIALS:


Watch the online video lecture of the course instructor uploaded at NEO LMS and to the
class shared Google drive (if applicable).
Live Zoom/Googlemeet online class.
TEST YOUR KNOWLEDGE:
MODULE REFERENCES:
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MODULE 10- LEADERSHIP THEORIES AND BEHAVIORS
MODULE 10 – LEADERSHIP THEORIES AND BEHAVIORS
INTRODUCTION
Leadership is the art of motivating a group of people to act toward achieving a
common goal. In a business setting, this can mean directing workers and colleagues
with a strategy to meet the company's needs.
Leadership captures the essentials of being able and prepared to inspire others.
Effective leadership is based upon ideas4both original and borrowed4those are
effectively communicated to others in a way that engages them enough to act as the
leader wants them to act.
A leader inspires others to act while simultaneously directing the way that they
act. They must be personable enough for others to follow their orders, and they must
have the critical thinking skills to know the best way to use the resources at an
organization's disposal.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
6. Know the difference between the behavioral and situational leadership theory;
7. Identify what is leadership and the leadership styles; and
8. Understand what the right leadership style should be.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA Students.
MODULE CONTENTS:
LESSON 1: Leadership
By the end of this lesson, you should be able to:
1. Know the difference between the behavioral and situational leadership theory;
2. Identify what is leadership and the leadership styles; and
3. Understand what should be the right leadership style
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Leadership is a task-relevant and that the most successful leaders are those that
adap[t theor leadership style to the Maturity (5the capacity to set high but attainable
goals, willingness and ability to take responsibility for the task and relevant education
and/or experience of an individual or a group for the task) of the individual or group they
are attempting to lead/influence. That effective leadership varies, not only with the
person or group that is being influenced, but it will also depend on the task, job or
function that needs to be accomplished.
How Does Leadership Work?
In business, leadership is linked to performance, and any leadership definition has to
take that into account. Therefore, while leadership isn't intrinsically linked to profit, those
who are viewed as effective leaders in corporate contexts are the ones who increase
their company's bottom lines.
While there are people who seem to be naturally endowed with more leadership
abilities than others, anyone can learn to become a leader by improving particular skills.
History is full of people who, while having no previous leadership experience, have
stepped to the fore in crises and persuaded others to follow their suggested course of
action. They possessed traits and qualities that helped them to step into roles of
leadership.
Leadership vs. Management
Leadership vs. Management
Leadership
Management
May or may not be a manager
May or may not be a leader
Must inspire followers
May or may not inspire those under them
Emphasizes innovation
Emphasizes rationality and control
May be unconcerned with preserving
existing structures
Seeks to work within and preserve existing
corporate structures
Typically operates with relative
independence
Typically a link in the corporate chain of command
May be less concerned with interpersonal
issues
May be more concerned with interpersonal issues
The terms leadership and management tend to be used interchangeably, but they're
not the same. Leadership requires traits that extend beyond management duties. Both
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leaders and managers have to manage the resources at their disposal, but true
leadership requires more. For example, managers may or may not be described as
inspiring by the people working under them, but a leader must inspire those who follow
them.
Another difference between leaders and managers is that leaders emphasize
innovation above all else. Whereas a manager seeks to inspire their team to meet goals
while following company rules, a leader may be more concerned with setting and
achieving lofty goals4even at the expense of existing corporate structures. When a
worker has a radical new idea for how to tackle an issue, a leader is likely to encourage
that person to pursue the idea.
Managers may be more likely to preserve existing structures because they
themselves operate within that structure. They may have bosses above them, so they
have less freedom to break rules in the pursuit of lofty goals. Leaders, on the other
hand, often operate fairly independently. That allows them to tolerate a greater amount
of chaos, so long as they believe it will be worth it in the end.
However, the leader's devotion to innovation can sometimes come at a cost. Chaos
and high-pressure work environments can create interpersonal issues. When such
issues arise, a manager is more likely to see it as their duty to smooth over problems
between employees. Leaders can sometimes be so singularly focused on achieving
lofty goals that they let interpersonal issues and employee welfare fall to the wayside.





Leadership is the art of motivating a group of people to act toward
achieving a common objective.
Organizations refer to upper-level personnel in their management
structures as leadership.
To be an effective leader in business, you must possess traits that extend
beyond management duties.
Leadership skills can be learned and leaders may evolve.
A person may be referred to interchangeably as both a "leader" and a
"manager," though the two terms are not necessarily synonymous.
Activity 1.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
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LESSON 2: Behavioral and Situational Theories
By the end of this lesson, you should be able to:
2. Know the difference between the behavioral and situational leadership theory.
Behavioral Theories of Leadership
-
Behavioral theories of leadership are based upon the belief that great leaders
are made, not made.
Rooted in behaviourism, this leadership theory focuses on the actions of
leaders not on mental qualities or internal states.
According to this theory, people can learn to become leaders through
teaching and observation.
Are classified as such because they focus on the study of specific behaviours
of a leader.
<Behaviour is the mirror in which everyone shows their image.= – Johann
Wolfgang von Goethe
Advantages of Behavioral Theory of Leadership:
-
Behavioral theory promotes the value of leadership styles with an emphasis
on concern for people and collaboration. It promotes participative decision
making and team development by supporting individual needs and aligning
individual and group objectives. It helps managers evaluate and understand
how their behavioural style as a manager affects their relationship with the
team and promotes commitment and contribution towards organizational
goals. This
theory
helps
managers find
the
right
balance
between different styles of leadership, and helps them decide how to behave
as a leader, depending on concerns for people and for productivity.
Criticism / Arguments against - Behavioral Theory of Leadership:
-
As there were inherent limitations with the Trait approach to leadership,
when early researchers ran out of steam in their search for traits, they turned
to what leaders did, how they behaved and came with behavioural theory of
leadership. This became the dominant way of approaching leadership within
organizations in the 1950s and early 1960s but this theory too had its own
limitations. Behavioral Theory of Leadership proposes leadership styles but a
specific leadership style may not be best in all circumstances. When
researchers really got to work on this it didn8t seem to validate their
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assumptions. While behavioural theories may help managers develop
particular leadership behaviours but they provide little guidance as to what
constitutes effective leadership in different situations.
-
There were lots of differences and inconsistencies between studies. It was
difficult to say which style of leadership was significant in enabling one group
to work better than another. The styles that leaders can adopt are far more
affected by those they are working with, and the environment they are
operating within, than had been originally thought. Most researchers today
conclude that no one leadership style is right for every manager under all
circumstances.
Two Important Behavioral Studies
Michigan Leadership Studies - It is a Behavioral Leadership theory that indicates the
Institute for Social Research at the University of Michigan conducted empirical studies
to identify styles of leader behaviour that results in higher performance and satisfaction
of a group.
Ohio State Leadership Studies - It is Behavioral Leadership Theory.
Series of studies on leadership was done by the Ohio State University in 1945 to identify
observable behaviour8s of leaders instead of focusing on.
Situational Theory of Leadership
It is a leadership theory developed by Paul Hersey and Ken Blanchard.
-
The fundamental underpinning of the Situational Leadership Theory is that
there is no single 5best6 style of leadership.
The effective leadership varies, not only with the person or group that is being
influenced, but it will also depend on task, job or function that needs to be
accomplished.
Activity 2.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
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LESSON 3: Leadership Styles
By the end of this lesson, you should be able to:
1. Identify what is leadership and the leadership styles
Leadership Styles
Hershey and Blanchard characterized leadership style in terms of the amount of
Task Behavior and Relationship Behavior that the leader provides to their followers.
They categorized all leadership styles into four behavior types, which they named S1 to
S4:




S1: Telling 3 This is characterized by one-way communication in which the
leader defines the roles of the individual or group and provides the what, how,
why, when, and where to do the task.
S2: Selling 3 While the leader is still providing the direction, he is now using twoway communication and providing the socio-emotional support that will allow the
individual or group being influenced to buy into the process.
S3: Participating 3 This is now shared decision making about aspects of how
the task is accomplished and the leader is providing less task behaviors while
maintaining high relationship behavior.
S4: Delegating 3 The leader is still involved in decision, however, the process
and responsibility has been passed to the individual or group. The leader stays
involved to monitor progress.
Of these, no one style is considered optimal for all leaders to use all the time.
Effective leaders need to be flexible, and must adapt themselves according to the
situation.
Activity 3.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
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LESSON 4: Maturity Level and Developing People and Self-motivation
By the end of this lesson, you should be able to:
2. Understand what the right leadership style should be.
Maturity Levels
The right leadership style will depend on the person or group being led 3 the
follower. The Hershey-Balnchard Situational Leadership Theory identified four levels of
Maturity M1 through M4:

M1 3 They generally lack the specific skills required for the job in hand and are
unable and unwilling to do or to take responsibility for this job or task.

M2 3 They are still unable to take on responsibility for the task being done,
however, they are willing to work at the task.
M3 3 They are experienced and able to do the task but lack the confidence to
take on responsibility.


M4 3 They are experienced at the task, and comfortable with their own ability to
do it well.
Maturity Levels are also task specific. A person might be generally skilled,
confident and motivated in their job, but would still have a Maturity Level M2
when asked to perform a task requiring skills they don8t possess.
Developing People and Self-motivation
A good leader develops 7the competence and commitment of their people so
they8re self-motivated rather than dependent on others for direction and guidance.
 Hersheys 3 According to him, 5The Situational Book 5, the leader8s high,
realistic expectation causes high performance of folowers.
 Ken Blanchard 3 According to him, 5 Four combinations of competence
and commitment make up what we call development level6




D4: High competence and high commitment
D3: Moderate to high competence and variable commitment
D2: Some to low competence and low commitment
D1: Low competence and high commitment
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In order to make an effective cycle, a leader needs to motivate followers properly.
Activity 4.1:
Please see UBian LMS
References:
Flores, Marivic F., Administrative Office Management, 2016
ONLINE READING MATERIALS:
ONLINE VIDEO LINKS AND MATERIALS:


Watch the online video lecture of the course instructor uploaded at NEO LMS and to the
class shared Google drive (if applicable).
Live Zoom/Googlemeet online class.
TEST YOUR KNOWLEDGE:
MODULE REFERENCES:
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MODULE 11 – OFFICE AND ADMINISTRATIVE MANAGEMENT
MODULE 11 – OFFICE MANAGEMENT PROCEDURE AND POLICIES
INTRODUCTION
Are you interested in growing your business while enhancing your employee8s
ability to deliver consistent, high caliber service without dramatically increasing the
burden of employee management responsibilities on you? If so, we recommend you
take several minutes to read on and acquaint yourself with the importance and benefits
of written, well-defined Policies & Procedures!
Why is this important to you? Simply put, well-written policies and procedures
allow employees to clearly understand their roles and responsibilities within predefined
limits. Basically, policies and procedures allow management to guide operations without
constant management intervention. And constant intervention equates to increase
operating expenses that ultimately detract from your company8s profitability.
So ask yourself…What condition are my company8s written policies and
procedures in? Oh, you say you don8t have written policies and
procedures. Fear not, it8s never too late to take advantage of tools and techniques many
of your competitors have and are using successfully to grow their business and market
share.
In order to understand why policies and procedures are so important we need to
know what they are, and the differences between them.
LEARNING OUTCOMES:
After reading this module, the learner should be able to:
9. Be able to know the difference between policy and procedure;
10. Be able to develop office management procedures and policies.
TIME:
The time allotted for this module is 6 hours.
LEARNER DESCRIPTION
The participants in this module are BSBA Students.
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MODULE CONTENTS:
LESSON 1: Are Your Policies and Procedures a Barrier To Growing Your
Company?
By the end of this lesson, you should be able to:
Know the difference between policy and procedure;
What is a Policy?
A 7Policy8 is a predetermined course of action, which is established to provide a guide toward
accepted business strategies and objectives. In other words, it is a direct link between an
organization8s 7Vision8 and their day-to-day operations. Policies identify the key activities and
provide a general strategy to decision-makers on how to handle issues as they arise. This is
accomplished by providing the reader with limits and a choice of alternatives that can be used to
7guide8 their decision making process as they attempt to overcome problems. I like to think of
7policies8 as a globe where national boundaries, oceans, mountain ranges and other major
features are easily identified.
What is a Procedure?
The ultimate goal of every 7Procedure8 is to provide the reader with a clear and easily
understood plan of action required to carry out or implement a policy. A well-written procedure
will also help eliminate common misunderstandings by identifying job responsibilities and
establishing boundaries for the jobholders. Good procedures actually allow managers to control
events in advance and prevent the organization (and employees) from making costly mistakes.
You can think of a procedure as a road map where the trip details are highlighted in order to
prevent a person from getting lost or 7wandering8 off an acceptable path identified by the
company8s management team.
Differentiating Between Policies and Procedures
Policies
Are general in nature
Identify company rules
Explain why they exist
Tells when the rule applies
Describe who it covers
Shows how the rule is enforced
Describes the consequences
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Are normally described using simple sentences and paragraphs
Procedures
Identify specific actions
Explain when to take actions
Describe alternatives
Shows emergency procedures
Includes warning and cautions
Gives examples
Shows how to complete forms
Are normally written using and outline format
Policies and procedures are required when there is a need for consistency in your day-to-day
operational activities. Policies and procedures also provide clarity to the reader when dealing
with accountability issues or activities that are of critical importance to the company, such as,
health and safety, legal liabilities, regulatory requirements or issues that have serious
consequences.
Are Your Policies and Procedures Meeting Your Needs?
A few 7Critical8 signs that your policies and procedures need to be reviewed and updated
include:
An increase in the number of accidents, higher failure rates or costly overruns.
More staff questions on 7normal operations8 or a feeling of general confusion within a
department or division.
Employees may also be demonstrating inconsistency in their job performance and there
may be an increase in the workforce8s stress levels.
Customers are increasing complaints.
Benefits of Policies and Procedures
Now that we have a better understanding of policies and procedures, let8s take a look at the
major benefits they provide.
Employees understand the constraints of their job without using a 7trial and error8
approach, as key points are visible in well-written policies and procedures.
Policies and procedures enable the workforce to clearly understand individual and team
responsibilities, thus saving time and resources. Everyone is working off the same
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page; employees can get the 5official6 word on how they should go about their tasks
quickly and easily.
Clearly written policies and procedures allow managers to exercise control by exception
rather than 7micro-manage8 their staff.
They send a 5We Care!6 message. 7The company wants us to be successful at our jobs.8
Clearly written policies and procedures provide legal protection. Juries apply the
7common person8 standard. If written clearly so that outsiders understand, the company
has better legal footing if challenged in court.
Let8s return to the first question we asked. Are you interested in growing your business without
dramatically increasing your burden of employee management responsibilities? If your answer
is yes, we recommend reviewing and implementing policies and procedures that are effective,
and work on your company8s behalf.
Activity 1.1:
Please refer to Activity 2.1
References:
https://www.pcg-services.com/are-your-policies-and-procedures-a-barrier-to-growing-your-company/
LESSON 2: Developing Office Management Procedures and Policies
By the end of this lesson, you should be able to:

Understand how to develop office management procedures and policies.
Guide to Writing Policy and Procedure Documents
Preparing a policy or procedure document for on-line policy and procedure system is
not as mysterious or difficult as you might think. This guide is designed to explain the
campus8 policy and procedure framework, to help policy and procedure owners organize
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their written documentation, and to act as a resource as they navigate the approval
process. You will find the information in this 5how to6 guide helpful if you are responsible
for formulating or documenting new or existing policies and procedures.
Why create an on-line policies and procedure system
Over the past several years the campus has been actively examining its decision
making processes with an objective of locating decision-making authority at the lowest
appropriate levels. Improvements in the campus8 process for documenting policies,
procedures, and delegations of authority will enable this effort by addressing a number
of issues:
3. Ease of Access. Currently there are too many manuals and loose memos4an
information flood. Users don8t know what is important. Policy and procedure
manuals that do exist are not always up-to-date and users cannot always find the
documents they need to make informed decisions. An up-to-date, on-line system
will permit those who use or are directly affected by policies and procedures to
have the access they need.
4. Cost Effectiveness. Currently, individual offices must dedicate resources to
maintaining files of relevant campus wide policies and procedures. Alternatively,
the offices responsible for policy must respond to requests for policy documents
as they are needed by individual users4using scarce human resources within
those offices which might better be assigned to other activities. Making written
policies and procedures readily available and identifying a single office (or
position within an office) in the policy (or procedure) documents to which
questions can be directed should result in the following benefits:
o Less time spent on the telephone (or using electronic mail) to locate a
person to whom a question can be addressed;
o Fewer errors; and
o Consistent answers.
5. Responsiveness. The ability to quickly update and disseminate procedures
enables the campus to meet changing customer needs and to adapt to new
environments.
6. Accountability. Clearly written, available policies and procedures are one of the
foundation elements of any system in which individuals and units are held
accountable for adherence to campus policies and procedures.
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A campus policies and procedures manual can quickly become out-of-date if an
effective policy coordination function is not coupled with the effort. The creation of a
Policy Coordinating Office responsible for the maintenance and distribution of policy
records and up-to-date procedures along with providing guidance to you as policy (and
procedure) owners will make your investment in preparing written documents a more
rewarding effort.
What are the Characteristics of a Good Policies and Procedure Documents?
The overall goal for any policy or procedure document is for the design to be simple,
consistent, and easy to use. In order to ensure a consistent format between documents,
the campus has developed a number of Microsoft Word templates to help the writers of
policies and procedures get started.
Good Policies
o Policies are written in clear, concise, simple language.
o Policy statements address what is the rule rather than how to implement
the rule.
o Policy statements are readily available to the campus community and their
authority is clear.
o Designated 5policy experts6 (identified in each document) are readily
available to interpret policies and resolve problems.
o As a body, they represent a consistent, logical framework for campus
action.
Good Procedures
o Procedures are tied to policies. Making explicit this relationship along with
how the procedure helps the campus achieve its goals or strategic plan
helps ensure understanding and compliance.
o Procedures are developed with the customer/user in mind. Well developed
and thought out procedures provide benefits to the procedure user.
o There is a sense of ownership among procedure users. For this reason, it
helps to involve users in the development of campus procedures.
o The procedures are understandable. Procedures should be written so that
what needs to be done can be easily followed by all users.
o When feasible, procedures should offer the user options. Procedures
which are unnecessarily restrictive may limit their usefulness.
Writing Style for Policy and Procedures Documents
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Concise, minimum of verbiage.
Factual4double-check accuracy!
Don8t include information that may be quickly outdated (e.g., names).
If you use an acronym, spell it out the first time you use it.
Include step-by-step instructions for completing (paper or electronic) forms
(procedures only).
Not too technical4simple enough to be understood by a new employee
GETTING STARTED
The following steps will help you get started.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Consult with the Policy Coordinating Office for questions about the
components of a policy or procedure, the recommended templates, and the
standard language and terminology that should be used in campus policy
and procedure documents. The Policy Coordinating Office has
responsibility for
 maintaining
delegations,
policies,
and
procedures
inventory/6manual6 (and database) and coordinating their update,
 setting standards for written policies and procedures, and
 providing training/consulting to preparers of policies and procedures.
You can also work with the Policy Coordinating Office to research
the policy context and identify related policies and procedures. Thus
the Policy Coordinating Office can be a valuable resource to you as
you develop written policies or procedures.
Develop a document outline.
Verify the outline with your supervisor and other subject matter experts.
Determine who will be the writers/reviewers of your policy or procedure
Consult the style guidelines contained in this document.
As you develop your policy or procedure, keep the Policy Coordinating
Office informed of your progress and seek their assistance where
appropriate (e.g., as you determine the approvals that may be required).
Designate appropriate policy (or procedure) 5experts.6
Obtain the appropriate approvals.
Provide the final policy or procedure document to the Policy Coordinating
Office in both electronic and hard copy form.
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Policy and Procedure Approval Checklist
A detailed diagram/flow chart illustrating the policy formulation and approval process
steps is available upon request from the Policy Coordinating Office. The following check
list, however, can serve as a guide to the policy owner:
1. Check for existing policies and responsible individuals:
 Check policies and procedures manuals (i.e., campus and systemwide).
 Check delegations of authority (or unit with operational responsibility).
 Check with Policy Coordinating Office if you cannot locate policy and/or
responsible office from other sources.
2. Identify cognizant administrative office/officer and policy gap:
 Work closely with Policy Coordinating Office to research policy context
and to identify related policies and procedures.
 If the policy has academic implications, check with Academic Senate
Office on the need for further consultation.
 If the policy affects specific groups for which explicit consultations are
required, check with the appropriate principal officer or unit manager for
additional instructions (e.g., policies with labor relations implications must
follow a specific process).
3. Develop new or revised campus administrative policy.
 Work closely with Policy Coordinating Office to identify affected parties
and appropriate review bodies.
 In the early policy development stages, consult with/consider the views of
those who will be directly affected by the new or revised policy.
 Draft new or revised policy.
 Review final draft of policy with Policy Coordinating Office (for clarity,
readability, and consistency with other policies and procedures).
 Review final draft of new or revised campus administrative policy with
cognizant University officer (per delegation of authority or operational
responsibility).
4. Working closely with the Coordinating Office, conduct additional
review/consultation as appropriate.
 Forward draft policy to Policy Coordinating Office.
 Take to appropriate campus review bodies.
 Take to appropriate senior administrative officers.
 Engage in additional review/consultation (as may be suggested).
 Revise policy (if necessary).
5. Ensure that appropriate procedures are developed or revised. Contact Policy
Coordinating Office for assistance.
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6. Disseminate policy.
• Prepare materials for Policies and Procedures Manual.
• Forward to Policy Coordinating Office for posting to electronic manual.
• Provide notice to affected population.
• Provide training/orientation (as appropriate).
Procedures
The check list for procedure owners is quite similar except for the review
process. Note that with procedures, the review process is less formal although it is
expected that procedure owners will incorporate the principles of 5customer voice6 into
their process:
1. Check for existing policies, procedures, and responsible individuals:
 Check policies and procedures manuals (i.e., campus and
systemwide).
 Check delegations of authority (or unit with operational responsibility).
 Check with Policy Coordinating Office if you cannot locate procedure
and/or responsible office from other sources.
2. Identify cognizant administrative office/officer and need for procedure:
 Work closely with Policy Coordinating Office to research policy context
and to identify related policies and procedures.
 If the procedure requires the development of new policies, follow the
steps in the policy formulation and approval process.
3. Develop new or revised campus administrative procedure.
 In the early procedure development stages, consult with/consider the
views of those who will be directly affected by the new or revised
procedure.
 Review the principles and objectives for campus process redesign and
ensure that they are achieved as new or revised procedures are
developed.
 Review final draft of new or revised campus administrative procedure
with cognizant University officer (per delegation of authority or
operational responsibility).
4. Conduct additional review/consultation as appropriate.
 As appropriate consult with Policy Coordinating Office.
 Engage in additional review/consultation (as may be suggested).
 Revise procedure (if necessary).
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5. Disseminate procedure.
 Prepare training program for new or revised procedures.
 Prepare materials for Policies and Procedures Manual.
 Forward to Policy Coordinating Office for posting to electronic manual.
 Provide notice to affected population.
 Hold training workshops/orientation (as appropriate).
Activity 2.1:
1. Look for a Professional employed in a company. Interview her about one
important office policy being implemented in their organization?
2. Ask the following questions:
a. What do you think is the most important policy that is being implemented
in the organization?
b. Who is the administering office of this policy?
c. How long has this policy been administered?
d. What are the guidelines of this policy?
e. Do you think this policy both helps the people and the organization? Why?
f. What do you think is the gray area of this policy?
g. Are you satisfied with how your organization administers this specific
policy?
h. If you think this policy has not been implemented, would you think this will
hamper your office operations? Why?
i. If you have the chance to be asked by the management about a policy
that should be created to improve the organization, what would you
suggest and why?
3. From you8re the interviewee8s answers make an analysis of the policy.
MAKE A POLICY ANALYSIS FOLLOWING THE OUTLINE:
I.
INTRODUCTION and PROBLEM STATEMENT
This is the introduction to the Policy Analysis and the Policy Issue. Identify
with clarity and specificity the problem being addressed, with a summary of
the policy issues at stake and the primary options. (Why is problem
important?)
II.
ASSEMBLE EVIDENCE
Provide specific background for the question at hand. In particular, they need
to know what the goals and objectives are that the policy options are
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supposed to achieve; they need to know the dimensions and parameters of
the problem; and they need to know the state of the problem.
III.
CONSTRUCT ALTERNATIVE POLICY RESPONSES
Discuss the alternative policy responses under consideration (at least 3).
Examine the "best practices" of other companies you know and other
environmental factors. The discussion of each option should be balanced,
and should reflect the evidence/ data indicating degree of potential
utility. Under what conditions are options likely to be most useful?
IV.
BASIS IN MAKING EVALUATION
State the basis that you used to depend on context of problem, it typically
include such issues as mitigating measurable indicators associated with
problem, cost-efficiency, and equity.
V.
APPLICATION
Discuss how you will apply the new policy from your derived alternatives. This
should include the guidelines of implementation
VI.
RECOMMENDATION
Close the Policy Analysis with a recommendation that summarizes the
preferred policy option. Justify why this option is preferred over the others.
VII.
Annexes
Interview results
Pictures during the interview
References:
Flores, Marivic F., Administrative Office Management, 2016
ONLINE READING MATERIALS:
ONLINE VIDEO LINKS AND MATERIALS:


Watch the online video lecture of the course instructor uploaded at UBian LMS and to
the class shared Google drive (if applicable).
Live Zoom/Googlemeet online class.
TEST YOUR KNOWLEDGE:
MODULE REFERENCES:
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