OFFICE_ADMINISTRATION AND MANAGEMENT (OAM).ppt
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Apr 18, 2024
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About This Presentation
OAM
Slide Content
OFFICE ADMINISTRATION
AND MANAGEMENT (OAM)
LECTURER NOTES BY
J.K. MUOKA(MR)
AND MANAGEMENT (OAM)
LECTURER NOTES BY
J.K. MUOKA(MR)
What is Office Administration?
•Officeadministrationistheprocessofoverseeingthe
day-to-dayoperationsofanoffice.Thetaskof
administrationisusuallytheresponsibilityofanoffice
administrator
•Dependingonthegeneraloperatingstructureofthe
organization,andthecomplexityoftasksassociatedwith
theoperationingeneral,theresponsibilitiesofthe
manageroradministratormayfocusonafewcoretasks,
orinvolvethemanagementofawiderangeoffunctions.
•Officeadministrationistheprocessofoverseeingthe
day-to-dayoperationsofanoffice.Thetaskof
administrationisusuallytheresponsibilityofanoffice
administrator
•Dependingonthegeneraloperatingstructureofthe
organization,andthecomplexityoftasksassociatedwith
theoperationingeneral,theresponsibilitiesofthe
manageroradministratormayfocusonafewcoretasks,
orinvolvethemanagementofawiderangeoffunctions.
What is Office Management?
•OfficeManagementistheartofplanning,organizing,
designing,controllingtheemployees,andcuratingthe
activitiestoachievethemission,vision,andgoalofa
company.
•Themanagementisapplicableatastrategiclevel,
tacticallevel,andevenattheoperationallevel.
•Itaimsatincreasingthefocusandattentionofthe
officepersonnelontheirdutiesandresponsibilities.
•OfficeManagementistheartofplanning,organizing,
designing,controllingtheemployees,andcuratingthe
activitiestoachievethemission,vision,andgoalofa
company.
•Themanagementisapplicableatastrategiclevel,
tacticallevel,andevenattheoperationallevel.
•Itaimsatincreasingthefocusandattentionofthe
officepersonnelontheirdutiesandresponsibilities.
Who is and Office Administrator?
•Anofficeadministratorfocusesonthetechnicalaspect
ofrunningtheofficetoensurethateverythingisright
wheretheyaresupposedtobeformaximum
productivity.Thisjobtitleisengagedindifferent
processesintheoffice.Anofficeadministratoristhe
problemsolverindifferentlogisticalissuesindaytoday
officeactivities.
•Asuccessfulofficeadministratorhastomastertheart
ofjugglingbecauseofthenatureofthisposition.They
aretheconnectionbetweendifferentdepartments.
Frommaintainingtechnicallogisticstotheoverall
workflow,theyhavetoplayanactiveandresponsible
roleforeverypossibleevent.
•Anofficeadministratorfocusesonthetechnicalaspect
ofrunningtheofficetoensurethateverythingisright
wheretheyaresupposedtobeformaximum
productivity.Thisjobtitleisengagedindifferent
processesintheoffice.Anofficeadministratoristhe
problemsolverindifferentlogisticalissuesindaytoday
officeactivities.
•Asuccessfulofficeadministratorhastomastertheart
ofjugglingbecauseofthenatureofthisposition.They
aretheconnectionbetweendifferentdepartments.
Frommaintainingtechnicallogisticstotheoverall
workflow,theyhavetoplayanactiveandresponsible
roleforeverypossibleevent.
Who is and Office Manager?
•AnOfficeManagerisapeople-focusedjob,itinvolvesa
varietyofresponsibilitiesthatinvolvetending
employeesneedsandcomfortinmanagingtheir
productivity.
•Anofficemanageractsasthebridgebetweenthe
uppermanagementandtherestoftheemployees.He
orsheisthetooltodevelopandimplementpoliciesand
initiativesfortheultimatebenefitoftheorganisation.
•Successfulofficemanagerssupport,inspireand
motivatetheofficeteamtobringthebestoutoftheir
combinedeffortlikealeader.
•AnOfficeManagerisapeople-focusedjob,itinvolvesa
varietyofresponsibilitiesthatinvolvetending
employeesneedsandcomfortinmanagingtheir
productivity.
•Anofficemanageractsasthebridgebetweenthe
uppermanagementandtherestoftheemployees.He
orsheisthetooltodevelopandimplementpoliciesand
initiativesfortheultimatebenefitoftheorganisation.
•Successfulofficemanagerssupport,inspireand
motivatetheofficeteamtobringthebestoutoftheir
combinedeffortlikealeader.
What is the meaning of Organization?
•Sheldondefinesorganizationastheprocessof
combiningtheworkwhichindividualsorgroupshaveto
performwithfacilitiesnecessaryforitsexecution,
systematic,positiveandco-ordinateapplicationof
availableeffort.
•Betterorganizationbringsabootbetterresultsand
poororganizationfailstogetdesiredresults.
•Sheldondefinesorganizationastheprocessof
combiningtheworkwhichindividualsorgroupshaveto
performwithfacilitiesnecessaryforitsexecution,
systematic,positiveandco-ordinateapplicationof
availableeffort.
•Betterorganizationbringsabootbetterresultsand
poororganizationfailstogetdesiredresults.
What is Organization?
•Officeorganizationisconcernedwithdividingtheactivities
ofanenterpriseamongitspersonnel.Thedivisionof
activitiesresultsintheestablishmentofvarious
departmentsandsectionsinanorganization.
•Themainpurposeofofficeorganizationareobtaining,
recordingandanalyzinginformation,planningtheoffice
activitiesandcommunicationwithconcernedpersons.
•Anofficeorganizationinvolvesthe---ofofficeactivitiesinto
certaindepartmentsaswellaspersons.Theofficemanger
definesandassignsactivitiessothattheycanbemost
effectivelyexecuted.
•Officeorganizationisconcernedwithdividingtheactivities
ofanenterpriseamongitspersonnel.Thedivisionof
activitiesresultsintheestablishmentofvarious
departmentsandsectionsinanorganization.
•Themainpurposeofofficeorganizationareobtaining,
recordingandanalyzinginformation,planningtheoffice
activitiesandcommunicationwithconcernedpersons.
•Anofficeorganizationinvolvesthe---ofofficeactivitiesinto
certaindepartmentsaswellaspersons.Theofficemanger
definesandassignsactivitiessothattheycanbemost
effectivelyexecuted.
Meaning of Organization
•Thetermorganizationisusedinmanagerialintwodifferent
senses.
i) Asastructure
ii)Asaprocess
•Organizationisthestructureofrelationshipsamongjobsor
anetworkofhorizontalandverticalauthorityrelationships
designedtoaccomplishcommonobjectives.
•It’sasystematiccombinationofpeople,functionsand
facilitiesallworkingtogethertoaccomplishsomedesired
purpose.
•Organizationisconcernedasabasicfunctionof
management.
•Thetermorganizationisusedinmanagerialintwodifferent
senses.
i) Asastructure
ii)Asaprocess
•Organizationisthestructureofrelationshipsamongjobsor
anetworkofhorizontalandverticalauthorityrelationships
designedtoaccomplishcommonobjectives.
•It’sasystematiccombinationofpeople,functionsand
facilitiesallworkingtogethertoaccomplishsomedesired
purpose.
•Organizationisconcernedasabasicfunctionof
management.
Organizational Structure
•Someorganizationsexisttohelppeopleinneed.Other
organizations,suchasastudentcouncil,existtogive
studentsavoiceatschool.Businessorganizationsexistto
earnprofits.
•Tomeettheirgoals,Organizationsorganizetheir
employeesintosomekindofstructure.Companiesadopt
organizationalstructuresinordertominimizeconfusion
overjobexpectations.
•Havinganorganizationalstructurehelpsthem
coordinateactivitiesbyclearlyidentifyingwhichindivid-
ualsareresponsibleforwhichtasks.
•Someorganizationsexisttohelppeopleinneed.Other
organizations,suchasastudentcouncil,existtogive
studentsavoiceatschool.Businessorganizationsexistto
earnprofits.
•Tomeettheirgoals,Organizationsorganizetheir
employeesintosomekindofstructure.Companiesadopt
organizationalstructuresinordertominimizeconfusion
overjobexpectations.
•Havinganorganizationalstructurehelpsthem
coordinateactivitiesbyclearlyidentifyingwhichindivid-
ualsareresponsibleforwhichtasks.
Organizational Structure
•Anorganizationstructureisthebasicframeworkwithin
whichthedecisionmakingbehavioroccurs.
•Anorganizationstructureshowsthedifferentpostsin
organization.
•Anorganizationstructurealsoshowstheresponsibilities
attachedtothesedifferentposts.
•Anorganizationstructureisthebasicframeworkwithin
whichthedecisionmakingbehavioroccurs.
•Anorganizationstructureshowsthedifferentpostsin
organization.
•Anorganizationstructurealsoshowstheresponsibilities
attachedtothesedifferentposts.
Types of Organizational Structure
•Companiesgenerallyadoptoneoffourorganizational
structures.Theseinclude:
•linestructure
•lineandstaffstructure
•matrixstructure
•teamstructure
•Eachofthesedifferenttypesoforganizational
structurescanbeshowninanorganizationalchart.
•Anorganizationchartisavisualrepresentationofa
business’sorganizationalstructure.
•Itshowswhoreportstowhomwithinthecompany.Italso
showswhatkindofworkeachdepartmentdoes.
•Companiesgenerallyadoptoneoffourorganizational
structures.Theseinclude:
•linestructure
•lineandstaffstructure
•matrixstructure
•teamstructure
•Eachofthesedifferenttypesoforganizational
structurescanbeshowninanorganizationalchart.
•Anorganizationchartisavisualrepresentationofa
business’sorganizationalstructure.
•Itshowswhoreportstowhomwithinthecompany.Italso
showswhatkindofworkeachdepartmentdoes.
Organization Charts
Definition
•Anorganizationalchartisarepresentationofthestructure
withintheenterprise
•Itshowsthenumbersofdepartmentsorsectionsandhow
theyarerelated.
•Anorganizationalchartisconcernedwith:
i) Thearrangementofwork
ii)Divisionofactivities
iii)Allocationofduties,flowofauthorityand
delegationofresponsibilities.
Definition
•Anorganizationalchartisarepresentationofthestructure
withintheenterprise
•Itshowsthenumbersofdepartmentsorsectionsandhow
theyarerelated.
•Anorganizationalchartisconcernedwith:
i) Thearrangementofwork
ii)Divisionofactivities
iii)Allocationofduties,flowofauthorityand
delegationofresponsibilities.
Line Structure
•LineStructureisalineorganization,whereauthority
originatesatthetopandmovesdownwardinaline
•Allmanagersperform,functionsthatcontribute
directlytocompanyprofits.
•Examplesoflinefunctionsinclude:productionmanagers,
salesrepresentatives,andmarketingmanagers
•Linemanagerscollectandanalyzeallofthe
informationtheyneed tocarryouttheir
responsibilities.Productionmanagers,forexample,hire
andfirealloftheassembly-lineworkersintheir
departments.Theyalsoorderallofthesupplies
theirdepartmentneeds.
•Line organizations are common among small
businesses. Larger companies usually require a
different kind of organizational structure.
•LineStructureisalineorganization,whereauthority
originatesatthetopandmovesdownwardinaline
•Allmanagersperform,functionsthatcontribute
directlytocompanyprofits.
•Examplesoflinefunctionsinclude:productionmanagers,
salesrepresentatives,andmarketingmanagers
•Linemanagerscollectandanalyzeallofthe
informationtheyneed tocarryouttheir
responsibilities.Productionmanagers,forexample,hire
andfirealloftheassembly-lineworkersintheir
departments.Theyalsoorderallofthesupplies
theirdepartmentneeds.
•Line organizations are common among small
businesses. Larger companies usually require a
different kind of organizational structure.
Line Structure
Line and Staff Structure
•Inmid-sizedandlargecompanies,linemanagerscannot
per-formalloftheactivitiestheyneedtoperformtorun
theirdepartments.Inthesecompanies,otheremployees
arehiredtohelplinemanagersdotheirjobs.
•Theseemployeesperformstafffunctionsadviseand
supportlinefunctions.Staffdepartmentsincludethelegal
department,thehumanresourcesdepartment,andthe
publicrelationsdepartment.
•Thesedepartmentshelpthelinedepartmentsdotheir
jobs.Theycontributeonlyindirectlytocorporateprofits.
Staffpeoplearegenerallyspecialistsinonefield,andtheir
authorityisnormallylimitedtomakingrecommendations
tolinemanagers.
•Inmid-sizedandlargecompanies,linemanagerscannot
per-formalloftheactivitiestheyneedtoperformtorun
theirdepartments.Inthesecompanies,otheremployees
arehiredtohelplinemanagersdotheirjobs.
•Theseemployeesperformstafffunctionsadviseand
supportlinefunctions.Staffdepartmentsincludethelegal
department,thehumanresourcesdepartment,andthe
publicrelationsdepartment.
•Thesedepartmentshelpthelinedepartmentsdotheir
jobs.Theycontributeonlyindirectlytocorporateprofits.
Staffpeoplearegenerallyspecialistsinonefield,andtheir
authorityisnormallylimitedtomakingrecommendations
tolinemanagers.
Line and Staff Structure Chart
Matrix Structure
•MatrixStructureallowsemployeesfromdifferent
departmentstocometogethertemporarilytoworkon
specialprojectteams
•Thepurposeofthiskindofstructureistoallowcompanies
theflexibilitytorespondquicklytoacustomerneedby
creatingateamofpeoplewhodevotealloftheirtimetoa
project.
•Oncetheteamcompletestheproject,theteammembers
returntotheirdepartmentsorjoinanewprojectteam.
•Companiesthatundertakeverylargeprojectsoftenuse
thematrixstructure.
•Boeing,forexample,regularlyassignsemployeesto
projectteamsitcreatestodesignnewaircraft.Largehigh-
techfirmsalsofrequentlyusethematrixstructure.
•MatrixStructureallowsemployeesfromdifferent
departmentstocometogethertemporarilytoworkon
specialprojectteams
•Thepurposeofthiskindofstructureistoallowcompanies
theflexibilitytorespondquicklytoacustomerneedby
creatingateamofpeoplewhodevotealloftheirtimetoa
project.
•Oncetheteamcompletestheproject,theteammembers
returntotheirdepartmentsorjoinanewprojectteam.
•Companiesthatundertakeverylargeprojectsoftenuse
thematrixstructure.
•Boeing,forexample,regularlyassignsemployeesto
projectteamsitcreatestodesignnewaircraft.Largehigh-
techfirmsalsofrequentlyusethematrixstructure.
Matrix Structure Chart
Team Structure
•Many companies have abandoned the line and staff
approach to organizational structure in favor of the team
approach. Team structure brings together people with different
skills in order to meet a particular objective
•More and more companies are using the team structure.
They believe this structure will allow them to meet customer
needs more effectively than the traditional structure.
•The team structure is very different from the traditional
organizational structure. In the traditional structure, each level
of management reports to a higher management level.
•In this kind of organization, senior managers need not approve
decisions by lower level managers. Instead, teams have the
authority to make their own decisions.
•Employees often prefer the team structure because of its focus
on completing a project rather than performing a particular task.
•Many companies have abandoned the line and staff
approach to organizational structure in favor of the team
approach. Team structure brings together people with different
skills in order to meet a particular objective
•More and more companies are using the team structure.
They believe this structure will allow them to meet customer
needs more effectively than the traditional structure.
•The team structure is very different from the traditional
organizational structure. In the traditional structure, each level
of management reports to a higher management level.
•In this kind of organization, senior managers need not approve
decisions by lower level managers. Instead, teams have the
authority to make their own decisions.
•Employees often prefer the team structure because of its focus
on completing a project rather than performing a particular task.
Team Structure Chart
Factors Affecting Organizational
Structure
•The organizational structure a company chooses
depends on the nature of its business.
•A structure that is appropriate for a high-tech
company that employs 50,000 people in eight
countries will not be appropriate for a small retail
business with just a dozen employees.
•Many factors affect the choice of organizational
structure.
•The most important factors are the size of the
business and the kinds of products or services it
produces.
Structure
•The organizational structure a company chooses
depends on the nature of its business.
•A structure that is appropriate for a high-tech
company that employs 50,000 people in eight
countries will not be appropriate for a small retail
business with just a dozen employees.
•Many factors affect the choice of organizational
structure.
•The most important factors are the size of the
business and the kinds of products or services it
produces.
Organizing Dep’ts by Work Functions
•Some businesses organize their departments by
function. These functions include production,
marketing, finance, and human resources.
•Production refers to the actual creation of a
company’s goods or services.
•Marketing involves product development, pricing,
distribution, sales, and advertising.
•Finance refers to maintaining a company’s financial
statements and obtaining credit so that a company
can grow.
•Human resources deals with hiring employees and
placing them in appropriate jobs.
•Some businesses organize their departments by
function. These functions include production,
marketing, finance, and human resources.
•Production refers to the actual creation of a
company’s goods or services.
•Marketing involves product development, pricing,
distribution, sales, and advertising.
•Finance refers to maintaining a company’s financial
statements and obtaining credit so that a company
can grow.
•Human resources deals with hiring employees and
placing them in appropriate jobs.
Organizing Dep’ts by Work Functions
Organizing Departments by Product
•Under this kind of structure, a single manager oversees all
the activities needed to produce and market a particular
product.
•This type of structure allows employees to identify with the
product rather than with their particular job function. It n
helps to develop a sense of common purpose.
•Structuring by product helps identify products that are
profitable. Under this structure, a manager oversees all
activities needed to produce and market a single product.
•This structure allows employees identify with product rather
than particular job function. It helps develop a sense of
common purpose. Structuring by product also helps a
company identify which products are profitable.
•Another advantage of organizing departments by products is
that it provides opportunities for training executives by letting
them experience a broad range of functional activities.
•Under this kind of structure, a single manager oversees all
the activities needed to produce and market a particular
product.
•This type of structure allows employees to identify with the
product rather than with their particular job function. It n
helps to develop a sense of common purpose.
•Structuring by product helps identify products that are
profitable. Under this structure, a manager oversees all
activities needed to produce and market a single product.
•This structure allows employees identify with product rather
than particular job function. It helps develop a sense of
common purpose. Structuring by product also helps a
company identify which products are profitable.
•Another advantage of organizing departments by products is
that it provides opportunities for training executives by letting
them experience a broad range of functional activities.
Organizing Departments by Product
Advantages of Organizational Charts
(i)They show the lines of command.
(ii)Responsibilities for work at different levels are clear.
(iii)The lines of communication both upwards and
downwards are indicated.
(iv)There is co-ordination among the various
departments this improves efficiency of the organization.
Disadvantages
i)The chart indicates that the responsibilities of different
levels have been divided on permanent basis. This makes it
difficult to incorporate new changes.
ii)Decisions are made by some authorized persons only.
This makes it difficult to make decisions in some cases.
Therefore it courses delays and the delay can give loss of the
organization.
iii)The rivalry among different departments may be harmful to
the organization.
(i)They show the lines of command.
(ii)Responsibilities for work at different levels are clear.
(iii)The lines of communication both upwards and
downwards are indicated.
(iv)There is co-ordination among the various
departments this improves efficiency of the organization.
Disadvantages
i)The chart indicates that the responsibilities of different
levels have been divided on permanent basis. This makes it
difficult to incorporate new changes.
ii)Decisions are made by some authorized persons only.
This makes it difficult to make decisions in some cases.
Therefore it courses delays and the delay can give loss of the
organization.
iii)The rivalry among different departments may be harmful to
the organization.
Functions of Different Departments
Administration Department
•This deptis responsible for the overall administration
of the company.
•The deptis headed b the office manager.
Personnel Department
•It’s charged with the responsibility of recruitment and
training of office staff.
•This department exists only in large organization
•In small organizations/ enterprises this duty is
performed by the administration department.
Administration Department
•This deptis responsible for the overall administration
of the company.
•The deptis headed b the office manager.
Personnel Department
•It’s charged with the responsibility of recruitment and
training of office staff.
•This department exists only in large organization
•In small organizations/ enterprises this duty is
performed by the administration department.
Functions of Different Departments
Accounts Department.
-The head of accounts department is the chief accountant.
There are also assistant accountants and book keepers.
-The main function of accounts department is to maintain
the books of accounts and to prepare final accounts of the
company at the end of the year.
-Accounts dept also collects money from debtors and make
the payment to creditors.
-The accounts dept also pays the wages and salaries of
staff.
Production Department
-Production department sometimes referred and that works
department is responsible for the production of goods.
-This department exists only in the manufacturing concern.
Accounts Department.
-The head of accounts department is the chief accountant.
There are also assistant accountants and book keepers.
-The main function of accounts department is to maintain
the books of accounts and to prepare final accounts of the
company at the end of the year.
-Accounts dept also collects money from debtors and make
the payment to creditors.
-The accounts dept also pays the wages and salaries of
staff.
Production Department
-Production department sometimes referred and that works
department is responsible for the production of goods.
-This department exists only in the manufacturing concern.
Functions of Different Departments
Marketing Department
-This department is responsible to sell the produce
of the company
-The department finds out the markets for the
products of the company through advisement or
direct contact with the customers.
Purchasing Department
-This department is responsible to purchase raw
materials, machinery, motor vehicles and other
regulated items
-It gets quotations from suppliers
Marketing Department
-This department is responsible to sell the produce
of the company
-The department finds out the markets for the
products of the company through advisement or
direct contact with the customers.
Purchasing Department
-This department is responsible to purchase raw
materials, machinery, motor vehicles and other
regulated items
-It gets quotations from suppliers
Office Organization
-Office organization is concerned with dividing the
activities of an enterprise among its personnel
-The division of activities results in the establishment of
various departments and section s in an organization.
-The main purpose of office organization are obtaining,
recording and analyzing information, planning the office
activities and communication with concerned persons.
-An office organization involves the grouping of office
activities into certain departments as well as persons.
-The office manager defines and assigns activities so
that they can be most effectively executed.
-Office organization is concerned with dividing the
activities of an enterprise among its personnel
-The division of activities results in the establishment of
various departments and section s in an organization.
-The main purpose of office organization are obtaining,
recording and analyzing information, planning the office
activities and communication with concerned persons.
-An office organization involves the grouping of office
activities into certain departments as well as persons.
-The office manager defines and assigns activities so
that they can be most effectively executed.
Office Organization …ctd
-The term organization is used in managerial in two
different senses.
i)As a structure
ii)As a process
-Organization is the structure of relationships among
jobs or a network of horizontal and vertical authority
relationships designed to accomplish common objectives.
-It’s a systematic combination of people, functions and
facilities all working together to accomplish some desired
purpose.
-Organization is concerned as a basic function of
management.
-The term organization is used in managerial in two
different senses.
i)As a structure
ii)As a process
-Organization is the structure of relationships among
jobs or a network of horizontal and vertical authority
relationships designed to accomplish common objectives.
-It’s a systematic combination of people, functions and
facilities all working together to accomplish some desired
purpose.
-Organization is concerned as a basic function of
management.
Purpose of Office Organisation
a)It portrays the type of organization and defines the
spheres of authority for the supervising staff.
b)It shows the various departments, departmental
sections and their relationship to one another
c)It is useful when explaining to new members of staff
the type of organisation they are to work in and their
parties in the office.
d)It shows the chain of command and delegation of
authority
e)It portrays the span of control
f)It acts as a starting point when the organization of
the firm is being done.
a)It portrays the type of organization and defines the
spheres of authority for the supervising staff.
b)It shows the various departments, departmental
sections and their relationship to one another
c)It is useful when explaining to new members of staff
the type of organisation they are to work in and their
parties in the office.
d)It shows the chain of command and delegation of
authority
e)It portrays the span of control
f)It acts as a starting point when the organization of
the firm is being done.
Principles of Organization.
Every enterprise is organized to meet, specific objectives.
To ensure that these objectives are met, certain basic principles can
be used as guidelines. These include;-
1.Clear definition of the objectives and the method of achieving
them (objectives)
2.A degree of flexibility to allow for adjustments as may be
necessitated by change of policy (flexibility).
3.Clear lines of authority running down from the top, with equally
clear lines or responsibility running up from the bottom
(responsibility)
4.Appropriate span of contribution. This should be based on the
quality of the staff, variety of work and capabilities of the supervisor,
5.Even distribution of work. This can be achieved through proper
delegation of responsibility (techniques of organization.
6.Maximum use of the employee’s abilities. (technology)
7.Reinforcement and maintaining proper discipline at all times
(discipline).
Every enterprise is organized to meet, specific objectives.
To ensure that these objectives are met, certain basic principles can
be used as guidelines. These include;-
1.Clear definition of the objectives and the method of achieving
them (objectives)
2.A degree of flexibility to allow for adjustments as may be
necessitated by change of policy (flexibility).
3.Clear lines of authority running down from the top, with equally
clear lines or responsibility running up from the bottom
(responsibility)
4.Appropriate span of contribution. This should be based on the
quality of the staff, variety of work and capabilities of the supervisor,
5.Even distribution of work. This can be achieved through proper
delegation of responsibility (techniques of organization.
6.Maximum use of the employee’s abilities. (technology)
7.Reinforcement and maintaining proper discipline at all times
(discipline).
Delegation of Authority
This is the process of transferring responsibility for a task to another
employee. As a manager, you can typically transfer responsibility to
any of your direct team members.
That employee may then decide to delegate some of those
responsibilities among their team members if necessary.
The purpose is to ensure a productive and well-functioning
workplace. When done wisely, this process can benefit you, your
employees and the business as a whole through increased
productivity
This is the process of transferring responsibility for a task to another
employee. As a manager, you can typically transfer responsibility to
any of your direct team members.
That employee may then decide to delegate some of those
responsibilities among their team members if necessary.
The purpose is to ensure a productive and well-functioning
workplace. When done wisely, this process can benefit you, your
employees and the business as a whole through increased
productivity
Advantages of Delegation of Authority
It allows employees to complete work faster since tasks are spread
out among a group of individuals rather than a single individual
completing all of the necessary steps.
1.Continuity.Ifyou are busy with other tasks or absent from work,
other employees can complete some or all of your duties to
ensure continued productivity and efficiency.
2.Employee development. When you delegate tasks to your team
members, employees get a chance to improve their skills and
demonstrate their abilities in a specific area, such as leadership
and interpersonal skills.
3. Employee motivation. Employees may be more driven to perform
at their best when trusted with new responsibilities.
4. Career growth opportunities. Delegating tasks to lower-level
employees provides them with the experience and skills
development needed for potential promotions within the organization.
It allows employees to complete work faster since tasks are spread
out among a group of individuals rather than a single individual
completing all of the necessary steps.
1.Continuity.Ifyou are busy with other tasks or absent from work,
other employees can complete some or all of your duties to
ensure continued productivity and efficiency.
2.Employee development. When you delegate tasks to your team
members, employees get a chance to improve their skills and
demonstrate their abilities in a specific area, such as leadership
and interpersonal skills.
3. Employee motivation. Employees may be more driven to perform
at their best when trusted with new responsibilities.
4. Career growth opportunities. Delegating tasks to lower-level
employees provides them with the experience and skills
development needed for potential promotions within the organization.
Features of Delegation of Authority
•Delegation means giving power to the subordinate to act
independently but within the limits prescribed by the superior. Also,
he must comply with the provisions of the organizational policy,
rules, and regulations.
•Delegation does not mean that manager give up his authority, but
certainly he shares some authority with the subordinate essential
to complete the responsibility entrusted to him
•Authority once delegated can be further expanded, or withdrawn
by the superior depending on the situation.
•The manager cannot delegate the authority which he himself does
not possess. Also, he can not delegate his full authority to a
subordinate.
•Delegation of authority may be oral or written, and may be specific
or general.
•Delegation is an art and must comply with all the fundamental rules
of an organization.
•Delegation means giving power to the subordinate to act
independently but within the limits prescribed by the superior. Also,
he must comply with the provisions of the organizational policy,
rules, and regulations.
•Delegation does not mean that manager give up his authority, but
certainly he shares some authority with the subordinate essential
to complete the responsibility entrusted to him
•Authority once delegated can be further expanded, or withdrawn
by the superior depending on the situation.
•The manager cannot delegate the authority which he himself does
not possess. Also, he can not delegate his full authority to a
subordinate.
•Delegation of authority may be oral or written, and may be specific
or general.
•Delegation is an art and must comply with all the fundamental rules
of an organization.
Span of Control
•Span of Control is used for the total number of subordinates that a
manager or supervisor can manage. In the past, one manager was
capable of managing 1-4 subordinates. Because of that, there
were many levels of management in one organization.
•With the introduction of information technology, many
organizations flattened their management by reducing the number
of managers in an organization. The span increased to 1-10
•This was possible because of inexpensive information technology.
Technology helped in easing out several middle managers’ tasks
such as collection and manipulation of operation information.
Because of this, a manager became capable of managing more
subordinates at one time.
•Several factors affect the span of control such as nature of work,
capabilities of the manager, capabilities of employees, and the
responsibilities of a manager.
•It can be of two types, i.e.a narrow and a wide span of control. It is
considered narrow when a manager manages 2 to 4 subordinates.
•Span of Control is used for the total number of subordinates that a
manager or supervisor can manage. In the past, one manager was
capable of managing 1-4 subordinates. Because of that, there
were many levels of management in one organization.
•With the introduction of information technology, many
organizations flattened their management by reducing the number
of managers in an organization. The span increased to 1-10
•This was possible because of inexpensive information technology.
Technology helped in easing out several middle managers’ tasks
such as collection and manipulation of operation information.
Because of this, a manager became capable of managing more
subordinates at one time.
•Several factors affect the span of control such as nature of work,
capabilities of the manager, capabilities of employees, and the
responsibilities of a manager.
•It can be of two types, i.e.a narrow and a wide span of control. It is
considered narrow when a manager manages 2 to 4 subordinates.
Advantages of a Narrow Span of Control
1. The manager can supervisor each of his subordinates
intimately.
2. The nature of work is usually complicated.
3. Effective communication between the subordinates and their
manager.
4. More layers in the hierarchy of management.
Disadvantages
1. Too much control over employees might hamper their original
talent and creativity.
2. Extended hierarchy of control results in a long time in decision-
making.
3. Narrow span of controlling prevents cross-functional problem-
solving.
1. The manager can supervisor each of his subordinates
intimately.
2. The nature of work is usually complicated.
3. Effective communication between the subordinates and their
manager.
4. More layers in the hierarchy of management.
Disadvantages
1. Too much control over employees might hamper their original
talent and creativity.
2. Extended hierarchy of control results in a long time in decision-
making.
3. Narrow span of controlling prevents cross-functional problem-
solving.
Advantages of Wide Span of Control
1. In a wide span of control, subordinates are more independent.
2. Fewer layers in the hierarchy of management.
3. The nature of work is repetitive.
4. Less direct communication between subordinates and managers.
Disadvantages
1. Ineffective management.
2. Increased workload on managers.
3. The roles of team members are not clearly defined.
4. Less communication between managers and subordinates
reduces the control of the manager.
1. In a wide span of control, subordinates are more independent.
2. Fewer layers in the hierarchy of management.
3. The nature of work is repetitive.
4. Less direct communication between subordinates and managers.
Disadvantages
1. Ineffective management.
2. Increased workload on managers.
3. The roles of team members are not clearly defined.
4. Less communication between managers and subordinates
reduces the control of the manager.
The Office
The Office describe any place set aside for work of a
clerical nature by whatever name it may be called. It is
convenient to refer to the Office as a collection of
departments carrying out clerical work. It is “a building
or part of a building the sole principal use of which is an
office for office purposes”.
“Office” purposes includes the purposes of
administration, clerical work, handling of money and
telephone operating”. “Clerical work” includes “writing,
book-keeping, sorting papers, filling, typing, duplicating
machine, calculation, drawing and editorial preparation
of matter for publication”.
The Office describe any place set aside for work of a
clerical nature by whatever name it may be called. It is
convenient to refer to the Office as a collection of
departments carrying out clerical work. It is “a building
or part of a building the sole principal use of which is an
office for office purposes”.
“Office” purposes includes the purposes of
administration, clerical work, handling of money and
telephone operating”. “Clerical work” includes “writing,
book-keeping, sorting papers, filling, typing, duplicating
machine, calculation, drawing and editorial preparation
of matter for publication”.
Specific Functions of an Office
Receivinginformationfromboththeinternaland
externalsource.Thismayinvolvesorting,distributing,
filing,enteringupandposting.Themethodswhichmay
beusedinreceivinginformationincludeletters,reports,
memoforms,etc.
Recordinginformationbymanualormachine
processes(bothstatisticaldataandnon-statistical
information).Thisincludesthekeepingofrecordsin
certainbooksandregisters,ofwhicharerequiredby
law.Eg.ThatrequiredbytheCompaniesAct,othersare
keptforpurposesofcontrolandreference.
Receivinginformationfromboththeinternaland
externalsource.Thismayinvolvesorting,distributing,
filing,enteringupandposting.Themethodswhichmay
beusedinreceivinginformationincludeletters,reports,
memoforms,etc.
Recordinginformationbymanualormachine
processes(bothstatisticaldataandnon-statistical
information).Thisincludesthekeepingofrecordsin
certainbooksandregisters,ofwhicharerequiredby
law.Eg.ThatrequiredbytheCompaniesAct,othersare
keptforpurposesofcontrolandreference.
Specific Functions of an Office
Analysinginformationthisimpliesthere-
arrangingofinformationintoaformrequired
bymanagementtoactupon.Such
preparatoryworkmaybeasimple
arrangementorlistingoffigurespriortoentry
intobooksformanagement,indexing,
collectionofdatafromdifferentsources,
makingofreports,statementsetc.
Analysinginformationthisimpliesthere-
arrangingofinformationintoaformrequired
bymanagementtoactupon.Such
preparatoryworkmaybeasimple
arrangementorlistingoffigurespriortoentry
intobooksformanagement,indexing,
collectionofdatafromdifferentsources,
makingofreports,statementsetc.
Specific Functions of an Office
Communication. Informationanalysedis
communicatedtomanagementortotheoutside
world.Muchoftheinformationimpartedbythe
officeisinverbalform.Theuseoftheinternal
andexternaltelephonesystemareobvious
example.
ControlandProtectionofenterprise,inspecting,
checkingandauditing.Indetail,theofficemust
protecttheinformationithasreceivedand
recorded.Itmustassumeresponsibilityforthe
securityofthefirm’sinformation.
Communication. Informationanalysedis
communicatedtomanagementortotheoutside
world.Muchoftheinformationimpartedbythe
officeisinverbalform.Theuseoftheinternal
andexternaltelephonesystemareobvious
example.
ControlandProtectionofenterprise,inspecting,
checkingandauditing.Indetail,theofficemust
protecttheinformationithasreceivedand
recorded.Itmustassumeresponsibilityforthe
securityofthefirm’sinformation.
Office Planning And Layout
OfficeLayoutreferstotheattemptwhichis
madetodeterminewhatspacecouldbe
allocatedforofficeworkandhowthisspace
couldbeeffectivelyutilizedsothatthebest
practicalarrangementoffurnitureand
equipmentcanbemadeforthecarryingout
oftheworkoftheoffice.Inorderwords,
OfficeLayoutreferstothearrangementof
roomsandfacilitieswithinofficebuilding.
OfficeLayoutreferstotheattemptwhichis
madetodeterminewhatspacecouldbe
allocatedforofficeworkandhowthisspace
couldbeeffectivelyutilizedsothatthebest
practicalarrangementoffurnitureand
equipmentcanbemadeforthecarryingout
oftheworkoftheoffice.Inorderwords,
OfficeLayoutreferstothearrangementof
roomsandfacilitieswithinofficebuilding.
FACTORS DETERMINING A GOOD OFFICE LAYOUT
•Peopleworkingtogetherorsharing
equipmentandfacilitiesouttobeplaced
closedtogether;
•Supervisorsandthoseundertheircontrol
shouldbeplacedinclosecontact;
•Peoplewhoseadviceorservicesare
requiredbythesectionasawhole(eg.
Supervisorsortypists)shouldbegenerally
accessibletoall.
•Peopleworkingtogetherorsharing
equipmentandfacilitiesouttobeplaced
closedtogether;
•Supervisorsandthoseundertheircontrol
shouldbeplacedinclosecontact;
•Peoplewhoseadviceorservicesare
requiredbythesectionasawhole(eg.
Supervisorsortypists)shouldbegenerally
accessibletoall.
FACTORS CONT.’D
•Naturallightfromwindowsshouldbeused
asmuchaspossible.i.e.shouldnotbe
blocked,andwhereaccesstowindowsis
limited,beprovidedparticularlyfor
functionsinvolvingdrawing,design,
planningand‘close’work.
•Activitiesinvolvingthemovementofheavy
goodsordeliveriesshouldbelocatedclose
totheentranceaspossible.
•Naturallightfromwindowsshouldbeused
asmuchaspossible.i.e.shouldnotbe
blocked,andwhereaccesstowindowsis
limited,beprovidedparticularlyfor
functionsinvolvingdrawing,design,
planningand‘close’work.
•Activitiesinvolvingthemovementofheavy
goodsordeliveriesshouldbelocatedclose
totheentranceaspossible.
FACTORS CONT.’D
•Seniormanagementofficesandconference
facilitiesshouldbesituatedwheremovement
andnoiseisminimal.
•Restandrecreationareas(ifany)shouldbe
separatedfromareaswhereconcentratedwork
istakingplace.
•Gangways,firedoorsandexistsetc.,mustbe
providedandkeptclearintheinterestofsafety.
•Citingofmachineryandgenerallayoutshould
minimiserisksofaccident
•Seniormanagementofficesandconference
facilitiesshouldbesituatedwheremovement
andnoiseisminimal.
•Restandrecreationareas(ifany)shouldbe
separatedfromareaswhereconcentratedwork
istakingplace.
•Gangways,firedoorsandexistsetc.,mustbe
providedandkeptclearintheinterestofsafety.
•Citingofmachineryandgenerallayoutshould
minimiserisksofaccident
OTHER FACTORS
WorkingConditionstogetthebestoutofevery
officeworker,theenvironmenthastobe
comfortableandhealthy.therefore:
i.Chairsanddesksshouldbearrangedina
standardform
ii.Eachclerkshouldhaveareasonableworking
space
iii.Theofficeshouldbewellventilatedandwell-lit
iv.Over-crowdingshouldbeavoided
v.Theofficeshouldbekeptclean
WorkingConditionstogetthebestoutofevery
officeworker,theenvironmenthastobe
comfortableandhealthy.therefore:
i.Chairsanddesksshouldbearrangedina
standardform
ii.Eachclerkshouldhaveareasonableworking
space
iii.Theofficeshouldbewellventilatedandwell-lit
iv.Over-crowdingshouldbeavoided
v.Theofficeshouldbekeptclean
OTHER FACTORS TO BE CONSIDERED WHEN
PLANNING AN OFFICE
Location
Whenplanningtoestablishanofficeitisvery
importanttotakeintoconsiderationtheactual
placewheretositeitintheorganization
•Layout
Thisfactortalksaboutthetypeoftheofficetobe
openedeithertheopenofficeormulti-room
officewhichevercansuitthepurposeofthe
organization.
PLANNING AN OFFICE
Location
Whenplanningtoestablishanofficeitisvery
importanttotakeintoconsiderationtheactual
placewheretositeitintheorganization
•Layout
Thisfactortalksaboutthetypeoftheofficetobe
openedeithertheopenofficeormulti-room
officewhichevercansuitthepurposeofthe
organization.
Factors cont.,d
Provision of Ventilation
Thisisparticularlyimportanttogiveanoffice
workeratotalcomforttodischargehis
routineactivities.Thishappenswherethere
seemstobefreshairtobeseeninthe
office.
•ProvisionofLighting
Itisalsoimportantfortheprovisionof
artificialandnaturallightingsystemstobe
seenintheofficetoavoidshadowofwork.
Provision of Ventilation
Thisisparticularlyimportanttogiveanoffice
workeratotalcomforttodischargehis
routineactivities.Thishappenswherethere
seemstobefreshairtobeseeninthe
office.
•ProvisionofLighting
Itisalsoimportantfortheprovisionof
artificialandnaturallightingsystemstobe
seenintheofficetoavoidshadowofwork.
Factors cont.’d
Equipment
Thenecessarytoolsorlogisticsthatisneededto
achievethepurposeofestablishingtheoffice
layoutdecidedshouldbeprovidedinorderto
increasetheproductivityintheoffice.
•ProvisionofAmenities
Otherserviceswhichhelptoincreasethe
productionintheofficeshouldalsobetakeninto
accountsuchasavailabilityoftoiletsandclock
rooms,transportetc.
Equipment
Thenecessarytoolsorlogisticsthatisneededto
achievethepurposeofestablishingtheoffice
layoutdecidedshouldbeprovidedinorderto
increasetheproductivityintheoffice.
•ProvisionofAmenities
Otherserviceswhichhelptoincreasethe
productionintheofficeshouldalsobetakeninto
accountsuchasavailabilityoftoiletsandclock
rooms,transportetc.
IMPORTANCE OF OFFICE LAYOUT
Layoutisaveryimportantaspectofofficeorganization
because:
a.Aproperlyplannedofficehelpstoachieveefficiencyin
gettingworkdone;
b.Theproperutilizationoffloorspaceresultsineconomiesof
beingmade;
c.Supervisionandcontroliseasier;
d.Intercommunicationbecomeseasier;
e.Betterusecanbemadeofofficeequipmentand
machinery;
f.Provisionofgoodventilationandlightingismadepossible.
Layoutisaveryimportantaspectofofficeorganization
because:
a.Aproperlyplannedofficehelpstoachieveefficiencyin
gettingworkdone;
b.Theproperutilizationoffloorspaceresultsineconomiesof
beingmade;
c.Supervisionandcontroliseasier;
d.Intercommunicationbecomeseasier;
e.Betterusecanbemadeofofficeequipmentand
machinery;
f.Provisionofgoodventilationandlightingismadepossible.
Advantages of a Good Office Layout
A good office layout offers the following
advantages
Efficiency in getting work done on time
Economic in the use of floor space
Easy to control and supervision of general
office worker
Problem-free inter communication
Best use of equipment and machinery
Keep the morale of workers high
Provide good ventilation and light
A good office layout offers the following
advantages
Efficiency in getting work done on time
Economic in the use of floor space
Easy to control and supervision of general
office worker
Problem-free inter communication
Best use of equipment and machinery
Keep the morale of workers high
Provide good ventilation and light
OFFICE ENVIRONMENT/SURROUNDING
Thesurroundingandphysicalconditionof
aplaceofworkaffectsthequalityof
outputandthemoralofthestaff.The
environmentofagoodofficelayoutshould
besuchawaythattheofficeclerkscan
workwithoutdistractionormentalfatigue
andinagoodconduciveatmospherefora
highproductivity.
Thesurroundingandphysicalconditionof
aplaceofworkaffectsthequalityof
outputandthemoralofthestaff.The
environmentofagoodofficelayoutshould
besuchawaythattheofficeclerkscan
workwithoutdistractionormentalfatigue
andinagoodconduciveatmospherefora
highproductivity.
ELEMENTS OF A GOOD OFFICE
ENVIRONMENT
Walls and Ceilings
Theofficewallsandceilingsshouldbekept
cleanandifpossibleshouldberepaintedat
regularintervals.Thechoiceofcolouris
alsoimportantsuchasthegreenandblue
colourstendtogivefeelingsofcoolnessin
anoffice.
ENVIRONMENT
Walls and Ceilings
Theofficewallsandceilingsshouldbekept
cleanandifpossibleshouldberepaintedat
regularintervals.Thechoiceofcolouris
alsoimportantsuchasthegreenandblue
colourstendtogivefeelingsofcoolnessin
anoffice.
Elements cont.’d
Floor Coverings
Theusingofgoodandconvenientcarpetin
coveringtheofficefloorisanimportantelement
ofagoodofficeenvironmentasitmakesthe
officeworkersfeelcomfortabletodischargetheir
dutiesefficiently.
Lighting
Theartificiallightsystemshouldbepositionedin
suchawaythatitwillnotbringaboutanyshadow
ofwork.Thisencouragesthesmoothflowof
workifitiswellpositioned.
Floor Coverings
Theusingofgoodandconvenientcarpetin
coveringtheofficefloorisanimportantelement
ofagoodofficeenvironmentasitmakesthe
officeworkersfeelcomfortabletodischargetheir
dutiesefficiently.
Lighting
Theartificiallightsystemshouldbepositionedin
suchawaythatitwillnotbringaboutanyshadow
ofwork.Thisencouragesthesmoothflowof
workifitiswellpositioned.
Elements cont.’d
Noise Level
Inagoodofficeenvironment,thelevelofnoiseshould
beminimizedtoencourageconcentrationand
avoidanceofannoyanceanddistraction.
•ProvisionforCleaning
Considerationmustbegiventoaclean,neatand
tidinessofanofficeasitencouragestheefficiency
andaccuracyinofficeoutputs.
•Ventilation,HeatingandCooling
Acomfortableworkingenvironmentwhichis
conducivetosustaintheofficeworkisvery
important.
Noise Level
Inagoodofficeenvironment,thelevelofnoiseshould
beminimizedtoencourageconcentrationand
avoidanceofannoyanceanddistraction.
•ProvisionforCleaning
Considerationmustbegiventoaclean,neatand
tidinessofanofficeasitencouragestheefficiency
andaccuracyinofficeoutputs.
•Ventilation,HeatingandCooling
Acomfortableworkingenvironmentwhichis
conducivetosustaintheofficeworkisvery
important.
OFFICE FURNITURE AND FURNISHING
Furnitureuseinanofficeisaveryimportant
one.Thisshouldbeup-to-datefurniture.
Theofficeshouldalsobewellfurnishedwith
requiredfurnishingthatmaysuitaparticular
office.Forofficefurnitureandfurnishingsto
beprovidedtosuitanofficeworkthe
followingmustbetakenintoconsideration:
Furnitureuseinanofficeisaveryimportant
one.Thisshouldbeup-to-datefurniture.
Theofficeshouldalsobewellfurnishedwith
requiredfurnishingthatmaysuitaparticular
office.Forofficefurnitureandfurnishingsto
beprovidedtosuitanofficeworkthe
followingmustbetakenintoconsideration:
Office furniture and furnishing
Cost
Thoughmodernofficefurniturecanbeveryexpensive
theofficefurnitureshouldatleastbenew,ifnot
totallynewthenpartiallytoreducethecostofgetting
theofficebeingestablished.
•Image
Foranofficeshouldbemoreattractiveapartfromthe
furniturethereshouldbeotherdecorativeimagesto
beusedtodecoratethefurnitureortheoffice.This
indeedinfluencesthevisitorsorclientstofeellively
intheoffice.
Cost
Thoughmodernofficefurniturecanbeveryexpensive
theofficefurnitureshouldatleastbenew,ifnot
totallynewthenpartiallytoreducethecostofgetting
theofficebeingestablished.
•Image
Foranofficeshouldbemoreattractiveapartfromthe
furniturethereshouldbeotherdecorativeimagesto
beusedtodecoratethefurnitureortheoffice.This
indeedinfluencesthevisitorsorclientstofeellively
intheoffice.
Office furniture cont.’d
Status
Provisionoffurnitureandfurnishingshouldbe
providedaccordinglyespeciallyintermsof
superiority,sothatfurnitureoftheexecutivesor
superiorsshoulddifferfromthatofthesubordinates.
•Standardization
Itispresumedthatfurnitureandfurnishingshouldbe
oftherightstandardinanofficeespeciallyinterms
ofthetypeofcoloursandstylesofthedesks,tables
andchairs.
Status
Provisionoffurnitureandfurnishingshouldbe
providedaccordinglyespeciallyintermsof
superiority,sothatfurnitureoftheexecutivesor
superiorsshoulddifferfromthatofthesubordinates.
•Standardization
Itispresumedthatfurnitureandfurnishingshouldbe
oftherightstandardinanofficeespeciallyinterms
ofthetypeofcoloursandstylesofthedesks,tables
andchairs.
TYPES OF LAYOUT
Therearetwomajorwaysinwhichofficescanbe
arranged.TheseareOPENandCLOSEDOFFICES.
OPENPLANOFFICE
Thisisatypeofofficelayoutwheremanyemployeesof
thesamefirmworktogetherinonelargeroom.Thus,in
oneroomarestaffofaccounting,purchasing,marketing
andadministration.Inorderwords,itisatypeofoffice
whereonelargeroomisusedandallstaffaresited.
Theopenplanofficetypeisalargeroomwhereseveral
sectionsordepartmentsworktogetherinsteadof
separaterooms.
Therearetwomajorwaysinwhichofficescanbe
arranged.TheseareOPENandCLOSEDOFFICES.
OPENPLANOFFICE
Thisisatypeofofficelayoutwheremanyemployeesof
thesamefirmworktogetherinonelargeroom.Thus,in
oneroomarestaffofaccounting,purchasing,marketing
andadministration.Inorderwords,itisatypeofoffice
whereonelargeroomisusedandallstaffaresited.
Theopenplanofficetypeisalargeroomwhereseveral
sectionsordepartmentsworktogetherinsteadof
separaterooms.
MERITS OF AN OPEN OFFICE
•Supervisioniseasierwithfewersupervisors
required;
•Freecommunication.Communicationwith
stafffromotherdepartmentsiseasiersince
theyarealllocatedinonelargeroom.
•Thereisflexiblearrangementoffurniture
andequipmentintheavailablespace.
•Thereareeconomiesinheatingand
lighting.
•Supervisioniseasierwithfewersupervisors
required;
•Freecommunication.Communicationwith
stafffromotherdepartmentsiseasiersince
theyarealllocatedinonelargeroom.
•Thereisflexiblearrangementoffurniture
andequipmentintheavailablespace.
•Thereareeconomiesinheatingand
lighting.
MERITS CONT.’D
•Sharingofequipmentsuchasphotocopier,
telephone,lightetcareeasier.
•Thereismorefeelingofteamhoodthanin
privateoffices.
•Thereiseconomyintheuseoffloor-space
becauseoftheabsenceofpartitions.
•Workflowissmoother,freeofphysical
barriers,andeasiertocontrol.
•Sharingofequipmentsuchasphotocopier,
telephone,lightetcareeasier.
•Thereismorefeelingofteamhoodthanin
privateoffices.
•Thereiseconomyintheuseoffloor-space
becauseoftheabsenceofpartitions.
•Workflowissmoother,freeofphysical
barriers,andeasiertocontrol.
DEMERITS OF AN OPEN OFFICE
•Thereislackofprivacy.Confidential
informationcanbeleakedouttostaffeasily.
•Therearedistractionsfromnoiseand
movementofstaff.
•Lossofmanagersofthestatusofa
separateoffice,possiblyloweringmorale.
•Thereistendencyformanagerstobecome
involvedinroutinematters.
•Pilferingismorelikely.
•Thereislackofprivacy.Confidential
informationcanbeleakedouttostaffeasily.
•Therearedistractionsfromnoiseand
movementofstaff.
•Lossofmanagersofthestatusofa
separateoffice,possiblyloweringmorale.
•Thereistendencyformanagerstobecome
involvedinroutinematters.
•Pilferingismorelikely.
CLOSED/PARTITION/CUBICLE OFFICE
Thisconsistsofsmallofficeseparatedby
walls,andlinkedbycorridors.Hereasenior
memberofstaffandpossiblyhisconfidential
secretaryareallocatedasmalloffice.
MERITSOFCLOSED/PARTITION/CUBICLE
OFFICE
•Thereisprivacy.Secretandconfidential
informationismorepreserved.
•Peaceandsecurity.Nodistractionbynoise
andstaffmovement.
Thisconsistsofsmallofficeseparatedby
walls,andlinkedbycorridors.Hereasenior
memberofstaffandpossiblyhisconfidential
secretaryareallocatedasmalloffice.
MERITSOFCLOSED/PARTITION/CUBICLE
OFFICE
•Thereisprivacy.Secretandconfidential
informationismorepreserved.
•Peaceandsecurity.Nodistractionbynoise
andstaffmovement.
MERITS CONT.’D
•Thereisenhancedstatusofthemanager
intheuseofaseparateoffice.
•Individualsneedsandpreferencescanbe
satisfied.
•Itfacilitatesmoredisciplineamongthe
wholestaffintheoffice
•Noisedistractionsarereducedtothe
barestminimum.
•Thereisenhancedstatusofthemanager
intheuseofaseparateoffice.
•Individualsneedsandpreferencescanbe
satisfied.
•Itfacilitatesmoredisciplineamongthe
wholestaffintheoffice
•Noisedistractionsarereducedtothe
barestminimum.
DEMERITS OF CLOSED OFFICE
•Statussymbolsbringaboutdisaffectionamongstaff.
•Thislayoutconsumesalotofspacebecauseofthe
partitions.
•Thereisdifficultyintryingtoexpandtheoffice,thusitis
saidthatthereisnoflexibilityinlayoutwhenchangesare
required.
•Theclosedofficerenderssupervisiondifficultbecause
thestaffareindifferentofficesorrooms.
•Ittakeslongertimetosendmessagesfromoneofficeto
another.
•Toomuchprivacytendstoallowthestafftogetinvolved
inothermatters.
•Statussymbolsbringaboutdisaffectionamongstaff.
•Thislayoutconsumesalotofspacebecauseofthe
partitions.
•Thereisdifficultyintryingtoexpandtheoffice,thusitis
saidthatthereisnoflexibilityinlayoutwhenchangesare
required.
•Theclosedofficerenderssupervisiondifficultbecause
thestaffareindifferentofficesorrooms.
•Ittakeslongertimetosendmessagesfromoneofficeto
another.
•Toomuchprivacytendstoallowthestafftogetinvolved
inothermatters.
CENTRALIZATION
Centralizationingeneralmeanstheemphasisplaced
oncontrolfromthecentreasseenindetailed
instructionsfromtheheadofficeonwhatworkshould
bedone,howitshouldbedoneandwhen;then
requiringfrequentandregularreportsonit.Itcanalso
meanthatitisthepracticeofhavingallresponsibility
andauthorityconcentratedinoneplacesothatmajor
decisionsaremadebythecentralcontrollingbody.
Office services that can be centralized include typing,
duplicating, filing, handling of mails, the switchboard
(telephone) records, staff training stationery etc.
Centralizationingeneralmeanstheemphasisplaced
oncontrolfromthecentreasseenindetailed
instructionsfromtheheadofficeonwhatworkshould
bedone,howitshouldbedoneandwhen;then
requiringfrequentandregularreportsonit.Itcanalso
meanthatitisthepracticeofhavingallresponsibility
andauthorityconcentratedinoneplacesothatmajor
decisionsaremadebythecentralcontrollingbody.
Office services that can be centralized include typing,
duplicating, filing, handling of mails, the switchboard
(telephone) records, staff training stationery etc.
MERITS
•Betteradministrativecontroland
supervisioncanbeachieved;
•Greaterflexibilityintheuseofstaffis
possibleandjobrotationismoreeasily
handled;
•Workcanbescheduled(programmed)
properlyandpeakloadscanbeeasily
handled
•Betteradministrativecontroland
supervisioncanbeachieved;
•Greaterflexibilityintheuseofstaffis
possibleandjobrotationismoreeasily
handled;
•Workcanbescheduled(programmed)
properlyandpeakloadscanbeeasily
handled
MERITS CONT’D
•Machinescanbeusedmoreeconomically;
•Thecostofservicescanbekepttoa
minimum;
•Consistencyoruniformityinproceduresis
easiertoensure;
•Staffabsencescanbehandledmoreeasily
andwillhavelesseffectontheworkload.
•Machinescanbeusedmoreeconomically;
•Thecostofservicescanbekepttoa
minimum;
•Consistencyoruniformityinproceduresis
easiertoensure;
•Staffabsencescanbehandledmoreeasily
andwillhavelesseffectontheworkload.
DEMERITS
•Toorigidcontrolfromthecentremaycause
frustration;
•Servicesmaynotbeflexibleenoughtomeetthe
specialneedsofindividualdepartments;
•Delaysinworkoperationsmayoccurbecauseof
thephysicalremotenessoffiles,otherrecords;
•Thereoccurslossofpersonalinterest,staffin
centralizeddepartmentsmayhavelittleorno
interestintheworktheyaredoingforother
departments;
•Toorigidcontrolfromthecentremaycause
frustration;
•Servicesmaynotbeflexibleenoughtomeetthe
specialneedsofindividualdepartments;
•Delaysinworkoperationsmayoccurbecauseof
thephysicalremotenessoffiles,otherrecords;
•Thereoccurslossofpersonalinterest,staffin
centralizeddepartmentsmayhavelittleorno
interestintheworktheyaredoingforother
departments;
DEMERITS CONT’D
•Itisunsuitableforconfidentialwork;
•Thereisincreasedpossibilityoferroras
centralizedstaffmayhavelittleorno
understandingofmanydocumentsthey
handle.
•Itisunsuitableforconfidentialwork;
•Thereisincreasedpossibilityoferroras
centralizedstaffmayhavelittleorno
understandingofmanydocumentsthey
handle.
DECENTRALIZATION
Anothertermsometimes used for
Decentralizationis Departmentalization.
Decentralizationofofficeservicesmeansthe
handlingofofficeservicesbyindividual
departments.Itoccursespeciallywhensomeof
theservicesareverypeculiartothedepartments
concerned.(Youcanusethemeritsfor
centralizationasdemeritsfordecentralization
andviceversa.
Anothertermsometimes used for
Decentralizationis Departmentalization.
Decentralizationofofficeservicesmeansthe
handlingofofficeservicesbyindividual
departments.Itoccursespeciallywhensomeof
theservicesareverypeculiartothedepartments
concerned.(Youcanusethemeritsfor
centralizationasdemeritsfordecentralization
andviceversa.
Merits
Withthisplanoforganization,each
departmentalmanagerhasfullanddirect
controlofhisphasesofthebusiness;
Theofficestaffdevelopsaspecialised
knowledgeofthewaythingsaredonein
thedepartment;
Relationshipamongdifferentkindsof
employeesaremorepersonalandteam
spiritdevelopsamongtheworkers.
Withthisplanoforganization,each
departmentalmanagerhasfullanddirect
controlofhisphasesofthebusiness;
Theofficestaffdevelopsaspecialised
knowledgeofthewaythingsaredonein
thedepartment;
Relationshipamongdifferentkindsof
employeesaremorepersonalandteam
spiritdevelopsamongtheworkers.
Merits cont.’d
Eachdepartmentalofficetendstooperate
asaself-containedunit;
Nootherdepartmentratherthanthesame
officeisheldresponsibleforthe
inefficiencyofwork;
Documentsofconfidentialnatureremainin
thedepartment.
Eachdepartmentalofficetendstooperate
asaself-containedunit;
Nootherdepartmentratherthanthesame
officeisheldresponsibleforthe
inefficiencyofwork;
Documentsofconfidentialnatureremainin
thedepartment.
Demerits
Runningseparateofficeactivitiesforeach
departmentcanbecomeexpensiveand
takingmorespaces;
Inahastetogatherallinformationabouta
certaincustomerfromvariousdepartment
wouldbeabigjobandmightoverlookan
importantsourceofinformation.
Runningseparateofficeactivitiesforeach
departmentcanbecomeexpensiveand
takingmorespaces;
Inahastetogatherallinformationabouta
certaincustomerfromvariousdepartment
wouldbeabigjobandmightoverlookan
importantsourceofinformation.
INTERNAL NOISE
Constantloudnoisedistractsattentionandaffect
theefficiencyofofficework.Atotalabsenceof
anynoise,however,causesfrustration,
nervousnessandstress.Alowbackground
musicisthereforesufficientandassuitable
noisetoimproveandincreasequalityofwork
andbetterhealthofofficeworkers.
Constantloudnoisedistractsattentionandaffect
theefficiencyofofficework.Atotalabsenceof
anynoise,however,causesfrustration,
nervousnessandstress.Alowbackground
musicisthereforesufficientandassuitable
noisetoimproveandincreasequalityofwork
andbetterhealthofofficeworkers.
Sources of Internal Noise
Theringingoftelephones;
Thenoiseofofficemachinery;
Conversation;
Footsteps;
Doorslammingetc
Theringingoftelephones;
Thenoiseofofficemachinery;
Conversation;
Footsteps;
Doorslammingetc
Departments Within an Organization
Administration
ThekeyexecutiveistheCompanySecretary
orAdministrativeManager.AnOffice
Managerandsupervisorsareappointedto
assisttheCompanySecretaryinlarge
businessconcerns.Itsobjectiveistoco-
ordinatealltheadministrativefunctionsof
thebusiness.
Administration
ThekeyexecutiveistheCompanySecretary
orAdministrativeManager.AnOffice
Managerandsupervisorsareappointedto
assisttheCompanySecretaryinlarge
businessconcerns.Itsobjectiveistoco-
ordinatealltheadministrativefunctionsof
thebusiness.
Functions and Responsibilities
Main duty is general office administration.
Functions include:
Strong link with Managing Director
All legal and insurance matters
Registration and transfer of shares
Office planning and organization
Dealing with filing
Keeping of statutory books etc.
Main duty is general office administration.
Functions include:
Strong link with Managing Director
All legal and insurance matters
Registration and transfer of shares
Office planning and organization
Dealing with filing
Keeping of statutory books etc.
Accounts or Finance Department
ThekeyexecutivebeingtheChiefor
CompanyAccountant.Objectivesofthe
departmentareFinancialcontrolofthe
company’sassets;calculationofprofitand
loss,andforecastingbudgetarycontrol.
ThekeyexecutivebeingtheChiefor
CompanyAccountant.Objectivesofthe
departmentareFinancialcontrolofthe
company’sassets;calculationofprofitand
loss,andforecastingbudgetarycontrol.
Functions and Responsibilities
Keeping various books of accounts relating to
financial affairs of the business;
Preparation of annual accounts presented to
shareholders at the AGM
Reporting financial matters to management;
Preparation and payment of wages & salaries;
Deals with the tax ability of the business
Pays creditors and receive money from debtors
Keeping various books of accounts relating to
financial affairs of the business;
Preparation of annual accounts presented to
shareholders at the AGM
Reporting financial matters to management;
Preparation and payment of wages & salaries;
Deals with the tax ability of the business
Pays creditors and receive money from debtors
Personnel Department
SometimescalledtheStaff,Establishmentor
HumanResourceDepartment.Thekey
executiveisthePersonnelorHRM.The
objectiveistomaintaingoodworking
relationsbetweenmanagementandworkers.
FunctionsandResponsibilities
Recruitmentandselectionofemployees;
Education,traininganddevelopmentofstaff;
SometimescalledtheStaff,Establishmentor
HumanResourceDepartment.Thekey
executiveisthePersonnelorHRM.The
objectiveistomaintaingoodworking
relationsbetweenmanagementandworkers.
FunctionsandResponsibilities
Recruitmentandselectionofemployees;
Education,traininganddevelopmentofstaff;
Functions cont.’d
workingconditionsandgeneralwelfareof
staff;
Keepingstaffrecords;
Regular,periodicassessmentofhowa
workerisdoinghisjobforpromotion
purpose;
Resignationanddismissalofstaff;
Promotionsandtransferofstaffetc.
workingconditionsandgeneralwelfareof
staff;
Keepingstaffrecords;
Regular,periodicassessmentofhowa
workerisdoinghisjobforpromotion
purpose;
Resignationanddismissalofstaff;
Promotionsandtransferofstaffetc.
Sales or Marketing Department
TheSalesDepartmentinsomebusiness
concernsissometimesknownasthem
MarketingDepartment.Marketingisthe
widertermandwillcontrolsales,advertising,
warehousing,transport,packagingand
marketresearch. Inlargebusiness
organizations,theremaybeseparate
departmentswitheachoftheseabovetitles.
TheSalesDepartmentinsomebusiness
concernsissometimesknownasthem
MarketingDepartment.Marketingisthe
widertermandwillcontrolsales,advertising,
warehousing,transport,packagingand
marketresearch. Inlargebusiness
organizations,theremaybeseparate
departmentswitheachoftheseabovetitles.
Functions and Responsibilities
Toascertainwhatcustomerswantbuy,that
is,assessingthemarket;
Seeingifsuchproductsorgoodscanbe
madeoralreadymade;
Toletpossiblepurchasersknowofthe
company’sproducts;
Topersuadeprospectivebuyerstobuythe
company’sproducts;
Handlingsalesdocumentsetc
Toascertainwhatcustomerswantbuy,that
is,assessingthemarket;
Seeingifsuchproductsorgoodscanbe
madeoralreadymade;
Toletpossiblepurchasersknowofthe
company’sproducts;
Topersuadeprospectivebuyerstobuythe
company’sproducts;
Handlingsalesdocumentsetc
Purchasing Department
ItissometimesknownasProcurement
Department.Itisunderthedirectionofthe
PurchasingorProcurementManager.It
seekstopurchaseanddeliverthebestof
goodsatthemostfavourableterms.Itis
responsibleforthebuyingofrawmaterials
forthefactory,machineryusedinthe
manufacturingofthefirm’sproducts,office
stationeryorsuppliers,equipmentetc.
ItissometimesknownasProcurement
Department.Itisunderthedirectionofthe
PurchasingorProcurementManager.It
seekstopurchaseanddeliverthebestof
goodsatthemostfavourableterms.Itis
responsibleforthebuyingofrawmaterials
forthefactory,machineryusedinthe
manufacturingofthefirm’sproducts,office
stationeryorsuppliers,equipmentetc.
Functions and Responsibilities
Seeksoutandkeepintouchwiththebest
sourcesofsupply;
Negotiatingfavourabletermwithregardsto
prices;
Checkingandcertifyingonpurchase
invoicesthatgoodshavebeenreceived;
Collectsrequisitionsfrom other
departmentsforthepurchasingoftheir
requiredgoods.
Seeksoutandkeepintouchwiththebest
sourcesofsupply;
Negotiatingfavourabletermwithregardsto
prices;
Checkingandcertifyingonpurchase
invoicesthatgoodshavebeenreceived;
Collectsrequisitionsfrom other
departmentsforthepurchasingoftheir
requiredgoods.
Production Department
ThechiefexecutiveistheProduction
ManagerorsometimesknownasWorks
Manager.Theobjectiveisfactoryplanning
andcontroltoproducefinishedgoods.
ThechiefexecutiveistheProduction
ManagerorsometimesknownasWorks
Manager.Theobjectiveisfactoryplanning
andcontroltoproducefinishedgoods.
Functions and Responsibilities
Planningofproductiontoseethattheright
goodsaremanufacturedintherighttime;
Planningofproductiontomanufacture
goodsascheaplyaspossible;
Planningofnewmethodsofproduction;
Recommendthepurchaseorreplacement,
andmaintenanceoffactorymachines;
Keepsthestockoffinishedgoodswhich
havebeenmanufactured.
Planningofproductiontoseethattheright
goodsaremanufacturedintherighttime;
Planningofproductiontomanufacture
goodsascheaplyaspossible;
Planningofnewmethodsofproduction;
Recommendthepurchaseorreplacement,
andmaintenanceoffactorymachines;
Keepsthestockoffinishedgoodswhich
havebeenmanufactured.
OFFICE PERSONNEL
Thesearethevariousgroupsofpeopleor
personswhoperformtheclericalworkinthe
office.Theyarecalledtheofficestaffor
clerkswhichsomeperformaspecific
functionsapartfromtheusualfunctions
carriedoutbythegeneralofficeclerks.
Thesestaffincludesthefollowing:
Thesearethevariousgroupsofpeopleor
personswhoperformtheclericalworkinthe
office.Theyarecalledtheofficestaffor
clerkswhichsomeperformaspecific
functionsapartfromtheusualfunctions
carriedoutbythegeneralofficeclerks.
Thesestaffincludesthefollowing:
THE OFFICE MANAGER
Theofficemanagerinanorganisationis
theheadofthegeneraladministration
departmentwhoisresponsiblefor
implementingofpoliciesformulatedbythe
managementortheboardofmanagement
totheothersectorsintheorganization.
Controllinganddistributingofdutiesand
responsibilitiesingeneraladministrationis
alsoinhishand.
Theofficemanagerinanorganisationis
theheadofthegeneraladministration
departmentwhoisresponsiblefor
implementingofpoliciesformulatedbythe
managementortheboardofmanagement
totheothersectorsintheorganization.
Controllinganddistributingofdutiesand
responsibilitiesingeneraladministrationis
alsoinhishand.
Qualities/Attributes of Office Manager
Heshouldbeabletooffereffective
leadershiptohissubordinates;
Hemustbeabletocommunicatewithhis
staff.Thismakesitpossibletothestaffto
knowhisintentionsandreasonsforcertain
actionshetakes.
Heshouldbeabletoshowsound
judgementswhendelegatingdutiesand
powerstohisstaffandthenjudgingtheir
characters.
Heshouldbeabletooffereffective
leadershiptohissubordinates;
Hemustbeabletocommunicatewithhis
staff.Thismakesitpossibletothestaffto
knowhisintentionsandreasonsforcertain
actionshetakes.
Heshouldbeabletoshowsound
judgementswhendelegatingdutiesand
powerstohisstaffandthenjudgingtheir
characters.
Qualities/Attributes Cont.’d
Hemustbecapableofmaintainingdiscipline
amonghisstaffbysettingupgoodexamples
withhisactionsforthesubordinatesto
emulate.
Officemanagershouldbesomebodywhois
forcastiveandforwardlooking.
Heshouldbefirm,butfairindecision
making.Heshouldnotbepartialindealing
withmattersamonghisstaff.
Hemustbecapableofmaintainingdiscipline
amonghisstaffbysettingupgoodexamples
withhisactionsforthesubordinatesto
emulate.
Officemanagershouldbesomebodywhois
forcastiveandforwardlooking.
Heshouldbefirm,butfairindecision
making.Heshouldnotbepartialindealing
withmattersamonghisstaff.
Duties/Responsibilities of Office
Manager
He plansasuitableorganizational
representationforhisdepartments,which
shouldshowclearlythedutiesresponsibilities
andevenauthoritytoworkers.
Heexplainsthepoliciesformulatedfromthetop
inmanagementtotheentireorganizational
workers.
Hetakesparticularcontrolovertheemployees
aswellastheirworkingsurroundings.
Manager
He plansasuitableorganizational
representationforhisdepartments,which
shouldshowclearlythedutiesresponsibilities
andevenauthoritytoworkers.
Heexplainsthepoliciesformulatedfromthetop
inmanagementtotheentireorganizational
workers.
Hetakesparticularcontrolovertheemployees
aswellastheirworkingsurroundings.
Duties/Responsibilities Cont.’d
Hegivesdirectivesforthesupplyor
purchasesoftheofficeequipmentand
materialstothesectors,whichrequires.
Forhighproductivityintheofficeheshould
decideameansofmotivation.
Heplansthewaypaperworkistobe
carriedoutintheoffice.
Hegivesdirectivesforthesupplyor
purchasesoftheofficeequipmentand
materialstothesectors,whichrequires.
Forhighproductivityintheofficeheshould
decideameansofmotivation.
Heplansthewaypaperworkistobe
carriedoutintheoffice.
OFFICE SUPERVISOR
Theofficesupervisorisanofficepersonnel
whoassignsandmonitorsthedutiesof
subordinatesintheoffice.Heisanoffice
workerwhoshouldbefairandfirmin
dischargingofduties.
DutiesoftheOfficeSupervisor
•Heassignsworkamongtheteamleaders;
•Hedealswithqueriesandcomplaintsthat
arelaunchedbyhisstaff.
Theofficesupervisorisanofficepersonnel
whoassignsandmonitorsthedutiesof
subordinatesintheoffice.Heisanoffice
workerwhoshouldbefairandfirmin
dischargingofduties.
DutiesoftheOfficeSupervisor
•Heassignsworkamongtheteamleaders;
•Hedealswithqueriesandcomplaintsthat
arelaunchedbyhisstaff.
Office Supervisor
Heactsasaliaisonbetweenother
departmentsintheorganisationtomake
sureofeasyandsmoothflowofwork.
Heintroducesnewtechniquesintraining
staff.
Hemakessurethereareenoughstaff
availableforassigningofduties.
Hemakessurethatallstaffgiveshebest
outofhisbypropermonitoring.
Heactsasaliaisonbetweenother
departmentsintheorganisationtomake
sureofeasyandsmoothflowofwork.
Heintroducesnewtechniquesintraining
staff.
Hemakessurethereareenoughstaff
availableforassigningofduties.
Hemakessurethatallstaffgiveshebest
outofhisbypropermonitoring.
PRIVATE SECRETARY/PERSONNEL
ASSISTANT
PrivateSecretaryisanofficeworkerwhois
assignedtoassistanexecutiveorbossin
organizationindischargingofhisduties
effectively.Insomeorganizationtheyrefer
privatesecretarytoas“Personnel
Assistant”.Thisisnon-executiveposition,
becausethepersonnelonlyassista
particularsuperiortodischargehisduties.
ASSISTANT
PrivateSecretaryisanofficeworkerwhois
assignedtoassistanexecutiveorbossin
organizationindischargingofhisduties
effectively.Insomeorganizationtheyrefer
privatesecretarytoas“Personnel
Assistant”.Thisisnon-executiveposition,
becausethepersonnelonlyassista
particularsuperiortodischargehisduties.
Qualities or Attributes of Private Secretary
APPEARANCE
PrivateSecretaryshouldhaveanequal
pleasantappearanceasthatofanoffice
workersoastocreateagoodimpressionby
herbossaswellasthewholeorganization
onallpeoplewhocomeintocontactwith
her.
APPEARANCE
PrivateSecretaryshouldhaveanequal
pleasantappearanceasthatofanoffice
workersoastocreateagoodimpressionby
herbossaswellasthewholeorganization
onallpeoplewhocomeintocontactwith
her.
Qualities/Attributes Cont.’d
PERSONALITY
Apleasingpersonalityisimportantforprivate
secretarytoenablehermaintainsagood
andamicablerelationswithmanypeople
shedealswith.Thispersonalityshould
enablehertobecool,calmandcollected
whichcanensureapleasant,even-temper
andselfcontroltoenableher.
PERSONALITY
Apleasingpersonalityisimportantforprivate
secretarytoenablehermaintainsagood
andamicablerelationswithmanypeople
shedealswith.Thispersonalityshould
enablehertobecool,calmandcollected
whichcanensureapleasant,even-temper
andselfcontroltoenableher.
Qualities Cont.’d
ADAPTABILITY
Sheshouldbeflexibleinherroutineactivities;
thesecouldbeanyacceptedchangesthatis
madeinherofficeshouldnotbeverydifficultfor
hertoadjustherselftoit.
•MENTALAGILITY
Agoodprivatesecretaryorpersonalassistant
shouldbementallysoundedandattentive,this
willhelphertothinkclearlyandeasilyinreacting
toinstructionsandotherdirectives.
ADAPTABILITY
Sheshouldbeflexibleinherroutineactivities;
thesecouldbeanyacceptedchangesthatis
madeinherofficeshouldnotbeverydifficultfor
hertoadjustherselftoit.
•MENTALAGILITY
Agoodprivatesecretaryorpersonalassistant
shouldbementallysoundedandattentive,this
willhelphertothinkclearlyandeasilyinreacting
toinstructionsandotherdirectives.
Qualities Cont.’d
LANGUAGE
Sheshouldhaveagoodlanguageof
communication.Shemustbeabletospeak
clearlyandfluently.Sheshouldbecalmand
politeindeedinconversationwithpeople.
•SENSEOFRESPONSIBILITY
Sheneedstouseahighsenseofinitiativein
handlingorgoingaboutherroutineactivities
withoutmuchsupervisionandconsultations.
LANGUAGE
Sheshouldhaveagoodlanguageof
communication.Shemustbeabletospeak
clearlyandfluently.Sheshouldbecalmand
politeindeedinconversationwithpeople.
•SENSEOFRESPONSIBILITY
Sheneedstouseahighsenseofinitiativein
handlingorgoingaboutherroutineactivities
withoutmuchsupervisionandconsultations.
DUTIES OF PERSONAL/PRIVATE
SECRETARY
1. Making appointments and receiving of
visitors: -She must be able to make effective
appointments arranged by her boss. Visitors
that are to see her boss should be well received
and entertained in a very nice polite, and
courteous manner.
2. effective communication: -She must know
how to communicate to her boss and others
she deals with effectively both in oral and
written means of communication. Such as the
use of telephone, fax machines, writing of good
business letters, memos and others.
SECRETARY
1. Making appointments and receiving of
visitors: -She must be able to make effective
appointments arranged by her boss. Visitors
that are to see her boss should be well received
and entertained in a very nice polite, and
courteous manner.
2. effective communication: -She must know
how to communicate to her boss and others
she deals with effectively both in oral and
written means of communication. Such as the
use of telephone, fax machines, writing of good
business letters, memos and others.
Duties cont’d
3.Dealing with Incoming and Outgoing Mails:-Letters
and other correspondence that are to be received and
processed out by the boss, should be handled by the
personal assistant for the sake of confidentiality and
others.
4.Taking dictation:-She must be able to take dictation
in any faster means and to typewrite them accurately
whenever she is to be assigned work through dictation.
5.Keeping Petty Cash and Accounts:-She should be
able to keep proper records of petty expenses make in
the office in terms of day-to-day running of the office.
3.Dealing with Incoming and Outgoing Mails:-Letters
and other correspondence that are to be received and
processed out by the boss, should be handled by the
personal assistant for the sake of confidentiality and
others.
4.Taking dictation:-She must be able to take dictation
in any faster means and to typewrite them accurately
whenever she is to be assigned work through dictation.
5.Keeping Petty Cash and Accounts:-She should be
able to keep proper records of petty expenses make in
the office in terms of day-to-day running of the office.
Duties cont’d
6. Supervising Office Personnel:-In office
organization where a private secretary is
responsible for other subordinates she must be
able to do effective supervision as well as her
special duties are concerned.
7. Checking and Paying Bills:-She should
monitor the bills for utilities used in the office by
means of requesting or seeing to early
settlements in order not to bring about
disconnections which would delay the work. Such
bills are the electricity, water, telecommunication
etc.
6. Supervising Office Personnel:-In office
organization where a private secretary is
responsible for other subordinates she must be
able to do effective supervision as well as her
special duties are concerned.
7. Checking and Paying Bills:-She should
monitor the bills for utilities used in the office by
means of requesting or seeing to early
settlements in order not to bring about
disconnections which would delay the work. Such
bills are the electricity, water, telecommunication
etc.
Duties cont’d
8. Preparing Itinerary for her boss:-
Private secretary must be able to make
effective arrangement for her boss whenever
he happens to travel both internal and
external by means of booking proper hotel,
getting tickets and other materials to be used
for a journey.
8. Preparing Itinerary for her boss:-
Private secretary must be able to make
effective arrangement for her boss whenever
he happens to travel both internal and
external by means of booking proper hotel,
getting tickets and other materials to be used
for a journey.
QUALITIES/ATTRIBUTES OF GENERAL OFFICE
WORKER
COURTESY
This is a quality, which speaks for itself especially
when describing somebody’s behaviour towards
his fellow workers and visitors in general. The
office worker should show equal respect to his
staff and other people he deals with.
PUNCTUALITY
The office worker should have a habit of
gettingnto his office early few minutes before the
official starting working time. He should get to his
office early to prepare himself for the day’s work.
WORKER
COURTESY
This is a quality, which speaks for itself especially
when describing somebody’s behaviour towards
his fellow workers and visitors in general. The
office worker should show equal respect to his
staff and other people he deals with.
PUNCTUALITY
The office worker should have a habit of
gettingnto his office early few minutes before the
official starting working time. He should get to his
office early to prepare himself for the day’s work.
Qualities cont’d
HONESTY
This is also a very important quality, which
every office staff should posses especially those
who are entrusted or assigned with financial
responsibilities etc.
NEATNESS
An office worker should be neat. This is notice
even in the worker’s dressing as well as his
output in the office. The office worker should be
decent in dressing.
HONESTY
This is also a very important quality, which
every office staff should posses especially those
who are entrusted or assigned with financial
responsibilities etc.
NEATNESS
An office worker should be neat. This is notice
even in the worker’s dressing as well as his
output in the office. The office worker should be
decent in dressing.
QUALITIES CONT’D
ACCURACY
Office worker should be accurate in
submission of his assigned duties. Every
employee should be able to supply his boss
with only correct figures or data always.
TACTFULNESS
He should be very diplomatic in dealing with
people who come into contact with him.
Office clerk should not give information to
people which he has no authority to give.
ACCURACY
Office worker should be accurate in
submission of his assigned duties. Every
employee should be able to supply his boss
with only correct figures or data always.
TACTFULNESS
He should be very diplomatic in dealing with
people who come into contact with him.
Office clerk should not give information to
people which he has no authority to give.
Qualities cont’d
ADAPTABILITY
He should be able to adapt himself with and
possible change that may come in his office.
These are normally seen when workers have
to do others job in time of illness etc.
HARWORKING
He should be hardworking in order to
increase output in his office.
ADAPTABILITY
He should be able to adapt himself with and
possible change that may come in his office.
These are normally seen when workers have
to do others job in time of illness etc.
HARWORKING
He should be hardworking in order to
increase output in his office.
DUTIES OF OFFICE WORKER/CLERK IN
GENERAL
1.Dealing with general postal work including
opening of official correspondence and
delivery of mail.
2.Handling of telephone should there be a call
made to the office and the telephonist is not
there and office worker who is available must
be able to receive the calls.
3.To be conversant with the addressing
machines should there be the need to address
correspondence and the mail clerk is not
available or very busy.
4.To do general filing and indexing.
GENERAL
1.Dealing with general postal work including
opening of official correspondence and
delivery of mail.
2.Handling of telephone should there be a call
made to the office and the telephonist is not
there and office worker who is available must
be able to receive the calls.
3.To be conversant with the addressing
machines should there be the need to address
correspondence and the mail clerk is not
available or very busy.
4.To do general filing and indexing.
Duties cont’d
5.To know how to reproduce documents
from the various means of reprography
systems such as operating Gestener
photocopier etc.
6.Office worker in general should know how
to collate stapling of documents.
7.Should stamp, sorts mails and distributes
mails to the various quarters of the
organization if there is the need.
5.To know how to reproduce documents
from the various means of reprography
systems such as operating Gestener
photocopier etc.
6.Office worker in general should know how
to collate stapling of documents.
7.Should stamp, sorts mails and distributes
mails to the various quarters of the
organization if there is the need.
OFFICE MESSENGER
This office personnel plays an important role in
an organization by helping the other workers in
delivery of messages, documents, parcels,
packages and other items. He is and office staff
who should be mobile either by walking on foot,
using bicycles, motorbike or even public
conveyance for delivery of messages.
This office personnel plays an important role in
an organization by helping the other workers in
delivery of messages, documents, parcels,
packages and other items. He is and office staff
who should be mobile either by walking on foot,
using bicycles, motorbike or even public
conveyance for delivery of messages.
DUTIES OF OFFICE
MESSENGER
1.Going for correspondence at the Post Office.
2.Opening and arranging of the incoming
correspondence .
3.Delivery the incoming mails to the
appropriate division concerned in the
organization.
4.Stamping and sealing of outgoing
correspondences.
5.Making sure the office is very tidy by picking
up destroyed papers or rubbish on the floor.
MESSENGER
1.Going for correspondence at the Post Office.
2.Opening and arranging of the incoming
correspondence .
3.Delivery the incoming mails to the
appropriate division concerned in the
organization.
4.Stamping and sealing of outgoing
correspondences.
5.Making sure the office is very tidy by picking
up destroyed papers or rubbish on the floor.
SOURCES OF INFORMATION AND REFERENCE
BOOKS
Assecretaryandforthatmatteranofficeworker
ingeneralshouldknowtheoriginationpointsof
vitalorimportantinformationthathelpherin
dischargingherroutineorclericalactivitiesquickly
andeffectively.Theimportantbooksthathelp
officeworkertomakereferenceintimesof
uncertaintyordoubtsaboutcertainwordsorhints
arereferredtoasreferencebooks;where
sourcesofinformationreferstotheplaceswhere
vitalinformationarefoundorconfirmed.
BOOKS
Assecretaryandforthatmatteranofficeworker
ingeneralshouldknowtheoriginationpointsof
vitalorimportantinformationthathelpherin
dischargingherroutineorclericalactivitiesquickly
andeffectively.Theimportantbooksthathelp
officeworkertomakereferenceintimesof
uncertaintyordoubtsaboutcertainwordsorhints
arereferredtoasreferencebooks;where
sourcesofinformationreferstotheplaceswhere
vitalinformationarefoundorconfirmed.
REFERENCE BOOKS
MemoryAids–thesearetheofficeaidthathelps
theofficeworkersaswellassuperiortoremind
themoftheirroutinescheduleactivities.
AddressBooks–thesearebookswhichare
usedtostoreimportantnames,addresses,house
numbers,anddirectionsandtelephonenumbers.
DiariesBooks–theyareusedforrecordingof
importantmattersinthepastandfuturetoserve
asafullreminder.
MemoryAids–thesearetheofficeaidthathelps
theofficeworkersaswellassuperiortoremind
themoftheirroutinescheduleactivities.
AddressBooks–thesearebookswhichare
usedtostoreimportantnames,addresses,house
numbers,anddirectionsandtelephonenumbers.
DiariesBooks–theyareusedforrecordingof
importantmattersinthepastandfuturetoserve
asafullreminder.
REFERENCE BOOKS
MinutesBooks–thisbookkeepsandgives
accuraterecordsofresolutionsofall
meetingsheld.Alsoitkeepsletters,reports,
memoranda,andother.
ENGLISHREFERENCEBOOKS
Dictionary–itisareferencebookwhich
givesmeaning,spelling,pronunciation,and
derivationspartsofspeechesandusageof
wordsingeneral.Thesearearrangedin
alphabeticalorder.
MinutesBooks–thisbookkeepsandgives
accuraterecordsofresolutionsofall
meetingsheld.Alsoitkeepsletters,reports,
memoranda,andother.
ENGLISHREFERENCEBOOKS
Dictionary–itisareferencebookwhich
givesmeaning,spelling,pronunciation,and
derivationspartsofspeechesandusageof
wordsingeneral.Thesearearrangedin
alphabeticalorder.
REFERENCE BOOKS
Encyclopedia–itisabookorasetofbooks
whichgivesadetailandcomprehensive
referencesonawiderangeofknowledge
usuallyarrangedinA.B.Corder‘alphabetical’
onmanyarmsofknowledgeorstudiessuch
aseconomy,science,political,socialetc.
ModernEnglishUsage–thisreference
bookprovidestheusageofwordsand
grammaringeneral.
Encyclopedia–itisabookorasetofbooks
whichgivesadetailandcomprehensive
referencesonawiderangeofknowledge
usuallyarrangedinA.B.Corder‘alphabetical’
onmanyarmsofknowledgeorstudiessuch
aseconomy,science,political,socialetc.
ModernEnglishUsage–thisreference
bookprovidestheusageofwordsand
grammaringeneral.
REFERENCE BOOKS
Roget’sThesaurus–inthisreferencebook;
wordsarearrangedaccordingtotheirmeaningas
distinctfromthedictionaryandencyclopedia
wheretheyarearrangedinalphabeticalorder.
DIRECTORIES
TelephoneDirectory–inthisreferencebookit
containsthenames,addressesandtelephone
numbersofsubscribersofindividual,business
organizationsandotherinstitutionswhichare
arrangedaccordingtoalphabeticalorder.
Roget’sThesaurus–inthisreferencebook;
wordsarearrangedaccordingtotheirmeaningas
distinctfromthedictionaryandencyclopedia
wheretheyarearrangedinalphabeticalorder.
DIRECTORIES
TelephoneDirectory–inthisreferencebookit
containsthenames,addressesandtelephone
numbersofsubscribersofindividual,business
organizationsandotherinstitutionswhichare
arrangedaccordingtoalphabeticalorder.
REFERENCE BOOKS
StreetDirectory–itgivesthenamesof
streetsandresponsibleoccupiersofeach
house,office,shopsandflats.Theseare
arrangedundertheheadingsalphabetically.
Theyarepublishedyearly.
MedicalDirectory–thisdirectorygives
detailsaboutmedicalpractitionersinthe
countryincludingtheirnames,addressand
othernecessaryinformation.
StreetDirectory–itgivesthenamesof
streetsandresponsibleoccupiersofeach
house,office,shopsandflats.Theseare
arrangedundertheheadingsalphabetically.
Theyarepublishedyearly.
MedicalDirectory–thisdirectorygives
detailsaboutmedicalpractitionersinthe
countryincludingtheirnames,addressand
othernecessaryinformation.
REFERENCE BOOKS
TRAVELBOOKANDPLACES
Atlas–itisabookofmapspublishedon
geographical,statisticsandinformationabout
thenamesofcountries,population,climatic
temperatures,locationofindustriesinthe
country.
ABCRailwayGuide–thisguideprovides
informationonthetimesofdeparture,
arrivalsoftrainsandstations.
TRAVELBOOKANDPLACES
Atlas–itisabookofmapspublishedon
geographical,statisticsandinformationabout
thenamesofcountries,population,climatic
temperatures,locationofindustriesinthe
country.
ABCRailwayGuide–thisguideprovides
informationonthetimesofdeparture,
arrivalsoftrainsandstations.
REFERENCE BOOKS
ABCShippingGuide–thisguidegivesinformation
onshipsmovements,quotingdeparture,date,timeof
arrivalofshipsandtheirfaresfromoneportto
another.
RoadGuide–itgivesdetailsofroadmapstogether
withinformationaboutmadtravel,earlycrossing
days,hoteletc.Also,abriefdetailsaboutthetown.
ABCAirwayGuide–itisaguide,whichgivesa
completetimetableforregularairservicesthroughout
theworld.Itsuppliesalsodetailsofpassengers,
fares,cargorates,airlinesticketoffices,andtravel
agents,internationaltravel.
ABCShippingGuide–thisguidegivesinformation
onshipsmovements,quotingdeparture,date,timeof
arrivalofshipsandtheirfaresfromoneportto
another.
RoadGuide–itgivesdetailsofroadmapstogether
withinformationaboutmadtravel,earlycrossing
days,hoteletc.Also,abriefdetailsaboutthetown.
ABCAirwayGuide–itisaguide,whichgivesa
completetimetableforregularairservicesthroughout
theworld.Itsuppliesalsodetailsofpassengers,
fares,cargorates,airlinesticketoffices,andtravel
agents,internationaltravel.
REFERENCE BOOKS
PostOfficeGuide–itispublishedannuallyby
GeneralPostOffice,whichgivesdetail
informationonpostalservices,telephone.Italso
givesinformationonbothinlandandoverseas
postalrates,meansofsavings,remittancesand
methodsofpostingdifferenttypesof
correspondence.
TouristGuide–thisguidegivesinformation
aboutplacesofinterest,importantplaceinthe
country,maps,meansoftransport,hotelavailable
fortourist.
PostOfficeGuide–itispublishedannuallyby
GeneralPostOffice,whichgivesdetail
informationonpostalservices,telephone.Italso
givesinformationonbothinlandandoverseas
postalrates,meansofsavings,remittancesand
methodsofpostingdifferenttypesof
correspondence.
TouristGuide–thisguidegivesinformation
aboutplacesofinterest,importantplaceinthe
country,maps,meansoftransport,hotelavailable
fortourist.
REFERENCE BOOKS
EVENTS
TheWorldAlmanac–itisareferencebook,
whichservesassourceofinformation.It
givesinformationonsummariesofstatistical
informationonmanytopicssuchasbanking,
economy,education,transport,insurance,
advertising,agriculture,politics,population,
sports,crimedivorce.Itispublishedevery
yearly
EVENTS
TheWorldAlmanac–itisareferencebook,
whichservesassourceofinformation.It
givesinformationonsummariesofstatistical
informationonmanytopicssuchasbanking,
economy,education,transport,insurance,
advertising,agriculture,politics,population,
sports,crimedivorce.Itispublishedevery
yearly
REFERENCE BOOKS
WhitakerAlmanacs–itisacomprehensive
referencebook,whichispublishedyearly
inUnitedKingdomonalargenumberof
topicsincluding,
i.Thecalendaryear
ii.Importantinformationonworld’saffairs
WhitakerAlmanacs–itisacomprehensive
referencebook,whichispublishedyearly
inUnitedKingdomonalargenumberof
topicsincluding,
i.Thecalendaryear
ii.Importantinformationonworld’saffairs
REFERENCE BOOKS
PEOPLE AND GOVERNMENT
ESTABLISHMENT
Who-is-who–itcontainsthebiographiesof
livingeminentpeoplebothonnationaland
international.Thisgivesdataonthedate
andplaceofbirthparentage,educational
background, occupation, marriage,
achievementsetc.
PEOPLE AND GOVERNMENT
ESTABLISHMENT
Who-is-who–itcontainsthebiographiesof
livingeminentpeoplebothonnationaland
international.Thisgivesdataonthedate
andplaceofbirthparentage,educational
background, occupation, marriage,
achievementsetc.
REFERENCE BOOKS
Who-was-Who–itprovidesrecordsofthe
eminentpeoplewhoaredead.Thismaybeon
nationalandinternationalbasis;itgivesdetails
likedateofdeath,placeofburial,achievements
etc.
OfficialGazette–itisagovernmentperiodical
withlegalnoticewhichprovidesdetailaboutthe
governmentalauthoritiesincluding,appointment,
promotions,transfer,dismissalfromthecivil
serviceandboardofdirectorsofstateowned
enterprises.
Who-was-Who–itprovidesrecordsofthe
eminentpeoplewhoaredead.Thismaybeon
nationalandinternationalbasis;itgivesdetails
likedateofdeath,placeofburial,achievements
etc.
OfficialGazette–itisagovernmentperiodical
withlegalnoticewhichprovidesdetailaboutthe
governmentalauthoritiesincluding,appointment,
promotions,transfer,dismissalfromthecivil
serviceandboardofdirectorsofstateowned
enterprises.
REFERENCE BOOKS
GeneralOrders-theyarethepermanentorders
givenbythegovernmentwhichdefinestheduties
ofthemilitaryandothergovernmentfunctionaries.
Hazard–itgivesverbatimreportofproceedings
inthehouseofparliamentorcommon,whichis
publisheddaily.
YearBook–ittakesaformofdiarywhichis
publishedyearlygivingfulldetailsofcurrent
affairs,sports,diplomaticmissionsaswellas
otherinformationofeconomy,political,social.
GeneralOrders-theyarethepermanentorders
givenbythegovernmentwhichdefinestheduties
ofthemilitaryandothergovernmentfunctionaries.
Hazard–itgivesverbatimreportofproceedings
inthehouseofparliamentorcommon,whichis
publisheddaily.
YearBook–ittakesaformofdiarywhichis
publishedyearlygivingfulldetailsofcurrent
affairs,sports,diplomaticmissionsaswellas
otherinformationofeconomy,political,social.
REFERENCE BOOKS
WhitePaper–itispublishedtogivethe
views,positionsondirectivesofgovernment
onissuesormatterssubmittedfortheir
perusal.
OfficialHandBook–thispublicationgivesa
briefhistoryofthecountry,thegovernmental
ministries,departments,sports,national
economy,landandotherdevelopmentin
respectivelocation.etc
WhitePaper–itispublishedtogivethe
views,positionsondirectivesofgovernment
onissuesormatterssubmittedfortheir
perusal.
OfficialHandBook–thispublicationgivesa
briefhistoryofthecountry,thegovernmental
ministries,departments,sports,national
economy,landandotherdevelopmentin
respectivelocation.etc
REFERENCE BOOKS
FinancialInstitution–itprovidesdetails
informationontheuseofthepublicfundsby
thegovernmentalagencies.
InsuranceYearBook–itgivesdetail
informationaboutthenumberofinsurance
companiesinthecountrytheirnames,
addresses,andplaceoflocatiion.
FinancialInstitution–itprovidesdetails
informationontheuseofthepublicfundsby
thegovernmentalagencies.
InsuranceYearBook–itgivesdetail
informationaboutthenumberofinsurance
companiesinthecountrytheirnames,
addresses,andplaceoflocatiion.
REFERENCE BOOKS
BUSINESS
StockExchangeYearBook–thisgivesdetail
informationaboutexistingandlistedcompanies
onthestockexchangemarketincludingnamesof
theirvariousshares,theavailablesecurities,
investmentandtheperformanceofthecompanies
ingeneral.
TradeJournals–theseprovideinformationboth
internallyandexternallyonthestatisticsof
volumeofwork,prices,tonnageoftheproducts
andothers.
BUSINESS
StockExchangeYearBook–thisgivesdetail
informationaboutexistingandlistedcompanies
onthestockexchangemarketincludingnamesof
theirvariousshares,theavailablesecurities,
investmentandtheperformanceofthecompanies
ingeneral.
TradeJournals–theseprovideinformationboth
internallyandexternallyonthestatisticsof
volumeofwork,prices,tonnageoftheproducts
andothers.
REFERENCE BOOKS
SPECIALREFERENCEBOOKS
LawList–itgivesdetailsofjudges,
magistrates,inthecountry,thecourt
registrars,solicitors,juries,barristersetc.
BarList–thisgivesaccurateinformation
aboutthelawyerswhoarecalledtolawbar
andarepresentlyorcurrentlypracticinglaw,
alsodetailinformationaboutthecourtclerks
etc.
SPECIALREFERENCEBOOKS
LawList–itgivesdetailsofjudges,
magistrates,inthecountry,thecourt
registrars,solicitors,juries,barristersetc.
BarList–thisgivesaccurateinformation
aboutthelawyerswhoarecalledtolawbar
andarepresentlyorcurrentlypracticinglaw,
alsodetailinformationaboutthecourtclerks
etc.
REFERENCE BOOKS
ArmyList–thearmylistgivesdetailsofwar
officescommands,regiments,battalionoffices
etc.
BankReview–itprovidesbankandexchange
rates,loansandoverdrafts,stockexchange,
homeandinternationaltradeetc.
Statistics–thisgivesaccuraterecordson
populationofparticularcountry.Socialservices,
publichealthinstitutionshousing,labour,
transport,centralanddecentralizedgovernment
etc.
ArmyList–thearmylistgivesdetailsofwar
officescommands,regiments,battalionoffices
etc.
BankReview–itprovidesbankandexchange
rates,loansandoverdrafts,stockexchange,
homeandinternationaltradeetc.
Statistics–thisgivesaccuraterecordson
populationofparticularcountry.Socialservices,
publichealthinstitutionshousing,labour,
transport,centralanddecentralizedgovernment
etc.
REFERENCE BOOKS
ReadyRekoner–itisaspecialreferencebook,
whichprovidesquickmeansofarrivingat
answerstocalculationsinvolvingadditions,
subtractions,divisions,multiplications,discounts
andpercentages.
Prospectus–itprovidesdetailinformationtothe
generalpublicaboutthevariouscategoriesof
theirperformancesandcomprehensivehistory
aboutthecompany.
ReadyRekoner–itisaspecialreferencebook,
whichprovidesquickmeansofarrivingat
answerstocalculationsinvolvingadditions,
subtractions,divisions,multiplications,discounts
andpercentages.
Prospectus–itprovidesdetailinformationtothe
generalpublicaboutthevariouscategoriesof
theirperformancesandcomprehensivehistory
aboutthecompany.
REFERENCE BOOKS
OTHERSOURCESOFINFORMATION
Localgovernmentmatters
Officeofthecountryordistrictcouncils
MotorTaxation
MotorTaxationOffices
NationalInsurance
Localofficeofdepartmentofhealth
IncomeTaxPAYE
TheofficeoftheInlandRevenue
OTHERSOURCESOFINFORMATION
Localgovernmentmatters
Officeofthecountryordistrictcouncils
MotorTaxation
MotorTaxationOffices
NationalInsurance
Localofficeofdepartmentofhealth
IncomeTaxPAYE
TheofficeoftheInlandRevenue
REFERENCE BOOKS
CourtProcedures
ClerkofJusticeorLawCourts
BankingandForeignCurrency
Banksorotherfinancialinstitutions
Travel
AirportAgency,BritishRail,BusStations,
AirportsorAirTerminalsetc
Post,Telephoneetc
Postoffice
CourtProcedures
ClerkofJusticeorLawCourts
BankingandForeignCurrency
Banksorotherfinancialinstitutions
Travel
AirportAgency,BritishRail,BusStations,
AirportsorAirTerminalsetc
Post,Telephoneetc
Postoffice
REFERENCE BOOKS
StockandShares
Stockbrokers,stockexchangemarkets
OverseasTrade
thelocalofficeofchamberofcommerce
Employment
OfficesofYouthandManpowerDepartments
Book,DailiesandMagazines
LocalReferenceLibrary
StockandShares
Stockbrokers,stockexchangemarkets
OverseasTrade
thelocalofficeofchamberofcommerce
Employment
OfficesofYouthandManpowerDepartments
Book,DailiesandMagazines
LocalReferenceLibrary
REFERENCE BOOKS
Translations,Interpreters
SchoolofLanguages,TravelBureaus,
Embassyofconcerned,andTravelAgents
GovernmentPublications
GhanaPublishingCorporation
BirthandDeath
RegistrarofBirthandDeath
Translations,Interpreters
SchoolofLanguages,TravelBureaus,
Embassyofconcerned,andTravelAgents
GovernmentPublications
GhanaPublishingCorporation
BirthandDeath
RegistrarofBirthandDeath
FILING AND INDEXING
Introduction
Theofficeworksmainlyconsistsofpaperwork
andthesepapersarenotonlypapersrather
importantandvalidrecordsoftheorganization,
careshouldbetakennottomishandlethemwhich
willleadtothelossofthem.Whendocumentsor
validrecordsgetlosstheydonotonlygive
troubletothedepartmentthatisresponsiblefor
therecordsbutalsocauseharmtotheentire
organization.
Introduction
Theofficeworksmainlyconsistsofpaperwork
andthesepapersarenotonlypapersrather
importantandvalidrecordsoftheorganization,
careshouldbetakennottomishandlethemwhich
willleadtothelossofthem.Whendocumentsor
validrecordsgetlosstheydonotonlygive
troubletothedepartmentthatisresponsiblefor
therecordsbutalsocauseharmtotheentire
organization.
FILING
Definition
Thetermfilingasusedinclericalworkisdefinedasa
processofstoringorkeepinginformationorrecordssafely
sothattheycanquicklyandeasilybeenretrievedwhen
thereistheneed.Therecordsincludeincomingletters,
pricelists,circulars,reports,minutesofmeetings,copiesof
correspondencegoingout,memorandaofrecordsasagood
filingshouldbedoneinsystematicordersothattherecords
anddocumentsarearrangedintoappropriateandsuitable
filingheadingstomakelocatingandretrievingof
documentseasier.
Definition
Thetermfilingasusedinclericalworkisdefinedasa
processofstoringorkeepinginformationorrecordssafely
sothattheycanquicklyandeasilybeenretrievedwhen
thereistheneed.Therecordsincludeincomingletters,
pricelists,circulars,reports,minutesofmeetings,copiesof
correspondencegoingout,memorandaofrecordsasagood
filingshouldbedoneinsystematicordersothattherecords
anddocumentsarearrangedintoappropriateandsuitable
filingheadingstomakelocatingandretrievingof
documentseasier.
REASONS FOR FILING
Reference–filingisdoneforfuturereferencesor
purposes;
Safety–documentsarekeptforsafecustody;
Tidiness–itisalsodonefortidinessreasons;
Easyretrieval–documentsandrecordsarekeptforit
tobeproducedeasierwithoutdelaywhenevertheyare
required;
Security–filingisalsodonetopreservedocuments
andcorrespondenceinfilessotatunauthorized
person(s)cannottemperwiththem;
Reference–filingisdoneforfuturereferencesor
purposes;
Safety–documentsarekeptforsafecustody;
Tidiness–itisalsodonefortidinessreasons;
Easyretrieval–documentsandrecordsarekeptforit
tobeproducedeasierwithoutdelaywhenevertheyare
required;
Security–filingisalsodonetopreservedocuments
andcorrespondenceinfilessotatunauthorized
person(s)cannottemperwiththem;
Reasons Cont.’d
Cleanliness–itisalsodonetokeeptherecordsor
correspondenceverycleanfromdust.
FEATURES/FACTORS OFAGOODFILING
SYSTEM
Accessibility-allrecordsmustbereadilyavailable
asmuchaspracticable.Therefore,itisexpected
thatthefilingequipmentortoolsshouldbeplaced
insuchawaysothatretrievingandinsertingof
documentsshouldbedoneeasily.
Cleanliness–itisalsodonetokeeptherecordsor
correspondenceverycleanfromdust.
FEATURES/FACTORS OFAGOODFILING
SYSTEM
Accessibility-allrecordsmustbereadilyavailable
asmuchaspracticable.Therefore,itisexpected
thatthefilingequipmentortoolsshouldbeplaced
insuchawaysothatretrievingandinsertingof
documentsshouldbedoneeasily.
Factors/features of a good filing system
cont.’d
Simplicity–thesystemadoptedshouldbe
easytounderstandandtooperatesothatfiling
staffandotherscanbetrainedquicklyinits
use.
Compactness–equipmentandotherfiling
toolsshouldnottaketoomuchspace
particularlyastheareaprovidedforpaper
workisgenerallylimited.
cont.’d
Simplicity–thesystemadoptedshouldbe
easytounderstandandtooperatesothatfiling
staffandotherscanbetrainedquicklyinits
use.
Compactness–equipmentandotherfiling
toolsshouldnottaketoomuchspace
particularlyastheareaprovidedforpaper
workisgenerallylimited.
Factors Cont.’d
Economyofoperation–thecostofgetting
andmaintainingthefilingsystemadoptedshould
becomparativelycheaper.Thisinvolvesthecost
ofgettingthefilingequipment,thelabourcostof
payingthefilingclerksshouldbekeptatthe
barestminimum.
Suitability–thefilingsystemadoptedshouldbe
convenienttoallsectionsordepartmentsinthe
organization.
Economyofoperation–thecostofgetting
andmaintainingthefilingsystemadoptedshould
becomparativelycheaper.Thisinvolvesthecost
ofgettingthefilingequipment,thelabourcostof
payingthefilingclerksshouldbekeptatthe
barestminimum.
Suitability–thefilingsystemadoptedshouldbe
convenienttoallsectionsordepartmentsinthe
organization.
Features Cont.’d
Safety–documents,correspondenceand
othersshouldbeprotectedhighlyagainstloss,
theft,flood,andotherofficedestructive
agents;
Elasticity–thesystemadoptedshouldbe
adaptabletoanychangesespeciallyshould
therebetheneedforexpansionitshouldbe
doneeasily.
Safety–documents,correspondenceand
othersshouldbeprotectedhighlyagainstloss,
theft,flood,andotherofficedestructive
agents;
Elasticity–thesystemadoptedshouldbe
adaptabletoanychangesespeciallyshould
therebetheneedforexpansionitshouldbe
doneeasily.
TYPES OF FILING SYSTEM
Introduction
Basicallytherearetwomaintypesoffilingsystem.
Thesearecentralizedanddecentralized
Centralizedfilingsystem–itisasystemanda
typeoffilingadoptedwherealldocumentsand
filesofanorganizationarekept,controlledand
managedinoneroom.Underthissystemallfiling
worksoftheorganizationisdoneataparticular
pointintheorganization
Introduction
Basicallytherearetwomaintypesoffilingsystem.
Thesearecentralizedanddecentralized
Centralizedfilingsystem–itisasystemanda
typeoffilingadoptedwherealldocumentsand
filesofanorganizationarekept,controlledand
managedinoneroom.Underthissystemallfiling
worksoftheorganizationisdoneataparticular
pointintheorganization
Merits of Centralized Filing System
-uniformityoffilingproceduresalthoughtwo
ormoredifferenttypeoffilingsystemmight
stilloughttobeusedfordifferenttypeof
records;
-well-trainedstaffthatcanbesupervised
easilywillperformwork;
-theduplicationcopiesofrecordsare
eliminated;
-uniformityoffilingproceduresalthoughtwo
ormoredifferenttypeoffilingsystemmight
stilloughttobeusedfordifferenttypeof
records;
-well-trainedstaffthatcanbesupervised
easilywillperformwork;
-theduplicationcopiesofrecordsare
eliminated;
Merits Cont.’d
-greatermanagementcontrolcanbeexecuted
overalltheorganization’srecordsorfiles;
-thereisspecializationasstaffdothesamejob
everydaythereforetheybecomespecialized;
-itiseconomicalasthecostofgettingthe
filingequipmentisnotduplicatedandalso
thereiseconomicuseofofficefloorspace.
-greatermanagementcontrolcanbeexecuted
overalltheorganization’srecordsorfiles;
-thereisspecializationasstaffdothesamejob
everydaythereforetheybecomespecialized;
-itiseconomicalasthecostofgettingthe
filingequipmentisnotduplicatedandalso
thereiseconomicuseofofficefloorspace.
Demerits of Centralized Filing System
-delaymayoccurwhenthesamefolderorrecordis
requiredbymorethanoneperson;
-thecomplexnatureofthefilingsystemmakes
somefilesgetmissingunknownwinglybythe
filingclerks;
-insufficienttrainingorlackofspecialized
knowledgeaboutcertaintechnicalmatters;
-thereismuchfatigueintheoperation,asfiling
clerkshavetowalkformonesectiontoanother.
-delaymayoccurwhenthesamefolderorrecordis
requiredbymorethanoneperson;
-thecomplexnatureofthefilingsystemmakes
somefilesgetmissingunknownwinglybythe
filingclerks;
-insufficienttrainingorlackofspecialized
knowledgeaboutcertaintechnicalmatters;
-thereismuchfatigueintheoperation,asfiling
clerkshavetowalkformonesectiontoanother.
Demerits Cont.’d
-difficultyinlocatingfileswhenthefiling
clerksabsentthemselvesforadayastheyare
onlytrainedforthatpurposes.s
-difficultyinlocatingfileswhenthefiling
clerksabsentthemselvesforadayastheyare
onlytrainedforthatpurposes.s
DECENTRALIZED FILING SYSTEM
Itisatypeoffilingsystemwherethefiling
workinthewholeestablishmentisdivided
intothenumberofsectionsavailable.Inthis,
everysectionordepartmentintheenterpriseis
responsibleforitsownfilingworks.Thisis
doneforthesakeofsuitabilityinthe
classificationofthemethodsoffiling.Itis
otherwisereferredtoasadepartmentalfiling
system.
Itisatypeoffilingsystemwherethefiling
workinthewholeestablishmentisdivided
intothenumberofsectionsavailable.Inthis,
everysectionordepartmentintheenterpriseis
responsibleforitsownfilingworks.Thisis
doneforthesakeofsuitabilityinthe
classificationofthemethodsoffiling.Itis
otherwisereferredtoasadepartmentalfiling
system.
Merits of decentralized filing system
-itbringsaboutsuitabilityinthemethodof
filingtotheappropriatesectionordepartment;
-itminimizesthelongdelayinlocating
recordsascomparedtothecentralizedtype
wherethesystemiscongested;
-thedepartmentalfilingleadstospecialization
asallthestaffhastheopportunitytodothe
filing.
-itbringsaboutsuitabilityinthemethodof
filingtotheappropriatesectionordepartment;
-itminimizesthelongdelayinlocating
recordsascomparedtothecentralizedtype
wherethesystemiscongested;
-thedepartmentalfilingleadstospecialization
asallthestaffhastheopportunitytodothe
filing.
Merits Cont.’d
-itencouragesconfidentialitybecause
documentsinasectionarenotexposedto
otherdepartments;
-itreducesthepressureontheofficestaff
simplybecausetheworkloadisminimized
-itencouragesconfidentialitybecause
documentsinasectionarenotexposedto
otherdepartments;
-itreducesthepressureontheofficestaff
simplybecausetheworkloadisminimized
Demerits of decentralized filing system
-itisveryexpensivetoestablishintermsofcost;
-thereisduplicationoftoolsandequipmentthus
increasesthecostofproduction;
-itmakessupervisionandcontrolmoretediousas
thesupervisorshavetobemovingfromoneplace
toanother;
-thereisnouniformityinthewholefiling
proceduresorworkintheentireorganization;
-asthefilingisnotdonebyspecializedstaff,it
makessecretdocumentsnolongerremainssecret
especiallyinternally.
-itisveryexpensivetoestablishintermsofcost;
-thereisduplicationoftoolsandequipmentthus
increasesthecostofproduction;
-itmakessupervisionandcontrolmoretediousas
thesupervisorshavetobemovingfromoneplace
toanother;
-thereisnouniformityinthewholefiling
proceduresorworkintheentireorganization;
-asthefilingisnotdonebyspecializedstaff,it
makessecretdocumentsnolongerremainssecret
especiallyinternally.
CLASSIFICATION OF FILING SYSTEM
Theclassificationorschemeoffilingsystemisthe
waythedifferenttypesofrecordsaretobe
arrangedandthemethodsbywhichthefiling
clerksmustperformthestoringandretrievingof
records.
Theclassificationdealswiththesystemof
groupingfilesforeasyidentificationandlocation.
Systemsofclassificationincludethefollowing:
Theclassificationorschemeoffilingsystemisthe
waythedifferenttypesofrecordsaretobe
arrangedandthemethodsbywhichthefiling
clerksmustperformthestoringandretrievingof
records.
Theclassificationdealswiththesystemof
groupingfilesforeasyidentificationandlocation.
Systemsofclassificationincludethefollowing:
CLASSIFICATION OF FILING SYSTEM
ALPHABETICALFILING
Thisistheprocessofarrangingfilesalphabetically
indrawers.Bythisprocessallfilesbeginningwith
Aaregroupedtogetheretc.
Merits
Itisaverysimpleandeasilyunderstoodmethod;
Itisveryconvenientwayofgroupingdocuments
byname
ALPHABETICALFILING
Thisistheprocessofarrangingfilesalphabetically
indrawers.Bythisprocessallfilesbeginningwith
Aaregroupedtogetheretc.
Merits
Itisaverysimpleandeasilyunderstoodmethod;
Itisveryconvenientwayofgroupingdocuments
byname
MERITS OF ALPHABETICAL FILING
Newheadingscanbeaddedanytime
Miscellaneouspaperscanbefiledalphabeticallyin
folders.
Demerits
thevolumeoffilesmayexceedthedrawer
allocationforsomeofthefilesasthecompany
grows;
Documentsmayreasonablybefiledunderdifferent
headingsandthiscouldleadtodifficultyin
locatingsuchdocumentsatalaterdate.
Newheadingscanbeaddedanytime
Miscellaneouspaperscanbefiledalphabeticallyin
folders.
Demerits
thevolumeoffilesmayexceedthedrawer
allocationforsomeofthefilesasthecompany
grows;
Documentsmayreasonablybefiledunderdifferent
headingsandthiscouldleadtodifficultyin
locatingsuchdocumentsatalaterdate.
Demerits Cont.’d
Commonnamefilescouldbehighly
congestedwhiletherecouldbeonlyafew
papersinotherfolders
NumericalFiling
Thisisaclassificationsysteminwhicheach
setofcorrespondenceisgivenareference
number.
Commonnamefilescouldbehighly
congestedwhiletherecouldbeonlyafew
papersinotherfolders
NumericalFiling
Thisisaclassificationsysteminwhicheach
setofcorrespondenceisgivenareference
number.
Merits of Numerical Filing
•Itgivesgreateraccuracyinfilingof
documents;
•Unlimitedexpansionispossible;
•Missingormisplacedfilescanbelocated
easilythroughthenumberonthefile;
•Thealphabeticindexisacompletelistand
thiscouldbeusedforotherpurposes
•Itgivesgreateraccuracyinfilingof
documents;
•Unlimitedexpansionispossible;
•Missingormisplacedfilescanbelocated
easilythroughthenumberonthefile;
•Thealphabeticindexisacompletelistand
thiscouldbeusedforotherpurposes
Demerits of Numerical Filing
•Thesystemisratherdifficulttoclassifyin
asimpleway;
•Itcallsforathoroughknowledgeofthe
activitiesofthebusinessinordertoavoid
wrongfiling;
•Itmusthaveanindex;
•Costoftheindexandspacetakenbyitmay
behigh.
•Thesystemisratherdifficulttoclassifyin
asimpleway;
•Itcallsforathoroughknowledgeofthe
activitiesofthebusinessinordertoavoid
wrongfiling;
•Itmusthaveanindex;
•Costoftheindexandspacetakenbyitmay
behigh.
GEOGRAPHICAL FILING
Thissystemgroupscorrespondence
territoriallybycountries,states,andtownsor
bystreetsdependingonthesizeandnatureof
thebusiness.
Merits
Thesystemissimpleanddirectfilingcanbe
done;
Referenceisquiteeasyifthelocationis
known;
Thissystemgroupscorrespondence
territoriallybycountries,states,andtownsor
bystreetsdependingonthesizeandnatureof
thebusiness.
Merits
Thesystemissimpleanddirectfilingcanbe
done;
Referenceisquiteeasyifthelocationis
known;
Merits Cont.’d
•Itisusefulforstatisticalpurpose
•Themethodcanconvenientlybecombined
withalphabeticalornumericalscheme
Demerits
•Thefilingclerksmusthaveadetailed
knowledgeingeography
•Geographicallocationmustbeknown
•Anaddressmustbeknownbeforean
individual’scorrespondencecanbetraced
•Itisusefulforstatisticalpurpose
•Themethodcanconvenientlybecombined
withalphabeticalornumericalscheme
Demerits
•Thefilingclerksmusthaveadetailed
knowledgeingeography
•Geographicallocationmustbeknown
•Anaddressmustbeknownbeforean
individual’scorrespondencecanbetraced
SUBJECT FILING
Thisistheprocessoffilingdocumentsaccording
tothesubjectdealtwith.Thisbecomesimportant
ifthesubjectmatterofthebusinessbecomes
importantinstoringdocuments.
Merits
•Itprovidesasimpleandsuitableformof
referencewhenthesubjectisknown;
•Thesystemhasunlimitedpossibilitiesof
expansion
Thisistheprocessoffilingdocumentsaccording
tothesubjectdealtwith.Thisbecomesimportant
ifthesubjectmatterofthebusinessbecomes
importantinstoringdocuments.
Merits
•Itprovidesasimpleandsuitableformof
referencewhenthesubjectisknown;
•Thesystemhasunlimitedpossibilitiesof
expansion
Merits of Subject Filing Cont.’d
•Allrelateddocumentscanbebroughtintoone
file
•Easyinmakingreferencewhenthesubject
matterisknown
Demerits
•Onlyexperienceclerkswillbeabletooperate
•Filingbecomessloweraseachletterhastobe
carefullystudiedandunderstoodforthesubject
tobedecided
•Thereislackofsuitabilityintermsof
miscellaneousdocuments
•Allrelateddocumentscanbebroughtintoone
file
•Easyinmakingreferencewhenthesubject
matterisknown
Demerits
•Onlyexperienceclerkswillbeabletooperate
•Filingbecomessloweraseachletterhastobe
carefullystudiedandunderstoodforthesubject
tobedecided
•Thereislackofsuitabilityintermsof
miscellaneousdocuments
CHRONOLOGICAL FILING
Underthismethodoffiling,documentsarefiled
strictlyaccordingtodate.Itisusualtofilethe
mostrecentpapersinfrontofthefile.
Merits
•Itisusefulifthedateisknown
•Thisisthesimplestandquickestwaytofile
papers without removing earlier
correspondence;
•Whenallcorrespondenceiskeptinstrict
chronologicalorder(dateorder)
Underthismethodoffiling,documentsarefiled
strictlyaccordingtodate.Itisusualtofilethe
mostrecentpapersinfrontofthefile.
Merits
•Itisusefulifthedateisknown
•Thisisthesimplestandquickestwaytofile
papers without removing earlier
correspondence;
•Whenallcorrespondenceiskeptinstrict
chronologicalorder(dateorder)
Demerits of Chronological Filing
•It is not always suitable;
•Incominglettersmightbecomeseparated
fromoutgoingones;
•Itisexpensive,asthereistheneedtoopen
newfilesalmosteverydate;
•Recordsaremis-filedifthedatesare
wronglyquoted
•It is not always suitable;
•Incominglettersmightbecomeseparated
fromoutgoingones;
•Itisexpensive,asthereistheneedtoopen
newfilesalmosteverydate;
•Recordsaremis-filedifthedatesare
wronglyquoted
METHODS OF FILING
Theseshowhowrecordsorfoldersareplacedinfiling
equipmentadoptedorused,suchasthecabinets,
drawers,shelvesdesksetc.
Thesemethodsarevertical,horizontal,suspensionand
lateralfilings.
Verticalfilingsystem
Inthissystemthepapersareplacedintofilesvertically
uprightposition.Underthisfilesareeffectively
displayedwithtitlestripsontopedges,whichmakes
paperbeplacedinortakenoutofthefolderswithout
thefoldershavingtoberemovedfromthefiling
cabinets.
Theseshowhowrecordsorfoldersareplacedinfiling
equipmentadoptedorused,suchasthecabinets,
drawers,shelvesdesksetc.
Thesemethodsarevertical,horizontal,suspensionand
lateralfilings.
Verticalfilingsystem
Inthissystemthepapersareplacedintofilesvertically
uprightposition.Underthisfilesareeffectively
displayedwithtitlestripsontopedges,whichmakes
paperbeplacedinortakenoutofthefolderswithout
thefoldershavingtoberemovedfromthefiling
cabinets.
Horizontal /flat system
Inthissystemoffilingmethodthefilesorfolders
areplacedontopofoneanotherinfilingtools
usedi.e.cabinets,drawers,shelvesetc.
Suspendsystem
Inthisfoldersorpocketsmaybesuspended
verticallyinthementalrodsfittedinsidethe
cabinets.Theactualcorrespondenceisfilednot
directlyintothesuspendedpocketsbutrather
throughtheinnerfolders
Inthissystemoffilingmethodthefilesorfolders
areplacedontopofoneanotherinfilingtools
usedi.e.cabinets,drawers,shelvesetc.
Suspendsystem
Inthisfoldersorpocketsmaybesuspended
verticallyinthementalrodsfittedinsidethe
cabinets.Theactualcorrespondenceisfilednot
directlyintothesuspendedpocketsbutrather
throughtheinnerfolders
METHODS CONT.’D
Lateral system
Thisiswherethecabinetisuprightandmade
invariousheights.Thefolderscontainingthe
variousdocumentsarefiledalongtheshelves
ofthecabinetsinsidebysideway.
Lateral system
Thisiswherethecabinetisuprightandmade
invariousheights.Thefolderscontainingthe
variousdocumentsarefiledalongtheshelves
ofthecabinetsinsidebysideway.
GENERAL RULES FOR ALPHABETICAL
FILING ARRANGEMENT
Documentsshouldbearrangedaccordingtothe
firstletterofthenameorsurnameeg.Quarshie
John,Napoleon,SeyEricJohn
Whenthefirstletterofthenameisthesamethe
secondletter(s)areusedtodeterminethe
alphabeticaleg.DjokotoAnthony,DzotsiePeter
Whensurnamesarethesame,fileaccordingtothe
initials,e.g.,DjokotoG.K.,DjokotoK.K.
FILING ARRANGEMENT
Documentsshouldbearrangedaccordingtothe
firstletterofthenameorsurnameeg.Quarshie
John,Napoleon,SeyEricJohn
Whenthefirstletterofthenameisthesamethe
secondletter(s)areusedtodeterminethe
alphabeticaleg.DjokotoAnthony,DzotsiePeter
Whensurnamesarethesame,fileaccordingtothe
initials,e.g.,DjokotoG.K.,DjokotoK.K.
GENERAL RULES
“Nothing”comesbefore“something”.A
surnamewithnoinitialscomesbefore
surnamewithinitials.Butasurnamewithan
initialcomesbefore,asurnamewithfirstor
Christiannamee.gDadzie,DadzieA.Larnor,
LarnorH.P
Nameswithprefixcomefirstaspartofthe
surnamesbeforeothernamessuchasDe
Richardson,DeGraftJohnsonetc
“Nothing”comesbefore“something”.A
surnamewithnoinitialscomesbefore
surnamewithinitials.Butasurnamewithan
initialcomesbefore,asurnamewithfirstor
Christiannamee.gDadzie,DadzieA.Larnor,
LarnorH.P
Nameswithprefixcomefirstaspartofthe
surnamesbeforeothernamessuchasDe
Richardson,DeGraftJohnsonetc
GENERAL RULES CONT.’D
Filenamesconsistingofinitialsbeforewords.The
initialcomesbeforethenames,ifallnamesbear
initialse.gA.B.Fisheries,E.K.Farms,G.B.K
Technology,J.J.Ventures
Governmentdepartmentsandsectorsarefiledunder
therespectiveheadingse.gAgriculture,Economy,
Defense,Manpoweretc
Numbersinfiguresshouldbetreatedasiftheyare
speltinwordse.g4Steps=foursteps,6disciples=six
disciples,2brothers=twobrothers
Filenamesconsistingofinitialsbeforewords.The
initialcomesbeforethenames,ifallnamesbear
initialse.gA.B.Fisheries,E.K.Farms,G.B.K
Technology,J.J.Ventures
Governmentdepartmentsandsectorsarefiledunder
therespectiveheadingse.gAgriculture,Economy,
Defense,Manpoweretc
Numbersinfiguresshouldbetreatedasiftheyare
speltinwordse.g4Steps=foursteps,6disciples=six
disciples,2brothers=twobrothers
GENERAL RULES
Whentheword“the”isthefirstwordofthe
nameitiseitheromittedorplacedatende.g
TheStarHotel,=StarHotel,TheTrustTower
=TrustTower
Whentheword“the”isthefirstwordofthe
nameitiseitheromittedorplacedatende.g
TheStarHotel,=StarHotel,TheTrustTower
=TrustTower
FILING EQUIPMENT
FilingCabinet–thisismadeupofwoodor
steelmetaldependingontheneedofthe
businesswithdrawersinwhichfilescouldbe
arranged.Thisequipmentisusedtokeep
activeorimportantdocuments.
Boxfile–itismadeofhardwoodsand
boards,whicharealways,closedasopened
withkeys.Documentsusedtobefiledunder
thisarealwaysoflessimportant.
FilingCabinet–thisismadeupofwoodor
steelmetaldependingontheneedofthe
businesswithdrawersinwhichfilescouldbe
arranged.Thisequipmentisusedtokeep
activeorimportantdocuments.
Boxfile–itismadeofhardwoodsand
boards,whicharealways,closedasopened
withkeys.Documentsusedtobefiledunder
thisarealwaysoflessimportant.
FILING EQUIPMENT CONT.’D
DeskFile–thisadrawerbuiltintothewriting
deskofanexecutiveinwhichevery
confidentialorveryimportantdocumentsare
stored.
ShelfFile–thisfilingisdonewhereall
documentsaredisplayedinashelf.Eg.
Librarywherethebooksarearrangedinthe
shelves.
DeskFile–thisadrawerbuiltintothewriting
deskofanexecutiveinwhichevery
confidentialorveryimportantdocumentsare
stored.
ShelfFile–thisfilingisdonewhereall
documentsaredisplayedinashelf.Eg.
Librarywherethebooksarearrangedinthe
shelves.
FILING EQUIPMENT CONT.’D
FilingTray–itisusedasequipmentfor
keepingalldocumentsorrecordswhichneed
tobesortedbeforetheactualsystematic
arrangement.
Loose-leafbook–itiscommonlyand
frequentlyusedinkeepingfilingcards,
statementsofaccount,notices,minutes,
reportsetc.Thisisusuallyunderlockto
preventessentialdocumentsfrom
unauthorizedpersonsorgettingloss.
FilingTray–itisusedasequipmentfor
keepingalldocumentsorrecordswhichneed
tobesortedbeforetheactualsystematic
arrangement.
Loose-leafbook–itiscommonlyand
frequentlyusedinkeepingfilingcards,
statementsofaccount,notices,minutes,
reportsetc.Thisisusuallyunderlockto
preventessentialdocumentsfrom
unauthorizedpersonsorgettingloss.
FILING TERMINOLOGIES
Activefiles–thesearedocumentsorrecords,
whicharecurrentorareusedoftenandoften.
Deadfiles–theyaretheinactivedocuments
orrecords.Theyareinactiveordeadbecause
theyarenotrequiredorfrequentlyused,day-
in,day-outintheorganizationbutratheronly
keptorretainedforcertainperiodoftimefor
thepurposeofrecordmanagement.
Activefiles–thesearedocumentsorrecords,
whicharecurrentorareusedoftenandoften.
Deadfiles–theyaretheinactivedocuments
orrecords.Theyareinactiveordeadbecause
theyarenotrequiredorfrequentlyused,day-
in,day-outintheorganizationbutratheronly
keptorretainedforcertainperiodoftimefor
thepurposeofrecordmanagement.
FILING TERMINOLOGIES
Sorting–itisthemethodofarrangingthe
documentorfilesinthecorrectorderrequired.
Thisisdoneafterrecordswerefiledinthe
systematicorder.
Miscellaneousfile–itisafolderthatkeeps
lessimportantletters.Thishappenswhena
numberofcorrespondencescannotbegiven
individualfiles.
Sorting–itisthemethodofarrangingthe
documentorfilesinthecorrectorderrequired.
Thisisdoneafterrecordswerefiledinthe
systematicorder.
Miscellaneousfile–itisafolderthatkeeps
lessimportantletters.Thishappenswhena
numberofcorrespondencescannotbegiven
individualfiles.
FILING TERMINOLOGIES CONT.’D
FloatFolder–itisafilethatkeepsthethird
copyoflettersortriplicateofdocumentsin
thefilingsection.
Glossary–itisalphabeticalarrangementof
listofwordsandtheirmeaningsusuallyatthe
endofabook
FloatFolder–itisafilethatkeepsthethird
copyoflettersortriplicateofdocumentsin
thefilingsection.
Glossary–itisalphabeticalarrangementof
listofwordsandtheirmeaningsusuallyatthe
endofabook
RECORDS RETENTION
Inthefilingsystemtherecordretention
simplyreferstothekeepingofrecordsup-to-
dateorappropriateperiodexpectedor
requiredofthem.Allrecordscannotbe
retainedorkeptforeverbecausetheywould
coverfloorspaceavailableforthefiling.
Records,whichbecomeinactiveordead,must
beremovedfromthesysteminthefiling
equipmentortransferredelsewherefor
storage.
Inthefilingsystemtherecordretention
simplyreferstothekeepingofrecordsup-to-
dateorappropriateperiodexpectedor
requiredofthem.Allrecordscannotbe
retainedorkeptforeverbecausetheywould
coverfloorspaceavailableforthefiling.
Records,whichbecomeinactiveordead,must
beremovedfromthesysteminthefiling
equipmentortransferredelsewherefor
storage.
INDEXING
Itisaprocessofgivingabriefheadingortitlesto
documents,whichindicatesorshowsprecisely
wheretheycanberetrievedinthefolders.Thisis
inotherwisedefinedas“anaidtospeedylocation
ofrecordsorinformationrelatingtoacertain
personororganization”.
FORMSOFINDEXES
Bookindex,stripindex,visiblecardindex,wheel
index,loose/verticalcardindexandvowel
indexes.
Itisaprocessofgivingabriefheadingortitlesto
documents,whichindicatesorshowsprecisely
wheretheycanberetrievedinthefolders.Thisis
inotherwisedefinedas“anaidtospeedylocation
ofrecordsorinformationrelatingtoacertain
personororganization”.
FORMSOFINDEXES
Bookindex,stripindex,visiblecardindex,wheel
index,loose/verticalcardindexandvowel
indexes.
MICROFILMING
Itisalsoameansofkeepingdocumentsorrecords,
whichinvolvesthephotographicreductionsof
recordstoafractionoftheirnormalsizes.Thisis
donetoreducespacedevelopedordevotedto
filingofolderrecordsparticularlythose,which
havetoberetainedbylaworarelikelytobe
requiredtooveryoften.Documentsorrecords,
whicharemicrofilmed,arethenretainedandfiled
as‘negatives’andtheoriginaldocumentsandother
records,aredestroyedtogivespace.
Itisalsoameansofkeepingdocumentsorrecords,
whichinvolvesthephotographicreductionsof
recordstoafractionoftheirnormalsizes.Thisis
donetoreducespacedevelopedordevotedto
filingofolderrecordsparticularlythose,which
havetoberetainedbylaworarelikelytobe
requiredtooveryoften.Documentsorrecords,
whicharemicrofilmed,arethenretainedandfiled
as‘negatives’andtheoriginaldocumentsandother
records,aredestroyedtogivespace.
ADVANTAGES OF MICROFILMING
•Itsavesmuchspaceasabout99%andoverof
theofficespaceissaved;
•Documentsaremoreprotectedfromthe
destructiveofficeelementsasfilmsaremore
durablethanthepapers;
•Retrievingofrecordsbecomesspeedierasfilms
arestoredinframe;
•Itencourageshighconfidentialityaswiththe
keepingofonlynegativetheoriginalpapercan
bedestroyed.
•Itsavesmuchspaceasabout99%andoverof
theofficespaceissaved;
•Documentsaremoreprotectedfromthe
destructiveofficeelementsasfilmsaremore
durablethanthepapers;
•Retrievingofrecordsbecomesspeedierasfilms
arestoredinframe;
•Itencourageshighconfidentialityaswiththe
keepingofonlynegativetheoriginalpapercan
bedestroyed.
ADVANTAGES CONT.’D
•Itprovidesquickandaccurate;
•Thereistidinessandcleanlinessinthis
filingsystemwiththestoringoffilms
•Itprovidesquickandaccurate;
•Thereistidinessandcleanlinessinthis
filingsystemwiththestoringoffilms
DISADVANTAGES OF
MICROFILMING
•Theequipmentisveryexpensivetoacquire;
•Whenthereisabreakdownofthemachineorfailureof
powerthewholefilingactivitiescometoahaltoranend,
whichleadstounbearabledelay;
•Thecostofmaintainingandtrainingtheoperatorisnot
economicalasonlyanexpertcanoperatethesemachines;
•Leastmistakeorfaultinessofthemachinewillleadto
blurrinessandinaccuracyintheproduction;
•Thereisgreaterdelayinlocatingofoneparticularfilm,
asthewholefirmhastobeviewedbyareaderorviewer.
MICROFILMING
•Theequipmentisveryexpensivetoacquire;
•Whenthereisabreakdownofthemachineorfailureof
powerthewholefilingactivitiescometoahaltoranend,
whichleadstounbearabledelay;
•Thecostofmaintainingandtrainingtheoperatorisnot
economicalasonlyanexpertcanoperatethesemachines;
•Leastmistakeorfaultinessofthemachinewillleadto
blurrinessandinaccuracyintheproduction;
•Thereisgreaterdelayinlocatingofoneparticularfilm,
asthewholefirmhastobeviewedbyareaderorviewer.
THANK YOU VERY MUCH FOR YOUR
ATTENDANCE IN CLASS
I WISH YOU ALL THE BEST FOR YOUR
IMPENDING EXAMS
ATTENDANCE IN CLASS
I WISH YOU ALL THE BEST FOR YOUR
IMPENDING EXAMS
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