CHAPTER 4

The administrative
support function
PREPARED and PRESENTED BY: CHOZA, BEA
& URRIZA, JULIAN
HRDM-3A
PROFILE
JULIAN ANDREI M.
URRIZA
20 YEARS OLD
BSBA HRDM-3A

BEA NICOLE B. CHOZAS

21 YEARS OLD
BSBA HRDM-3A
 LEARNING OBJECTIVES
After you have studied this chapter, you should be able to:

● discuss the personal attributes that an administrative manager should have;

● discuss the personal skills that enable an administrative manager to be a good manager;
● understand the technical competencies an administrative manager should have;
● understand the people skills that an administrative manager should have;
● discuss different types of events as an example of the supportive function of the administrative
manager; and
● discuss the different committees that can be put into place to organize an event.
 INTRODUCTION
In today’s competitive and changing environment, the
administrative function is faced with diverse challenges.
One of these is to maintain the capability to support the
achievement of the organization’s objectives. A
paradigm shift has taken place where organizations
realize that to be competitive, they need to respond to
change. The traditional view of administrative
management as merely a support function has changed
to it being a key contributor to the achievement of the
organization’s objectives. The administrative support
function supports the organization’s core processes,
whereas the administrative manager supports the
decision-making process (Berman, 2015).
 THE ADMINISTRATIVE
You
SUPPORT FUNCTION
THE ADMINISTRATIVE SUPPORT FUNCTION
Business environments have become dynamic and highly competitive. No
matter the environment or size of the organization, there will always be a
person in the organization responsible for the administrative support function.
The specific duties and responsibilities of administrative managers differ
according to their position within the organization, although they share
common duties.

In larger South African organizations, the title is usually administrative

manager or administrative officer, which points to the seniority of the position
where a full range of moderate to complex clerical duties is provided. We use
the title administrative manager in this chapter for convenience, but it must be
noted that it refers to all the titles mentioned above.
The Profile of the Administrative Manager

Administrative managers are employed in virtually every sector of the

economy and face a significant shift in the way they work. In order to meet
these demands and to work effectively and efficiently, administrative managers
will have to have a sophisticated understanding of the organization and need a
new set of skills. To be successful as an administrative manager, there are
certain attributes and skills required. Sometimes these overlap and will be
discussed in more than one specific area.
 Personal Attributes
To be an effective administrative manager, it is fundamental to start
from the inside, in other words with personal effectiveness. Administrative
managers on different levels have different management responsibilities and it
is difficult to indicate which specific attributes an administrative manager
should have in order to be successful. In today’s workplace, some of the generic
attributes are a prerequisite while others are just good to have. Also, some of
these attributes are basic life or generic skills, but add value when applied by
the administrative manager in the organization.
 Integrity
Integrity means being honest and ethical. Honesty can be found in all
codes of ethics and conduct, and can help lead to successful and ethical
decision-making. Therefore, honesty and being ethical is absolutely essential,
not only in life but also in business.
The administrative manager must ensure that the information
provided to all who need and use it is truthful. In today’s business environment,
dishonesty can exist in various information forms, such as misleading
information, delayed reporting of critical information and outright lies (Pells,
2012). The administrative manager, as the provider of information, always has
to ensure that the source of their information can be trusted and that the
information is correct.
 Responsibility
Responsibility includes being dependable and self-disciplined. In any
organization, each manager and subordinate at every level is responsible for
their actions and needs to pull their own weight.
Responsibility is the obligation of a subordinate to achieve the
activity-based goals, while in the task of being an administrative manager, the
responsibility is to achieve the outcomes-based goals.
 Work Ethic
Having a good work ethic is a broad theme that consists of many
aspects including hard work, loyalty, initiative, inherent drive and self-
motivation. In any organization, work ethic refers to each subordinate and
administrative manager’s positive attitude towards the organization, as well as
to both employees and customers. In order for an organization to be really
successful, its employees’ goals should be aligned with those of the
organization. One way this alignment is expressed is through loyalty to the
organization.
Positive work ethic highlights the dedication and the maintaining of
confidentiality among employees. It is important for the administrative
manager to be dedicated to the organization. Also, since administrative
managers are in a position of trust, it is vital that they handle the affairs of the
organization and the employees in a confidential manner.
 Teamwork
The last general attribute is teamwork. Teamwork includes being
cooperative, helpful, supportive and collaborative. The word team can be used
in different ways, but in the administrative function it refers to the
administrative manager and their subordinates, who share responsibility for
definable goals with a high degree of interdependence and communication.
The administrative manager does not stand alone and needs a small,
capable team of subordinates with mutual accountability to make effective and
efficient decisions. If the administrative manager fails to link the team and
performance, it becomes easy for subordinates to struggle and the
achievement of activity and outcomes-based goals to be diluted (Baldwin et al,
2013).
 Personal skills
In most organizations, management fills the administrative support
and managerial positions by promoting within the organization. It is therefore
important to be able to differentiate between attributes and skills, as skills
can more easily be acquired and learnt. Attributes that are part of the
manager’s personality, take longer to be changed or improved. To become
eligible for promotion or simply for personal development, the administrative
support staff and administrative managers must prove that they are capable
of improving themselves and handling additional responsibilities
 Leadership Skills
The first skill that will enhance the administrative manager is to be a
good leader. Leadership has a different meaning for people in different
contexts. As mentioned earlier in the chapter, the administrative manager is
responsible for influencing people to achieve the overall outcomes-based goals
of the organization. In this chapter, for convenience, this responsibility can be
considered as a definition of leadership. The administrative manager is usually
a democratic leader as they interact with subordinates daily and request
cooperation of others.
 Interpersonal and social skills
The second skill that will enhance the administrative manager is
focused on interacting and influencing other people within the organization.
This skill is also part of business courtesy, which includes having propriety,
etiquette, and being respectful. As the administrative manager is in a
leadership position, they must know how to behave in a socially acceptable
manner.
The administrative manager needs to be aware of others’ reactions
and needs to understand why they react the way they do, as it affects the way
they treat subordinates, customers and suppliers. There is another important
aspect, which is that the manager represents the organization in their dealings
with people, and is therefore an advertisement for the organization. As such,
the manager must have etiquette and know how to behave in all
circumstances.
 Communication skills

Communication skills are the third skill and are central to

organizational success. It affects managerial behavior. Successful
administrative managers are people who can effectively share their views and
express themselves.
Therefore, effective communication is established when
subordinates interpret the administrative manager’s message in the same
way the manager intended it to be. Hence, if the administrative manager is a
good communicator, it will inspire confidence in subordinates to share useful
information and will enhance effective and efficient decision-making.
Problem-Solving and Decision-Making Skills
The fourth skill that will enhance the administrative manager is being
able to solve a problem and making the right decisions. If the administrative
manager is not capable of solving a problem or not confident in the solution to
the problem, the quality of the decisions will be poor and most likely not
effective. The administrative manager must ensure that all subordinates are
involved in the decision-making process for at least two reasons. Firstly, each
subordinate must use all the resources available to them in order to increase
the quality of decision making. Secondly, if subordinates are actively involved in
the decision-making process, it will increase subordinates’ commitment and
loyalty to the achievement of the organization’s outcomes.
 Creative skills
The last skill that will enhance the administrative manager is being
creative. As global competition rises, the premium on being creative also
increases. Creativity is the process of developing or creating something new
using rather untraditional methods. It is important that the administrative
manager and subordinates are open to new ideas, opinions and perspectives in
order to foster creative thinking and problem-solving.
Hence, to encourage creative thinking among subordinates, the
administrative manager should create a safe and cooperative atmosphere that
consists of trust and taking risks.
 Technical Competencies
Changes due to technology have substantially influenced the
competencies that an administrative manager must have. The problem in South
Africa is that, since we are a developing country, we use both old and new
technologies. Because of the changes taking place in the areas of technology,
hardware and software, the administrative manager must keep up with the
latest soft and technical competencies.

The following competencies do not cover everything, but can be used

as a guideline against which an administrative manager can measure
themselves.
Basic Technical Competencies
Basic technical competencies include:
• initiative management competencies which include effective and clear
communication, deciding on and initiating action, teamwork and providing
support to all subordinates;
• interpersonal and leadership-related competencies which include providing
leadership, supervision and influencing subordinates;
• analyzing and interpreting competencies which include writing and reporting,
applying expertise and technology and problem-solving; and
• innovations-related competencies which include learning and researching,
creating and innovating.
Basic Software Competencies
Basic software competencies include:
• knowledge of the latest software and the next big software package;
• knowledge of latest versions of Microsoft software and when the next version
will be available;
• certification in Microsoft Word, Excel and PowerPoint;
• word processing skills;
• database management;
• desktop publishing;
• the ability to operate the large variety of office
equipment, such as fax machines, scanners, telephones,
laminators, answering machines, recording devices, all- in-
one machines, motorized filing equipment, copiers and
computers; and
• the ability to use internet, intranet, extranet, email, SMSs
and bulk SMSs, voicemail and videoconferencing.
 Management Skills
Administrative managers must have managerial skills in order to
manage the organization or the department for which they are responsible.
The level of skills needed will be determined by the level that the manager
operates in. These skills are managerial functions: planning, organizing,
leading, controlling, problem solving and decision-making, and managing
cultural diversity.
An aspect that is neglected in most of the sources available on
administrative management is the fact that the administrative manager
must be an expert in the office environment. This means that they must be
able to understand office design and layout, know how to manage the
space and locate a new office, as well as how to equip an office with the
necessary furniture and equipment.
Summary of the Profile of the Administrative Manager
As discussed in this chapter, the profession of administrative
management is constantly changing, and a number of new attributes and skills
need to be acquired for the new business world. Not all of these attributes and
skills are necessarily found in one administrative manager and therefore they
must be obtained over a period of time. To improve yourself requires that you
desire to be better. One way of doing this is to have an understanding of most
new job titles found in this profession.
 With the world’s current entrepreneurial focus, organizations need
people who reflect the following seven characteristics:
• The ability to deal with risk: The administrative manager does not always
have all the information available on which decisions can be based, and should
sometimes make risky decisions. This is a factor inherent in the managerial
position.
• Results oriented: All good managers take ownership of the tasks that they do
and the results thereof. They have “can-do” attitude.
• Energetic: A high level of energy, eagerness and enthusiasm is visible in the
administrative manager and there is no doubt about their commitment
towards the organization. This is a further assurance that they are aligned with
the goals of the organization.
• Growth potential: The successful administrative manager is always trying to
improve themselves and to assume more responsibility.
• Team player: The administrative manager builds teams and is part of the
team, so it is important that they are a team player. Accountability is accepted
for their area of responsibility, but credit is also given to the other team players
who deserve the credit.
• Multitasking: The administrative manager is flexible in accepting new duties
and responsibilities, and will carry on with these duties until they are able to
delegate to others after the necessary training.
• Improvement oriented: The administrative manager constructively criticizes
existing procedures and systems that could be improved in a creative and
innovative way.
 EVENTS
MANAGEMENT
 EVENTS MANAGEMENT
The event industry has a major impact on the economy.
Depending on the viewpoint, there are various definitions
available, but for the purpose of this section we refer to events
as leisure activities that involve a temporary gathering of
people. Events come in different types and sizes, but
regardless of the size of the event, a high degree of planning
and skill is required. The management and organising of
events is part of the support function that an administrative
manager must fulfil. This responsibility involves research of
the distinct stages of an event, from initiation to closure.
 DIFFRENT TYPES OF EVENT
In today’s changing environment the administrative
manager can be requested to host or organise almost any
type of event, ranging from a small, informal social
function for the management team to a mega-event for the
organisation, a meeting for top management or a
conference. Advances in technology have introduced
events such as web conferencing, teleconferencing, and
webinars or webcasts.
 MEETINGS AND CONFERENCES
MEETINGS CONFERENCES

Meetings and conferences are usually held Conferences are held for larger groups
with the focus on business, in other words, and can be both public and private. A
concerning business-to-business matters public conference is convened in order
rather than business-to customer matters. to get interested people from the public
and people from a few organisations to
attend in order to discuss topics of
particular
interest.
With teleconferences, it is possible to get people from all over the world to talk to each
other without having to travel to one central place. This type of conferencing can be
arranged by telephone or cellphone just by organising the line connection for all the
participants.

With web conferencing it is also possible to share information from

widespread geographic locations without having to travel to one central place.
This type of conferencing includes training events, presentations and meetings,
and all participating venues must have web connections. Web conferencing is also
expensive to set up and use, but can be very effective as it is an interactive face-to-
face encounter.
 INCENTIVES
Incentives can include various types of events such as seminars, training and teambuilding.
Incentive events are held with the intention to focus on staff motivation and development to
increase their performance levels or to achieve specific activity-based goals.

Seminars are normally relatively short functions (an hour to a full day) at which the employees of
the company are addressed by management (or by an expert) as a training exercise on a specific
topic.

Special types of seminar, held by connecting the different participants or the expert by way of the
internet, are called webinars. The seminar can also be made interactive so that attendees can
participate more actively. This is only possible if all the participants have fast internet access.
Webcasts are also seminars that make it possible to do presentations to an international
audience. This type of seminar tends to be less interactive and more informative than webinars.
 NETWORKING
EVENTS

Networking events can include various types

of events such as congresses, banquets and
awards ceremonies. This type of event is
normally held with the focus on introducing
people to new business connections.
Congress events are normally held by a specific interest group, for
example academics from a specific field of study, in order to get the
interested parties together. Networking events provide opportunities to
discuss specific topics and to share relevant information.

Banquets are another type of networking event and are usually held at the
end of the year or when awards have to be presented. It is basically a dinner at
which short speeches are made. A variation of a banquet is a business breakfast
or luncheon. Depending on the event, it must be decided whether or not to serve
liquor and what type of liquor.
 CORPORATE HOSPITALITY
This type of event is held with the intention to improve business
relationships by only focusing on the clients and customers.

EXHIBITIONS AND TRADE SHOWS

The last type of event is complex and can be seen as a marketing or

communication tool. At this type of large event, the focus is on business
purposes and consumers. Businesses have the opportunity to
showcase their selection of products and
The organizing
of the event
THE ORGANIZING OF THE EVENT

The following factors affect the way an event is organised:

• Person responsible: If the event has been organised before by the same
person, it will be easier since they will have gained useful knowledge
from past experiences.
• Size of the event: The size of the event influences the number of people
that will be involved in its organisation.
• Legal requirements: This is very important, as laws, regulations or the
organisation’s constitution may need to be taken into account, which can
have a huge effect on the event.
The basic planning process starts by making decisions on the customer and venue/ site
logistics (not all will apply to every event):
Venue/Site logistics:
Customer logistics:
● plan of action;
● ticketing;
● person(s) responsible;
● queuing;
● budget;
● travel arrangements;
● venue design and site plan;
● transport; and
● supplier logistics and
● accommodation.
management;
● catering;
● stewarding and security;
● target audience;
● VIPs and the media;
● emergency plans;
● speakers; and
● technical requirements.
THE PLAN OF ACTION

As events management is part of project

management, the planning of events has now
been made easier because of new software.
Events management is normally repetitive, so
having a checklist from which you can work
makes it easier. This is provided by software
that helps the organiser of the event by
ensuring that every area of decision-making
is covered and not even the smallest detail is
left out.
The timing to start planning is a crucial decision for the success of the event: it could
be between five minutes, for organising a quick meeting, or a couple of years, for a
big event like the Olympic Games. The main reasons to begin the planning as soon as
possible are:

• the booking and the availability of the venue;

• the timing of the event – the bigger the event, the more people will be affected,
and costs might be saved by having the event in an off season; and
• the people involved.
The person(s) responsible for organising the
event
Smaller events, for example company in-house
meetings and business lunches, are normally organised
by only one person. In these cases, the use of electronic
schedulers in the organisation has made the life of many
administrative assistants easier. Usually bigger events
require more people, which is why the second phase of
planning an event consists of putting together a
committee or task team.
It is advantageous to select people according to the specific skills that are
needed to organise the event. Examples are:
• an experienced chairperson with strong leadership skills – this might be the
administrative manager for most in-house events (for bigger events they will
most likely fulfil the role of coordinator);
• a strong financial person to handle the finances;
• a technical person if the event relies heavily on technology;
• a person with a legal background; and
• a person with previous experience in organising the event.
 Portfolios in the coordinating committee

The finance committee

This is one of the most important committees in any event, as the
success or failure is usually determined by the budget, by definition,
financial management, which is the summary of all the planning in
monetary terms.
After most of the committees have done some planning, a budget is drawn up to reflect
these preliminary plans. Income may be from the following sources,depending on the
type and size of the event:

●REGISTRATION FEES
●SPONSORSHIPS
●DONATIONS
●ADVERTISING
●EXHIBITION FEES
●GOODS IN KIND
●FUNDS
Examples of costs
can be:
 THE VENUE COMITTEE

Those responsible for the venue must have a general

idea of what kind of venues the coordinating committee
have in mind before they start searching for a venue. It is
of no use if this committee comes up with an idea of a
venue and the coordinating committee disapproves
because it is not what they had in mind.
• the size of the venue;
• the audience profile;
• the duration of the event;
• the seating arrangement;
• accommodation, if needed;
• catering facilities, if required;
• security of the venue;
• audio-visual equipment, which includes the public address
system, overhead projection screens, internet connection, and
recording facilities; and
• administrative facilities, for registration, duplicating, faxing, etc.
After confirmation of the venue, the real work for the venue committee starts, since they then
have to organise the following:
• the seating arrangements during the main sessions;
• the seating arrangements for the discussion groups;
• the correct positioning of the registration area;
• the administrative centre;
• signage to the different meeting places and other facilities;
• the stage and access thereto;
• the stationery during the function and additional supplies;
• the operation and control of all the audio-visual equipment;
• the refreshments during breaks (for example tea and coffee) and water in the
venue; and
• the meals and times at which they are served.
 The catering committee
If a separate catering committee is formed, it will be responsible for allthe food and
beverages. The menu must be designed to make provision for everyone, whatever their
dietary requirements might be. This information must be supplied by the committee that
does the registration.

The following checklist is recommended:

• See to it that meals and refreshments are served on time.
• Serve a variety of beverages, for example Ceylon and rooibos tea, coffee,
decaffeinated coffee, mineral water, sparkling water; this also applies to the
food.
• Serve light snacks if no breakfast was served on the day of registration.
• Coordinate the tea breaks and lunch breaks at all times with the programme
committee.
The registration committee

The registration or ticketing

committee should focus on the
distribution and collection of the
registering process, as it will be the
first impression that the customers
will have of the event.
• Ensure that registration forms, printed or electronic, are user-friendly and have all the
relevant information.
• Communicate all the relevant information to other committees, for example dietary
requirements and accommodation requirements.
• Compile the registration list and divide it up between different desks that will be used for
registration at the venue.
• Get the event documentation that will be given to delegates at registration ready and sort it
according to the registration list; this includes the gifts that will be handed out.
• If registration is slow, inform the coordinating committee so that a decision can be made
quickly on additional marketing.
• Arrange for staff to manage the registration desks – two per desk.
• Ensure that the registration area is visible and that the signage or directions have been put
up.
• Liaise with the accommodation committee to show delegates their accommodation if not
at the same venue, or use the hotel’s services if in a hotel.
• Liaise with the finance committee for two people to handle the finances of
possible late registrations or registrations for a single session.
• 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
This committee is responsible for all the transport arrangements. All
transport requests must be forwarded to them in order for them to plan
the transport properly.

The following aspects affect transport costs significantly:

• the distance between the venue of the event and the airport, together with the
number of international and national delegates;
• whether or not the accommodation is at the same venue as the event, as a
shuttle service must be provided if not;
• the number of extra excursions planned for the delegates; and
• whether or not there is a spousal programme in place.
 The speaker committee
The main task of this committee is to attract the right quality and number of speakers to the
event to speak on the topic chosen by the coordinating committee. The speakers will enhance
the event’s value.

The following checklist may be of value:

• Ensure that the papers or speeches are of a high quality by using a peer review system.
• Inform speakers of the required format and length of the papers or speeches; this is something that
has to be strictly applied (especially during the event) to ensure smooth execution of the programme.
• Get copies of the papers in time to advertise in the programme and make the programme available in
printed or digital format.
• Get an abbreviated CV to assist an appointed person to introduce the speaker and appoint a person to
thank the speaker after the speech.
• Appoint chairpersons for the discussion groups if discussions are to be held onthe speeches.
• If exhibitors request a slot to speak to the delegates, make provision for this.
• Find a keynote speaker in close liaison with the coordinating committee.
 The VIP committee The security committee
It is this committee’s responsibility A key focus for the security committee
to oversee and manage every before, during and after the event is to
ensure that the right people have
aspect of the attendance of VIPs
access to the correct area. This
and the media to make it enjoyable committee must ensure the safety of
for everyone. It is essential for the delegates and the equipment at the
VIP committee to ensure that all the venue during the event. They might be
VIP guests are able to reach all the required to liaise closely with the
necessary areas such as the security personnel of VIPs, if
needed.
entertainment and VIP areas. This
committee must be knowledgeable
about protocol. The government has
a department that has all the
information available on protocol.
Other committees

Depending on the size of the event, the coordinating committee might decide to
have more specialised committees. These might be any of the following:
• a marketing committee – responsible for the marketing of the event;
• a sponsorship committee – responsible for all the negotiations with sponsors
and the signing of contracts (this committee oversees all aspects of promoting
the products or services of the sponsors);
• a programme committee – to draw up the programme and implement it;
• a spouses committee – increasingly events also cater for the spouses of delegates
during times that the delegates are busy with the conference (this may require
a full programme on its own, which is actually a smaller event in its own
right); and
• an EMC (Executive Management Committee) that is able to make emergency
decisions without convening the whole coordinating committee.
 Putting the Event Together – Implementation and
Execution of the Plan
While every detail should be planned meticulously, the success of the
planning lies in putting the event together. Putting the event together follows a certain
timeline, and by understanding this timeline, administrative managers can execute any
event successfully. Putting the event together usually starts with the initiation of a plan
or an idea. This is where a definition is given to the idea and communicated to all
subordinates involved.
The second timeline of organizing the event is the planning thereof. In
collaboration, all the assumptions, constraints, risks, and the drafting of a broad brush
plan with a summary and sequence of tasks are discussed.
Every event follows a timeline, but these can be broken down into three phases

Phase 1: The steps before the event

This phase involves the idea and the planning of the event. All the planning is
done by the coordinating committee with the help of the subcommittees.
• The budget is drawn up.
• The date and the duration and the venue are finalized.
• Marketing is done, which includes press releases as the opening day of the event
comes closer.
• The closer the date of the event the more regular the meetings are to ensure that
everything is in order.
• Everything should be rehearsed to ensure that every possible scenario has been
taken into account.
Phase 2: The event itself
The implementation of the event itself is done in this phase. Each committee
ensures that what has been planned is implemented. There may be unforeseen
problems, such as load shedding, and these problems must get immediate attention.
One way to ensure that everything runs according to plan is to ensure that
the scheduled times on the program are strictly adhered to. In order to do this, you can
appoint a program monitor who enforces the time schedule, for example by indicating
to speakers when they have exceeded their allotted time. This can be done with a bell,
flash cards or colored lights.
The whole committee must know exactly what their responsibilities are
during the event. An early morning briefing session about the problems of the previous
day and the programmed for the day helps to prevent similar problems from arising.
Phase 3: The days after the event
Some people may think that nothing important happens during this
phase, but this is a misconception. This stage is the feedback and closure phase
where all the problems and the hiccups are identified, recorded and discussed so
that solutions are found to avoid them the next time. It can also be called the
evaluation phase.
During this time, you should evaluate the checklist and add anything that
might have been overlooked in the planning phase. This includes factors that
caused problems and suggestions for improvement. It is advisable that each
committee file a report on their activities to the coordinating committee, that then
compile a comprehensive report on the event for future reference.
There are also certain final arrangements that must be made, such as:

• paying gratuities and honoraria;

• posting the proceedings of the event to the delegates after they have been
printed or put onto CD or USB flash drive;
• returning hired or borrowed equipment;
• returning identifiable missing property to delegates;
• sending out thank-you letters to everyone involved; and
• settling all accounts and closing the bank account or transferring the funds to
the people responsible for the next follow-up event.
 Conclusion
An organization cannot function properly without
the supportive function of the administrative manager.
This chapter has identified the characteristics and the
competencies needed for the job. It demonstrated how
advances in technology have also affected the role the
administrative manager, who has to keep up to date
with these new developments in order to run the
supportive function efficiently.
 The changing global environment has also changed the way we do business.
Having to manage a diversified workforce adds to the skills needed by the administrative
manager. To conclude this chapter, we gave a detailed example of one of the supportive
functions that an administrative manager has to manage. This illustrates just how
comprehensive one small section of the administrative manager’s job description is. It also
gives you an idea of how an administrative manager should go about their job, and what
principles are involved. The administrative manager of the future will have to adapt to
change and thrive in order to manage their team.
Self Assessment
1. Describe the personal attributes that an administrative manager must have
in order to operate effectively.
2. Provide a summary of the personal skills that can be acquired and learnt that
will enhance the value of the administrative manager.
3. List the different categorization of corporate events as an example of the
support function of the administrative manager.
4. List and explain three factors that can affect the way an event is organized.
5. Which factors should be taken into account when putting a committee
together to organize an event?
6. List and explain the three main phases that you can use in putting an event
together.
7. Discuss the timeline that every event follows.
8. List two committees that can be put into place to organize an event.
9. Why is the implementation or execution of the planning of an event so
important?
THANK YOU FOR
LISTENING!