1-1 time and task management notes and tasks sdghsbusinessstudies.weebly.com/uploads/6/5/7/4/... ·...

Golspie High School

Higher Administration & IT

Administrative Practices

Outcome 1: Provide an account of the factors contributing to the effectiveness of the administrative function

1.1 Time and Task Management

Pupil Notes & Tasks

Time & Task Management

Time & Task Management 1 Provide an account of the factors contributing to the effectiveness of the

administrative function by: 1.1 Describing strategies for effective time and task management and their importance

By the end of this unit you will know and understand: • skills required: planning, delegating, organising, directing and controlling • setting targets for the individual and the organisation such as:

§ personal development planning § action plans and to-‐do lists § Gantt charts

• dealing with changes in priorities • monitoring and evaluating progress strategies used by both the employee and

team leader • time stealers and strategies to minimise their effect in independent and group

working and meetings • benefits of good time and task management — to the individual and

organisation • consequences of bad time and task management — to the individual and

organisation


Skills Required for Effective Time and Task Management

Planning In terms of time and resources. Many tools exist to help deal with this – from simple daily ‘To Do’ lists to more long-‐term Action Plans or Development Plans.

Prioritising Deciding on what tasks are important and being able to decide which tasks should be carried out first and which tasks are less important.

Organisation Being able to look ahead and plan tasks that need to be carried out.

Delegation Deciding when it is appropriate to ask someone else to so some of your tasks.

Assertiveness Being able to say ‘no’ when necessary when you have taken on too much work.

Negotiation Being able to negotiate deadlines and resources.

Control Tackling tasks calmly and in order of priority.

Evaluation Being able to look at tasks, seek improvement and identify the causes of any problems.

Resource Management Making effective use of time, staff and equipment.

Directing Directing the employees to get the work done. This will involve a manager leading, communicating, and motivating.


Managers and Delegation A manager must be able to decide when it is appropriate for someone else to complete a task. A manager that fails to delegate will: • suffer from stress as a result of heavy

workload which could result in illness/absenteeism

• find it difficult to meet deadlines as they

have so much work to do – could result in lower productivity

• their team may suffer low staff morale -‐ which may lead to the senior manager

having to spend more time counselling/motivating/team building with his staff. • the team may suffer high staff turnover -‐ which would mean the senior manager

would have to spend more time recruiting and training new staff. • deadlines are not met -‐ leading to disciplinary action for the senior manager/loss of

promotion opportunities. • staff may not be able to deputise for the manager if he is absent -‐ because they have

not had the opportunity to develop skills through delegation.


Target setting When targets are set they need to be SMART:

S Specific – Is the target well defined and does it state exactly what is required?

M Measurable – What will be the measurement unit to see whether or not the target has been achieved?

A Agreed – The target must be discussed and agreed with your line manager as part of your personal development.

R Realistic – Do you have the necessary skills and knowledge to complete the target or are you being over-‐ambitious?

T Timed – A time should be set as to when the target will be completed.

It is important that individuals set targets as part of their job as this gives them a focus and something to aim for. It is also important that organisations share their management aims and vision with their employees so that everyone is working together to achieve the targets set. When targets are set it is important that there are methods in place of recording the tasks that need to be completed to achieve the targets. This could include the following.

Personal development plan

This is a document that allows employees to formally record areas of strengths and areas for training and development. Employees should discuss the plan with their line manager on a regular basis and it is often discussed annually. This allows the employee to focus on aspects of their job, identify skills they have that could be shared with others, identify their training needs and prepare them for promotion.

Action plan This is a document that could be prepared to help plan a long-‐term project and show the tasks that need to be completed, an estimate of how long the tasks should take and any notes to explain actions.

To-‐do list This is a document that an individual could use on a day-‐to-‐day basis to remind them of the tasks that need to be completed.

Gantt chart This is a chart that a manager could put up to allow individuals to see at a glance key dates and the tasks that have to be completed. It can also be used to monitor when tasks have been completed.


Example of a Personal Development Plan


Example of an Action Plan

Name: Susan Greenback Project Compile a database of suitable hotels (UK) for company travel

Estimated Completion Date June

Action required (e.g. Tasks)

Estimated time for completion

Actual time taken to complete

Notes

Discuss with line manager hotel criteria that should be met.

2 hours 3 hours Possible – costs, facilities, distance from airports/train stations, number of hotels required in each city.

Research hotel information.

6 hours 8½ hours Possible sources of information: AA/RAC Handbook, Internet, Yellow Pages and Thomson’s local directories.

Compile structure of hotel database.

1 hour 45 minutes Suggest to boss additional field should be ‘discount offered’.

Enter data into database records.

5 hours

Review use of hotels on a regular basis and update records accordingly.

30 minutes monthly

Note 1. Italics have been used to indicate areas which also feature in the Priorities List. 2. The last two tasks on the Action Plan have still to be completed. Example of a Gantt Chart


Dealing with changes in priorities Sometimes work plans and targets have to be changed due to unforeseen circumstances. It is important that when planning tasks some flexibility is given to allow for this. These circumstances can affect work on a day-‐to-‐day basis and sometimes they can affect the long-‐term achievement of targets. Examples of circumstances that could affect day-‐to-‐day work include: • a member of staff failing to show up for

work

• the network crashing • a manager changing a deadline for a piece of work. If any of these situations arise the employee should remain calm and maybe call on the help of others to complete tasks. Consideration should also be given to dealing with deviations over a longer period of time causing targets not to be met. Examples of circumstances that may affect the long-‐term achievement of targets include: • Were the targets SMART?

• Did the actions of others hold you up? • Did additional tasks occur after the job started? • Did the task extend beyond your capabilities? • Did your line manager support you? If any of the above happens it is important that it is discussed with the line manager as soon as possible. Solutions will include extending the deadline, offering overtime, being assertive and saying no to additional work, and calling on additional help from others. It may also be necessary to discuss the target with your line manager and ensure that you understand the extent of the task.


Monitoring and evaluating progress When targets are set it is important that measures are put in place to monitor the progress of these targets. Some of these control mechanisms are:

Sample Checks Where some but not all of the tasks are looked over by the immediate supervisor.

Line Manager Checking at regular times how the work is progressing.

Buddy System Where an employee is paired with a more experienced member of staff who can be called on for help and advice.

Mentoring System

Where an employee is assigned a more senior member of staff who can be called on for help and advice.

Gantt Chart A chart that can be used to monitor progress against planned targets and actual progress.

Audit or System Check

Where current procedures are reviewed and changes made to improve efficiency.

Regular Meetings

Between staff and line managers.

As well as these control mechanisms being in place, individuals may also use planning aids to help them keep track of their own progress, including: • desk diaries • electronic diaries • priorities lists • action plans. It is also important that employees are given opportunities to self-‐evaluate their performance on a regular basis, possibly through the process of staff appraisal. Justifications for Monitoring and Evaluating Progress The organisation will monitor and evaluate progress of employees to: Ensure tasks are completed by the due date. Ensure the quality of work being completed is what is expected. Review the progress of the task to find out if assistance or resources are required. Review and adjust targets for future tasks. Keep staff on track and ensures that they are not distracted. Use as a basis for performance related pay. Use as a basis for discussions at the employee appraisal. Identify future training needs of employees.


Time stealers Time stealers are time-‐wasting activities that eat away at time and reduce effectiveness in the workplace. Employees need to be aware of time stealers and what they can do to improve these situations.

Time stealer Ways to improve

Lack of forward planning

Make use of planning aids such as priorities lists and action plans.

Interruption from the telephone

Learn to control the conversation and do not allow conversations to run on too long. Possibly make a time of day to make telephone calls.

Interruption from visitors

Learn to control the conversation, be assertive and explain that you are busy and maybe arrange for a time to meet.

Taking on too much work

Be assertive and learn to say ‘no’. If work is getting too much talk to your line manager or try and delegate some tasks.

Desk stress Ensure that papers are filed and that desks are tidied on a regular basis to ensure that documents can be found.

Procrastination This is when you keep jumping from one task to another but do not complete any of them. To overcome this have a to-‐do list and try to have self-‐discipline and stick with one task.

Meeting overrunning Ensure that meetings have a time limit – maybe use alarms so that people know how much time they have to talk.

Making unnecessary journeys

Group jobs together so that visits to other departments or the photocopier are only carried out once or twice a day.

Communication problems

Ensure that you clearly understand the tasks to be carried out and ensure that there is a clear line of communication between you and your line manager.

Employees also must consider the effect of time stealers on group working and meetings.


Strategies for Effective Time/Task Management

Draw up a to-‐do list or priories list

At the end of each day compile a to-‐do list for the next day – giving each job a priority – trying to note how long you expect to spend on each job. Try to prioritise your tasks, develop your own code for prioritising tasks – if tasks prove too difficult, seek help. Try to prioritise your tasks: urgent and non-‐urgent, high, medium and low priority. Most tasks fall into one of three categories, immediate action by you, some action by you but also some on-‐going work by you or others and information for reading, circulating, filing or disposing of.

Prepare an Action Plan

Note the tasks in order they have to be done − with an estimated time for each task -‐ prepared when a large project needs to be completed. An action plan can be part of the personal development plan or for a project as a whole – this is where task responsibilities, deadlines and resources are given.

Use a Diary

A diary can be a daily, weekly or monthly planning aid. It can be electronic or paper based. It should be referred to regularly in order to check on approaching deadlines and to help with the prioritisation of work.

Don’t take on too much work

Learn to say No! Be assertive. If your work is piling up you must approach your line manager and ask for help or for a halt to new work being allocated until your desk is clear.

Limit time stealing activities

See previous page

Delegate tasks to others

If you have staff in a more junior position to yourself, learn to delegate. Accept that others can do tasks as well as you can.

Gantt Charts

Gantt charts are used as project planning tools and are used to represent the timing of tasks required to complete a project. The benefit of using Gantt charts is that they are very easy to understand.

Tidy Workstation At the end of each day try to clear your desk of any files and folders you have finished working with. Use trays to organise papers and files to indicate which are now ready for filing.

Consider also, the effect of time stealers on group working and meetings.


Effects of good time and task management Effective time and task management will bring benefits to both the individual and the organisation, including: • increased productivity and better quality of work • increased morale and motivation • increased job satisfaction for employees • lower staff turnover • lower stress levels among staff, which will reduce absenteeism • better relationships with management (internal and external clients) • good customer relations as deadlines will be met.

Consequences of poor time and task management If time is not managed effectively this will have a negative impact on both the individual and the organisation, including: • staff being stressed, which leads to absenteeism • lower productivity and poor quality of work • lower staff morale and motivation • poor job satisfaction and high staff turnover • poor customer relations and an increase in customer complaints • poor working relationships with management • increased management costs to the organisation.


Suggested activities 1. Think about your own targets for the academic year, both short term and long term.

Produce a personal development plan in line with these targets. When the personal development plan is complete, break your targets down into tasks in an action plan.

2. Interview your partner about your own techniques for time and task management and the

strategies you use. You could also find out about the time stealers you experience and how you try to minimise them. Take notes of this interview. You could then snowball this activity to another pair and as a group develop a mind map, with each group reporting back to the class.

3. Access the website www.mindtools.com and go to the Toolkit and Time Management

areas. Carry out some research on a chosen area of time management. This activity could be carried out individually or as part of a group. A presentation could be produced on the chosen area to be presented to rest of the class.

4. Key in the link: http://www.mindtools.com/pages/article/newHTE_88.htm. Take 10 minutes

to try the quiz and summarise your results in your jotter

Questions 1. Describe the implications of a manager who fails to delegate. 2. Describe methods of monitoring and controlling targets. 3. Discuss strategies used in the workplace to improve efficiency in task management. 4. Describe the skills required by an individual to ensure effective task management. 5. Identify time stealers and outline one way of reducing the effect of each time stealer.


OUTCOME 1 – QUESTIONS 1.2 Describing strategies for effective time and task management and their

importance 1 Describe the implications of a manager who fails to delegate.

6 marks

2 Describe methods of monitoring and controlling targets.

6 marks

3 Describe strategies used in the workplace to improve efficiency in task management.

8 marks

4 Describe the skills required by an individual to ensure effective task management.

6 marks

5 Identify time stealers and outline one way of reducing the effect of each time stealer.

4 marks

6 Describe 2 methods used by individuals to ensure their work targets are met.

4 marks

7 Outline ways in which an individual’s personal targets could be monitored and controlled by their line manager.

4 marks

8 Identify 3 time stealers and outline one way of reducing the effect of each time stealer.

6 marks

9 Describe ways in which an Administrative Assistant would ensure that time is managed effectively.

6 marks

10 Describe 3 time management techniques.

6 marks

11 Justify the need for employees to develop good time management skills.

3 marks

12 Outline ways in which an employee’s targets can be monitored.

4 marks

13 Outline 4 ways a team leader may monitor the progress of a project.

4 marks

14 Outline 4 features of effective targets.

4 marks

15 Justify the need for a manager to monitor and evaluate tasks. 4 marks


Time and Task Management

AS O1/ New

Outcome 1.1 PA

PER/

SECT

ION/ Q

Describing strategies for effective time and task management and their importance

Marks

1 2014 2/Q1b

Describe 3 methods of monitoring and controlling targets. 6

3 2013 1/Q4

Justify the need for employees to have good time management skills. 2

5 2013 2/Q4a

Outline 4 features of effective targets. 4

13 2009 2/Q1c

Discuss strategies used by senior administrative assistants to improve their efficiency in task management.

8


SOLUTIONS 1 Provide an account of the factors contributing to the

effectiveness of the administrative function by: 1.3 Describing strategies for effective time and task management and their

importance

1 Describe the implications of a manager who fails to delegate.

6 marks 2011 Section 2 Question 1 (c) 2013 Section 2 Question 4 (b) Notes Page 7

2011 Section 2 Question 1 (c)

• Senior managers may suffer from stress as a result of heavy workload – could result in illness/absenteeism.

• Senior manager may find it difficult to meet deadlines – could result in lower productivity

• The team may suffer low staff morale - which may lead to the senior manager having to spend more time counselling/motivating/team building with his staff.

• The team may suffer high staff turnover - which would mean the senior manager would have to spend more time recruiting and training new staff.

• Deadlines are not met - leading to disciplinary action for the senior manager/loss of promotion opportunities.

• Staff may not be able to deputise for the manager if he is absent - because they have not had the opportunity to develop skills through delegation.

2013 Section 2 Question 4 (b)

• Managers doing inappropriate level of tasks to detriment of more important ones – resulting in loss of business.

• Lack of development of staff leading to – staff not ready for promotion.

• Managers becoming stressed leading to – illness and/or absenteeism. • Staff becoming demotivated leading to – staff leaving the

organisation. • Targets and deadlines may not be met – resulting in loss of

business. • Staff are given tasks for which they are not suited – can lead to

stress/lack of motivation. • There is a lack of resources to carry out the task – negative effect

on staff.


2 Describe methods of monitoring and controlling targets.

6 marks 2009 Section 2 Question 5 (c) Notes Page 12

Buddy system Where an employee is paired with a more experienced person for help and advice – usually someone at the same level – usually someone who is familiar with all the details of the job and the organisation. Mentoring system A more senior member of staff is assigned to an employee – the more senior member has a good knowledge of the job and the organisation. Line manager reviews/meetings The line manager can carry out periodic checks on progress – line manager works closely with the employee and will be a good line of support and advice. Internal audits Many organisations use some type of quality system to check that organisational standards and targets are being met - these internal audits are usually carried out by someone external to the department but internal to the organisation. Action plans An action plan can be part of the personal development plan or for a project as a whole – this is where task responsibilities, deadlines and resources are given. Appraisal One way to review current performance and help identify and evaluate the training and development needs of staff and thus improve work performance – can be open or closed – appraises current strengths and weaknesses – assesses their career development. Personal Development Plans Is all about setting your own targets – these targets have to match with those of the organisation and the department – however development does not have to be work related – it looks at broad long-term development – PDPs should be written in a structured way and should be reviewed. Gantt Chart Used by managers to show comparisons between work planned and work accomplished - looks like a bar graph – key target dates will be marked on the chart – these are called milestones. Notes: Method must be named but no marks awarded. However must be named to


gain 2 marks. First mark can be awarded for the outline of the method and the second mark could be given for how the method is used to monitor and control targets. Accept e-diary and priorities lists.

3 Describe strategies used in the workplace to improve efficiency in task management.

8 marks 2009 Section 2 Question 1 (c) (Command word changed from discuss to describe) Notes Page 14

• Prioritise your tasks • Allow time to reflect on the work in hand • Make use of delegation • Make use of planning aids • Organisation of resources that will be needed in order to complete

tasks in hand • Minimise time wasting activities (time stealers) max 2 marks • Make sure you do the most difficult tasks in your prime time when

you are at your best • Setting targets • Using e-diary …

Notes: Do not accept PDPs as strategies for task management Do not accept “flip” side to strategies however, marks can be awarded for a negative point which is an extension of the strategy.

4 Describe the skills required by an individual to ensure effective task management.

6 marks 2007 Section 2 Question 4 (b) Notes Page 7

• Asking for help when you require it – rather than putting the task

off because it is too difficult or you are not sure where to start. • Using planning aids – to help prioritise work. • Being organised to look ahead and plan but also to monitor

progress and achievement. • Control and monitoring of others involved in the task (supervision). • Sticking to Priorities List – this will help ensure that urgent and

must be done tasks are completed. • Delegation – passing on of work to appropriate members of staff.

Not taking on too much work – this will ensure that you get the important tasks finished.

• Assertiveness – being able to say no to tasks that would be


outwith a person’s capability or time scale. • Resource Management – ensuring that appropriate staff and

equipment are utilised effectively eg buying software to perform a task rather than manual completion.

• Evaluation – ability to reflect on task with a view to improve and minimise problems.

5 Identify time stealers and outline one

way of reducing the effect of each time stealer.

4 marks 2009 Section 2 Question 1 (d) Notes Page 13

• Meetings that take longer than necessary (face-to-face or on telephone) – set time limits

• Taking on too much work – delegate more tasks, learn to say NO – be assertive

• Frequent interruptions whether telephone/visitors – learn to control time or protect time

• Unexpected visits by colleagues – be polite but firm especially if the person is just looking for a chat

• Unable to find the information you require – ensure you have an appropriate filing system

• Crisis management – have plans in place rather than acting hastily • Procrastination – prioritise your tasks – if tasks prove too difficult,

seek help

6 Describe 2 methods used by individuals to ensure their work targets are met.

4 marks

2007 Section 2 Question 1 (a) Notes Page 14

Act ion plan Notes the tasks in order they have to be done − with an estimated time for each task - prepared when a large project needs to be completed. Personal Development Plan This is used to record areas of strength and development of an individual. This is used to target improvement/development for the next year. Pr ior it ies L ist /To -do L ist Can be used to detail a number of small tasks or to detail a large complex task by breaking it down into a series of small tasks. Tasks are ranked according to high, medium and low priority. Diary A diary can be a daily, weekly or monthly planning aid. It can be electronic or paper based. It should be referred to regularly in order to check on


approaching deadlines and to help with the prioritisation of work. Notes Do not accept “delegation” as a method. However it could be accepted as an additional point in the description of other methods. Do not accept “meeting with line manager” as a method. However it could be accepted as an additional point in the description of other methods.

7 Outline ways in which an individual’s

personal targets could be monitored and controlled by their line manager.

4 marks

2007 Section 2 Question 1 (b) Notes Page 12

• Random checks where a line manager would look over some of the

tasks an employee has to complete. • Buddy system where an employee is paired with someone more

experienced who will give them support and help. • Through the appraisal system. • Through a Professional Review and Development process. • Double checks whereby a completed task is also undertaken by the

immediate superior in order to pinpoint if there are any problem areas and to ensure results obtained are the same.

• Mentoring systems where an employee is assigned a more senior member of staff.

• Periodic method and systems audits whereby existing targets are reviewed.

• Good communication channels through regular meetings/discussion.

8 Identify 3 time stealers and outline one

way of reducing the effect of each time stealer.

6 marks


• Making unnecessary journeys – group jobs so that visits to the

photocopier etc are cut down. • Interruptions by telephone – learn how to control the

conversations. • Unexpected visits by colleagues – be polite but firm especially

if the person is just looking for a chat. • Taking on too much work – learn to say NO – be assertive. • Unable to find the information you require – ensure you have an


appropriate filing system. • Not assessing priorities correctly – prioritise all work and

stick to the list. • Taking work home – approach line manager about work load. • Lack of forward planning – make better use of Priority Lists

and Action Plans.

9 Describe ways in which an Administrative Assistant would ensure that time is managed effectively.

6 marks

2008 Section 2 Question 3 (d) Notes Page 14

To do list: giving each job a priority – trying to note how long you will spend on a job and try to stick to your list. Try to prioritise your tasks: urgent and non-urgent, high, medium and low priority. Most tasks fall into one of three categories, immediate action by you, some action by you but also some on-going work by you or others and information for reading, circulating, filing or disposing of. Try to handle papers or tasks only once – read them, take the actions needed, and file them. At the end of each day try to clear your desk … Make sure you do the most difficult tasks in your prime time when you are at your best … Do not put off difficult tasks … Make use of delegation … Avoid interruptions/telephone call management technique … Make use of planning aids …

10 Describe 3 time management techniques.

6 marks

2010 Section 2 Question 3 (c)(i) Notes Page 14

At the end of each day compile a to-do list for the next day – giving each job a priority – trying to note how long you expect to spend on each job. Try to prioritise your tasks, develop your own code for prioritising tasks – if tasks prove too difficult, seek help. At the end of each day try to clear your desk, so that when you come in the next day you have a clear space to work in – this will allow other people access to any files you have been using. Try to handle papers or tasks only once – read them, take any actions needed, and file them – if you deal with things promptly there is less


chance of a backlog of work building up. Try to avoid being interrupted – be firm with colleagues who just want to chat – learn to control time or protect time (phone or face to face) Try not to take on too much work – delegate more tasks – learn to say NO Try to make sure that meetings take no longer than necessary – set time limits Gantt chart … Action plan … Diaries (electronic or paper) … Notes Accept “interruptions” only once Do not accept personal development plan Accept good file management techniques

11 Justify the need for employees to develop

good time management skills.

3 marks

2010 Section 2 Question 3 (c)(ii) 2013 Section 1 Question 4 – 2 marks Notes Page 15

• Greater/increased productivity • Better quality of work • Poor time management can be expensive to an organisation • To prevent/reduce customer dissatisfaction/complaints • Employee feels more in control of their workload • Employee likely to find working less stressful • More deadlines are met • The best use is made of the time available • Targets being achieved • Time-wasting activities are minimised • More time is made available for important or urgent jobs • Limits potential conflict between colleagues • Increased motivation

12 Outline ways in which an employee’s targets can be monitored.

4 marks


• Line manager checks at regular intervals that work is progressing

as expected • Sample checks when some but not all tasks will be examined • An appraisal system can be used to meet with employee to discuss


progress towards target • Set regular meetings and ask for updates from staff • Buddy systems when an employee is paired with someone with more

experience for help and advice • Gantt chart compares planned and actual progress and identifies if

set milestones have been achieved • Targets can be monitored through formal Personal Development

Plan review meetings where an employee and their line manager meet to discuss progress

13 Outline 4 ways a team leader may monitor the progress of a project.

4 marks


• Hold regular meetings with key staff • Insist on regular updates on progress • Arrange for update costs of the progress to be made available • Set targets and milestones to check against progress of project • Break projects into tasks • Several systems could be used eg red, amber, green to code

progress • Use a Gantt chart to show progress compared to planned • Use an action plan to check tasks completed compared to target

dates • Sampling of work to check standards and completion compared to

targets

14 Outline 4 features of effective targets.

4 marks


• Specific – they must state exactly what has to be done • Measureable – they must state how much/what size, so you can reach

them • Agreed – they must be agreed with the line manager • Realistic – they should be achievable – but still challenging • Timed – it is important that key dates identify when the work will be

completed • Incentives • Monitored • Motivational • Recorded • Understood by those completing them

15 Justify the need for a manager to monitor

and evaluate tasks. 4 marks 2011 Section 2

Question 1(d) Notes Page 12

• Ensuring that tasks are completed by the due date. • Ensuring the quality of work being completed. • To review the progress of the task to find out if assistance or

resources are required.


• To review and adjust targets for future tasks. • Keeps staff on track and ensures that they are not distracted. • Can be used for performance related pay. • Can be used as a basis for appraisal. • To identify future training needs of employees.


WEEK 1

AS O1/ New

Outcome 1.1 PA

PER/

SECT

ION/ Q


Marks

1 2014 2/Q1b

Describe 3 methods of monitoring and controlling targets. 6

Award one mark for outline plus one for additional comment, illustration or example. No marks for simply naming the method. Buddy system Where an employee is paired with a more experienced person for help and advice – usually someone at the same level – usually someone who is familiar with all the details of the job and the organisation Mentoring system A more senior member of staff is assigned to an employee – the more senior member has a good knowledge of the job and the organisation Line manager reviews/meetings The line manager can carry out periodic checks on progress – line manager works closely with the employee and will be a good line of support and advice Internal audits Many organisations use some type of quality system to check that organisational standards and targets are being met -‐ these internal audits are usually carried out by someone external to the department but internal to the organisation Action plans An action plan can be part of the personal development plan or for a project as a whole this is where task responsibilities, deadlines and resources are given Appraisal One way to review current performance and help identify and evaluate the training and development needs of staff and thus improve work performance – can be open or closed appraises current strengths and weaknesses – assesses their career development Personal Development Plans Is all about setting your own targets – these targets have to match with those of the organisation and the department – however development does not have to be work related – it looks at broad long-‐term development – PDPs should be written in a structured way and should be reviewed Gantt Chart Used by managers to show comparisons between work planned and work completed – can see at a glance if there are any issues Diary It should be maintained and updated regularly throughout the day. It should be referred to regularly in order to check on approaching deadlines and to help with the prioritisation of work Random check Where a line manager would look over some of the tasks an employee has to complete Double checks Whereby a completed task is also undertaken by the immediate superior -‐ in order to pinpoint if there are any problem areas -‐ and to ensure results obtained are the same

Notes Method must be named but no marks awarded Can be from the manager’s or the individual’s point of view


AS O1/ New

Outcome 1.1 PA

PER/

SECT

ION/ Q


Marks

3 2013 1/Q4

Justify the need for employees to have good time management skills. 2

One mark for each justification The best use is made of the time available Time-‐wasting activities are minimised More time is made available for important or urgent jobs Deadlines are met Reduces risk of stress Limits potential conflict between colleagues Increased productivity Increased motivation

5 2013 2/Q4a

Outline 4 features of effective targets. 4

More than naming, but not a detailed description. Candidates will not be expected to develop their answers. Specific – they must state exactly what has to be done Measureable – they must state how much/what size, so you can reach them Agreed – they must be agreed with the line manager Realistic – they should be achievable – but still challenging Timed – it is important that key dates identify when the work will be completed Incentives Monitored Motivational Recorded Understood by those completing them

13 2009 2/Q1c

Discuss strategies used by senior administrative assistants to improve their efficiency in task management.

8

If no attempt at discussion then only 50% of the marks available. If no discussion – NO D. Minimum 2 strategies for 8 marks. If only 1 strategy – max 7 marks. Prioritise your tasks Allow time to reflect on the work in hand Make use of delegation Make use of planning aids Organisation of resources that will be needed in order to complete tasks in hand Minimise time wasting activities (time stealers) max 2 marks Make sure you do the most difficult tasks in your prime time when you are at your best


AS O1/ New

Outcome 1.1 PA

PER/

SECT

ION/ Q


Marks

Setting targets Using e-‐diary … Notes: Do not accept PDPs as strategies for task management Do not accept “flip” side to strategies however, marks can be awarded for a negative point which is an extension of the strategy.

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