USAID/MSI-Iraq

Tarabot Project/CSR Program

Human Resources Management Unit
Training and Development

Effective Administration Skills

For The Training Centers
The Ministries And Governorates In Iraq

Trainers` Guideline

Baghdad, Iraq
June, 2012
USAID/MSI-Iraq
Tarabot Project/CSR Program
Human Resources Management Unit
Training and Development

Effective Administration Skills

For the Training Centers
The Ministries and Governorates in Iraq

Trainers` Guideline

Baghdad, Iraq
June, 2012

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Table of Contents:
 Introduction

 Course Description

 Agenda

 Methods and Approaches

 Detailed Training Sessions

 Administration Definition

 Organizational Skills

 Plan and Prioritize

 Effective Coordination Skills

 Problem Solving

 Meeting Management

 Write An Executive Summary

 Time Management

 Effective Communication Skills

 Official Correspondence

 Writing Skills

 References.

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Introduction
The Tarabot Project/CSR Program has developed these Effective Administrative Skills Guidelines
(Participant`s Guideline and Trainer`s Guideline) for the Training Center (TC) of the Ministries
and Governorates in Iraq to provide them with a practical training tool and techniques for the
Trainers in the TC to enable them in train the administrator staff in the ministries and
governorates in Iraq to improving employee administration skills and performance to producing
effective and efficient administrative works in their organizations and assist their management
in improving the overall organization performance and productivity.

Failure in producing an effective and efficient administration in government organizations could

mean that bad organization performance. In most countries the quality of service delivery
competitors are getting tougher every day, intensifying the challenge faced by governments.

Developing strong administration skills can have a positive effect on every aspect of
government work. Some people are naturally more organized than others, anyone can improve
upon the skills that they already have with sound strategies and techniques.

All government organizations in various countries face challenges, and, in some cases, a
struggle for effective and efficient performance and competition with other private companies
in delivery important services, as well as with a growing number of service options around
world, and budgeting constraints to attract and retain people and resources.

The continued development of government quality service delivery across Iraq depends on how
effectively civil servant functions and meets their obligations. Administrators as a civil servant
are responsible clearly to performing a hard work, skills of administration, organization, and
vision on the part of leadership as a critical role to the success of the organization.

This trainer`s guideline and its training course will introduce you to new and basic
administration skills that will help increase your performance and the support you offer your
team, department and manager.

The practical assignments in this guideline and in training will learn the participants what is the
administration, and their job duties and allow them to practices effectively skills needed to
achieving job results and producing quality services and finally participants will communicating
with each other properly and enjoy training course.

This practical and stimulating course provides participants in details with the understanding,
ideas and techniques they need to be successful. They will have the opportunity to address
their real abilities to performing their job duties effectively and efficiently.

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 Effective Administration Skills
Training Course

Overview:
Administration roles today require a variety of skills to help develop and build relations with
internal staff and external partners and stakeholders. In a highly competitive environment,
these communication skills are really important as well as ‘technical’ skills. Promotion of
professional staff is often, at least in part, affected by the people skills of the individual.

About the Program:

Successful administrators often require many of the same skills as senior staff in an
organization. They are often the person in charge of the organization's correspondence. They
are very often the first point of contact for visitors. Therefore they must display a highly
professional image at all times.

The role of being a professional administrator requires: excellent office skills, organization,
coordination and time management and other admin skills including filing, preparing for
meetings, dealing with people, both on the telephone and face-to-face, exceptional
interpersonal abilities, and first class business writing and communication skills.

Who Should Attend?

Staff who are working in administrative position, and new managers who are wish to improve
their admin skills, or those who are about to be appointed to such a position.

Course Objectives:
 To understand the importance of effective administration skills within an organization
 To enhance your communication and interpersonal skills
 To manage your time efficiently and be able to think proactively
 How to be assertive and build a good rapport with your boss
 To develop the skills needed to be a professional secretary
 To learn how to set up and manage effective filing systems
 To learn how to manage petty cash systems
 To understand how to manage stock and stationery supplies
 To enhance telephone skills and learn what to say, and what not to say

Duration:
3 Days: 3 Sessions / Day / 9 Sessions - 2 HRs / Session

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Training Methodology & Approaches:

The Program will be interactive and practical; with learning methods to suit every kind of
learning preference. There will be activities in groups and pairs as well as individual exercises
and everyone will get an opportunity to discuss their work challenges in a supportive
environment. There will also be opportunity to practice assertive communication skills through
role play and to present a presentation towards the end of the week.

Before the course each delegate will be asked to complete a Pre-Course Briefing Form to
determine their individual objectives for attending the course. These objectives will be used by
the Tutor to give on-target training that is focused on the individual delegates.

At the end of the course each delegate will be asked to complete a Personal Development
Plan that can be used as part of future appraisals and that will also be an important tool for
management reference.

Course Outline:

I. Maximizing and multiplying your value to your organization

• Your role and responsibilities in the company
• Identify the skills and qualities you need to develop
• Become more confident in making sound decisions

II. Contributing to your team/departments success

• Defining your own and your teams objectives
• Understanding your team, and working with their strengths and weaknesses
• Building strong relationships with your manager and team

III. Communication skills

• Understanding the challenges of effective communication
• Effective questioning and listening skills
• Understanding your communication style
• Using virtual communication tools

IV. Effective Coordination Skills

Developing of Join Plans and Sharing Information

V. Managing your time

• Planning your day – setting realistic deadlines

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 • Meeting the needs and demands of more than one person
• Identifying and avoiding ‘time-wasters’

VI. Meeting Management

Managing Your Key Result Areas & Tasks

VII. Problem Solving;

Behaviors and what did you try to do

VIII. Filing Systems

• Why should organizations have a good filing system
• Important things to know about filing
• How to set up a filing system

IX. Official Correspondence;

Help to Develop Self-Correspondence Skills

Training Outcomes:

By the end of this training course participants will be able to do the

following:
 Practical skills and knowledge to improve the overall administration within your office, or
organization
 Explain a clear understanding of what makes a good secretary or administrator
 Prove ability to plan and prioritize time and activities
 Effective communication skills to deal successfully with colleagues and clients
 Gain insight into the responsibilities of administrators
 Discuss Value your role in your organization and experience greater job satisfaction
 Analyses planning and organizing skills to achieve tasks
 Develop office procedures for efficiency and effectiveness
 Develop office procedures, critical thinking abilities
 Develop communication skills for greater efficiency and effectiveness

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Agenda
DAY ONE
 Your Secretarial & Administrative Role
Responsibilities; Skills and Qualities (JDs)

 Developing A Professional Skills

What is Administration; Timekeeping & Punctuality and Introduction To Office Ethics

 Organizational Skills; Planning & Prioritizing

 Communication Skills
The Impact of Body Language, Words, & Tone of Voice; Active Listening & Questioning
For Clarity and How To Improve Written Business Communication

 'Do's & 'Do Not's Of Administrative Work

 Tips to Manage Your Time and Improved Productivity

DAY TWO

 Meeting Management and Managing Your Key Result Areas & Tasks

 Effective Filing Systems

Different Methods Of Filing & How To Ensure The Effectiveness Of Your Filing Systems

 Effective Coordination Skills; Developing of Join Plans and Sharing Information

DAY THREE

 Problem Solving; Behaviors and what did you try to do

 Official Correspondence; Help to Develop Self-Correspondence Skills.

 Course Evaluation

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LEARNING OUTCOMES

At the end of each of this training course participants should be able to:
 Explain the need and purposes for each subject they will learn
 Identify relevant participants
 Explain ways to ensure effective application for each subject they will learn
 Prepare an action plan for effective implementation of each subject they will learn
 Set up a date, time and venue for post training follow up meeting for evaluation
 Suggest the objectives and agenda for post training evaluation for improvement
 Confirm Cover the topics and the agenda of each training session
 Encourage participation of colleagues in effective administration skills training
 Identify problems and explain contingency plans
 Record the comments during the training for training evaluation

Effective Administration Skills

Training Course Details

Trainers/Facilitators:
Training Center Trainers/Facilitator: This three-day workshop presumes that participants have a
good understanding of basic administration duties and facilitators or trainers will using the
principles of adult learning concepts, practical training methods and achieving a successful
learning sequence.

Methodology:
Participants are guided through practical steps of the topic with a combination of presentations,
open questions and working group discussions.

Visual Aids:
This course will cover some basic kinds of visual aids; data show, flip chart, white board & color
markers

Materials:

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This course will use the developed participants `guideline and trainer` guideline

Training Workshop Approaches:

1. Preparing to Learn

To begin, participants will explore what they want out of this training workshop.

2. Understanding Learning

Next, participants will talk about the role of the facilitator in this course, and the
top skills that the administrator needs.

3. Competencies for Effective Administrator

This training course will give participants a profile of the gaps between where
they are now and where they need to be in order to perform their role efficiently.

4. Training Preparation and Presentations

The bulk of the third day will be spent preparing, presenting, and evaluating team
training sessions. During this practical course, participants will learn in practices
how to communicate, coordinate, solving a problem, manage time and
organization skills effectively.

5. Workshop Wrap-Up

At the end of the day, students will have an opportunity to ask questions and fill
out an action plan.

Training Course Stages:

Trainer Presentation: Introduction and Workshop Objectives, Methods and Approaches,
Activities and Outcomes

Open Discussion: Participants Expectations, Background and Qualifications

Working Groups: The role and duties of the Office Administrator

Questions & Answers

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Working Groups:
 Workshop participants are divided into 4 groups
 These groups will continue to work together in the 3 days duration of training
 All groups will be responsible for the implementation of same activities
 Each group will work to producing the following activities:

 Write a list for the administrator duties

 Analyze each of the administrator duties into specific functions
 Identify and write down a list of administrator job skills
 Prepare an action plan to implementing each of these duties
 Presents to the participants its action plan
 Feedback and comments for improving or adopting on each action plan

Sessions Details:

Session #1:

- What is Meant By the Terms of Management and Administration

- Which Feature in each of Administration and Management Title
- How to Do Your Job?
- The Essential Administration Skills
- Basic and Common Office Ethics

Session #2:

Effective Organization Skills;

 Plan and Prioritize; how to prioritize
 How to Improve Organizational Skills
 Steps for Effective Organization
 Tips for Effective Organizational Skills

Session #3:

How to Communicate Effectively?

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  The essential framework which supports all other management skills;
 Explains how people communicate
 What you need to do to connect better with others.

Complete this one first; it includes:

Five Questions you need to consider to make sure you are on the right track:

1. How Do We Communicate?
2. What Makes a Good Communicator?
3. What are the Best Methods to Communicate in the Workplace?
4. How can you Overcome Barriers to Communication in the Workplace?
5. How Can You Handle Challenging Communication Situations?

Five Tools which give you a step by step process to follow on the path to being a really
effective communicator, focusing on:

1. Your Body Language

2. Your Tone of Voice
3. Your Words
4. Active Listening
5. Asking Good Questions

Trainer presents tips for effective communication skills after group

presentations and practices

Session #4:

Effective Time Management:

 How to Manage Your Time and Wellbeing

 The third in the series of how to manage your time and
 Will show you how to control your time - so it does not control you.
 Do this and you will win the respect of your team.
 Long term planning is also covered.

Five Questions you need to consider about how to manage time:

1. Are you in a Time Trap?

2. What is your approach to time?
3. Do you have clear goals?
4. When are you most productive?

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 5. How is your work/life balance?

Five Tools which give you a step by step process to follow.

They Cover How To:

1. Analyze where your time goes

2. Set priorities
3. Plan your time
4. Tackle your time wasters
5. Tackle external time wasters

Session #5:
Effective Coordination Skills

1. Defining Coordination
2. Elements of Coordination
3. General Barriers in Coordination

Session #6:

Problem Solving Skills

 Defining Problem
 Four Basic Skills of Problem Solving
 Problem Solving Processes

Session #7:

Effective Meeting Management

 Meeting Objectives and Planning for Effective Meeting
 Meeting Agenda, Selecting Participants and Basics for Effective
Meeting
 Meeting Minutes

Session #8:

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 Office Correspondence
 Basics, Types and Length of Your Correspondence
 Help to Develop Self-Correspondence Skills

Session #9:

- Writing Skills
 How To Develop Writing Skills
 Step By Step Writing Skills
 To Do List of Writing Skills

- Closing and Certificates

Training Of Training Course

Trainer`s Presentation:

Effective Administration Skills

Course Overview
The trainer (or facilitator) in the Training Center in the Ministries and Governorates in Iraq, is
the key to effective learning. Ideally, trainers for the Effective Administrative Skills will
participate in a Training-of-Trainers course to master trainers in administrative skills specific
information as well as build training skills. The following guide can serve as an introduction
and/or a review of principles of good administration training course.

Program design issues are also addressed.

This Guide Includes:

 Training of Trainers Course Description; title, objectives, duration, outline, groups,
activities, information, and outcomes
 Three-day Training-of-Trainers Workshop Outline.
 Training Schedule for Training of Trainers Course
 Step By Step Practical Administration Course Sessions
 Participatory Training and Interactive Training Sessions

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  Methods and Approaches of Training

Training Basics
People learn best when they know what to expect.
Whether a training session only lasts two hours or is three days long, participants
should know:

 What can I expect?

Participants often arrive feeling nervous, particularly with a sensitive topic
relevant to their job duties. Help people relax by reviewing the agenda with the
group.

 Who are my fellow participants?

Through introductions, talking about participant expectations, and icebreakers,
participants can learn about each other and express their own identities.

 Who is my trainer(s)?
Telling participants about you, your background, and a few personal details sets
a friendly, open tone.

 What is the purpose of this training?

Tell participants the purpose of each session. This can be done by reviewing the
learning objectives.

 How do I meet my basic needs?

Tell participants information on course logistics if applicable; water and food.

Training Tips:

 Be positive and confident and Smile.

 Show excitement and enthusiasm
 Express genuine interest in each individual’s contribution

Participatory Training
Participatory training gets learners actively involved, interested, and participating in
educational activities—instead of sitting silently as passive receivers. Although encouraging

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 and managing learner participation takes more time and effort than one-way techniques,
research has shown that learners comprehend and retain better when they actively engage
with the learning material. Participatory training reaches out to participants of all learning
styles (including visual, auditory and kinesthetic), respects the needs of adult learners, and
keeps participants motivated.

Administration
The Administration staff provides support to the technical and management teams and senior
level positions and the Human Resources divisions with administrative, financial, and quality
assurance of effective operations to sustain the strategic direction and productivity in all
Divisions in their organizations.

People: Managing Your Most Important Asset.

An Effective Administrator Is A One Who;

(a) Directs the activities of other persons;

(b) Undertakes the responsibility for achieving certain objectives through these efforts

The Administrator Needs:

(a) Sufficient Technical Skill: To accomplish the mechanics of the particular job for
which he is responsible;

(b) Sufficient Human Skill: In working with others to be an effective group member and
to be able to build Cooperative Effort within the team he
leads

(c) Sufficient Conceptual Skill: To recognize the interrelationships of the various

factors in his situation, which will lead him/her to take
that action which is likely to achieve the maximum
good for the total organization?

” Do you possess these three basic skills?

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 I. “Technical skill
Implies an understanding of, and proficiency in, a specific kind of activity, particularly one
involving methods, processes, procedures, or techniques. . . Technical skill involves
specialized knowledge, analytical ability within that specialty, and facility in the use of the
tools and techniques of the specific discipline. . . . Technical skill can be developed
through a sound grounding in the principles, structures, and processes of the individual
specialty, coupled with actual practice and experience.”

II. “Human skill

Is the executive’s ability to work effectively as a group member (intergroup relationship)
and to build cooperative effort within the team he leads (leadership). This skill is
demonstrated in the way the individual perceives (and recognizes the perceptions of) his
superiors, equals, and subordinates, and in the way he behaves subsequently. . . By
accepting the existence of viewpoints, perceptions, and beliefs which are different from his
own, he is skilled in understanding what others really mean by their words and behavior. .
. . Development of human skills are rooted in such disciplines as psychology, sociology,
and anthropology and these are applied in "applied psychology," "human engineering,"
and a host of others.”

III. “Conceptual skill

Involves the ability to see the enterprise as a whole, it includes recognizing how the
various functions of the organization depend on one another, and how changes in one
part affect all the others, and it extends to visualizing the relationship of the individual
business to the industry, community, and the political, social, and economic forces of the
nation as a whole. . . the success of any decision depends on the conceptual skill of the
people who make the decision and those who put them into action. . . . Conceptual skill
can be developed through coaching, job rotation—moving through different functions of
the business but at the same level of responsibility; special assignments in which the
junior executives serve as adviser... to top management on policy matters, as well as
through case-problems course.”

Management and Administration

Perhaps the best starting point for this guideline is a clarification of what is meant by the terms
which feature in its title – management and administration.

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Management:

Involves decision making and setting up systems to implement policy; Managers are concerned
with making things work – getting their organization to function effectively, meet its obligations
and achieve goals. In the context of a government organization, effective management means
ensuring that the whole range of staff and partners involved are positively motivated, know
what is expected of them and have the authority, resources and support to meet those
expectations.

Administration:
Usually refers to the day-to-day running of systems. Administrators are responsible for carrying
out decisions and routine, but often important, activities and paperwork. Logic, order and
method are qualities associated with smooth administration whereas effective management
calls for a spectrum of skills including communication, time management, leadership, teamwork
and planning. The two functions are, of course, closely linked. Indeed, one without the other
usually spells disaster – both the making and implementation of decisions require good
administration to access information and effect action; similarly administration without good
management is likely to be inefficient (too much, too little or irrelevant paperwork).

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  Working Groups:

Subject:
 What is Administration?
 What is Administrator Duty?

 Group Presentations

 Participants` Feedback and Recommendation

Effective Organizational Skills

Trainer Presentation:
How to Improve Organizational Skills
If you improve your organization skills, you will eliminate anxiety and stress from numerous
areas in your life. If you are overwhelmed with the day to day routine and clutter, step back
and away from your daily stresses for a moment and use the steps in this article to
eliminate some of the chaos.

Important Organizational Skills

Organizational Skills in the Workplace

Organizational skills in the workplace can include planning and meeting deadlines.

 Organizational Skills for Meetings

 Types of Organizational Behavior in the Workplace
 Organizational & Time Management Skills
 Organizational Structures in the Workplace
 About Workplace Readiness Skills
 Listening Skills Activities for the Workplace

Along with communication and computer skills, organizational skills are one of the most
important transferable job skills a worker can possess. Companies need workers who can

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stay organized and focus on the projects at hand. However, company managers must also
organize the work of their employees. Organizational skills in the workplace can include
general organizing, planning, time management, scheduling, coordinating resources and
meeting deadlines.

General Organizing Skills

Employees in the workplace must have general organizational skills, which allow them to
determine the supplies they need, how to arrange their files and whom to contact for
specific information. Managers who work with employees will often organize the work of
employees to keep them busy, especially those that require a lot of direction, like file clerks
or contract workers.

Planning

Planning is a needed workplace skill, and it is particularly important as person advances into
more supervisory or managerial roles. Most work is centered around certain projects that
must be completed within a specific time period. Projects are usually divided into many
different tasks, and workers must plan their tasks ahead of time to bring the project to
fruition. A person can also plan ahead in case certain problems come up that could
potentially delay the project.

Scheduling

Scheduling involves allocating a time period for specific tasks or workload, and then
assigning tasks to certain employees. For example, small restaurant and retail businesses
must be able to schedule the appropriate amount of workers on different days depending
on busy times. It is important to account for peak periods when scheduling, according to
the article "Seven Best Practices For Employee Scheduling" at HR Directory, an online
human resources reference. Managers must also schedule dates for specific project tasks to
be completed. Many small company managers use organizers to stay on track with their
assignments.

Coordinating Resources

Coordinating resources is another important organizational skill in the workplace. Managers

must know how to coordinate both internal and external resources. For example, a
marketing manager often hires a marketing research agency to conduct surveys, tabulate
the results and deliver the data tables. Subsequently, the marketing manager analyzes the
data, writes the report and prints or emails it to upper management to complete the
project. Managers must also know how to use internal resources. For example, a manager
that has an invoice about an overdue bill from a vendor will need to see accounts payable
to resolve the issue.

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 Meeting Deadlines and Time Management

One of the most important organizational skills is the ability to meet deadlines and use time
wisely. It usually takes a little experience before a manager can properly assign tasks,
allocate resources and complete a project on time. Meeting deadlines requires time
management skills, which is an important organizational skill itself. Managers that meet
deadlines consistently have the ability to prioritize tasks, delegate and be productive,
according to Reference for Business.

Organizational Skills Can Improve Every Area of Your Work:

Organizational skills require constant awareness, commitment to your goals and adhering to a
routine or system you set up for yourself to follow. They can benefit any workers.

Apply the Common Tools & Techniques Used In

Participatory Training?

A. Brainstorming
 Ask a specific question or describe a scene, and encourage participants to offer many
different and creative ideas.
 Write responses on a flipchart or chalkboard. Guidelines: Ideas are called out at random,
freely and creatively, from any »»participant.
 No idea is silly, unimportant or irrelevant.
 No discussion or comments on the ideas are allowed during the »brainstorming phase,
except for purposes of clarification. This keeps the flow of ideas coming quickly.

The person recording the ideas should write them down as he or she »hears them, without
commenting on or modifying them. Afterwards, further discussion or sorting of ideas is
possible.»

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B. Card-Sorting;
 Give each participant one to three cards (depending on the size of the group and the
amount of data you wish to generate) and a marker. Ask a clear, specific question, and
ask each participant to write responses or ideas on the cards—one idea per card.

 Instruct participants to place their cards on a wall or floor, at which time the cards are
sorted into groups or simply discussed

Step By Step:

 Create a to-do list for each day. Then keep the list with you, and refer to it often. Cross
things off when you do them.

 Keep a planner, and use it faithfully. You can use a paper planner, or you can put future
appointments into your smart phone or electronic device. Be sure to enter events that
are far in the future.

 Take notes when you speak with people.

 Look at your planner and notes each day, so that you are ready for the next day. Move
anything you have not completed on that day's to-do list to the next day's list.

 Clear a Space on Your Desk: In order to improve your task management you need a
peaceful, clean space where you can organize your tasks, file your papers and decide on
your next plan of action. Find a space in your home where you can sit at a clean desk
and spend time planning out your schedule.

 Automate as Many Tasks as Possible: Get a simple calendar program for your computer
and set up reminders for any upcoming appointments that you know of. Set up to do
lists with reminders so that you always know what the highest priority task is.

 The key to organization is to set up helping aids for your-self so that you can remove
sources of stress and overwhelm.

 Create a Structured Schedule: If you are always bombarded with a million tasks and
never know what to do next, you need to create a structured task schedule. Pick a day
of the week and always do these tasks on the allocated day and time.

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  Create a work schedule where you are doing your doing the hardest tasks during a time
of day when you are least tired.

 Get sufficient sleep. People who are tired have a tendency to put things off for another
day.

 Delegate and Ask for Help Where Possible: If you can delegate someone who is a good
organizer to help with some of your tasks, make that a priority. If other people in your
section can help with some of the things on your place.

 Eliminate the Clutter: It is easier to think in a clean space with no clutter. Throw out
junk mail as it comes in. Put away things the moment you are done with them. If you
have cluttered everywhere pick a small area that you can de-clutter and start there.
Work on de-cluttering 10 minutes at a time.

 You can improve organization skills easily by using conscious task management and
creating a clear task schedule that you can adhere to.

Checklists
 When you create a checklist, you show off your organization skills in a couple of ways.
First, you have a handy to-do list which helps you work through tasks and
responsibilities more efficiently. Secondly, you clear all of that information out of your
mind, which can help you focus on other things.

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Schedules
 Scheduling tasks that you want to get accomplished and posting them where they can
be seen will help create an organized job. Rather than try to remember all of your tasks
in your head, and possibly forgetting some, and you can realize more efficient time
management by accomplishing what you've committed to at the time that you said you
would do it.

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Clean Your Area
 Whether it is a tiny dorm room or huge custom-built home, removing physical clutter
from your space will go a long way toward making your whole life more organized.
 It is difficult to enjoy any type of flow in your thoughts or activities when there is stuff
everywhere you turn. Put items back in their places and dump what you don't need and
haven't used.

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Practical Exercise: Working Groups
Efficient Administrator Prioritize Duties Effectively

Important Not Important And

Urgent Urgent
Plan To Do Do To Do These
These Tasks Tasks NOW
NEXT
You MUST Meet Your
Important
These Ones Are
Commitments And
CRITICAL To Goal
Deal With Critical
Setting And Ultimate
Issues As They Arise
Success

Not Important No Not Important But

Urgent Urgent

AVOID MANAGE

These Activities By
These Activities And
Cutting Them Short,
Distractions All
Rejecting Requests
Together-They Won`t
And Avoiding Them
Help You Achieve
While Doing
Success
Important Tasks

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Prioritize
 It can be hard to feel that your life is organized when there are important uncompleted
tasks hanging over your head all the time. Learn to prioritize and you will eliminate the
most crucial jobs early on. You will find that you have much more time and resources to
complete all of your tasks in a timely manner. It can be as simple as creating short and
long term priority lists and devoting the time it takes to complete each one.

Break Up Tasks
 One easy way to feel organized and combat delay is to break up tasks into smaller, more
manageable tasks. Often, looking at a job as whole results in never starting. By breaking
each job up into smaller pieces, it changes your perception and you will be able focus on
one little task that won't take up much time.

Personal Organization
 Maintaining a personal organizational system helps employees stay on track with
projects, meetings and their daily schedule. Prioritize projects in order of importance by
developing to-do lists. Prioritization abets time management skills, which are an
extension of organizational skills. Daily planners and computerized scheduling tools are
effective organizational tools that help employees stay organized, as well.

Filing System
 Keeping a filing system prevents important documents from getting lost in the shuffle (or
accidentally thrown away). A filing system is useful for storing client records, meeting
minutes, project summaries and contracts. Organizing files alphabetically or
chronologically allows employees to access information quickly, rather than having to
search through various documents.

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Workspace
 Workspaces, such as desks and computer stations, should be organized so that things
are easy to find and the employee has an adequate amount of space with which to
work. Getting rid of clutter is an important step -- too much clutter can hinder
productivity and efficiency. It is also important to gather wiring from telephones and
computers and keep it untangled and out of your way.

How to Prioritize Tasks Effectively

 It can be difficult to prioritize tasks in the most effective way. When you have a long To
Do list, it can be quite overwhelming.

 In fact, you can feel so overwhelmed by a lengthy To Do list that the feeling of being
overwhelmed can stop you in your tracks, preventing you from accomplishing anything
at all.

 One way to stop feeling overwhelmed and get back to accomplishing the tasks on your
To Do list is to prioritize tasks.

 This technique is effective for work-related tasks and for personal tasks as well. Read
this article for specific tips about how to prioritize.

 Trainer Brief Presentation

 Working Groups:

Step By Step:

 Write down an initial draft of a To Do list

If you are walking around with your To Do list in your head (rather than having it written
down on paper) you will not be able to do a proper rewrite of your list with your tasks
enumerated in terms of priority.

27
 Don't make the list too long, as that can also be overwhelming. You don't need to write
each individual sub-task on this list, just the "broad strokes" of what you would like to
accomplish.

After all, the whole point of this prioritizing exercise is not to wind you up, but to help
you.

The first time you do this, you may want to limit yourself to writing down a certain
number of tasks (perhaps five or six).

 Once you have written down these five or six tasks

That you would like to accomplish, you will have a clearer picture. Take a look at them
and give yourself some time to analyze which tasks you feel you ought to accomplish
first.

In other words, which of the five or six tasks on your list is the very top priority, which is
the second priority, and so on?

 Don't rush through this exercise.

Sometimes it is not clear immediately what needs to be accomplished first, second, etc.,
and only after some thoughtful analysis will you be able to determine which tasks needs
to be tackled sooner and which ones can wait.

Once you have completed your analysis, you can rewrite the To Do list with the top
priority task listed first, and so on and so forth.

 If you are having trouble prioritizing tasks

On your own either at work or at home, do not hesitate to ask for help. Perhaps your
colleague could be of some assistance.

 Asking for help is not a sign of weakness

On the contrary, it is an indication that you are willing to collaborate and be a team
player, and that you are open to constructive feedback and help from those who care
about you and who want to help you prioritize and feel less overwhelmed than you
currently feel.

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 Steps to Prioritize Tasks

Practical Exercise: Working Groups

Urgent Not Urgent

I II
Important

 Crises  Preparations
 Pressing Problems  Presentations
 Deadline Driven  True Recreation
 Projects, Meetings  Empowerment
 Preparations,  Values Clarification
Planning  Relationship Building
III IV
Not Important

 Interruptions  Trivia, Busywork

 Some Phone Calls  Junk Mail
 Some Mail, Some  Some Phone Calls
Reports  Time Wasters
 Many Proximate  Escape Activities
Pressing Matters 
 Many Activities

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 Effective Coordination Skills

Defining coordination:

Coordination means working together in a logical way toward some common result or goal. The
operational definition of coordination, however, varies among personnel from different
organizations. Definitions of coordination range from centralized coordination to simple
information sharing between organizations.

Between these two opposing viewpoints is a definition of coordination in which organizations

have the will, instruments and trained personnel for effective collaboration with each other.
Perhaps the greatest challenge to coordination is the inherent difficulty of identifying a common
purpose and approach among organizations whose mandates, methods, resources and systems
are diverse. The incentive to coordinate comes from experiences where the lack of coordination
results in conflicts and misunderstanding.

Systems

For effective coordination, appropriate and documented governance and accountability

frameworks must be in place, with a written agreement – such as a memorandum of
understanding – outlining the roles, responsibilities and contributions of each agency;
Sufficient and appropriate resources must be available to deliver the required tasks; and
effective indicators to measure the progress and success of the activity from an established
baseline must be agreed, with remedial action being taken when necessary.

Behaviors

For effective coordination, civil servants need the right skills and competencies to work
collaboratively; over time they must come to share common culture, language and values; and
the culture of their respective organizations must support them to do so.

Information Sharing

Lack of understanding or simple miss-communication often prevents organizations from

realizing that they share many interests, especially when it comes to the welfare of their
beneficiaries. Often, they may desire the same end-goal and may share many philosophical and
conceptual approaches. Sharing and exchange of information is one of the basic coordination
activities. Organizations can share their objectives, mutual interests, strengths and limitations,
viewpoints and many other things including:

30
• The roles and responsibilities of each agency and specific resources and response
• Geographical area of operation
• Purpose of planned activities
• Priority needs and gaps in assistance
• Issues related to the situation or context (e.g. political situation, security, local conditions)
• Other information characterizing the input of each agency

Collaboration

Collaboration is more than simply sharing and exchanging information. Collaboration means
that organizations assess the situation together, share ideas on how to overcome the problem
and initiate practical responses together.

Trainer`s Presentation

Development of Joint Plans

One of the most important results of joint assessment, information sharing and management is
the conversion of information into a plan of action, utilizing a strategic planning approach. The
plan for strategic coordination will identify, from a broader perspective, which organization will
be performing a given task in a particular geographic location. The strategic plan identifies
actions that maximize cost-effectiveness and speed of response. It should also include the
mechanism for sharing operational support resources among the organizations.

The Elements of a Strategic Plan for Coordination Include:

• The emergency's needs and resources assessment

• The goals and objectives of the operation
• Identification of roles and resources of organizations
• Comparative analysis of advantages and drawbacks of organizations
• Identification of potential duplication or gaps in provision of assistance
• Identification of actions to be taken, by whom, ensuring no unnecessary duplication of
services
• Identification of operational support coordination activities, e.g. shared facilities and other
resources
• Implementation schedule

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Working Groups:
Identify and Present Types of Barriers in Coordination

General Barriers in Coordination

Barrier Example
Coordination Members of some organizations think that coordination is not really
viewed as low necessary and do not follow through with commitments.
priority
Costs and Staff of some organizations thinks the costs of coordination or the program
benefits are costs will be higher than the benefits.
viewed as
unsatisfactory
Resources are Some organizations which may want to participate in a coordinated effort
not available have inadequate resources to contribute to the effort
Diffusion of Sometimes recognition is the only form of personal reward that members
"credit" of organizations receive. In a coordinated effort, however, "credit" for or
acknowledgement of individual contributions may get lost or diffused.
Lack of trust Organizations may have a history of poor relations among staff leading
them to see each other as threats, competitors and/or untrustworthy.
Highly Coordination will be hindered by divisions that must generally seek
centralized approval from their headquarters prior to approving inter-organizational
bureaucratic Goals or making commitments of time and resources.
organizations
Lack of Organizations that do not understand the preconditions and dynamic
coordination nature of coordination or that field representatives without proper training
skills, knowledge or skills will frustrate and be frustrated by coordination efforts.
and experience
Staff turnover Frequent staff turnover threatens policy continuity, coordination
agreements and institutional memory. Trust often depends on increased
levels of familiarity and contact among parties, which is lost with high
turnover rates.
Ineffectual or Participation in coordination may break down if the leadership is
inappropriate autocratic, imposing their decisions and agenda on the body. Lack of
coordination leadership skills or resources will diminish the value and quality of the
leadership coordination effort.

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 Problem Solving

Problem Solving Skills

Problem solving is a key skill, and it's one that can make a huge difference to your career. At
work, problems are at the center of what many people do every day. You're solving a problem
for your organization; internal staff and for a client, supporting those who are solving problems,
or discovering new problems to solve.

The problems you face can be large or small, simple or complex, and easy or difficult to solve.
Regardless of the nature of the problems, a fundamental part of every administrator and
manager's role is finding ways to solve them. So, being a confident problem solver is really
important to your success.

Much of that confidence comes from having a good process to use when approaching a
problem. With one, you can solve problems quickly and effectively. Without one, your solutions
may be ineffective, or you'll get stuck and do nothing, with sometimes painful consequences.

There are Four Basic Steps in Problem Solving:

1. Defining the problem

2. Generating alternatives

3. Evaluating and selecting alternatives

4. Implementing solutions.

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In this "Problem Solving" section you will focus on helping yourself to make a
success of the first of these steps – defining the problem. A

very significant part of this involves making sense of the complex situation in
which the problem occurs, so that you can pinpoint exactly what the problem is
and then review some useful, well-established problem-solving frameworks.

Defining the Problem

The key to a good problem definition is ensuring that you deal with the real problem – not its
symptoms. For example, if performance in your department is substandard, you might think the
problem is with the individuals submitting work. However, if you look a bit deeper, the real
problem might be a lack of training, or an unreasonable workload.

Why and Root Cause Analysis help you ask the right questions, and work through the layers of
a problem to uncover what's really going on. It’s also important to ensure that you look at the
issue from a variety of perspectives. If you commit yourself too early, you can end up with a
problem statement that's really a solution instead.

Understanding Complexity
When your problem is simple, the solution is usually obvious, and you don't need to follow the
four steps that have been outlined earlier. So it follows that when you're taking this more
formal approach, your problem is likely to be complex and difficult to understand, because
there's a web of interrelated issues.

When your problem occurs within a business process, creating a Flow Chart, Swim Lane
Diagram or a Systems Diagram will help you see how various activities and inputs fit

34
together. This will often help you identify a missing element or bottleneck that's causing your
problem.

Problem-Solving Processes
The four-step approach to problem solving will serve you well in many situations. However, for
a more comprehensive process, you can use the following tools; Simplex, Appreciative Inquiry
or Soft Systems Methodology (SSM). These provide detailed steps that you can use to solve a
problem effectively as follows:

Simplex
Involves an eight-stage process:
1. Problem finding,
2. Fact finding,
3. Defining the problem,
4. Idea finding,
5. Selecting
6. Evaluating,
7. Planning,
8. Selling the idea, and
9. Acting.
These steps build upon the basic process described earlier, and they create a cycle of problem
finding and solving that will continually improve your organization.

Appreciative Inquiry
Takes a uniquely positive approach by helping you solve problems by examining what's working
well in the areas surrounding them.

Soft Systems Methodology

It is designed to help you understand complex problems so that you can start the process of
problem solving.

It uses four stages to help you uncover more details about what's creating the problem, and
then define actions that will improve the situation.

Using these tools – and others on these Problem Solving Methods – will help you improve your
approach to solving the problems that your team and your organization face. You'll be more

35
successful at solving problems and, because of this, more successful at what you do. What's
more, you'll begin to build a reputation as someone who can handle tough situations, in a wise
and positive way.

Practical Exercise:
1. Divide participants into 4 working groups;
2. Each group will determine job difficult problems;
3. Brainstorming and analyzing session;
4. List problem underline causes;
5. Suggest possible solutions as appropriate to their government organizations;
6. Present identified and learnt steps for problem solving
7. Document identified list of problem solving steps for after training application
8. Final Conclusion by the Trainer.

36
 Meeting Management

Planning Effective Meetings:

Meeting management tends to be a set of skills often overlooked by leaders and

managers.

 The participant might pick which suggestions best fits the particular culture
of their own organization.

 The participant should keep in mind that meetings are very expensive
activities when one considers the cost of labor for the meeting and how
much can or cannot get done in them.

Take Meeting Management Very Seriously:

The process used in a meeting depends on the kind of meeting you plan to have, e.g., staff
meeting, planning meeting, problem solving meeting, etc. However, there are certain basics
that are common to various types of meetings.

These Basics Are Described Below:

Any important activity would include a long list of suggestions. The list seems to become much
smaller once you master how to conduct the activity.

37
Selecting Participants:

 The decision about who is to attend depends on what you want to accomplish in the
meeting. This may seem too obvious to state, but it's surprising how many meetings
occur without the right people there.
 Don't depend on your own judgment about who should come. Ask several other people
for their opinion as well.
 If possible, call each person to tell them about the meeting, it's overall purpose and why
their attendance is important.
 Follow-up your call with a meeting notice, including the purpose of the meeting, where it
will be held and when, the list of participants and whom to contact if they have
questions.
 Send out a copy of the proposed agenda along with the meeting notice.
 Have someone designated to record important actions, assignments and due dates
during the meeting. This person should ensure that this information is distributed to all
participants shortly after the meeting.

Developing Agendas:

 Develop the agenda together with key participants in the meeting. Think of what overall
outcome you want from the meeting and what activities need to occur to reach that
outcome. The agenda should be organized so that these activities are conducted during
the meeting.
In the agenda, state the overall outcome that you want from the meeting.
 Design the agenda so that participants get involved early by having something for them
to do right away and so they come on time.
 Next to each major topic, include the type of action needed, the type of output expected
(decision, vote, action assigned to someone), and time estimates for addressing each
topic.
 Ask participants if they'll commit to the agenda.
 Keep the agenda posted at all times.
 Don't overly design meetings; be willing to adapt the meeting agenda if members are
making progress in the planning process.
 Think about how you label an event, so people come in with that mindset; it may pay to
have a short dialogue around the label to develop a common mindset among attendees,
particularly if they include representatives from various cultures.

Opening Meetings:

 Always start on time; this respects those who showed up on time and reminds late-
comers that the scheduling is serious.
 Welcome attendees and thank them for their time.

38
  Review the agenda at the beginning of each meeting, giving participants a chance to
understand all proposed major topics, change them and accept them.
 Note that a meeting recorder if used will take minutes and provide them back to each
participant shortly after the meeting.
 Model the kind of energy and participant needed by meeting participants.
 Clarify your role(s) in the meeting.

Establishing Ground Rules for Meetings:

 You don't need to develop new ground rules each time you have a meeting, surely.
However, it pays to have a few basic ground rules that can be used for most of your
meetings. These ground rules cultivate the basic ingredients needed for a successful
meeting.
 Four powerful ground rules are: participate, get focus, maintain momentum and reach
closure. (You may want a ground rule about confidentiality.)
 List your primary ground rules on the agenda.
 If you have new attendees who are not used to your meetings, you might review each
ground rule.
 Keep the ground rules posted at all times

Time Management:

 One of the most difficult facilitation tasks is time management -- time seems to run out
before tasks are completed. Therefore, the biggest challenge is keeping momentum to
keep the process moving.
 You might ask attendees to help you keep track of the time.
 If the planned time on the agenda is getting out of hand, present it to the group and ask
for their input as to a resolution.

Evaluations of Meeting Process:

 It's amazing how often people will complain about a meeting being a complete waste of
time -- but they only say so after the meeting. Get their feedback during the meeting
when you can improve the meeting process right away. Evaluating a meeting only at the
end of the meeting is usually too late to do anything about participants' feedback.
 Every couple of hours, conduct 5-10 minutes "satisfaction checks".
 In a round-table approach, quickly have each participant indicate how they think the
meeting is going.

Evaluating the Overall Meeting:

 Leave 5-10 minutes at the end of the meeting to evaluate the meeting; don't skip this
portion of the meeting.
39
  Have each member rank the meeting from 1-5, with 5 as the highest, and have each
member explain their ranking
 Have the chief executive rank the meeting last.

Closing Meetings:

 Always end meetings on time and attempt to end on a positive note.

 At the end of a meeting, review actions and assignments, and set the time for the next
meeting and ask each person if they can make it or not (to get their commitment)
 Clarify that meeting minutes and/or actions will be reported back to members in at most
a week (this helps to keep momentum going).

Take Minutes

Why Should a Team Take Minutes?

 Permanently recording a meeting lets people know that they have been listened to.

 Minutes provide a historical record that can be used in future meetings for verification of
decisions and as a reminder of events and actions.

 Minutes can provide important information to people who were unable to attend the
meeting.

 Minutes help keep everyone on track. If a group knows that everything is being
documented, it will be more likely to stick to the agenda and act kindly to one another.

 People are less likely to repeat themselves from meeting to meeting if they feel their
concern or issue has been documented.

 However, it is not necessary to take minutes if the meeting is very short, extremely
casual, or informal; if the level of trust is high among participants; if the reason for the
meeting is primarily social; or if no significant decisions or actions will be taken
(however, it may be very important to document the content of an “informational”
meeting).

40
What Are Different Ways to Take Minutes?

 Take written minutes and transcribe them after the meeting.

 Record key points on a flipchart, chalkboard, or whiteboard, and have someone

document them at the end of the meeting.

 Tape-record the meeting and type up key points (or make a complete transcript, though
this is rarely called for) after the meeting. Remember to ask permission of everyone in
the room to record their remarks.

 Type the minutes directly onto a computer during the meeting (though you may need to
edit and correct afterward).

What Should Be Included in the Minutes?

 Name of the group, place, time, and date of the meeting

 Names of committee members present (send a signing sheet around during the
meeting)
 Names of committee members excused or absent
 List of observers and guests, including their affiliation a statement that the minutes of
the previous meeting were approved as read or revised key items discussed in the order
listed on the agenda, with a brief description of the discussion (an actual transcript is
usually unnecessary), important comments, decisions, questions, and action steps.

If a member of the committee is assigned a specific task, be sure to state the person’s name
and the responsibility accepted.

 The time the meeting was adjourned and the date, time, and place of the next meeting
(with directions if necessary)
 It is also very important to document any motions made, the names of the people
originating the motion, whether the motion was accepted or rejected, and how the vote
was taken (show of hands, voice vote, or other method).
 The recorder’s name and signature
 A sheet attached to the minutes entitled “Action Items” that lists any action agreed to,
the responsible committee member, and the due date.

41
 How to

By having a clear, Complete Record of the Meeting’s Events,

You Can Be Sure That These Decisions Won’t Just Be Forgotten
When You End Your Meeting

42
Tips for Taking A Good Minutes?

 Sit next to the chairperson, if possible, for help or clarification during meetings.
 Remain neutral in your documentation.
 Be as clear and concise as possible.
 Don’t try to write every single word unless the exact wording of a statement is important
(for example, if the group decides on a mission or vision statement, it should be included
exactly as agreed). In most cases, though, it is sufficient to paraphrase what was said, but
be alert to the possibility of making changes in meaning.
 If important decisions have been made during the meeting or tasks assigned, you may wish
to take the last few minutes of the meeting to review them with the group to be certain that
you have recorded them accurately.

Write an Executive Summary

Executive Summaries are often used to introduce a proposal, business plan, report, or other
type of document. A good Executive Summary is critical because many people may read no
further. Learn how to write an Executive Summary that can persuade the reader all by itself.

But did you know that a good Executive Summary is not really a "summary" at all?

An Executive Summary has a very specific and important job to do and needs to be more than
just a light weight or condensed version of your proposal.

This document will show you how to avoid the trap of preparing an Executive Summary that is
redundant and doesn't add any value.

This Lesson Addresses:

 Writing specific types of Executive Summaries
 Why an Executive Summary might not actually contain a summary
 How to introduce your topic in writing
 Multiple strategies for preparing to write an Executive Summary
 How to incorporate your success strategies into writing the Executive Summary
 Advice for how to format your Executive Summary

43
  How to be persuasive in writing
 List of questions that you should answer in your Executive Summary

It also includes and a sample to show how the pieces come together.

Who Is It For?
If you have something important to write in order to achieve a goal, then this document is for
you. This document is relevant to far more than just writing Executive Summaries. The advice it
provides regarding how to articulate your message and present it in a concise and persuasive
manner can improve any goal-driven writing.

Practical Exercise:
Divide participants to groups’ 5-6 persons each and ask each group to write a summary on a
one of administrator job problem that participants have faced it in their work and then group
presentations and feedback.

44
 Time Management

Without efficient and effective time management and planning skills, you will have a hard time
developing other skills or accomplishing as much as you would like to. By mastering time
management skills first, you will be able to incorporate times for improving your other
organizational skills into your schedule.

Time management includes

Keeping to a schedule you plan based upon your priorities and needs and not
getting thrown off by inevitable distractions.

Administrators must incorporate time management into their organizational skill sets for
success at their organizations. Incorporate time management skills into your life to get the
most of the limited time available to you.

45
 Effective Time Management

 It's not about what to do; it's about when to do.

 Sometimes new stuff come, plans change; you don't know how to reorganize your day.

 Do it in a couple of clicks, get the best of your time, and get the best of your life.

Effective time management is a primary means to a less stressful life

These practices can help you reduce your stress and reclaim your personal life.

 Do you find yourself overwhelmed by the number and complexity of projects / tasks that
need to be completed at work each day?
 Do you often feel as if you haven't paid enough attention to each task because other
tasks keep landing on your desk?
 Co-workers interrupt you with questions or you can't get it all organized?

You probably know that managing your time effectively will help you get more done each day.

 By managing your time more wisely, you can improve your quality of work .
46
  But how do you get back on track when organizational skills don't come naturally?
 To get started, choose one of these strategies, try it for few weeks and see if it helps. If
it does, consider adding another one. If not, try a different one.

Tips to Manage Your Time and Improve Productivity

 Plan each day. Planning your day can help you accomplish.

 Write a to-do list, putting the most important tasks at the top.

 Keep a schedule of your daily activities to minimize conflicts and last-minute rushes.

 Prioritize your tasks. Time-consuming but relatively unimportant tasks can consume a
lot of your day. Prioritizing tasks will ensure that you spend your time and energy on
those that are truly important to you.

 Say no to nonessential tasks. Consider your goals and schedule before agreeing to
take on additional work.

 Delegate. Take a look at your to-do list and consider what you can pass on to someone
else.

 Take the time you need to do a quality job. Doing work right the first time may take
more time upfront; errors result in time spent making corrections, which takes more time
overall.

 Break large, time-consuming tasks into smaller tasks. Work on them a few
minutes at a time until you get them all done.

 Practice the 10-minute rule. Work on a dreaded task for 10 minutes each day. Once
you get started, you may find you can finish it.

 Evaluate how you're spending your time. Keep a diary of everything you do for
three days to determine how you're spending your time. Look for time that can be used
more wisely.

 Limit distractions. Block out time on your calendar for big projects. During that time,
close your door and turn off your phone, pager and email.

47
 Get plenty of sleep, eat a healthy diet and exercise regularly. A healthy lifestyle
can improve your focus and concentration, which will help improve your efficiency so that
you can complete your work in less time.

 Take a time management course. If your employer offers continuing education, take
a time management class.

 Take a break when needed. Too much stress can derail your attempts at getting
organized. When you need a break, take one. Take a walk. Do some quick stretches at
your workstation. Take a day of vacation to rest and re-energize.

Practice the following techniques to become the master of your own

time:
1. Carry a schedule and record all your thoughts, conversations and activities for a week.
This will help you understand how much you can get done during the course of a day
and where your precious moments are going. You'll see how much time are actually
spent producing results and how much time is wasted on unproductive thoughts,
conversations and actions.
2. Any activity or conversation that's important to your success should have a time
assigned to it. To-do lists get longer and longer to the point where they're unworkable.
Appointment books work. Schedule appointments with yourself and create time blocks
for high-priority thoughts, conversations, and actions. Schedule when they will begin and
end. Have the discipline to keep these appointments.
3. Plan to spend at least 50 percent of your time engaged in the thoughts, activities and
conversations that produce most of your results.
4. Schedule time for interruptions. Plan time to be pulled away from what you're doing.
Take, for instance, the concept of having "office hours." Isn't "office hours" another way
of saying "planned interruptions?"
5. Take the first 30 minutes of every day to plan your day. Don't start your day until you
complete your time plan. The most important time of your day is the time you schedule
to schedule time.
6. Take five minutes before every call and task to decide what result you want to attain.
This will help you know what success looks like before you start. And it will also slow
time down. Take five minutes after each call and activity to determine whether your
desired result was achieved. If not, what was missing? How do you put what's missing in
your next call or activity?
7. Put up a "Do not disturb" sign when you absolutely have to get work done.

48
 8. Practice not answering the phone just because it's ringing and e-mails just because they
show up. Disconnect instant messaging. Don't instantly give people your attention unless
it's absolutely crucial in your business to offer an immediate human response. Instead,
schedule a time to answer email and return phone calls.
9. Block out other distractions like Facebook and other forms of social media unless you
use these tools to generate business.
10. Remember that it's impossible to get everything done. Also remember that odds are
good that 20 percent of your thoughts, conversations and activities produce 80 percent
of your results.

Filing Skills

 Filing skills are important to almost every professional and academic career.
 Skillful filing of both paperwork and digital files can turn an hour's worth of frustrated
searching into a simple five-minute task.
 Identify effective categorization schemes for all of your digital and analog media and stick to
them all the time.
 Whenever you need to find a file for a project or job, it will be right where you left it.
 For writers, photographers, medical records specialists, prolific artists, inventory managers
and even stay-at-home moms and dads, filing skills will help to reduce stress and save you
time for accomplishing the things you have set out to do.
 Filing skills can be used to organize anything from a small binder to an entire floor of file
cabinets or multiple hard drives on a computer.

Stress Management Skills

 By making improvements to your time management and filing skills, you will have come a
long way toward reducing the effects of stress in your life.
 Stress management comes down to how you organize your thoughts and your inner life in
reaction to events, circumstances and people in your outer life.
 Be kind to yourself and refrain from judging yourself.
 Instead, judge the results of your actions and steer them toward your goals.

49
 Practice relaxation techniques that appeal to you.
 Incorporate meditation and massage into your life to get a clear mind and relaxed
musculature in order to better organize your thoughts and the rest of your life.
 Worry and anxiety make everything else more difficult.
 By learning to organize your thoughts and reduce stress, the rest of your organizational tasks
will be much more easily accomplished.

Effective Communication Skills

Having effective communication skills is imperative for your success. Positive communication
will certainly increase the opportunities you find in your career and business. Having good
communication skills will enable you to get ahead in certain areas where others who are less
assertive may not succeed. A few things to keep your eyes on while practicing the fine art of
communication are:

Role play;

 In short interactions, participants play specific, predetermined roles, to

explore issues or practice skills.

 Roles are usually written out, and you may coach those playing roles to be
sure they understand “who” they are to be.

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  Role plays are useful after a period of instruction or discussion to practice
new skills.

 For example, if participants are learning communication skills, ask them to

role play being assertive in typical situations.

 Stop a role play after a few minutes and discuss it with the group. Ask the
actors to describe what worked and what was difficult.

 The group may offer suggestions on how to do it better. The role play may
be repeated, with the same person or a new actor in the role.

Trainer`s Presentation

Body Language

Do not shy away from the person with whom you are speaking. Be sure to maintain a relaxed,
but not slouching posture, regardless whether you are the one speaking or listening. Other
things that ensure your body is communicating your attentiveness to the conversation can
include:
 Making eye contact.
 Nodding occasionally to acknowledge a strong point in the conversation.
 Standing with hands clasped in front of you, never crossing your arms.
 Not displaying nervous ticks such as wringing hands, picking at your nails, or anything
that the person communicating with you will view as a distraction from their
conversation.

Speech and Attentiveness

When speaking, you need to be clear and concise. Speak on important matters directly and do
not waste time with long drawn out stories that will cause your listener’s mind to wander. Make
sure you ask whether they understand, and be willing to further explain any of your points. Do
not expect someone to just “know” what you are saying, even if it is crystal clear in your own
mind.

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In addition, one of the most important aspects of verbal communication is the ability to practice
active listening. This is not just actively waiting to talk. Always make mental notes of key points
when someone is speaking to you. That way once you are given a chance to speak, you can
respond to the most vital issues being dealt with. When others are speaking, try to think about
the exact words that they are saying. If you practice this, you will comprehend and contain 75
percent more of the information that you hear.

Communication Consistency

Maybe your weakness is in the quality or quantity with which you communicate to your
employees. Communication seems to have dwindled to superficial small talk. Great
communicators practice the ability of consistent communication by remaining available. Do not
be afraid to be the one who voices any concerns or difficulties. However, ensure that you are
practicing open and honest communication with those who may depend on you. Be available
and bold with tact.

Be sure to leave communication lines open to those who may need to address problems with
you. You will find that you prevent the small issues that normally have the habit of becoming
large ones by making those in your life aware that you are open to discussing issues at any
time.

Patience

During your communications with others always give them time to communicate their issues as
well. Remaining focused on what they are trying to communicate will show them that you are
indeed open to assisting with their issues. Many of people’s communication lines tend to break
down on the side where impatience is in a rush to get out of the conversation. Since you
cannot control the other side, do yourself a favor and take a breath. The conversation you’re
involved in is important.

If you are confused as to what someone may be requesting, than repeat back to him or her
what you think they said and ask if that is correct. Often this will inspire the speaker to be
more in-depth about their needs, which will help you to understand them fully.

Practicing Effective Communication Skills

If someone has communicated a need or an issue to you, then your main priority should be to
aid him or her in repairing the problem. Following up on an issue is the only way to convince
others whom you need to communicate with that you have listened to them and that their
problems or issues are important to you as well.
Practicing strong follow-up will also leave the impression that you are involved in the bigger
picture. When people see this commitment, they will know you are open to future

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communications. This creates a loyal and discerning surrounding that cultivates positive
movement and communication. This will develop a strong sense of confidence in those with
whom you communicate.

Conclusion

Since the world is so incredibly diverse and communications come in such a wide variety of
forms, it is important to know many appropriate and helpful interpersonal skills. By practicing
the few suggestions found here, you will find yourself understanding more of what people say
and repeating yourself less to other people. Your co-workers and friends will have the
confidence to come to you when they find themselves in need. Remember, great
communication skills take practice.

How to Improve Verbal Communication Skills

Learning to speak with authority and confidence can make you more successful in the
workplace, and even help your dating life. Communicating with a trembling monotone voice can
send the message that you lack confidence and adequate social skills. Although it can be
difficult to develop strong communication skills, doing so can have a positive impact on both
your business and personal interactions.

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Working Groups:

Step By Step:

1. Think before you speak. Organizing your thoughts before speaking can reduce the
amount of awkward pauses and verbal "hiccups." It can also eliminate the need to make
excessive amounts of clarifying statements. Although it's not possible to make an outline
for impromptu dialogue, writing down your thoughts before planned discussions can
improve your speaking prowess.

2. Use direct and concise language. It's not necessary to use complex terminology to drive
home important points. Sometimes using complicated words and sentence structures
can cause more confusion than it explains. Avoid using "big words" to sound more
educated because this can quickly backfire, unless you're sure of their usage and
pronunciations.
3. Vary your vocal tone. Express interest in what you're saying so others will pay attention
to you. Use inflection to add emphasis to key phrases. Raise and lower your pitch to
express active emotion. Avoid blank stares that stem from being bored.

4. Pronounce words completely and correctly. Avoid chopping off the ends of words or
running entire words together. Slow down when pronouncing difficult words to minimize
mispronunciations. Practice your diction by recording yourself and analyzing the results.
Don't use regional dialect as an excuse to continue making pronunciation errors. Taking
the time to correct deficiencies can enhance your communication confidence and ability.

5. Master your nonverbal communication skills. Understand that your body language also
has an effect on how your verbal communication is interpreted. Speaking with poor
nonverbal cues such as slumping your shoulders or scowling can detract from the
effectiveness of your words. Stay in positive control of your body language to ensure
your words are assessed correctly.

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 Official Correspondence

About Effective Written Communication Skills

A number of aspects need to be kept in mind when you send out written correspondence.

Types
 Written correspondence runs the gamut from a simple email to an applicant's cover
letter used to apply for a job. It also includes press releases, newsletters, news stories,
columns, commentary, photo captions and a whole lot more. Effective written
communication skills start with using the proper format for the type of correspondence
you want to send. For instance, a cover letter should be set up like a business letter,
containing the elements found therein, such as date, return address and a body of the
letter offset by the salutation and closing.

Clarity
 The purpose of your communication should be clear from the beginning. "I am writing to
inform you of your raise. You will be making $15,000 more every year," is an effective
opening. This one is not: "Our company has a tremendous increase in revenue. We have
amassed more than $53 billion in sales in the past month alone. We have added 460,000
new clients and...." Why are you telling me this? Cut to the chase.

Length
 Think Hemingway, not Faulkner, when it comes to sending out effective
communications. Ernest Hemingway was known for his short sentences and very short
stories. William Faulkner, on the other hand, would go on and on, often including myriad
thoughts in a single sentence and, even if the grammar and spelling were impeccable, it
would only serve to make the reader work very hard to get to the point (kind of like the
sentence you just read). Keep everything as concise as possible.

Grammar
 There is no excuse for sending communications that contain spelling errors and poor
grammar. Even if you use the most eloquent writing and poetic turns of phrases, you are
going to give the impression that you are a dolt. Always have someone proofread your
work, if possible, before sending it out. She could catch obvious mistakes you may be
missing or do not even know are mistakes.

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Tone
 The tone of the correspondence also goes a long way in making it effective. It's
imperative to match the tone to the audience. Cover letters for job openings, corporate
communications and even e-mails to your boss should be wholly professional. "Hey,
Dude, Would you like to hire me?" just won't cut it for such situations. Likewise, your
friends will think you're nuts if you start a note with: "Dearest John P. Doe III, How art
thou?"

Help To Develop Self Correspondence Skills

Secretary™ helps you to improve your Correspondence skills by providing ready to use
knowledge base of well drafted communications / letters / formats. It enables you to
incorporate various letters / formats that may have been drafted or designed by you over a
period of time.

In any organization 75% of time is spent in interpersonal situations; thus you will find that
at the root of a large number of organizational problems is poor communication. Effective
communication is an essential component of organization's success whether it is at the
interpersonal, inter-group, intra-group, organizational, or external levels.

Intelligent usage of the Centralized Templates Knowledge base, sharing of this knowledge
base among employees, regular updates of good communication formats to the Centralized
Templates Knowledge base helps your staff to be self-correspondents.

In any organization, generally a few employees possess well groomed communication skills.
These are the brains behind effective communication in any organization and it is important
for these people to embark on an exercise to build a strong repository of Templates for your
communication requirements.

Whether you're a manager, human resource specialist, health care professional,

administrative assistant, educator or entrepreneur, you can learn to lead by example. In
today’s fast-paced business environment everyone is being asked to do more with less. The
result: Undermines their performance. (You have to be self-sufficient in correspondence at
short notice / as soon as possible.)

You have the ability to add templates to library; you can incorporate various well drafted
communications / letters / formats that you may have drafted or designed over a period of
time, neatly categorize them and build a Master Communication Knowledge base.

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This knowledge base can be shared by any authorized user in the organization as starting
point to draft a new communication. Once your Master Communication Templates Knowledge
base is in place, the user has to only select an appropriate template to execute his work.

Moreover, at times even you can initiate a communication by selecting an appropriate

template and use the Save & Close option to delegate the further work to any employee.

Writing Skills

How to Develop Writing Skills

If you are one who has a hard time finding the right word or expression, you are not alone.
Developing strong writing skills takes practice and patience. For some people, writing clearly
and concisely does not always come easily. However, there are several ways you can sharpen
your skills. Here are some suggestions.

Step By Step
1. Write every day or at least as often as you can. Keep a daily journal. Content is not
important here, but the act of writing is. Consistency is key when you develop your
writing skills.
2. Read as much as possible. Exposing yourself to what others have written is a great tool.
Read books, newspapers and magazines. This will help you with style, sentence
structure and word usage.
3. Take a college writing class or an online course to help you develop your writing skills.
All colleges offer writing courses. Check out schools nearest you. Many colleges also
offer online classes.
4. Learn basic grammar rules. Writing guides such as "The Elements of Style" can be
found in the reference section of any bookstore or library. Once you have mastered the
basics, writing will not be such a chore.
5.Prepare to write more than one draft. No one's writing is perfect the first time. Read out
loud what you have written-this can often help pick up errors you might not have
noticed otherwise. Perhaps you can ask a trusted colleague to proofread your work as
well.

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Basic and Common Office Ethics

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 Administrative Officer
Job Description Sample

Job purpose of Administrative officer:

To provide assistance to the company in overseeing and conducting medical readiness,

recruiting, training management, supply management, maintenance, security, safety, personnel
management, administrative, and public relations programs.

Key duties/responsibilities of Administrative officer:

 Works with other units to coordinate and plan fund-raising, grants, marketing,
communications, and outreach activities.
 Independently carries out a portfolio of responsibilities under the department’s purview,
such as managing committees, securing approvals, and providing communications.
 Provide expert guidance and leadership to more junior staff.
 Perform other related duties as required, e. g., reviews of adequacy of departmental
space requirements and technology requirements.
 Implement and monitor support services, including procurement of supplies and
services; transport, travel and traffic, communications, engineering and information
technology support; and provision of local utilities and service requirements. And others
on management information and general administration issues and practices.
 Produce major/complex reports for management, as and when required.
 Provide advice to senior management Works with management to create short- and
long-term business plans, including operational, organization, and financial aspects.
 Oversees legal, safety, fiscal and other compliance requirements.
 Oversees facilities, technology, and materials utilized in the department, coordinating
with appropriate services.
 Works with management and others to develop and implement operating policies and
procedures.
 Manages operating budget and performs analysis and reporting to support decision-
making.
 Manages the ongoing financial, operational, and staffing activities of the department.

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 Secretary/Administrator
Job Description Sample

Scope Of Work

A secretary or administrator provides both clerical and administrative support to professionals,

either as part of a team or individually. The role plays a vital part in the administration and
smooth-running of businesses throughout industry.

Secretaries/administrators are involved with the coordination and implementation of office

procedures and frequently have responsibility for specific projects and tasks and, in some
cases, oversee and supervise the work of junior staff.

Secretarial/administrative work has changed significantly over the years, and the role varies
greatly depending on the sector, the size of the employer and levels of responsibility.

Most work involves both written and oral communication, word processing and typing, and
requires relevant skills such as IT, organizational and presentation skills, as well as the ability to
multi-task and work well under pressure, often juggling several tasks at once. Within specialist
sectors such as law, many secretaries/administrators are required to have relevant, high-level
qualifications and/or previous experience.

Typical work activities

Common tasks for the majority of secretaries/administrators include word processing, audio
and copy typing, letter writing, dealing with telephone and email enquiries, creating and
maintaining filing systems, keeping diaries, arranging meetings/appointments and organizing
travel for staff.

Depending on the sector, the role may also include many of the
following:
 Using a variety of software packages, such as Microsoft Word, Outlook, Power-point, Excel,
Access, etc., to produce correspondence and documents and maintain presentations,
records, spreadsheets and databases;
 Devising and maintaining office systems;
 Booking rooms and conference facilities;
 Using content management systems to maintain and update internal databases;
 Attending meetings, taking minutes and keeping notes;

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 Invoicing;
 Managing and maintaining budgets;
 Liaising with staff in other departments and with external contacts;
 Ordering and maintaining stationery and equipment supplies;
 Sorting and distributing incoming post and organizing and sending outgoing post;
 Liaising with colleagues and external contacts to book travel and accommodation;
 Organizing and storing paperwork, documents and computer-based information;
 Photocopying and printing various documents, sometimes on behalf of other colleagues.

Typical work activities include:

 Deputizing for the manager, making decisions and delegating work to others in the
manager's absence;
 Devising and maintaining office systems, including data management and filing;
 Arranging travel and accommodation and, occasionally, travelling with the manager to take
notes or dictation at meetings or to provide general assistance during presentations;
 Screening telephone calls, enquiries and requests, and handling them when appropriate;
 Meeting and greeting visitors at all levels of seniority;
 Organizing and maintaining diaries and making appointments;
 Dealing with incoming email, faxes and post, often corresponding on behalf of their
manager;
 Taking dictation and minutes;
 Carrying out background research and presenting findings;
 Producing documents, briefing papers, reports and presentations;
 Organizing and attending meetings and ensuring their manager is well-prepared for
meetings;
 Liaising with clients, suppliers and other staff.

In addition to supporting managers, their team and departments, many administrators also
have their own personal workload and responsibilities. The scope of work can be extensive and
additional duties may include:

 Carrying out specific projects and research;

 Responsibility for accounts and budgets;
 Taking on some of the manager's responsibilities and working more closely with
management;
 Being involved in decision-making processes.

Other duties may include:

 Recruiting, training and supervising junior staff and delegating work as required;
 Manipulating complex statistical data;
 Arranging both in-house and external events.

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References

 How to Improve Organization Skills | eHow.com

http://www.ehow.com/how_5496099_improve-organization-skills.html#ixzz1yjil3kNE

 Effective Organization Skills | eHow.com

http://www.ehow.com/facts_7458093_effective-organization-skills.html#ixzz1yjR1bZgB

 Sponsored Links; Automatic Scheduling; www.synterprise.com

 A List of Organization Skills | eHow.com http://www.ehow.com/list_6616515_list-

organization-skills.html#ixzz1yjkrINC7

 How to Develop Writing Skills | eHow.com

http://www.ehow.com/how_2058634_develop-writing-skills.html#ixzz1yjn2Zmhc

 Effective Delegating; by Jane Schulte

 Jenette Nagy and Bill Berkowitz

 Business woman. Businesswoman. image by Kurhan from Fotolia.com

 'Global' Chronicles, Management, POM, Readings — Reyadel @ 10:55

Tags: Administrator, Conceptual, Human, Middle Management, Robert L. Katz, Skills,
Supervisor, Technical, Top Management; HARVARD ARTICLE

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