Principles of Administration Report: Legal, Operational, and Safety

This report delves into the core principles of administration, examining various facets of workplace management. It begins by outlining the legal requirements, including the Equality Act 2010, Employment Rights Act 1996, and Data Protection Act 1998, emphasizing the importance of compliance. The report then explores welfare, healthy, and safe working environments, providing practical guidelines for office management routines, resource management, and productivity measurement. It details employee and employer responsibilities concerning health and safety, risk assessment, and emergency procedures, including first aid. The report also covers meeting procedures, from preparing agendas and taking minutes to the different types of meetings and their purposes. The report concludes with a comprehensive overview of the principles of administration, providing a solid foundation for effective workplace management and regulatory compliance.

Principles of Administration

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1:...............................................................................................................................................1
1.2................................................................................................................................................1
1.3................................................................................................................................................2
1.4................................................................................................................................................2
1.5................................................................................................................................................3
1.6................................................................................................................................................3
TASK 2............................................................................................................................................4
2.1................................................................................................................................................4
2.2................................................................................................................................................4
2.3................................................................................................................................................4
TASK 3............................................................................................................................................5
3.1................................................................................................................................................5
3.2................................................................................................................................................5
3.3................................................................................................................................................6
3.4................................................................................................................................................6
3.5................................................................................................................................................7
TASK 4............................................................................................................................................7
4.1................................................................................................................................................7
4.2................................................................................................................................................7
4.3................................................................................................................................................8
4.4................................................................................................................................................8
4.5................................................................................................................................................9
TASK 5............................................................................................................................................9
5.1................................................................................................................................................9

5.2................................................................................................................................................9
5.3..............................................................................................................................................10
5.4..............................................................................................................................................10
TASK 6..........................................................................................................................................11
6.1..............................................................................................................................................11
6.2..............................................................................................................................................11
6.3..............................................................................................................................................12
6.4..............................................................................................................................................12
6.5..............................................................................................................................................13
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................15
...................................................................................................................................................16
.......................................................................................................................................................16

INTRODUCTION
Principle of administration is defined as a set of principle which determined the functions
of business. The main duty of administrator is to improve performance of different departments
in an organisation (Hayek, 2012). The report covers the technique and legal requirements which
need to be followed by company.
TASK 1
1.1:
Legal requirements
Equality act 2010: A new Equality Act came into force on 1 October 2010. The Equality
Act brings together over 116 separate pieces of legislation into one single Act. Combined, they
make up a new Act that provides a legal framework to protect the rights of individuals and
advance equality of opportunity for all (Goode, 2011).
Employment Rights Act 1996: The Employment laws in Britain have acquired a sound
fairness, in areas of employee status, contractual terms of employment and unfair dismissal and
equality, by virtue of various updates of laws and decision of the courts.
Data Protection Act 1998: The Data Protection Act (DPA) is a law designed to
protect personal data stored on computers or in an organised paper filing system.
1.2
Welfare facilities
 For your employees' well-being you need to provide:
 toilets and hand basins, with soap and towels or a hand-dryer
 drinking water
 a place to store clothing (and somewhere to change if special clothing is worn for work)
Healthy working environment
To have a healthy working environment, you must make sure there is:
 good ventilation - a supply of fresh, clean air drawn from outside or a ventilation see-
through room space and suitable workstations and seating
 a clean workplace with appropriate waste containers
Safe working environment:
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To keep your workplace safe you must:
 properly maintain your premises and work equipment.
 keep floors and traffic routes free from obstruction.
 have windows that can be opened and also cleaned safely (Andrews, 2010).
1.3
1. Establish office management routines and stick to them.
Routine tasks need routine procedures if you want to stay organized and keep things running
smoothly.
2. Set up clearly delineated responsibilities.
Good office management depends on people knowing who is responsible for what – it’s people
who are accountable who get things done.
3. Keep records – and keep your business records updated.
Keeping records sounds like the easiest part of good office management – until you consider the
need to keep those records both accessible and updated.
4. Take a walk through your office and have a sit: For good office management, you need to be
sure that all the things in the office are arranged for maximum efficiency – and maximum safety.
5. Schedule the tedious work.
It’s too easy to put off things that you don’t like doing, and most business people don't enjoy
tasks such as filing, shipping and receiving, or bookkeeping - even office managers
6. Delegate and outsource.
In a perfect world, everyone would only be doing what he or she had time to do and did well.
7. Make business planning a priority.
Many small business owners spend their days acting and reacting – and then wonder why they
seem to be spinning their wheels.
1.4
The most efficient way to manage resource use in your office is to take a systematic
approach:
 set a baseline to work out your current performance.
 benchmark your performance against similar organisations.
 create an action plan to achieve your identified improvements.
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 set achievable targets and responsibilities for office staff to meet them.
 monitor and report your performance and set up reporting processes.
 review actions and performance to learn lessons and continually improve.
1.5
 Create specific forms of measurement to help you determine what level of workplace
operational productivity employees should be performing at in a given day, week or
month.
 Develop a system for monitoring operational progress on a daily, weekly or monthly
basis.
 Create an accountability system in which employees document time usage during a given
time period (Sinha, and Labi, 2011).
 Compare the employee time documentation with information gathered from your
operational monitoring process. If productivity is under goal or on track, look for
instances in employee time logs where time is not being used as effectively as possible
and make adjustments to that employee’s schedule or job description.
 Create an open work environment. Replacing office doors with open seating and
semiopen cubicles allows managers to observe and monitor employees during the
workday.
1.6
Welfare facilities
For your employees' well-being you need to provide:
toilets and hand basins, with soap and towels or a hand-dryer;drinking water;
Health issues
 To have a healthy working environment, make sure there is:
 good ventilation – a supply of fresh, clean air drawn from outside or a ventilation system
(Nolan, 2014 and et. al., 2012). a reasonable working temperature (usually at least 16°C, or 13°C for strenuous work,
unless other laws require lower temperatures);
Safety issues
 To keep your workplace safe you must:
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 properly maintain your premises and work equipment;
 keep floors and traffic routes free from obstruction;
TASK 2
2.1
It is an employer's duty to protect the health, safety and welfare of their employees and
other people who might be affected by their business. Employers must do whatever is reasonably
practicable to achieve this.
This means making sure that workers and others are protected from anything that may cause
harm, effectively controlling any risks to injury or health that could arise in the workplace.
Employers have duties under health and safety law to assess risks in the workplace. Risk
assessments should be carried out that address all risks that might cause harm in your workplace.
2.2
Below are the OSHA-approved responsibilities for employees:
As a worker, you should report work-related cases resulting in injury and illnesses in case
your employer fails or declines to do so (Leimeister and et. al., 2010).
In case of punishment or discrimination from the employer, it is the employee’s
responsibility to immediately inform OSHA so necessary sanction will be imposed of after
the issue is accordingly dealt with.
It is an employee’s responsibility to assess working conditions as to whether the workplace
is unsafe and unhealthy or otherwise, so necessary actions can be performed by OSHA in
order to protect the safety and the common good of the majority.
The employee has the responsibility of confirming whether the company he or she is
engaged with have ever been inspected by OSHA, and if it isn’t, he or she can ask how
likely can it be done in order to promote workplace health and safety.
2.3
Points to include in emergency procedures
The Health and Safety (First Aid) Regulations require the University to provide sufficient first
aid personnel and facilities to:
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give immediate assistance to casualties with both common injuries or illness and those likely to
arise from specific hazards at work; and
summon an ambulance or other professional help.
To assist in this:
there are first aid boxes at various locations;
training of volunteers in first aid in all buildings.
casualty departments of local hospitals are nearby and these facilities should be used (unless the
injury is minor
TASK 3
3.1
Purpose of conducting meeting:
 They offer legal protection. Minutes are important details that you can’t ignore if you
want to keep your business in line with state laws, and to back up your tax returns.
 They provide structure. Even though there is no standardized format for meeting
minutes, the IRS and the courts consider it important that you made a reasonable effort to
report the facts of the meeting (Hesselbarth and Schaltegger, 2014).
 They drive action. Good meeting minutes help drive a plan of action for your leadership
team and employees.
 They act as a measuring stick. Minutes record meeting decisions, which makes them a
useful review document when it comes time to measure progress.
 They state ownership. When votes are recorded and individual names are listed
alongside each vote, it serves multiple purposes. First, it tells the board and leadership
team who voted for what.
3.2
1. Write or type a heading that indicates the topic of the meeting. For example, you could
write, "Meeting to Discuss New Product Strategy."
2. State the time the meeting is called to order and who called it. This indicates that the
meeting officially began.
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3. Write a note saying that the quorum was met. Whether you take notes for a board
meeting or a departmental meeting, state whether a sufficient number of attendees are
present to make the meeting official.
4. Take notes on all discussions of business items. Indicate what the discussion was about,
what conclusions were reached, who dissented and what action was indicated after a
decision was made.
5. 5. Write "meeting adjourned" and give the time the meeting ended. Indicate any leftover
business that was not discussed. Do not record any conversations that occur after the
adjournment because these are not an official part of the meeting (Norman, 2011).
3.3
After completing this course, you will be able to:
Demonstrate what makes good meeting minutes and the need for accuracy of reporting
Explain the planning of an agenda and the preparation required
Apply practical tips and useful words for producing accurate meeting minutes
3.4
Included:
 keep minutes at all general meetings and board meetings. If your group is incorporated,
this is one way to maintain the legal protection the corporate shield gives to your officers.
 keep minutes at any meeting where people vote. At committee meetings where there is no
voting, you might choose to keep minutes for your records. But minutes are not required
for legal purposes.
 list where the meeting takes place, along with the time and date it starts
 list the number of attendees (approximate if the group is large) and whether a quorum is
present.
Not included:
 detail the debate over an issue. In your formal notes, you just need the facts. Minutes
should record what is done at meetings, not what is said.
 list the vote count. Outcome is enough.
 be shy about asking for clarification during the meeting to get a point straight in your
notes.
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 wait to type up the minutes from your notes. Do it the same day or the next day, while
you still remember what occurred.
3.5
1. Get a copy of the current agenda and minutes from the previous meeting, if possible, so
that you have a quick point of reference to help you navigate the various topics of
conversation when taking notes at the meeting.
2. Write your agenda topics on a separate piece of note paper--though you can also jot the
notes down directly on the agenda page if you have room.
3. Listen to the presenter's information closely, and when you hear an important point that
you need to remember or want to inquire about, write a one to two line summary of the
information(Boons, and Lüdeke-Freund, 2013).
4. Repeat this process for each item on the agenda during the meeting.
5. Review your notes at the end of the meeting and ask questions to clarify any confusing
points or information you missed during the meeting.
TASK 4
4.1
Formal Meeting
One type is a formal meeting. They are formal gatherings to present important financial,
organizational, and operational information to those who make decisions regarding these issues.
This list usually includes shareholders, senior management, board members, and possibly
individuals representing a committee that is working on a specific project in one of these areas.
Informal Meetings
Another type is an informal meeting. This type of meeting is used to address daily
operational and policy issues. Your department meeting is a type of informal meeting.
4.2
In such a meeting there is little need to refer to this procedure as this is implicit in the established
etiquette, namely:
The chair controls the meeting.
All remarks are addressed through the chair.
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Members do not interrupt each other.
Members aim to reach a consensus.
A vote is taken if consensus is not reached.
4.3
Plan and coordinate the meeting in line with an agreed meeting process which includes writing
meeting objectives, negotiating meeting time and date with attendees, booking venue, inviting
attendees, inviting special guests, and planning catering if required
Manage the meeting process by ensuring all meeting roles are assigned and
expectations clearly communicated meeting protocols are negotiated and agreed to by the
whole the team, everyone is able to attend as per agreed dates and times, and preparation
of resources and presentations required as per the meeting agenda is complete in time for
the meeting date.
Facilitate the meeting by taking the leadership role and directing the meeting process
through the Agenda.
Contribute ideas and strategies to meeting discussions, brainstorming sessions and mini
workshops
4.4
Tips for Successful Meetings
1. Determine Necessity
In order to plan effectively, you should first determine if a meeting is even needed. As pointed
out in the Teams On Target newsletter, you should "never hold a meeting just for the sake of
holding a meeting."
2. Establish an Agenda
It is important to create an agenda for the meeting and distribute it to the participants ahead of
time.
3. Prepare the Meeting Room
According to the University of Michigan's Change Leadership Network, meeting facilitators
should ensure the meeting area is ready beforehand.
4. Stick to the Schedule
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It is critical to begin meetings at the time they are scheduled to start. It is not acceptable for the
facilitator to be late, nor is it okay to hold up the people who get there on time to wait for
stragglers to come in.
5. Control the Discussion Flow
As the facilitator, you are responsible for ensuring that the conversation stays on target and that
progress is made throughout the gathering.
4.5
knowledge acquired through experience or study
knowledge of specific and timely events or situations; news
the act of informing or the condition of being informed
an office, agency, etc., providing information
a charge or complaint made before justices of the peace, usually on oath, to institute summary
criminal proceedings
a complaint filed on behalf of the Crown, usually by the attorney general
TASK 5
5.1
 Record keeping Project documentation is a key feature of project-based working. This
records decisions made at meetings, allocates tasks to individuals and informs the team of
any updates to the project schedule.
 Sharing plans and records A project team usually consists of a number of different people
from different functional areas of an agency, with at least one member from the client
organisation and possibly a number of freelance suppliers.
 Resources available to achieve plans At an early point in the project, the core and wider
project team should agree the meeting structure and frequency for the project.
5.2
1. Priority
Consider the work’s priority. Priority needs to drive everything. If you’ve been rigorous in your
prioritization process, start at the top of the list and begin allocating work from there
2. Skill Sets
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