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Chapter 10Scheduling Appointments and
Receiving Visitors
Office Procedures for the 21st CenturyBurton and Shelton
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Scheduling Appointments and Receiving Visitors Making Appointments Receiving Visitors Managing Diverse Situations Office Security Ethics and Visitors Hosting International Visitors
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments
Keeping an appointment schedule You and your manager should each keep
an appointment schedule Learn manager’s preference for scheduling
appointments Which appointments should be given
priority How much time for appointments
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Making Appointments (continued)
Learn manager’s work habits Become aware of who manager’s
business associates and friends are Learn how manager works in peaks and
valleys of his or her job
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Making Appointments (continued)
Appointments made by telephone or e-mail Confirm whether manager is person caller
should see Does manager approve all appointments?
If so, check before confirming If not, indicate a follow-up call only if a conflict
exits Confirm date, time, and location
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Making Appointments (continued)
Using Calendars Microsoft Outlook Online Web Calendar Paper Calendars
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Making Appointments (continued)
Using an electronic calendar Located on personal computer or network Switches easily to from another application Allows accurate, up-to-the-minute schedule Can be shared by you and manager
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Web based calendar
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments (continued)
Software, such as Microsoft Outlook, takes you beyond a typical calendar
Combines several functions with calendar Allows you to “connect, communicate, and
collaborate” Schedules group meetings Manages client information–tracks location and
schedules meeting Others?
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Making Appointments (continued)
Using Web-based calendars Available for use free on Internet Useful for the following reasons
Stores information online Is communal, plugged in, and wired to the world Is available in various languages Is integrated with e-mail, address books, instant
messaging and areas where community groups can publish material
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Web based calendar
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments (continued)
Useful for the following reasons cont’d. Events can be either
Totally private Visible to everyone on the Web Allow people to see which time slots are booked, but can’t
see purpose
Features Share your schedule Can access calendar on the go Never forget another event again Schedule meetings and track RSVPs Sync with your desktop applications Work offline
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments (continued)
Using paper desk calendars Computer software is not the answer in all
situations Limited computer capacity Manager may keep own calendar and not take
time to enter information on computer
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Paper desk calendar
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments (continued)
Choose appointment calendars and yearbooks that meet both you and your manager’s needs Page for a month Page for each week Page for each day
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments (continued)
Executive appointment books and calendars Consider manager’s commitment
Make appointments months in advance Need a full month calendar displayed on one page
Make several appointments in one day Need a daily appointment calendar
Electronic organizers Includes calendar, schedule, and address area
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments (continued)
Office professional’s daily appointment calendar Preprinted desktop calendar divided into 15-
or 30-minute segments Use to enter everything within a given time
slot Manager’s appointments Things to be taken care of by manager Things to be taken care of by you To-do list of tasks you must perform
Office Procedures for the 21st CenturyBurton and Shelton
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Making Appointments (continued)
Making entries in desk calendars Appointments should be entered in your and
your manager’s calendars Adopt system for making entries Make tentative entries in pencil Make confirmed entries in ink Once meeting or task is complete, draw a
diagonal line through it
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Making Appointments (continued)
Record appointments confirmed Incoming letters and e-mail messages Outgoing letters and e-mail messages
Compare appointments daily Transfer information–manager’s and your calendars
should be identical Discuss incomplete items
Transfer any item that still needs attention to next day
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Making Appointments (continued)
Type a separate note on each one when not sure manager
Returned phone calls or made promises to call Ask manager of status on each
Discard unnecessary notes Give your manager others as reminders
Once a week, check your follow-up file for entire week
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Making Appointments (continued)
Canceling appointments When someone calls to cancel
Offer to schedule another appointment Update all calendars
When you cancel an appointment for your manager
Notify person appointment is with at once Give general reason without stating any confidential
information Express regret and offer to re-schedule
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Making Appointments (continued)
Preparing a list of appointments Provide manager with appointment list
For each day Place on form he or she prefers Print a copy of computer calendar
Information provided should state Time, name of caller, affiliation, purpose of visit
Include dinner meetings or commitments Location—if not in manager’s office
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Receiving Visitors
Greet a visitor the minute he or she arrives Stop what you are doing immediately If on the phone, nod and smile–let visitor know
you are aware of his or her presence Keep materials on your desk out of sight
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Receiving Visitors (continued)
Greeting visitors Greet visitor by name
If name is unknown, wait for them to introduce themselves
Do not call manager by first name when visitors are present
Use manager’s last name When speaking of your manager When addressing your manager in presence of
others
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Receiving Visitors (continued)
Advance preparation Provide files needed for preview prior to
meeting or used during meeting Data or information from other departments
Collect early and compile in advance Supplies needed that are relevant to
purpose of meeting Note taking, brochures, slides, projector, etc.
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Receiving Visitors (continued)
Attending to the visitor who has an appointment Make visitor feel comfortable
Indicate where to leave his or her coat Escort visitor to manager’s office
Early arrivals may have to wait Provide current magazines, morning paper, etc. Do not feel obligated to carry on conversation When manager is free, tell manager that visitor has
arrived
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Receiving Visitors (continued)
Visitors with appointments should not be kept waiting
Apologize for unavoidable delays Give indication of wait time Reschedule if necessary Be cautious about how you state the reasons for a
delay Do not forget about a visitor
Regardless of reason, approach visitor in a relaxed manner
Your only duty at the moment is to meet his or her needs
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Receiving Visitors (continued)
First time visitor When manager is available, escort to
manager’s office and make introductions If manager knows visitor
When manager is available, invite caller to go in or you open door
Provide refreshments, if appropriate See if manager needs anything
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Receiving Visitors (continued)
Staff visitors Many managers use “open-door” policy Hold meetings with employees in
manager’s office or conference room Assume manager’s meeting with his
supervisor will be in supervisor’s office, unless otherwise noted
Office Procedures for the 21st CenturyBurton and Shelton
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Receiving Visitors (continued)
Terminating meetings Know your manager’s preference for tactful
interruptions Use predetermined guidelines for
Crowded schedules Getting rid of visitors who overstay their allotted
time Acknowledgement of next appointment
Office Procedures for the 21st CenturyBurton and Shelton
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Receiving Visitors (continued)
Interrupting a meeting Most managers discourage interruptions Know what conditions are important
enough to justify interruptions When in doubt–do not interrupt Know manager’s preference or method to
follow for interruptions
Office Procedures for the 21st CenturyBurton and Shelton
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Receiving Visitors (continued)
Attending to unscheduled visitors Be friendly and pleasant Listen carefully and decide what to do, if
there is someone in manager’s office Family or friend An executive Use caution in turning away someone your
manager might want to see
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Receiving Visitors (continued)
Salesperson Can you help the person yourself? Can your manager call them? Find out purpose
Can someone else help them? Offer to make appointment Inform salesperson that manager is not seeking the
product or service Turn away courteously
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Receiving Visitors (continued)
Tips on screening visitors Establish clear guidelines with manager Ask direct questions Offer to help visitor Politely be persistent Have visitor write a note to the manager
Office Procedures for the 21st CenturyBurton and Shelton
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Receiving Visitors (continued)
Refusing appointments Manager is in, but needs to work without
interruptions Don’t make untrue statements State manager cannot crowd anything
more into today’s schedule Ask if manager can call or if appropriate,
make an appointment
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Managing Diverse Situations
Visitors with language barriers Listen actively Do not interpret and finish their sentences If you recognize the language, locate an
interpreter Don’t assume visitor does not understand
your language Always display a positive attitude to visitor
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Managing Diverse Situations (continued)
Promote having one phone for hearing impaired visitors
Encourage basic audio aids for the office Show courtesy by facing a visitor who is hearing
impaired Post signs in reception area about any special
aids
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Managing Diverse Situations (continued)
Familiarize yourself with location of wheelchair-available restaurants, full-service gas stations, and other businesses
Arrange to have a supply of juice and liquids for visitors with medical condition such as diabetes
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Managing Diverse Situations (continued)
Complaining customers Don’t get emotionally involved in problem Don’t get defensive or aggressive Provide solutions, not excuses Customers are not always right, but don’t tell
them All customers have a right to be heard Do not allow a customer to abuse you
Office Procedures for the 21st CenturyBurton and Shelton
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Managing Diverse Situations (continued)
If you promise action, carry through Sorry without corrective action is an empty
word Preventing problems is easier than solving
them
Office Procedures for the 21st CenturyBurton and Shelton
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Managing Diverse Situations (continued)
Abusive visitorsTips for handling abusive visitors Use common courtesies Listen to the visitor Apologize if it is appropriate to do so Show empathy and understanding Promise follow-up Follow through
Office Procedures for the 21st CenturyBurton and Shelton
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Office Security
Safeguard your own personal security Don’t take security for granted Tips
Contact corporate security force or call police at 911
Challenge visitors or individuals walking through your office
Office Procedures for the 21st CenturyBurton and Shelton
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Office Security (continued)
Do not let anyone into your building with your access keys or card after regular hours
If you have your own office, lock the door when you leave for lunch or meetings
When it gets dark use the “buddy” system Always keep valuables out of site Do not allow any unknown unexpected
maintenance personnel free access to your office
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Ethics and Visitors
Avoid sharing confidential information Treat each visitor equally Don’t ask questions of a personal nature Never assume based on color of skin a
person is from a certain country
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Hosting International Visitors
If your manager travels, chances are those clients will also visit your office
Handling international clients requires a new set of knowledge and skills
Tips for Success Build positive relationships Be flexible, adaptable, & tolerant (FAT) Experiences and customs are different than yours
Office Procedures for the 21st CenturyBurton and Shelton
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Hosting International Visitors (continued)
Do your homework Research their culture and company Show an interest
Learn a few words and phrases in visitor’s language Greeting Tip: Maybe write welcome in visitor’s
language at top of meeting agenda
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Hosting International Visitors (continued)
Locate client’s nearest consulate’s office Have location, phone number, and
ambassador’s name should you need them Keep an open mind
Do not judge behavior Attitudes, values, manners, greetings and
gestures are product of a different culture
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Hosting International Visitors (continued)
Listen carefully International client may speak in broken
English Don’t correct
Research the attitude about time In North America time is a priority Time does not have the same priority in all
cultures
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Hosting International Visitors (continued)
Learn preferred eating habits of country Many international travelers are open to
experimenting with new foods; others are not
Some cultures do not eat pork Some cultures do not eat beef
Include food and beverages international client will enjoy
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Hosting International Visitors (continued)
Determine if gender plays a stronger role in client’s culture than our own In some cultures, women do not hold high-
level positions where decisions are made Conversations are between male members at
meetings If gender is an issue, decide ahead of time
whom to send to negotiate in boardroom or whom to send abroad as best company representative
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Hosting International Visitors (continued)
Identify the proper greetings In the United States–firm handshake Many cultures–bowing and kissing Some cultures–men and women do not
touch Members of same gender may deliver a very
warm and physical greeting
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Hosting International Visitors (continued)
Body language is often misinterpreted What’s friendly in one country may be
obscene in the next and actually illegal in another
Pay attention to how others use gestures to say what they mean
Movement of hands, arms, legs, or head
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Hosting International Visitors (continued)
Slow down so you can warm up Many cultures establish a relationship
before they conduct business Cup of tea Social conversation
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Hosting International Visitors (continued)
Learn to pronounce names correctly In some cultures the surname is placed
before the given name Learn the titles of respect that go with
others’ names and when appropriate to use
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Hosting International Visitors (continued)
Determine if space when talking is different from our culture Know the right distance
Too far way may be interpreted as rude Too close may be interpreted as too casual or
too informal