An organisation which is eager to achieve efficiency in its offices is bound to allocate a sufficient proportion of time to observing operations in the offices, to looking for ways to improvement, to the stimulation of helpful suggestions. It might be guided by the following principles, although it is unlikely in practice to go as far as formulating a list such as that given here:
Full use is to be made of delegation of authority to ensure that time and effort are being economically spent. Too much centralisation of operation can lead to duplication. It may also weaken the motivation to work of the office staff.
Lines of authority should be made clear, so as to remove uncertainty about responsibility for taking decisions and carrying out operations.
Sub-division of tasks should not be carried so far that there has to be unnecessary controls and paperwork, and futile expenditure of effort. Research into the intense sub-division of office tasks suggests that it leads to monotony and lower standards of performance.
In some circumstances very large general offices can be the cause of reduced efficiency.
A specialised service unit, e.g. for imputing computer data, keying, or filing, or mailing, can be expected to perform more efficiently than a large number of separate service units, one for each division of the office.
Communication channels should be such as to encourage the flow of productive suggestions up the line of authority.
Co-ordination may quickly lapse in vital areas unless constant vigilance is exercised over it.
In selecting managerial staff for the office, leadership and initiative count as well as technical and professional qualifications.
Office training at all levels cannot be safely neglected.
Wherever possible, the techniques of work measurement should be applied to the control of standard of output.
The role of supervisors and section leaders in maintaining morale and productivity should be recognised.
Office management is part of the ACCA Paper F1 syllabus and is covered by the tony.surridge.co.uk ACCA e-books which cover exam text, diagnostic questions and answers, mnemonics and charts in selected subjects.
Showing posts with label Paper F1. Show all posts
Showing posts with label Paper F1. Show all posts
Saturday, 20 August 2011
The nature of office work
THE NATURE OF OFFICE WORK
Understanding the nature of office work is part of the ACCA Paper F1 syllabus.
In all offices, whether they are large or small, or whether they are in government, business or commerce, there is discernible a common pattern or cycle of activity. Information, usually in the form of electronic media, writing, or printing, is received. The piece of paper or form may have come through the post, from another office in the same organisation, or it may have originated in the office itself as the result of a telephone call or electronic processing. This information or ‘data’ is now invariably the subject of clerical activity. Broadly, this work consists of examining documents and deciding what to do with them, checking the data on the documents for completeness or credibility, sorting the documents, copying the data from one document to another, doing arithmetic on the data, summarising and analysing the data, and checking the results for accuracy. This electronic flow or ‘paperwork’, which may be performed with or without the assistance of machines, constitutes the processing of data.
SERVICES PROVIDED BY AN OFFICEAn office gives the following service:
Communication, both inside and outside the organisation. This will include writing, word processing, emailing, oral communication, meetings and mailing services. Some office records are made obligatory by law, e.g. certain forms of accounts. Others are maintained for their contributionto business efficiency.
The processing of information, including indexing, coding, sorting, collating and arithmetical processes.
The storage of information, including recording, copying and duplicating. One may also include here the transporting of data and the posting of records to another place. This can involve electronic data flow or manual work.
Management information, including aids to decision making.
The safeguarding of assets. Under this will come the protection of cash, inspecting, checking,comparing, auditing and arranging insurance cover.
Understanding the nature of office work is part of the ACCA Paper F1 syllabus.
In all offices, whether they are large or small, or whether they are in government, business or commerce, there is discernible a common pattern or cycle of activity. Information, usually in the form of electronic media, writing, or printing, is received. The piece of paper or form may have come through the post, from another office in the same organisation, or it may have originated in the office itself as the result of a telephone call or electronic processing. This information or ‘data’ is now invariably the subject of clerical activity. Broadly, this work consists of examining documents and deciding what to do with them, checking the data on the documents for completeness or credibility, sorting the documents, copying the data from one document to another, doing arithmetic on the data, summarising and analysing the data, and checking the results for accuracy. This electronic flow or ‘paperwork’, which may be performed with or without the assistance of machines, constitutes the processing of data.
SERVICES PROVIDED BY AN OFFICEAn office gives the following service:
Communication, both inside and outside the organisation. This will include writing, word processing, emailing, oral communication, meetings and mailing services. Some office records are made obligatory by law, e.g. certain forms of accounts. Others are maintained for their contributionto business efficiency.
The processing of information, including indexing, coding, sorting, collating and arithmetical processes.
The storage of information, including recording, copying and duplicating. One may also include here the transporting of data and the posting of records to another place. This can involve electronic data flow or manual work.
Management information, including aids to decision making.
The safeguarding of assets. Under this will come the protection of cash, inspecting, checking,comparing, auditing and arranging insurance cover.
Focus groups
The use of focus groups is one tool used in market research.
A focus group usually consists of a representative group of consumers who agree to provide data on a continuous basis about a particular product or service or marketing element, such as price and advertising. This group of people are asked about their attitude towards the product, service, idea, concept, advertisement, packaging or price in an interactive group setting where participants are free to talk with other group members.
In the world of marketing, focus groups are seen as an important tool for acquiring feedback regarding new products, and changes to the marketing mix. In particular, focus groups allow a panel of consumers of a company wishing to develop, name, package, price, promote or test market a new product, to view, test and discuss the new product before it is made available to the public. This can provide invaluable information about the potential market acceptance of the product.
In a typical focus group, a number of respondents gather in the same room. They have already been selected to ensure that they are part of the relevant target market and that the group is a representative subgroup of this market segment. There are usually 6 to 10 members in the group, and the session lasts for 1 to 2 hours. A moderator guides the group through a discussion that probes about the company's (client's) proposed products or services. The discussion is loosely structured, and the moderator encourages the free flow of ideas. The moderator is typically given a list of objectives or an anticipated outline. He/she will generally have only a few specific questions prepared prior to the focus group. These questions will serve to initiate open-ended discussions.
Usually, a video camera records the meeting so that it can be seen by others who were not able to travel to the site. Transcripts can be created from video tape.
If the participants speak different languages a simultaneous interpreter may be used.
Knowledge of the use of focus groups is part of both ACCA Paper F5 and Paper P3, both of which are covered by the tony.surridge.co.uk ACCA e-books which cover exam text, diagnostic questions and answers, mnemonics and charts in selected subjects for the ACCA syllabuses.
A focus group usually consists of a representative group of consumers who agree to provide data on a continuous basis about a particular product or service or marketing element, such as price and advertising. This group of people are asked about their attitude towards the product, service, idea, concept, advertisement, packaging or price in an interactive group setting where participants are free to talk with other group members.
In the world of marketing, focus groups are seen as an important tool for acquiring feedback regarding new products, and changes to the marketing mix. In particular, focus groups allow a panel of consumers of a company wishing to develop, name, package, price, promote or test market a new product, to view, test and discuss the new product before it is made available to the public. This can provide invaluable information about the potential market acceptance of the product.
In a typical focus group, a number of respondents gather in the same room. They have already been selected to ensure that they are part of the relevant target market and that the group is a representative subgroup of this market segment. There are usually 6 to 10 members in the group, and the session lasts for 1 to 2 hours. A moderator guides the group through a discussion that probes about the company's (client's) proposed products or services. The discussion is loosely structured, and the moderator encourages the free flow of ideas. The moderator is typically given a list of objectives or an anticipated outline. He/she will generally have only a few specific questions prepared prior to the focus group. These questions will serve to initiate open-ended discussions.
Usually, a video camera records the meeting so that it can be seen by others who were not able to travel to the site. Transcripts can be created from video tape.
If the participants speak different languages a simultaneous interpreter may be used.
Knowledge of the use of focus groups is part of both ACCA Paper F5 and Paper P3, both of which are covered by the tony.surridge.co.uk ACCA e-books which cover exam text, diagnostic questions and answers, mnemonics and charts in selected subjects for the ACCA syllabuses.
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