ADMINISTRATIVE MANAGEMENT:

Encompasses all the various processes and resources to collect, manipulate, maintain, protect and retrieve information

Also includes storage and release of information by means of computerised management, information systems, bookkeeping, cost accounting, archive control and general office organisation.

Also managing information through people that require services from the organisation

Managing information effectively and strategically reduces costs, uncertainty and risks, adds value to existing products/services and creates value through new information-based products/services.

Functional/middle-level managers

Administrative function: responsible for orderly collection, processing, storing & distribution of information to managers within the organisation as well as role players outside of the organisation to enable them to execute their tasks.

To enable successful management of the organisation, managers must have usable, timely, relevant and accurate information in order to make good decisions.

Data refers to facts that include objects, people and events. Unprocessed material that can be seen as valuable information Generally used by machines and useless unless processed to create information that

people can understand and interpret.

Information refers to data that has been converted/processed into meaningful and useful content for specific end users, at a specific point in time, for a specific purpose and presented in specific format.

Information is used by managers to initiate actions, make decisions & manager their sections

An information system is a group of people, procedures and resources that collects, transforms, and distributes information in an organisation.

Manual (pen & paper), informal (oral) and computer based (using IT) information systems

Foundation of sound decision making and an essential element in the attempt to achieve improved productivity over local and global competitors.

MANAGEMENT HIERARCHY:

- Top Level- Middle Level- Lower Level

ROLE OF MANAGEMENT FUNCTION:Management is defined as the process of working with and through others to combine elements such as people, materials, finances, different methods, technology and morale to ultimately set and achieve specific goals.

Managerial roles:o Interpersonal

contact with employees that have to report to themo Decisional

Balance competing interests, make decisions, implement strategies and ensure that they are executed

o Informational Managers are accountable for information that relates to business related tasks or issues that might occur that have to be resolved

ROLE OF ADMINISTRATIVE FUNCTION: The administrative function involves reporting to line managers; it covers the whole network

of records of the organisation, providing information for management purposes.

Does not generate an income for the organisation; renders a service, provides support to individuals/other functions. More cost-effective and maximise productivity.

Handling of information in all its forms; Mail, Filing, Indexing, Copying & Duplication & Mechanisation. Also includes: Reception, Word Processing, Correspondence, Costing, Credit Control, Accounting & Bookkeeping, and Ordering.

Positions that manage/execute all the activities of administrative function will depend on the following factors:

o Size of the organisation (Smaller org often combine – ex. Financial & Administrative function become one, Larger Organisations the functions are more specialised)

o Type of industry (Could be Primary, Secondary or Tertiary)

o Policy and Philosophy of Top management (Amount of funds available for technology and maintenance thereof governs if they choose to implement)

BASIC FUNCTIONS IN ORGANISATION:o General Managemento Administrationo Sales & Marketingo Operationso Purchasingo HRo Financeso Public Relations

OBJECTIVES OF THE ADMINISTRATIVE MANAGER: (Middle management)

To ensure that the relevant organisational activities are designed to maximise individual and unit productivity. By using a good system the overall productivity of the organisation can be increased.

To provide effective management of the information of the organisation To maintain reasonable qualitative and quantitative standards. To provide a satisfactory mental and physical environment for employees To help define duties and responsibilities among employees assigned within the

administrative area To develop satisfactory lines of communication among employees assigned to within the

administrative area ad between these employees and the employees within other functions of the organisation

To help employees maintain a high level of work effectiveness To enhance the effective supervision of office personnel To ensure efficient and proper use of specialised office equipment To coordinate the organisations administrative to make sure that the normal office duties

flow as smoothly as possible To ensure functionality, which entails training and supervising the other administrative staff

to ensure they perform optimally

The primary objective of an administrative manager is to present relevant information, at the right time, in the right format and at an acceptable cost to specific decision-makers in an organisation. To achieve this, the following must be done:

Data must be captured according to a specific medium and stipulated process Source documents and data must be stores in the most effective manner and must be

backed up The most appropriate aids for the administration of the information must be identified and

used Information must be made available to the decision-maker through the most appropriate

medium, ex. Hard copies or Digitally

MANAGEMENT TASKS OF THE ADMINISTRATIVE MANAGER:Primary management functions:

Planning:o Analyse past & present situationso Repetition of problems must be avoidedo Too low or high standards must be adjustedo Specific objectives related to all other functions and services (incl HR, Office space &

systems) should be developed

Organising:o Resources must be organised to achieve objectives & goalso Organisational structure must be createdo Most effective ways for employees to perform specific tasks must be createdo Efficient work methods/procedures to be designed and communicated to staffo Right employees need to be selected, employed & trained.

Controlling:o Develop Control system to ensure quality & quantity of work meets standards set

and that the work is done according to methods/procedures usedo System must include setting standards, comparing work done to these standards,

determining discrepancies, taking corrective steps where needed.

Leading:o Direct, supervise and MOTIVATE employeeso Effective lines of communication to be establishedo Must be involved in policy decisions at top management level

o Assist with decisions regarding automated systems, therefor increase knowledge on functioning of new technology and systems

JOB DUTIES NEEDED BY AN ADMINISTRATIVE MANAGER:

Plan, organise, direct & control all administrative employees, work related activities & services

Manage administration of various operations ex. Warehouse Coordinates all other departments regarding information systems & needs Provides assistance with filing and retrieval systems Maintains safe & secure work environment Develops personal growth opportunities Manages & coordinates workflow & work schedules Implements technological updates where needed Prepares and controls budgets and financial reports Overseas management of facilities Responsible for having back-up systems to protect loss of information & data Communicates job expectations, coaches and councils and assist with disciplinary actions

KNOWLEDGE, SKIILS & ABILITIES NEEDED BY ADMINISTRATIVE MANAGERS:

Knowledge of human resources issues Knowledge of diversity issues Human skills that allow them to interact with peers and managers Ability to analyse & appraise facts in making administrative decisions Ability to formulate policies and procedures based on needs of organisation Ability to establish & maintain effective relationships with all role players Ability to communicate effectively Strong understanding of accounting/financial principles Knowledge of quality management Knowledge of government legislation related to work

INFORMATION NEEDS OF EXTERNAL ROLE PLAYERS: Government (health, safety, financial) Governing bodies (statistics) Suppliers (future order quantities) Shareholders (performance)

Banks

INTERNAL NEEDS OF AN ORGANISATION:

Can be gathered from external environment, as well as from within organisation.

INFORMATION NEEDS OF TOP MANAGEMENT:

External:

General economic variables Government Acts & regulations Technological changes and new developments Competitors in the market

Internal:

Changing consumer patterns & behaviours Trend of income and expenditure involved in product lines Impact of new technology Population and other social trends

INFORMATION NEEDS OF MIDDLE LEVEL MANAGEMENT:

Information enables them to assist Top Management in planning, developing and implementation of policies

Enables them to manage their individual functions effectively

INFORMATION NEEDS OF SUPERVISORS (LOWER LEVEL MANAGEMENT):

Need information to function on a day to day basis Need information to control and manage daily operations

THE FLOW OF INFORMATION:

Flows vertically & horizontally to facilitate decision making Intelligence Information is gathered from external environment and Public Information is distributed to external environment

Top Level Management:

Formulates strategy, policies, long-term plans & objectives, makes strategic decisions

Middle Level Management:

Formulates tactical plans & objectives, provides functional strategy and guidelines for first line managers

Lower Level Management:

Implements operations plans and objectives, makes on-the-spot decisions, transacts day-to-day business operations

REQUIREMENTS OF USEFUL INFORMATION: Must be correct and accurate to contribute to successful decision-making.

If not, incorrect deductions and conclusions may be drawn Should be valid to meet the purpose of the exercise.

If not, incorrect decisions might be taken Should have the right level of detail to contribute to decision-making Should be understandable to users, else valuable time is wasted. Must be timely, else it delays decision-making Needs to be complete, otherwise it can be misleading Must be summarised where possible and presented in acceptable form, mostly visually Needs to be relevant Needs to be clear and to the point Cost of providing the information must be relatively economical Must be collected from various sources so decisions can be approached from various points

of views

RELATIONSHIP BETWEEN ADMINITRATIVE FUNCTION AND OTHER FUNCTIONS:

Must see to the availability of information and look at the needs of other functions

THE ADMINISTRATIVE MANAGER OF THE FUTURE:

Performing as change agents – implement new systems and deal with employees that need to operate the new systems

Motivate employees to keep up with changing circumstances – increases employee morale and productivity

SA culturally very diverse – should not be seen as a stumbling block, managers need to adapt to accommodate diversity

Has to develop sensitivity towards implications of large social/economic matters Has to recognise public matters, current and future, and their effect on the organisation and

future existence

DEFINING A SYSTEM: A system is composed of various components and procedures working together to

achieve a given goalo Components – Physical attributes of the system (people, technology, machinery & facilities)o Procedures – Actions/methods needed to complete work associated with the system

Sub-systems are functional components of a larger system Procedures are a series of related and consecutive steps to be followed to enable someone

or a system to perform a specific task in a routine manner A method is the manner which activities or tasks are performed

PROCEDURES FOR DEALING WITH INCOMING MAIL:

1. Receive mail2. Open mail3. Date stamp mail4. Sort mail according to destination5. Distribute mail

METHOD FOR RECEIVING AND OPENING MAIL: Eg

Receive mail from courier service every morning before 10h00 Separate confidential and personal mail for delivery Open the rest of the mail

OPEN SYSTEM:

Organisation exchanges inputs (raw materials or information) and outputs(finished goods/services or information) with its environment

Administrative function needs to operate as an open system with all other functions and the external environment

CLOSED SYSTEM:

Self-sufficient and can exist independently, does not need any inputs or outputs. Not allowed within organisation, because there is no efficient sharing of information

OBJECTIVES OF A SYSTEM:

Maximises the efficient use of organisational resources Enhances operating efficiency and productivity (saves time and money) Achieving the objectives of the organisation Practically managing the important details of the business Facilitating the operation of all the functions in the organisation

ELEMENTS OF A GENERAL SYSTEM:

Input:o Data, information or any other resource

Processing:o Input/data has to be summarised or prepared as graphs to be considered valuableo Converts input into output (Transform data to information)

Output:o Processing produces a outcome – Outputo Has to be in the required form and of the specified quality to meet the needs of the

usero This output can become the input for a subsequent subsystem

Feedback:o Tells us how the system is performingo The more important the system – the more important for feedback o Measure to make sure system is effective and efficient

Control:o Involves monitoring and evaluating feedback to ensure system is doing what it is

supposed too Initiates adjustments to direct activities towards reaching objectiveso Ensure system is only being accessed by those who have authority to do so

BASIC RESOURCES OF AN INFORMATION SYSTEM:

Information system is the environment which organisation operates and the communication channels utilised

Data (raw facts that form information)Stored in a database. A database is a collection of related data files and holds data in structured format

Hardware (physical devices used in information processing ex. SPU, mouse, motherboard) Software (Operating systems: Windows, Application Software, Procedures: instructions) People (end users/clients and information professionals) Procedures (user manuals, describe how to use hardware, software or data) Communication ( digital connectivity between hardware components)

CHARACTERISTIC OF AN EFFICIENT INFORMATION SYSTEM:

Gives an organisation competitive advantage over their competitors

FACTORS ESSENTIAL TO THE SUCCESS OF A SYSTEM:

Technical quality of the system (or current technological relevance) Participation & involvement of users in the system design Capability & skills levels of the users Support from top management

A system must have the following characteristics to provide information that satisfies managers and their needs:

Output must facilitate decision making Data must be processed efficiently Data must be managed effectively Information system must be flexible to accommodate special/unusual circumstances Information system must be adaptable Information system must be systematic and logical in processing information Interaction between components of the information system needs to be organised Information system must be user friendly

STEPS FOR IMPLEMENTATION OF AN INFORMATION SYSTEM:

1. Analysis: Investigate if there is a need for an information system by asking these questions:

o What problems should the new system solve?o What opportunities might a new/enhanced system provide?o What new hardware, software, procedures will improve the system or are

required in the new system?o What are the potential costs? Variable & Fixedo What are the associated risks?

Written report is gathered and given to top management/steering committee

To make a final decision a feasibility study is needed

2. Feasibility Study:

Technical Feasibility: o Does organisation have necessary hardware, software to implement the system?

Economic Feasibility:o Will cost of the system provide a return on investment?

Operational Feasibility:o Will the system meet the purpose for which it is intended?

Legal Feasibility:o Will the system meet the legal requirements of the industry/country?

Schedule Feasibility:o Can the project realistically be finished given the available time and business need?

The purpose of a feasibility study is to determine whether developing the system will improve operations and add value

3. Design:

Logical design is done on paperPhysical design is when the system is actually built

3.1 Inputs:o Includes the input files used to capture the data and procedures used to process the

input

3.2 Outputs:o Includes the output files that will capture the processed data

3.3 Hardware:o Includes technology suited for the system including communication technology

3.4 Software:o Databases and word processing

3.5 Construction:o Programs that facilitate input, processing and output of the system

4. Testing:

System testing is ongoing from the beginning of the development process

5. Implementation:

Change over process – decide whether to stop old system and implement new one immediately or whether to run both simultaneously.

Factors to look at during a change-over process:o Data in the current system needs to be transferred to the new systemo Acceptance of users Users need to be trained in the new systemo Changes in work process Productivity will initially go down

6. Documentation7. Maintenance and evaluation

DIFFERENT TYPES OF INFORMATION SYSTEMS:The type of information that will be used us determined by:

o The level of decision being made (strategic, tactical, operational)o The use of information (planning or control)o The source type and applicationo The destination of the information (internal or external)

Types of information systems:

TPSs – Transaction processing systems:

o Basic business systems that serve lower level of the organisationo Computerised system that performs and records daily routine transactions

MISs – Management information systems:

o Provides managers with reports in an accurate and timely mannero Also organisations current performance and historical records

DSSs – Decision support systems:

The main functions of a DSS is:

o Provides support to decision makers faced with unstructured problems by combining computerised information with human judgement

o Increases the alternatives presented to the decision makero Enables a more rapid response to unexpected situationso Provides decision making capabilities to individuals at different management levels in the

organisation

GSSs – Group support systems:

The characteristics that assist with decision making:

Designed for groups, provides means to have online meetings and voting Easy to use They are flexible (support different decision making styles) Allow anonymous input by users (express opinions in a safe manner) Reduces negative behaviour (an individual dominating others) Supports parallel communication Provides automated recordkeeping (accurate records for meetings held)

ESSs – Executive Support systems:

Senior and top managers make use of this system to make decisions that serve the strategic level of an organisation

Focus is on long term trends, internally and externally

Information:

Three areas where the potential value of information is high:

1. Communication: This feature highlights the versatility of information as well as the potential for

information to become knowledge when applied

2. Feedback: Ensures that the organisation continues to operate productively Feedback describes the status of a task in progress, and receiving feedback is the

sign that further action can be taken

3. Action and decision making processes of management

TYPES OF INFORMATION:

Descriptive:

Indicates a change taking place (Rising interest rates)

Explanatory:

Indicates the consequences of occurrences (Less credit being used as a result of higher interest rates)

Comparative:

Indicates comparison (Between this year’s and last year’s profit)

FACTORS THAT INFLUENCE THE FLOW OF INFORMATION:

1. Organisational structure and culture

2. Distribution methods

3. People

ASPECTS OF INFORMATION MANAGEMENT:

DOCUMENT MANAGEMENT:

Stages of the document management cycle:

1. Creation of documents2. Utilisation3. Storage4. Retrieval5. Maintenance

Manual document management system:

Elements of a manual document system:

Classification of documents Centralized vs decentralised filing Filing systems Filing stock Filing equipment Indexing procedures and equipment Filing procedure Filing management

1. Classification of documents

Essential Documents:o Very important and the organisation cannot function without themo Example legal documents, tax documents and financial documents

Important Documents:o Necessary for the functioning of the organisationo Example personnel documentso They are replaceable, but that would be costly and timely

Useful Documents:o Necessary for smooth running of all activities in the organisationo Example copies of orders, reports and catalogues

Dispensable Documents:o Contain useful information but don’t have a particular advantage to the organisationo Example: notice of meetings and agendas

2. Centralised vs decentralised filing:

Centralised:o When documents are stores in a central place in the organisationo Only one person or small group receive training in filing procedureso Facilitates high level of maintenance and tight control of the security

Decentralised:o All specialised departments store the documents applicable to their own functions

3. Filing Systems:

Alphabetical System:o Arranged strictly according to the alphabeto Filing according to clients surnames, geographical areas or according to subjectso Geographical areas for regional collaboration and national/international tradeo Subject when client information is not so importanto System is widely used as direct access to files is possibleo System is easy to understando The bigger the system – the more difficult to maintaino Difficult to judge the future space needed

Duplex Alphabetical System:o An outcome of the alphabetical system and mostly used in large systemso Filed in stricter alphabetical order A-a to A-c

Numerical System:o Each document created is allocated a numbero Very important to keep a well maintained indexo Example Student numbers

Duplex Numerical System:o Files are stored from lower numbers to higher numberso Mostly found in warehouseso Facilitates higher degree of security as files can only be retrieved when consulting

the index

Alpha Numerical System:o Combination of alphabetical and numerical systemso Documents sorted according to the date with most recent document at the fronto Example N28

4. Filing Stock:

Folders and filesLabelsGuidesCross reference cardsOut cardsColour coding

5. Filing equipment:

Facilitates the protection of files and prevention of theft Minimises physical strain when retrieving documents

When selecting filing equipment, consider the following:

Equipment should be adaptable Equipment should allow variety Equipment should be accessible

Types of filing cabinets:

Vertical Filing cabinet:o Drawers where documents can be stored uprighto Disadvantages:

Inside of the cabinet is unstable Cabinet uses substantial amount of floor space Difficult to store a large number of documents

o Advantage: Appears neat from the outside

Lateral Filing Cabinet:o Files are sorted alongside each other with the spines displaying the information

referenceso Practical when there is a need to optimise floor space

Horizontal Filing Cabinet:o Deep drawers where the material is placed on top of each othero Suitable for the storage of maps and planso Disadvantages:

Takes up floor space Documents easily damaged because of frequent handling

Rotating filing cabinet:o Consists of different depths with different fileso Each level rotates independently o When someone is utilising a number of files on a regular basis through the day

Mobile Filing Cabinet:o Ideal for open plan offices

THE FILING PROCEDURE:

7 Steps to show how mail is filed:

1. Identify the type of mail2. Inspection3. Indexing4. Coding5. Cross referencing6. Sorting7. Filing

Electronic document management:

Training of staff in the use of automated equipment, devices and systems is essential, as special skills are required

Forms management:

A form is a paper document that contains fixed data and provides spaces for variable data

Guidelines for forms in use:

All forms should be approved for adequacy prior to use Forms part of the review cycle should be regularly updated and reapproved prior to use Only the relevant versions of forms should be available The system to ensure that forms remain legible and readily identifiable should be strictly

adhered to Forms of external origin should immediately be identified as such All obsolete forms should be withdrawn from circulation in the organisation

Forms control procedure:

Submit a request in writing requesting the approval of a new form Register and review the form by entering the request into the organisations forms control

catalogue Once need of form is confirmed – analyse and design new form Issue a number and edition date to the form Notify the owner of a form if a form needs revision/reproduction

INFORMATION AND THE MANAGEMENT PROCESS:

Role of information in planning:

The planning process follows 4 steps:

1. Set goals 2. Gather all the relevant information3. Analyse and consider alternatives4. Make a final decision

Role of information in organising:

Organising can be described in these 6 steps:

1. Collect all necessary information about organisation2. Analyse the information3. Divide all the activities into departments4. Divide all activities of each section into tasks5. Assign authority and responsibility6. Make required facilities available and arrangements known

Information and knowledge:

Knowledge – the awareness and understanding of a set of information and the ways that information can be made useful to support a specific task or reach a decision

Knowledge is an organisational asset

Knowledge is made of op information that is combined with experience and understanding

Knowledge management and information management can be differentiated as follows:

Information management consists of pre-planned responses to anticipated stimuli and knowledge management consist of unplanned responses to surprise stimuli

The relationship between information and knowledge is that knowledge is information, but for information to be transferred into knowledge, an understanding of the information should accompany the information

Difference between information and knowledge is based on 4 factors:

Objectivity:o Information is objective and can be contained on paper whereas knowledge is

subjective and it resides in people Dynamics:

o Information is more static while knowledge changes more often as it is linked to peoples experience

Degree of abstraction:o Knowledge is more abstract as it must be presented in information for it to be

communicated Degree of difficulty to acquire:

o Process of acquiring knowledge is a much longer process than with information

Information and the management thereof should be treated with caution because of the impact that the sound principles for the management of information have on the retention of knowledge.

THE PROFILE OF THE ADMINISTRATVE MANAGER:

Personal Attributes:

Integrity (Being honest and ethical) Responsibility (Being dependable and self-disciplined) Work Ethic (Hard work, loyalty, initiative) Teamwork (Being cooperative, helpful, supportive and collaborative)

Personal Skills:

Leadership Skillso Responsible for influencing people to achieve the overall goals of the organisation

Interpersonal and Social Skillso Needs to be aware of others’ reactions and needs

Communication Skillso Effective communication is when others interpret message in the same way

manager intended it to come acrosso Inspires confidence to share useful information and enhances effective decision-

makingo Must be a good listener

Problem Solving and Decision Making Skillso Must ensure that all subordinates are involved in the decision making process

because it increases commitment and loyalty to achieve the organisations outcomes Creative Skills

o Process of developing something new using untraditional methods

BASIC TECHNICAL COMPETENCIES:

Initiative management competencies Interpersonal and leadership related competencies Analysing and interpreting competencies Innovations related competencies

BASIC SOFTWARE COMPETENCIES:

Knowledge of the latest and next big software package Knowledge of latest Microsoft and when next version will be available Certification in word, excel and power point Word processing skills Database management Desktop publishing Ability to operate variety of office equipment Ability to use the internet

SEVEN CHARACTERISTIC OF AN ADMISITRATIVE MANAGER:

1. Ability to deal with risks2. Results orientated3. Energetic4. Growth potential5. Team player6. Multitasking7. Improvement orientated

EVENTS MANAGEMENT:

Imbizo is a meeting between representatives from government and ordinary citizens

Types of events:

Meetings and conferences:

Meetings - Concerning business to business matters Meetings - Must be held for a reason Conference – larger groups and can be public or private Also get teleconferences and web conferences

Incentives:

Held with the intention to focus on staff motivation and development to increase performance levels or to achieve activity-based goals

Seminars: Short functions where employees are addressed by management as a

training exercise on a certain topic Held on a regular basis Webcasts are also a seminar

Networking Events:

Congress: Held by specific interest group

Banquets: Usually held at the end of the year when awards are presented The menu, dress code, seating arrangements and venue are VERY

IMPORTANT

Corporate Hospitality:

Held with intention to improve business relationships by focusing on clients/customers Short events. Hosted at sporting or cultural events Welcoming drinks, food and gifts are served to customers

Exhibitions and trade shows:

Marketing or communication tool Large event where the focus is on business purposes and customers Businesses showcase their products and services

THE ORGANISING OF AN EVENT:

Factors that affect the way an event it organised:

Person responsible Size of the event Legal requirements

Planning process starts by making decisions on the customer and venue/site logistics:

Customer Logistics:

Ticketing, queuing, travel arrangements, transport and accommodation

Venue/Site Logistics:

Plan of action

Person responsible

Budget

Venue design

Supplier logistics and management

Catering

Stewarding and security

Target audience

VIPS and media

Emergency plans

Speakers

Technical requirements.

THE COORDINATING COMMITTEE:

The finance committee:

The budget determines the success or failure, so this committee is one of the most important

Committee must determine if finances are available

Income may be from the following sources:

Registration fees Sponsorships Donations Advertising Exhibition fees Goods in kind Funds

Examples of costs may be:

Venue rental Appearance fees Registration process Equipment Printing Refreshments and meals Transport Administrative costs

The venue committee:

The committee must look at the following when searching for a venue:

Size of the venue Audience profile Duration of the event Seating arrangement Accommodation if needed Catering facilities is required Security of the venue Audio visual equipment Administrative facilities

After confirmation of the venue, the committee has to organise the following:

Seating arrangements during main sessions Seating arrangements for the discussion groups Correct positioning of registration area Administrative centre Signage to different meeting places and other facilities The stage and access thereto Stationary and additional supplies Operation and control of all audio visual equipment The refreshments during breaks and water in the venue The meals and times at which they are served

The catering committee:

Will be responsible for all the food and beverages The menu must be designed to make provision for everyone

The following checklist is recommended:

See that meals and refreshments are served on time Serve a variety of beverages and food Serve light snacks if no breakfast was served on registration day Coordinate tea breaks and lunch breaks with the programme committee

The registration committee:

Should focus on distribution and collection of the registering process, as it is the first impression that the customers will have of the event

The following checklist can be followed:

Ensure that registration forms are user friendly and have all the relevant information Communicate all the relevant information to other committees Compile the registration list and divide it between different desks to be used at the venue Get the event documentation that will be given to delegates at registration ready and sort it

according to the registration list (includes gifts) If registration is slow – inform coordinating committee so decisions can be made on

additional marketing Arrange for staff to manage registration desks – 2 per desk Ensure that the registration area is visible and that signage has been put up Liaise with accommodation committee to show delegates their accommodation if it is not at

the same venue Liaise with finance committee for 2 people to handle the finances of possible late

registrations If delegates are allowed to register for one or two sessions, the registration process will have

to continue during the whole event

The transport committee:

The following aspects affect transport significantly:

Distance between venue of the event and the airport, together with the number of national and national delegates

Whether or not the accommodation is at the same venue as the event Number of extra excursions planned for delegates Whether or not there is spouse programme in place

The speaker committee:

The following checklist may be of value:

Ensure that the speeches are of high quality by using a peer review system Inform speakers of the required format and length of the papers Get copies of papers in time to advertise in program Get an abbreviated cv for someone to be able to introduce the speaker and thank them after

their speech Appoint chairpersons for discussion groups if the speeches are to be discussed If exhibitors request a slot to speak to delegates, make provision for this Find a keynote speaker in close liaison with coordination committee

THE STEPS BEFORE THE EVENT:

The idea and planning of the event

Budget is drawn up Date and duration of event are finalised Marketing is done The closer the event the more regular the meetings to ensure everything is in order Everything should be rehearsed to ensure that every possible scenario has been taken into

account

THE STEPS AFTER THE EVENT:

Final arrangements must be made:

Paying gratuities and honoraria Post proceeding of event to delegates on usb or cd Return hired and borrowed equipment Return identifiable missing property to delegates Send out thank you letters to everyone involved Settle all accounts and close bank account (transfer funds to people responsible for follow

up event)