Office Managmt.docx

7/30/2019 Office Managmt.docx

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A SEMINAR ON

OFFICE ORGANIZATION ANDAMINISTRATION

SUBMITTEDBY :ManishLipi


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OFFICE

Any place where the information on paper converges and information is documented ,

preserved and used for current and future operations of business.

IMPORTANCE OF OFFICE

It can be described as the important part of an organization . The very existence ofan organization is based on the office. The executive processes and administrative

routines of a business rely on office.

Importance of office arises due to following factors :

1. Office as information centre : All kind of information and figures , whether past or

present , are available in the office . The information furnished by the office serves asthe basis for forecast , planning and control .

2. Aids in coordination : Coordination is possible due to the links that office providesfor various activities of the organisation .

3. Aids in managerial controls : Control can be described as the measurement andcorrection of the performance of the subordinates in order to make sure that enterpriseobjectives and the plans made to achieve them are accomplished .

4. Importance vis--vis workers : Preparation of wage and salary sheets and theirpayment are the responsibilities of the office .

5. Importance via-a-vis shareholders and creditors

6. Importance in relation to customers


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FUNCTIONS OF OFFICE:

Basic or routine functions :

1. Receiving and collecting information :The office receives and collectsinformation about the various activities of the organisation through externalsource or internal source .

2. Recording information :The information received and collected convertedinto written record according to its needs for future use.

Administrative functions :

3. Safety and record of assets :The office keeps in safe custody the records ofassets as the responsibility for their upkeep and safety .

4. Stationery and supplies control :The stationery and miscellaneous suppliesshould be bought at economic prices and reasonable levels of theirs stocks mustbe available all time.

5. Selecting and purchasing office equipments and furniture

6. Recruiting and training office personnel : The efficiency of office dependsupon the personnel manning . The personnel should be well selected andtrained so that the output of the work done will be good .

7. Form designing and controls

8. Function and management processes


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SIZE OF OFFICE :

Measurement Of Size Of The Office

1. Number of employees

2. Size of salary bill

3. investment in equipments and machines

4. Total administrative expenditure

Factors Affecting Fixation Of The Size Of The Office

1. Size of the office of similar organizations in the industry

2. Output and turnover

3. Design of layout

4. Investment in machines and how they save on time and labor

5. Organizational structure ad management philosophy

6. System design


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CHALLENGES OF FUTURE

The development of office in our country has become an importantproblem in the

context of industrialization and increased economic activity . someof are stated as

follows :

. Challenges of mechanization

. Challenges of the growth of enterprises

. Challenge of legal provisions

. Challenge of application of the principles of management

.

Challenge of reducing paper work. Challenge of proper recruitment of the office staff

. Challenge of system integration

. Challenge of growing numbers and costs


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OFFICE MANAGEMENT BASICS :

1. EMPLOYMENT AND HUMAN RESOURCES : It's critical to have anemployment policy in place. A policy manual gives you a blueprint for theway the company approaches employment. It spells out rules in a waythat can prevent later problems. (imagine working for an organization

that came to a standstill each time an employment issue arose.)

2. PROJECT MANAGEMENT : Keeping track of projects is critical to thesuccessful completion of important tasks and represents an essentialpiece of documentation. Knowing when things have to be completed andby whom gives everyone a clear idea of what's ahead. Deadlines are lesslikely to be missed and people are more likely to know their roles. Plus,

each project, through careful documentation, can become a useful casestudy for future assignments.

3. EQUIPMENT AND FURNITURE REQUIREMENTS :You don't need everypiece of office equipment out there to run a smooth operation. But you doneed certain products that are going to optimize people's performance.


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4. INTER- AND INTRA-OFFICE COMMUNICATIONS : For many smallbusinesses , the responsibility for communication falls upon the officemanager . Knowing how and when to communicate key information isvital to successful office management. E-mail blasts, postedinstructions at the copier, and weekly staff meetings are just a few of

the types of communication that occur within a busy office. Having acommunication plan that everyone can adhere to will increase anoffice's productivity and ensure that information is disseminated clearlyand quickly.

5. CONFLICT RESOLUTION : Conflicts are inevitable. Knowing how to

handle them properly, however, will make life easier. Whether you have aformal policy or rely on your own wits, you need to prepare yourself for awide variety of disagreements. Even with an employment manual, suchissues as equitable distribution of work, pay rates, and job descriptionsoften arise in a company. Ignoring a conflict or waiting for it to dissipate isnever the right solution. Having a plan or a policy for conflict resolution willhelp everyone navigate through a disagreement in a professional manner.


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6. THE COMPANY AND ITS PEOPLE : Knowing how to run an office mustinclude understanding the company and its people. Knowing the product line andhow it fulfils a need is just as important as ordering more toner for the printer. Ifyou don't understand your company's mission, you won't know how best tosupport its various functions. The same goes for people knowing employees'roles, where they fit into the big picture, and how they operate will help you

manage the office so that every function supports the people tasked with gettingthings done. The more you know about how the company works and what peopleare doing to build business, fulfil customer requests, meet deadlines, andotherwise perform their duties, the more successful you'll be in creating andsustaining an environment that fosters success.

ADMINISTRATION

Initial factors to be considered in the running of an architectural office include:

1. Financial management

2. Office organization

3. Staff organization and selection

4. Insurance


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1. Financial Management

The necessity for maintaining accurate accounts cannot be too highly stressed , and

professional assistance may be necessary to establish an accounting system and ,

possibly, to operate it. A periodical publishing of the billing data according to firm size

and employees.A surveys on financial performance, and accounting, fees, and compensation for

architects is helpful for the same.

2. Office Organization

To ensure efficiency and consistency within the office, it is advisable to record and

maintain uniform procedures and techniques of office management.

For example:

Standardized communication methods .

Standardized drawing conventions.

Explicit roles, duties, and responsibilities for all personnel.

Use of standardized forms for office administration, these including:

1. Register of Bid Documents

2. List of Subcontractors

3. Project Parameters Worksheet


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4.Project team directory

5.Project Abstract

6.Transmittal Letter

Other standardized paperwork may be used including accounting forms , fax sheets ,

telephone messages and memo pads, and order formswhich can be printed in the house

style. In order to communicate and record information regarding office procedures in a

consistent and readily available format, firms sometimes produce an Office Standards

Manual containing the above data to provide a useful reference to new employees.

3.Staff Organization and Selection

Many practices consider it useful to establish office policy concerning their employees.Personnel Policy Manual is advised as a method of consolidating preferred practice

both for existing members and prospective employees to familiarize them with Office

characteristics and expectations.

The manual may contain general details of the practice (workload, direction, etc.) ,

Its organization, and fundamental policies regarding employment procedures and staff

benefits.

f i i l d


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Information may include:

1. Office practice:

Office hours

Payment methods Overtime and time recording

Lunch and coffee breaks

Travel and expenses

Responsibilities (equipment, etc.)

Salaries and salary review

Other concessions (parking space, etc.)

Client service expectations

2. Staff benefits:

Pensions

Profit-sharing and trust funds

Holidays Incentive pay

Sick leave


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Professional activities (further training, conferences,

conventions, etc.)

Civil duties (jury service, voting, civil projects, etc.)

Dues to professional and civil organizations

Future promotional policy.

3. Hiring practices:

Methods of selection

Moving expenses and transfers

Termination of duty, layoffs, and resignations

Leaves of absence (military, emergency, etc.)

Contracts of Employment-


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Contracts of Employment

A contract of employment need not be formulated in writing, but a carefully drafted

agreement, covering all relevant issues established in the office manual will help to

lessen the risk of future misunderstanding. Such agreements may be drafted into a

letter of appointment, or attached to a letter in a standardized format, including the

following details:

Names of parties

Date upon which employment commences

Salary and payment intervals

Hours of work

Vacation period and vacation pay

Sickness pay

Pensions and other benefits

Insurance coverage (professional indemnity,

health, accident, etc.)

Periods of notice

Job title, duties, and responsibilities

Required membership in professional associations

Office benefits (e.g., automobiles)


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Of course , professional legal advice is important in the drafting of contracts of the

employment. Finally, an architectural practice should be kept under continual review

with regard to procedures, personnel, and equipment. In this way, timely adjustments

can be made to assure the smooth running of the firm in the event of changed

circumstances.

THE ARCHITECT/OWNER RELATIONSHIP

The architect/owner relationship will be affected by the nature of the owner, who may be:

a private individual;

a partnership;

a corporation or institution;

a state or federal department or governmental agency.

When dealing with employees of large organizations, it is advisable to check or verify their

authority to bind the firm at the outset.


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In some cases, the owner and the user of the proposed project may not be the same

party (as, for example, in the case of a school or hospital), and care must be taken

not to confuse the requirements of the two roles. Though users may seek features

they deem appropriate, owners may not be willing to pay for them. The character of

the owner will affect the administration of the project in a number of ways , including: selection of the architect;

the architect/owner agreement;

contractor selection procedures;

methods of construction;

means of communication among the respective organizations; forms and paperwork to be used. State and federal agencies are likely to want to use their ownforms and contracts, and will be bound by statutory requirements in the selection of botharchitects and contractors.

OFFICE ORGANISATION


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OFFICE ORGANISATION

Organization denotes the structure of duties and activitiesnecessary for the conduct

of business without which a business cannot achieve its commonobjectives

Characteristics of organization structure :

It must reflects objectives and plans

It must reflect the authority available to enterprise management

It must reflect its environment

It must be manned with trained people

Steps in organization :

1. Establishment of enterprise objectives .

2. Formulation of derivative objects , policies and plans .

3. Determination of activities necessary to accomplish these goalsof policies and plans .


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7. Trying these grouping s together horizontally and vertically ,through authority relationships and information systems .

8. Grouping these activities

Organization Structure

It has two aspects :

The form of structure where we can apply the principles of

organization

The functions to be performed

A planned or an effective organization structure defines function, relates these functions in a symmetric manner , and assignsauthority and degree of responsibility for each function .

Types Of Organization :Three types of organization on the basis of its need

1.The line or military organization

2.The line and staff organization

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