NATIONAL QUALIFICATIONS CURRICULUM SUPPORT
Administration
Administration Services
[HIGHER]
The Scottish Qualifications Authority regularly reviews
the arrangements for National Qualifications. Users of
all NQ support materials, whether published by
Learning and Teaching Scotland or others, are
reminded that it is their responsibility to check that the
support materials correspond to the requirements of the
current arrangements.
Acknowledgement
Learning and Teaching Scotland gratefully acknowledges this contribution to the National
Qualifications support programme for Administration.
© Learning and Teaching Scotland 2011
This resource may be reproduced in whole or in part for educational purposes by educational
establishments in Scotland provided that no profit accrues at any stage.
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ADMINISTRATION SERVICES (H, ADMINISTRATION)
© Learning and Teaching Scotland 2011
Contents
Essay questions
4
Solutions
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ADMINISTRATION SERVICES (H, ADMINISTRATION)
© Learning and Teaching Scotland 2011
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ESSAY QUESTIONS
Essay questions
Learning Outcome 1
Marks
(a)
(b)
(c)
(d)
Outline the qualities that a senior administrative assistant should
Possess.
(3)
Discuss the role which an action plan and priorities list
would play in supporting the administrati ve assistant in the
achievement of targets.
(6)
Discuss the strategies used by senior administrative assistants
to improve their efficiency in task management.
(8)
Listed below are five time stealers. Suggest how three of these time
stealers could be improved.
1.
2.
3.
4.
5.
4
Not assessing priorities correctly.
Taking work home.
Moving from one task to another.
Making unnecessary journeys.
Communication problems.
ADMINISTRATION SERVICES (H, ADMINISTRATION)
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(3)
INTRODUCTION
Learning Outcome 2
Describe the impact of changing working practices on the modern working
environment.
Marks
(a)
(b)
(c)
(d)
Discuss ways in which flexible working practices can improve the
work/life balance of employees.
(8)
Outline three types of contracts of employment which workers
may be offered.
(3)
Outline the consequences to employers and employees of failing
to adhere to health and safety legislation.
(3)
Discuss how office layout can affect productivity.
(6)
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ESSAY QUESTIONS
Learning Outcome 3
Describe the procedures and processes involved in recruiting, developing and
supporting staff.
Marks
(a)
Continuous professional development (CPD) is seen by
organisations and employees as fundamental to ensure the
flexibility of the workforce in this fast -changing world.
Describe three methods of CPD the employee can undertake.
(b)
(c)
(d)
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(6)
As employees are often recognised as being the organisation’s
most valuable asset, many companies now offer support to
staff in terms of their welfare.
Discuss methods of ensuring staff welfare.
(6)
Identify and describe two documents used in the recruitment
process.
(4)
Outline the factors which will determine whether an
organisation will train customer service employees in-house
or externally.
(4)
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SOLUTIONS
Solutions
Learning Outcome 1
(a)
Outline the qualities that a senior administrative assistant should
possess.
(3)
Good communicator
Well organised
Team worker
Problem solver
Ability to delegate
Discreet
(b)
Discuss the role which an action plan and priorities list would play in
supporting the administrative assistant in the achievement of targets.
(6)
An action plan is used for longer term projects. Shows tasks in order of
completion, estimate of time needed to complete each task, notes
explaining actions or changes in priorities. Also detail s date of
completion.
Tasks on the action plan are then transferred to the priorities list.
Priorities list breaks down the action plan into chunks which are then
placed in order of priority. They are placed in order of priority. This
allows the administrative assistant to have a clear focus for the
day/week ahead. This helps the administrative assistant to deal with
unexpected situations and rearrange the priorities list to ensure all
deadlines are met.
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SOLUTIONS
(c)
Discuss the strategies used by senior administrative assistants to
improve their efficiency in task management. (SQA 2009 Section 2
Question 1c)
(8)
If there is no attempt at discussion then only 50% of the marks
available. If no discussion, minimum two strategies for 8 marks. If only
one strategy – maximum 7 marks.
Prioritise tasks.
Allow time to reflect on the work in hand.
Make use of delegation.
Make use of planning aids.
Organisation of resources that will be needed in order to complete the
tasks in hand.
Minimise time-wasting activities (time stealers) – maximum 2 marks.
Make sure the most difficult tasks are done in prime time when you are
at your best.
Set targets.
Use e-diary…
Notes:
Do not accept Personal Development Plans as strategies for task
management.
Do not accept flip side to strategies, but marks can be awarded for a
negative point that is an extension of the strategy.
(d)
Listed below are five time stealers. Suggest how three of these time
stealers could be counteracted.
1.
2.
3.
4.
5.
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(3)
Not assessing priorities correctly – use a priorities list and keep
up to date.
Taking work home – set realistic aims and targets with manager.
Moving from one task to another – prioritise work and stick to the
list. Finish one task before moving on to the next.
Making unnecessary journeys – group jobs so that visits to other
departments are cut down to one or two a day.
Communication problems – communicate clearly, recap on
instructions.
ADMINISTRATION SERVICES (H, ADMINISTRATION)
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SOLUTIONS
Learning Outcome 2
Describe the impact of changing working practices on the modern working
environment.
(a)
Discuss ways in which flexible working practices can improve the
work/life balance of employees.(SQA 2009 Section 2 Q2b).
(4)
If no attempt at discussion then only 50% of the marks available. No
discussion – please mark ‘No D’.
Employees can access work and training when they otherwise may not
have been able to
Employees can balance work with other commitments eg ch ildcare,
hobbies etc
Stress levels are reduced
Employee energy is increased
Employee motivation is increased
Employee commitment is increased
Less resentment towards management
Improved morale
Notes:
Watch for description of working practices – answers should be focused
on improvement to work/life balance
(b)
Outline three types of contracts of employment which workers may be
offered.
(3)
Part-time can be permanently or temporary but less than a 35 hour
week
Full-time can be permanent or temporary usually for 35hours per week
Temporary for an indefinite amount of time – end date may not be
specified.
Fixed-term has a fixed start and end date.
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SOLUTIONS
Answers can also include:
Organisations can retain workers whose personal circumstances have
changed.
Employees can take breaks to have children etc.
Organisation – savings can be made on premises.
Organisation – increased productivity.
Employees – increased morale, motivation.
Employees – greater choice and flexibility to suit changing needs and
lifestyle.
(c)
Outline the consequences to employers and employees of failing to
adhere to health and safety legislation.
(3)
Employers
If reported Government bodies can visit without notice
If visited Government bodies can issue warnings
If visited Government bodies can immediately shut down operations
without notice
Employees can take the employer to an industrial tribunal
Fines
Compensation to employees
Employees
Verbal warning
Written warning
Summary dismissal
Referral to the police
Civil and criminal prosecution
(d)
Discuss how office layout can affect productivity. (SQA Past Paper –
2008 Section 2 Q5(c))
(6)
If no attempt at discussion then only 50% of the marks available.
Accept discussion on the following areas: open plan, cellular,
ergonomics, eg ‘if the area is unsafe or insecure this can affect staff
morale’.
Noise or distractions can produce stress
Having enough physical space so that work can be done efficiently
Lack of storage space
Lack of privacy can demotivate
Note: Accept an inference that productivity is either increased or
decreased.
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ADMINISTRATION SERVICES (H, ADMINISTRATION)
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SOLUTIONS
Learning Outcome 3
Describe the procedures and processes involved in recruiting, developing and
supporting staff.
(a)
Continuous professional development (CPD) is seen by organisations
and employees as fundamental to ensure the flexibility of the workforce
in this fast-changing world.
Describe three methods of CPD the employee can u ndertake.
(6)
Interactive CD ROMs, online training, lectures, on the job and off the
job training, shadowing, day release, Open University, colleges.
(b)
As employees are often recognised as being the organisation’s most
valuable asset, many companies now offer support to st aff in terms of
their welfare.
Discuss methods of ensuring staff welfare.





(6)
Counselling
Advice
Grievance procedures
Return-to-work interviews
Family-friendly policies
Communicate ideas and information on a subject.
May be possible to debate two sides of the statement.
Will not be possible to gain full marks unless the candidate has an
answer that is organised, well-reasoned and cohesive.
Examples/illustrations should be used.
Within some contexts conclusions may be required and/or the best
course of action suggested.
Mark allocation can vary depending on the number of points to be
discussed.
(Taken from SQA Guidelines)
(c)
Identify and describe two documents used in the recruitment process.
(4)
 Job application form or letters
 Person specification
 Curriculum vitae
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SOLUTIONS
Identify: Name – listing or bullet points would be acceptable here.
Describe: Outline (more than naming, but not a detailed description – a
summary) plus an example/explanation or expansion. Marks will
indicate the number of different points expected. Candidate will not be
expected to develop their answers.
(Taken from SQA Guidelines)
(d)
Outline the factors which will determine whether an organisation will
train customer service employees in-house or externally. (SQA Exam
Question 2008 Section 2 Question 3(a))
(4)
More than naming, but not a detailed description. Candidate will not be
expected to develop their answers.
Cost/budget – internal training is more cost-effective than external
(travel, accommodation, etc not required).
Time – internal can be arranged as and when necessary.
Facilities available – what equipment is available within the
organisation?
Suitable learning environment – staff can be easily distracted and
interrupted if they are in their own workplace. Staff are not as easily
distracted by interruptions in a different environment.
Need for formal qualification – external more likely to provide this.
Existing skills within the workplace – in-house trainers may lack
credibility.
Number of people to be trained…
Other factors
Internal training can be more easily tailored to meet individuals’ and
organisation needs.
If training internally, staff may feel more comfortable in familiar
surroundings.
External training allows staff to cascade new knowledge and skills to
other staff on return to the workplace
Staff who have the opportunity to train externally have the ability to
network with others and exchange views and ideas.
With external training the organisation has little control over the length
and content of the course.
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