Report on Principles of Administration: Office Management Procedures

This report delves into the principles of administration, focusing on office management and related legal requirements. It covers various aspects of facility management, including legal obligations, typical services, and the establishment of office management procedures. The report explores techniques for managing office resources, monitoring work flow, and providing support and welfare facilities for office workers. It also examines the legal obligations of employers for health and safety, individual responsibilities, and accident and emergency procedures. Furthermore, the report discusses the purpose and implications of meeting minutes, different types of minutes, and techniques for facilitating meetings. It also covers the use of targets and budgets, work allocation, quality management techniques, and event planning. The report provides insights into event characteristics, information sources, and planning processes. This report is a comprehensive guide to the principles of administration in an office setting.

PRINCIPLES OF
ADMINISTRATION

Table of Contents
INTRODUCTION...........................................................................................................................1
LO 1.................................................................................................................................................1
1.1 Legal requirement related with management of office facilities...........................................1
1.2 Typical services provided by office facility..........................................................................1
1.3 Establish office management procedures..............................................................................2
1.4 How to manage office resources...........................................................................................2
1.5 Techniques to monitor and manage work flow.....................................................................3
1.6 Typical support and welfare facilities for office workers.....................................................3
LO 2.................................................................................................................................................3
2.1 Legal obligations of the employer for health and safety.......................................................3
2.2 Individual responsibilities for health and safety...................................................................4
2.3 Accident and emergency procedure......................................................................................4
LO 3.................................................................................................................................................4
3.1 Purpose of meeting minute....................................................................................................4
3.2 Legal implications of meeting minutes.................................................................................5
3.3 Importance of accuracy in minute taking..............................................................................5
3.4 Different types of meeting minutes.......................................................................................5
3.5 How notes taken during the meeting.....................................................................................5
LO 4 ................................................................................................................................................6
4.1 Features and purposes of formal and informal meeting........................................................6
4.2 Roles and responsibilities of chair........................................................................................6
4.3 Role of other people in meeting............................................................................................6
4.4 Techniques to facilitate meetings..........................................................................................6
4.5 Information requirement for the meeting..............................................................................7
LO 5.................................................................................................................................................7
5.1 Use of targets and budget to manage work...........................................................................7

5.2 Allocate work to individual team members..........................................................................7
5.3 Quality management techniques...........................................................................................8
5.4 Techniques used to assess needs for improvement in team output and standards................8
LO 6.................................................................................................................................................9
6.1 Characteristics, requirement and purpose of different events...............................................9
6.2 Types of information and sources that needed in the organisation.......................................9
6.3 How to plant and event.......................................................................................................10
6.4 Right resources from event plan.........................................................................................11
6.5 Types of information needed by delegates before, during and after event.........................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
From the knowledge of principles managers get indication on how to manage an
organization. The principles enable managers to decide what should be done to accomplish given
tasks and to handle situations which may arise in management (Kettl, 2015). In this context,
present report based on meeting in which legal requirements determines that are related with
management of office facilities. Furthermore, it covers techniques to monitor the performance of
business in systematic manner.
LO 1
1.1 Legal requirement related with management of office facilities
Facility management is the coordination of the physical workplace with the people and
work of an organization. It is the integration of business administration, architecture, and the
behavioural and engineering sciences. In the most basic terms, facility management encompasses
all activities related to keeping a complex operating (Pennings and Secunda, 2014). Facilities
include grocery stores, auto shops, sports complexes, jails, office buildings, hospitals, hotels,
retail establishments, and all other revenue-generating or government institutions.
Responsibilities associated with facility management typically include a wide range of function
and support services, including janitorial services; security; property or building management,
etc. There are different legal requirements consist such as
 Equality Act 2010
 Employment rights:
 Employment Rights Act 1996
 Employment Relations Act 2004
 Working Time Regulations 1998
 Contracts of employment
1.2 Typical services provided by office facility
There are several services will be provided at office, that are as follows:
document production
 audio transcription
 data entry
 photocopying and binding
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 travel arrangements
 invoicing
 bookkeeping/accounts (Yushkova, 2014).
 document control
 filing/client records management
 stationery issue and stock control
 petty cash and expenses
 room booking and appointments
 reception
 dealing with incoming/outgoing mail
1.3 Establish office management procedures
Following procedure need to be implemented at office:
safe working procedures and risk assessment
 fire, accident and emergency
 security – information and physical property
 resource use and stock control
 purchasing – equipment, consumables, service contracts (McNiff, 2013).
 equipment use, monitoring and maintenance
 sending receiving and storing information
 staff movement/absence control
 progress reporting and productivity monitoring
 use of telephones, internet and emails
1.4 How to manage office resources
There are several resources exist that need to manage at workplace:
equipment
 materials
 staff
 information (Czajka, Wiatrzyk and Lutyńska, 2013).
1.5 Techniques to monitor and manage work flow
At office, following techniques need to implemented to monitor and manage work flow:
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setting guidelines
 team meetings
 observation
 checking work products
 checking records/logs (Principles, 2013).
 monitoring errors
 progress reporting
 delegation
 target setting
1.6 Typical support and welfare facilities for office workers
In respect to make facilities, there are several elements need to be included that are as follows:
counselling
 financial assistance
 legal advice
 crèche
 staff discounts (Stuart, 2014).
 refreshments
 wash rooms
 access to trade unions
 health and leisure schemes
LO 2
2.1 Legal obligations of the employer for health and safety
In respect to work with legal obligations, following legal obligations will be implemented
at workplace:
bligations:
 Reporting of Injuries, Disease and Dangerous Occurrences
Regulations (RIDDOR) 1992
 The Control of Substances Hazardous to Health 1999
(COSHH)
 The Management of Health and Safety at Work Regulations (Cibas and Ducatman, 2013).
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1999
 Workplace (Health, Safety and Welfare) Regulations 1992
 The Health and Safety (Display Screen Equipment)
Regulations 1992
 The Provision and Use of Work Equipment Regulations 1998
(PUWER)
 Electricity at Work Regulations
2.2 Individual responsibilities for health and safety
Following are certain responsibilities exist in health and safety:
own health and safety
 others’ health and safety
 use of equipment
 risk reporting
2.3 Accident and emergency procedure
1.give immediate assistance to casualties with both common injuries or illness and those likely to
arise from specific hazards at work; and
2. Summon an ambulance or other professional help.
LO 3
3.1 Purpose of meeting minute
Taking Minutes forms an essential part of most meetings:
 confirm any decisions made
 record any agreed actions to be taken
 record who has been allocated any tasks or responsibilities (Gitman, Juchau and
Flanagan, 2015)
 prompt action from any relevant attendees
 provide details of the meeting to anyone unable to attend
 serve as a record of the meeting's procedure and outcome
3.2 Legal implications of meeting minutes
Following are certain legal implications of meeting minute
 legal requirement of Companies Act
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 storage/retention
 written proof that the organisation is functioning as it
should
 evidence for legal proceedings
3.3 Importance of accuracy in minute taking
The importance of taking minutes:
 Take Notes: It is the details that matter and, particularly, the written details, especially
the minutes of meetings.
 Common Flaw: Many people misunderstand or ignore the importance of minutes of
meetings, formal or informal (McLaren, Enemark and Lemmen, 2016).
 Advice: Taking minutes is essential to most meetings, not only for recording purposes
but also for follow up action, next steps, and possible disciplinary action that may ensue.
3.4 Different types of meeting minutes
Following are different types of meeting minutes
 resolution minutes
 narrative minutes
 action minutes
3.5 How notes taken during the meeting
There are several elements considered in the meeting to make and prepare notes, that are
as follows:
 What is the purpose of meeting minutes?
 Why is it called minutes of a meeting?
 What’s involved with meeting minutes?
 What is the agenda of a meeting?
LO 4
4.1 Features and purposes of formal and informal meeting
Following are features:
 documentation
 personnel
 procedures (Graber, Vanarsdall and Huang, 2016)
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 frequency
Formal
 Annual General Meeting (AGM)
 Extraordinary General Meeting (EGM)
 board meeting
 committees
Informal
 departmental
 team briefing
 progress
 working parties
4.2 Roles and responsibilities of chair
Role and responsibilities:
 setting the agenda
 running the meeting
 voting
 approving the minutes
4.3 Role of other people in meeting
Others:
 Treasurer
 Secretary
 delegates/ members
4.4 Techniques to facilitate meetings
There are different techniques exist to facilitate the meetings, that are as follows:
 Begin your meetings with a quick check-in
 Review desired outcomes and agenda items
 Assign meeting roles
 Practice active listening
 Encourage and balance participation
 Take a break and re-energize
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4.5 Information requirement for the meeting
LO 5
5.1 Use of targets and budget to manage work
Targets:
 organisational
 team
 individual
Budgets:
 operational
 capital
5.2 Allocate work to individual team members
There are five criteria to think about as you think about distributing work.
 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. That list should be based on the team’s and the organization’s goals.
This has to be the first consideration in terms of how you distribute work.
 2. Skill Sets: Evaluate the skill set of the people who you’re thinking about distributing
the work to. If they have the right skill set, you’re going to get a high quality result. The
end product will be something that meets your customer’s needs.
 3. Availability: The next consideration for allocating work is a person’s availability. All
things being equal in terms of priority and skill set, who is free to do the work? Who has
the bandwidth? You should not be shifting resources from one project to another when
you have available resources to pick up that new project. If you start shifting resources
around between projects when you have available resources elsewhere, you’re going to
lose momentum on that first project and that project might fail.
 4. Development: Next, you have to think about the development opportunity this project
might present for that person. You should be constantly upgrading your team’s skill set.
A way to do that is to give them new work where they’re going to learn new skills.
 5. Interest: The last consideration in terms of which person gets the work when it needs
to be allocated is does somebody have an interest in performing that particular task? If
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someone is really interested and passionate about a project, you should let them take it
on. They’re going to be motivated, excited to do it, and hopefully their performance will
follow.
Go allocate some work
If you think about all of these considerations as you distribute work across your team, doing so
will ensure you tackle the highest priority projects with the people who have the right skills to do
it. The work will be balanced in a way where you’re going to execute the project but at the same
time you’re going to develop your people.
5.3 Quality management techniques
Techniques to manage the performance:
 SMART targets
 KPIs
 progress and status reporting
 performance review
5.4 Techniques used to assess needs for improvement in team output and standards
Techniques used to identify the need for improvements:
 observation
 feedback
 analysis of errors
 performance review
 analysis of output/deadlines met
LO 6
6.1 Characteristics, requirement and purpose of different events
Characteristics:
 format/structure
 formality
 audience
 activities
 length of session/recurrence
 presentation
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 size
Requirements in terms of:
 venue/location
 publicity/advertising
 equipment
 resources
 delegates/audience
Events:
 conferences
 seminars
 promotional events
 exhibitions/trade shows
 product launches
 training courses
 team-building events
 forums and advice sessions
6.2 Types of information and sources that needed in the organisation
Information Sources:
 presenters/organisers
 delegates
 venue
 organisational policies
 printers’/stationery catalogues
 caterers
 equipment hire companies
 maps
 travel timetables, routes
6.3 How to plant and event
In respect to plant and event, following activities will be included in the office:
Accounting & Finance:
 Budget development and monitoring
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 Development of financial policies and procedures
 Financial analysis and reporting
 Financial compliance issues and audit coordination
 Oversight of manual and automated financial processes
 Development of billing methodologies and rates
 Financial record retention
 Accounts payable activities for capital projects
 Management of general and project accounting activities
Administration:
 Human Resource services
 Payroll
 Non-specialized procurement, such as office supplies
 Accounts payable for non-capital activities
 Coordination of building services, travel and entertainment
 Provision of clerical support and general administrative support to all units of the Office
of Facilities
Facilities Information Systems
 Purchase, deployment, and support of all desktops, laptops, and smartphones for
Facilities systems and personnel.
 Design, development, implementation, and support of all Facilities-specific custom
applications (PCS, ACS, FELIX, Employee Tool, PlanLib, Facilities website, Emergency
Contractors, Bidding System, EWR, FWR, Vehicle Tracking, OT Callback, Custodial
Services Housing, Fire Marshal Incidents).
 Implementation and support of all Facilities-specific packaged applications (Famis,
Breeze, ECAP, Keystone, Morse Watchman, EMS).
 Provisioning of Facilities applications (custom and packaged) to Facilities personnel.
 General computing guidance and support.
Materials Management (Administered by the Office of Procurement)
 Procurement of goods and services for maintenance, repair, and minor renovation
activities including purchasing, receiving, storing, staging, and delivering
 Vendor management
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 Stockroom management, including physical inventories
 Management of operation and support functions, including a large vehicle fleet,
communications systems and equipment, and trucking services
 Direction of process development and compliance
 Coordination of procurement and inventory related audits
 Management of data collection, record retention, and reporting of items purchased
6.4 Right resources from event plan
Resources:
 presenters/speakers
 staff
 equipment
 documentation
 furniture
 decorations
 facilities
 stationery
6.5 Types of information needed by delegates before, during and after event
Types of Information:
 objectives of event
 venue details
 fees/cost
 catering and accommodation
 presenters/speakers
 joining instructions.
 health, safety and emergency procedures
 activities scheduled
 specific enquiries eg product information
 further information/contact details
 giving feedback.
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CONCLUSION
From the above report, it can be concluded that principles of administration considered
important perspective in the office. In this context, facility management helps to concentrate on
the systematic work performance in the office. Furthermore, it summarised about the procedures
which taken to considered creative results at workplace.
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REFERENCES
Books and Journals
Cibas, E.S. and Ducatman, B.S., 2013. Cytology E-Book: Diagnostic Principles and Clinical
Correlates. Elsevier Health Sciences.
Czajka, U., Wiatrzyk, A. and Lutyńska, A., 2013. Mechanism of Vipera berus venom activity
and the principles of antivenom administration in treatment. Przeglad epidemiologiczny,
67(4), pp.641-6.
Gitman, L.J., Juchau, R. and Flanagan, J., 2015. Principles of managerial finance. Pearson
Higher Education AU.
Graber, L.W., Vanarsdall, R.L. and Huang, G.J., 2016. Orthodontics-E-Book: Current Principles
and Techniques. Elsevier Health Sciences.
Kettl, D.F., 2015. The transformation of governance: Public administration for the twenty-first
century. JHU Press.
McLaren, R., Enemark, S. and Lemmen, C., 2016, March. Guiding Principles for Building Fit-
For-Purpose Land Administration Systems in Developing Countries: Capacity
Development, Change Management and Project Delivery. In World Bank Conference on
Land and Poverty, The World Bank-Washington DC.
McNiff, J., 2013. Action research: Principles and practice. Routledge.
Pennings, F. and Secunda, P.M., 2014. Towards the development of governance principles for
the administration of social protection benefits: Comparative lessons from Dutch and
American experiences. Marq. Benefits & Soc. Welfare L. Rev., 16, p.313.
Principles, E., 2013. The Equator Principles III. Equator Principles Association: Washington,
DC.
Stuart, G.W., 2014. Principles and Practice of Psychiatric Nursing-E-Book. Elsevier Health
Sciences.
Yushkova, N., 2014. Restructuring of regional long-term planning principles: adaptation or
strategic choice. Technology audit and production reserves, 4(2 (18)), pp.44-50.
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