Longman Office Admin SAMPLE

Sylma Finisterre has 30 years’ teaching

experience at Secondary and College levels, 25

of which were in Offi ce Procedures and Offi ce

Administration. She has been an Examiner and

Chief Examiner for the subject.

Lynette Payne lectures in Business

Management at a university in Trinidad and Tobago.

She has specialised in Office Administration for over

25 years and has been both an Examiner and Chief

Examiner for the subject.

Judy Reid has over 20 years’ teaching

experience in secondary schools in Barbados. She

has been involved in Adult Education for many

years and has tutored in several business disciplines

at the Open Campus, UWI. Judy has been an

Examiner in Offi ce Administration for more than

10 years.

Longman O

ffi ce Adm

inistration for CSEC® – 2nd edition S Finisterre L Payne J Reid

Longman O

ffi ce Adm

inistration for CSEC®

Longman Offi ce Longman Offi ce Longman Offi ce AdministrationAdministrationAdministrationfor for for CSEC CSEC CSEC ®®®CSEC ®CSEC CSEC CSEC ®CSEC ®CSEC ®CSEC CSEC CSEC ®CSEC 2nd edit ion2nd edit ion2nd edit ion

S. Finisterre

L. Payne

J. ReidLongman Offi ce Administration for CSEC® – 2nd edition

Revised and updated by an experienced Caribbean author team to comprehensively match the 2012 CSEC syllabus

This new full-colour edition of a trusted, popular text will help students to gain the knowledge and practical skills required for success both in CSEC exams and in the real world of offi ce work.

• Key terms highlighted throughout and a comprehensive glossary help to increase students’ use and understanding of related vocabulary.

• Clear outlines of syllabus statements explain the new skills and knowledge students will acquire to help focus learning whilst an expanded SBA Guide supports teachers and students in this integral part of the assessment.

• Numerous opportunities for practice (through in-text questions, case study analysis and end-of-chapter exercises) aid with exam preparation and testing of knowledge.

GO DIGITAL!The accompanying CD-ROM and website present invaluable additional materials for further practice and revision. Log on now!www.pearsoncaribbean.com/offi ceadministration


CSEC® is a registered trade mark of the Caribbean Examinations Council (CXC). Longman Offi ce Administration for CSEC® is an independent publication and has not been authorised, sponsored, or otherwise approved by CXC.

WITH COMPANION WEBSITE

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Sample

iii

contents

contents Introduction iv

Section 1 office orientation 1chapter 1 office orientation (1) 2chapter 2 office orientation (2) 18

Section 2 communication 35chapter 3 Ways of communicating 36chapter 4 stationery and information sources 55chapter 5 telephone and other communication techniques 62chapter 6 traditional mail 73

Section 10 Procurement and inventory management 242chapter 17 Procurement and inventory management 243

Section 11 sales, marketing and customer service 257chapter 18 sales, marketing and customer service 258

Section 12 operations dispatch and transport services 272chapter 19 operations, dispatch and transport services 273

Section 9 Accounts and financial services 206chapter 15 Accounts and financial services (1) 207chapter 16 Accounts and financial services (2) 221

Section 3 Recruitment and orientation 84chapter 7 Recruitment and orientation 85

Section 4 Records and information management 110chapter 8 Records and information management (1) 111chapter 9 Records and information management (2) 130chapter 10 Records and information management (3) 140

Section 5 Reception and hospitality 146chapter 11 Reception and hospitality 147

Section 6 Meetings 160chapter 12 Meetings 161

Section 7 travel arrangements 174chapter 13 travel arrangements 175

Section 8 Human resource management 187chapter 14 Human resource management 188

school-Based Assessment Guide 288examination reminders 298Glossary 299Index 308

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iv

IntroductionLongman Office Administration for CSEC® 2nd edition, written specifically for the Caribbean, has been updated to comprehensively cover the new CSEC® Office Administration syllabus. New features including a full-colour design, extensive glossary of key terms, additional practice test questions and a bank of interactive CD-ROM content help students to gain the knowledge and practical skills required for success both in CSEC® exams and in the real world of office work.

Features of the bookThe textbook is divided into 12 Sections, which mirror the syllabus and are easily identified with a Section opening page listing related chapters.

Each chapter is constructed with user-friendly features to help introduce, explain, summarise and test.

Learning objectives offer a clear outline of statements from the syllabus, explaining the new skills and knowledge that the student will acquire throughout the chapter.

Key terms highlighted throughout the text are supported by definitions in the glossary at the back of the book.

A wealth of sample office documents, diagrams, illustrations and photos provide visual support to crucial text-based concepts.

Case studies and activities assist students with developing their skills of application, investigating the world of work via a practical approach.


v

Features of the cD-RoMA practical and engaging CD-ROM can be found at the back of this book. It helps to reinforce crucial concepts and offers additional exam preparation material.

The CD-ROM offers support for the text and contains:

� interactive multiple-choice and true/false questions

� additional case studies

� teacher-guided step-by-step activities

� interactive crosswords

� interactive word matching exercises.

IntRoDUctIon

End-of-chapter exercises provide more in-depth and exam-focused practice.

A comprehensive SBA Guide helps both teachers and students to tackle this important aspect of the syllabus.

Self-check questions allow students to assess their understanding at key points and to gain confidence in constructing responses.

Visit www. pearsoncaribbean/longmanofficeadmin to access additional teaching and learning support material. Keep visiting this space to see what material assets have been added, and let us know what you think!



section 6MeetingsMeetingsl Terms associated with meetingsl Types of meetingsl Organising different types of meetingsl Legal requirements of Annual General Meetingsl Annual General Meetings (AGMs)

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Meetings

Chapter 12MeetingsAftercompletingthischapter,youwillbeableto:• definetermsassociatedwithmeetings• listthedifferenttypesofmeetings• organisedifferenttypesofmeetings• discussbasiclegalrequirementsof

AnnualGeneralMeetings• outlinethefollow-upprocedures

relatedtodecisionsmadeatmeetings.

A meeting is a forum for communicating with, or among, people. The number of people attending may be between two and thousands. Meetings are important aspects of the workplace, as a lot of time is spent discussing and making decisions on issues that are regarded as important.

Meetings are usually:

l structured – there is an agenda listing the specific topics to be discussed

l designed to achieve outcomes or objectives

l planned in advance with those who are to attend. Attendees are informed of the venue and time. This information is provided in the notice of meeting.

l terms associated with meetings

Various terms are associated with meetings, including:

ad hoc – a meeting is ad hoc when it is convened suddenly for one specific purpose as in the case of the need to make a decision on a pressing matter. In other words, it is not part of the normal cycle of regular monthly meetings.

adjourn – stopping a meeting that is in progress. An adjournment may be for a short break, or it may be simply the end of the current meeting.

agenda – a list or order of business to be discussed at a meeting.

by-laws – written policies and procedures that indicate how board meetings are to be conducted and how people are elected.

casting vote – if an item under discussion at a meeting is subject to a vote, and there are equal votes for and against, the person who is chairing the meeting will vote so that a definite decision is made.

chairperson – the person who presides over and controls the meeting. Often simply called ‘the chair’.

ex-officio – a person who is not a member of a committee that is meeting, but is invited to attend because they have a special contribution to make or because they hold a particular position in the organisation, e.g. the chairperson is often an ex-officio member of all sub-committees of that organisation.

motion – is a formal step to introduce a matter for consideration by the group that is meeting. It is proposed by an individual attending the meeting. When a motion is ‘passed’ or ‘carried’, this means that it is agreed upon by the majority of people attending the meeting. Action then takes place after the meeting.

proposer – a person who suggests a motion. Can also be called a nominator if a person is being nominated for election to serve on a committee or occupy a position.

proxy – a proxy is a person authorised to act on behalf of another person at a meeting, i.e. when the person appointing the proxy is unable to attend.

quorum – the minimum number of people required to be in attendance at a meeting so that the meeting can go ahead. The number of people required for a quorum at a meeting will be stipulated in the by-laws or Articles of Association of the company or the rules of the organisation.

ratify – to approve or express consent at a meeting, with regard to a motion that has been proposed.

rescind – to annul, revoke or cancel a decision previously ratified at a meeting.

seconder – a person who supports a motion proposed by another person. It is usual for someone to ‘second’ a motion to prove that more than one person wishes the motion to be passed. Once a motion is seconded, it will then be discussed by everyone at the meeting.

verbatim – the use of the exact words as a direct quotation from a source, e.g. from a written text or a speaker at a meeting.

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vote – a vote is usually taken when a motion has been proposed and seconded. If everyone present votes in favour then the motion is said to have been passed nem con. If a majority of those present vote in favour then the motion is passed.

self-check questions1 The by-laws or rules of the association

states that ‘ten persons are required to form a quorum’. If six persons are present what action should be taken?

2 Give the meaning of the term ‘verbatim’

3 Use each of the following terms in sentences to best convey their meanings:

a) ad hoc

b) ratify

c) verbatim.

4 Paul said that he is attending the meeting as an ‘ex officio’ member. Explain Paul’s statement.

5 At the meeting an equal number of members voted ‘for’ and ‘against’ the motion to change working hours. What action must be taken by the chair to arrive at a decision?

l types of meetings

Formal meetingsA formal meeting is a pre-planned event with specific topics for discussion along with objectives to be achieved. The senior executive of a company usually presides over the formal meeting. Those invited are given notice days before, preferably through memos or notice of a meeting.

Other characteristics of formal meetings are that they are held at specified times, places and duration, and follow a planned agendaor programme.

Business meetings are grouped into two categories. The first is the organisational meeting that involves shareholders, other examples are management meetings, board meetings and annual general meetings (AGM).

The second category is the operational meeting which includes the regular or ad hoc meetings with management and employees, committee or working group meetings, and departmental meetings; for example sales and marketing department to plan strategies.

general and departmental/staff meeting These are meetings that may involve the members of a particular department within an organisation, or a regular meeting of all the staff of an organisation. They are held at regular intervals (e.g. once a week or once a month) and tend to be fairly informal. They are designed to discuss ongoing issues within the department or company, i.e. day-to-day affairs. These meetings are held for the benefit of staff to inform them of developments, to inform them of changes or for staff to express their concerns to management.

Annual general meetings (AgMs) Annual general meetings are held once a year. The company chairman or managing director gives the shareholders who are the owners of a company a progress report on the company’s performance. Such meetings are usually held in compliance with the Memorandum and Articles of Association of the company – the document which incorporates or creates the company. Such meetings are held subject to the Companies Act of the country and therefore formal procedures must be followed.

extraordinary general meetings (egMs) An extraordinary general meeting of a company can be called at any time by the directors or by the shareholders. Extraordinary general meetings may be convened to discuss and act on emergency situations, e.g. the board of directors may be accused of incompetence, or the company may be facing a financial crisis.

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emergency meetingsSuch meetings are often arranged with very little notice. Attendance is mandatory as the meeting takes precedence over any other planned meetings. Key persons will be informed at short notice.

Presentations In a presentation one or more people speak and a facilitator may act as chair for the proceedings. The purpose of the meeting is to inform rather than to make decisions. For example, in a manufacturing company when a new product is being announced to staff, a presentation is made. The presentation is usually very graphic in nature, making extensive use of multi-media technologies. Participants usually have an opportunity to ask questions at a specified time.

Conventions and conferences Conventions or conferences are similar to presentations. The overall topic or theme of the conference will usually be one that impacts the organisation or the sector within which the company operates. Participants contribute by giving presentations to all the delegates who may visit from all parts of the country, or even abroad. Smaller meetings may also be convened during the conference to discuss specific topics. For example, if a company has offices in many locations within a country, a conference will be a good opportunity to gather the managers of those offices in order to make important decisions. Ad hoc meetings within the conference setting will be arranged. Conferences may be organised to last one day or for several days.

Board meetingsMost large corporations operate with a board of directors who make strategic decisions. The frequency and how these meetings are to be conducted will be determined by the by-laws or constitution of the organisation. Their function is to guide and determine policy for the organisation. The chairperson of the board conducts the meeting and adheres to strict meeting protocols that require the agenda to be distributed before the meeting.

Committee meetings Committees are small groups set up to make decisions about particular projects or policies. These types of meetings tend to be cross-departmental, i.e. the committee is set up to draw on the expertise of people from different parts of the company. Persons may be invited because of their expertise as ex-officio members to serve on these committees. When the projects are implemented the committee is disbanded.

Ad hoc meetings An ad hoc meeting may be set up at short notice to resolve one particular problem, challenge or issue. Those attending the meeting may be from one department or many, depending on the purpose of the meeting. The meeting is ad hoc because it is not expected to be convened again with the same people, i.e. it may simply be felt necessary to convene the meeting because a particular situation has arisen and needs to be addressed.

Figure 12.1A committee meeting in progress

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seminarsSeminars are meetings that are intended as a learning exercise for their participants, i.e. they are much like a classroom setting, and are not a decision-making forum. They are usually led by people with expertise in the subject matter under discussion with the objective of educating the attendees.

informal meetingsInformal meetings may be unplanned until quite close to the date and are likely to have a small group of people present. Additionally, members could be notified by a telephone call or e-mail. An informal meeting may take place in neutral surroundings, for example in a restaurant or a manager’s office rather than in a boardroom.

self-check questions1 State one circumstance in which a company

may need to convene an extraordinary general meeting (EGM).

2 What is usually the main purpose of meetings of the Board of Directors of a company?

3 What are the key differences between presentations and conferences?

4 Carol said that ‘the monthly staff meeting at school is a formal meeting because all the teachers sit and listen to the Principal’. Write two other justifications.

5 Name three types of meetings conducted at schools other than general staff meetings.

l Organising different types of meetings

the importance of meetings and their purposeMeetings are called for a variety of purposes. Management may, through meetings, obtain feedback information on a new procedure or strategy from staff. Some other reasons for meetings are to:

l present information

l explain new procedures

l evaluate performance and provide feedback

l make decisions

l inspire and motivate employees

l discuss re-organisation.

Meetings therefore serve to:

l formalise decision-making processes in a business or organisation.

l bring individuals together to ‘have their say’ about issues.

Meetings also help to foster a spirit of co-operation and teamwork in an organisation.

Requirements before, during and after meetings There may be numerous occasions when you may be required to help organise a meeting. For example, you may be called upon to assist with a meeting of members of your class to plan a social activity, or at a sports club or other type of organisation.

In a formal sense, it is necessary to make preparations for all types of meetings.

Activities will include duties to be performed before the meeting, during the meeting and after the meeting has been completed. In an office setting, the clerical staff will become involved in many of these activities because they are regarded as important tasks to be performed as part of their job requirements.

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Meetings

BeFORe tHe Meeting

Activities Details Yes/no

(✓/✗)

Obtain names, designations, addresses of persons to be invited

Reserve meeting room and facilities

Prepare notice of meeting

Prepare meeting agenda

Send out notice and agenda

Prepare list of equipment, stationery and other requirements; ensure extra quantities

Order refreshments; ensure extra quantities

Prepare handout material; ensure extra copies

Perform other related activities e.g. reservations, confirmations

Meeting room

Check the following:

Electricity: location of outlets, availability of extension cords

Multimedia equipment e.g. projector, computer, speakers, screen

Seating arrangements: seating plan

Name tags: on person/table

Water: pitcher, glasses, ice, napkins

Stationery: writing paper, pens/pencils

the Meeting Day

Final check on meeting room, food and equipment set-up

During the meeting

Distribute material as instructed/requested

Respond to requests

After the meeting

Ensure that the room is restored to its original condition

Prepare minutes and have them approved by the Chairperson

Prepare follow-up correspondence as instructed

Any persons who were not present but who were given duties or assignments at the meeting should be notified

Distribute/send out copies of the minutes

Figure 12.2 Checklist of activities to be performed - before, during and after the meeting

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Meeting Protocol1 Whatever the circumstances, there are some

essential elements that must be planned carefully, with attention being paid to every detail. Firstly, all participants must have information regarding the date of the meeting, and the time and the place where the meeting will be held. It is useful to find out in advance whether a certain date and time will suit all participants, or at least most of them.

2 Once a date and time have been agreed and a meeting location selected, participants must be advised. This is often done by e-mail or by sending a hard copy, i.e. the agenda and notice of the meeting. The agenda is sent to all participants ahead of time to help them prepare to participate. Along with the agenda should be sent any printed materials and supporting materials in advance of the meeting, to include a list of participants and their contact details. This is important so that participants will come prepared to participate in, and make contributions to the meeting.

3 The meeting room must be arranged so that people will be comfortable and will be able to see and hear each other without difficulty. It may be necessary to arrange the seating in a manner that will best serve the type of meeting and the number of persons expected. The meeting room must have sufficient lighting so that participants can read without difficulty. The ventilation must also be appropriate for the size of the meeting room and the number of participants that will be accommodated.

4 Depending on the purpose of the meeting, the organisers may need access to specialised equipment such as computers, flipcharts, audio-visual projectors, screens, easels and their related stationery supplies.

5 Part of the preparation for the meeting includes ensuring that refreshments have been organised. If the meeting is a short one, it may only be necessary to have water available for the key speakers and participants. It is a good idea to develop a checklist of requirements to support your planning and follow-up activities. An example of a checklist is shown in Figure 12.2 on page 165.

Robert’s Rules of Order The meeting may follow procedures agreed by the participants or it may follow the rules of Parliamentary Procedure, which are also known as Robert’s Rules of Order, since they were established by Henry M. Robert in the early 20th century. Parliamentary Procedure is a set of norms for conduct at meetings that allows everyone to be heard and for decisions to be made without confusion. These norms usually follow the order:

1 The reading of the minutes of the previous meeting

2 Reports of officers and boards

3 Reports of standing committees

4 Reports of special (select) committees

5 New business

6 Other business

7 Adjournment – date of next meeting.

The chairperson uses the agenda to help guide the meeting and to ensure that all planned business is discussed. The secretary or the chairperson of the meeting will usually contact all members to ascertain whether there are any points they wish to discuss at the meeting. Towards the end of the agenda there is usually an item headed ‘Any other business’ during which members may raise points of concern.

Procedures during a meeting Most meetings follow an established procedure. Annual general meetings begin by asking participants to sign their names on a register. In some organisations or committees a quorum may need to be present in order for the meeting to be considered valid. Depending on the organisation or company, the number of people required to attend the meeting before it can be considered quorate will vary. A meeting is usually said to be quorate if a majority of members are present. Thus, if a committee has nine members, five members would constitute a quorum. If a quorum is not present at the time that the meeting should begin, the chairperson may wait a little while to see if any further members arrive. If not, the meeting will be adjourned.

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Figure 12.3 How to run a successful meeting

1 Haveanagenda

Besurethatallparticipantsareclearonthestatedpurposeforthemeeting.Decidehowyouwillmeasuresuccess.Aclearlyestablishedorderofbusinessshouldbecirculatedinadvance,forexample:

2 SampleagendaAmeetingoftheBoardofDirectorsofSmartSolutionswillbeheldon17January2005inthecompany’sBoardroomat16:30hrs.

1 Apologiesforabsence

2 Minutesofpreviousmeeting

3 Mattersarising

4 Chairman’sreport

5 FinanceCommittee’sreport

6 InvestmentCommittee’sreport

7 BoardDevelopmentCommitteereport

8 Anyotherbusiness

9 Dateofnextmeeting

3 Beprepared

Makethenecessaryarrangementsbeforethemeetingtoensureeveryone’sattendance.Haveallthenecessaryphysicalmaterialsready,suchassparecopiesofminutes,agendaandanyotherdocumentsthatmaybereferredtointhecourseofthemeeting.

4 Beontime

Showhowseriousyouareaboutyourresponsibilitiesatthemeetingbyturningupforitpromptly.Ifyouarechairingthemeeting,setlimitsforeachagendaitem.Ifyouhaveatwo-hourmeetingschedule,andtenitemstogetthrough,estimatehowmuchtimeyouwillneedforeachofthoseitems,andtrytosticktoit.

5 Greetingsandintroductions

Provideanopportunityforpersonstomeeteachotherorintroducethemselvesiftheyhaven’tmetbefore.Youcould,forexample,goclockwiseroundthetableandaskindividualstostatetheirnames,jobtitlesandroleswithintheorganisation.

6 Maintainfocus

Givepeoplesomethingtolookataswellastolistento.Forexample,whenmakingapresentationindividualsmayliketheirowncopyoftheinformationyouareshowingonscreen,sothattheyfollowthepresentation.

7 Actionoutcomes

Whenmotionsaremoved,decideclearlywhowilldowhatandbywhatdate.Responsibilitiescanthenberecorded,tracked,andreviewedateachmeeting.Itmaybenecessarytoconvenefurthermeetingssothatindividuals,teamsanddepartmentswithintheorganisationcanactonthedecisionstakenatthemeeting.Cruciallythough,theultimateresponsibilityformakingsurethattasksarecarriedoutwillbethatofthepersonwhoattendedtheoriginaldecision-makingmeeting,andhadthetaskdesignatedtothematthatmeeting.

Howtorunasuccessfulmeeting

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After apologies for absence have been noted, the next item on the agenda is usually to read the minutes of the previous meeting and for them to be signed and dated by the chairperson as a true record of the proceedings. Any matters arising from the minutes are discussed next.

During the meeting it may be necessary for speakers to introduce themselves when they stand to speak if they are not known to all present. When a member wishes to speak or to make a point he or she should stand up and address the chair by his or her official title, e.g. ‘Mr Chairman’ or ‘Madam President’.

Moving motions

If a member wishes to put forward a proposal that a specific action be taken, it will be listed on the agenda. When invited to speak the member will explain his proposal – move a motion. If the motion is approved it will usually involve individuals being responsible for undertaking certain tasks after the meeting.

The member moving the motion says ‘I move that . . .’. When a member moves a motion, another member who agrees with the motion, indicates agreement by seconding that motion, says ‘Chair, I second that motion’.

It is important to note that in many organisations the formalities mentioned above are not necessarily followed. For example, individuals may address each other by name rather than addressing the Chair first. Similarly, when motions are moved, they may be done in a less formal manner – an individual may simply propose that something be done, without the need for a seconder. This proposal can then be discussed by all attendees at the meeting before being agreed or not.

the role of the secretary

The secretary to the meeting should have copies of minutes of the previous meeting at hand for easy reference, and extra copies of the agenda, in case any attendees neglects to bring along their copy. Once the meeting is under way, the secretary to the meeting will make notes of the proceedings, indicating what decisions were taken. Although nearly all secretaries make handwritten notes, some use digital recording systems to record what is said for a more detailed account. This is then used along with the handwritten notes to create a summary of what transpired at the meeting.

The information recorded by the secretary may include;

l the type of meeting

l the date and venue of the meeting

l the persons present

l that the minutes of the previous meeting were reviewed, to check that the actions shown in those minutes have been acted upon

l the main motions that were presented at the meeting and by whom

l whether those motions were passed, what action plan resulted, and who will be responsible for those actions

l any other activities that transpired during the meeting (usually called ‘any other business’).

Before the adjournment of the meeting the chairperson should summarise the decisions taken, and the allocation of responsibilities, so that it is clear to all what action follows next, and who will be responsible for that action. The action should be reviewed, to ascertain that no one has an unfair allocation of responsibilities.

After a meeting

Writing and circulating the minutes

After the meeting the secretary or administrative assistant is responsible for ensuring that the meeting room has been cleared of all stationery, cups etc and that equipment and reference material have been returned to the appropriate place. This does not mean that one person must physically do these chores, but rather must coordinate and oversee that these chores have been performed and that the room is left in as pleasing and usable condition as before the meeting.

The secretary is responsible for writing up the minutes, ensuring that these are clearly presented using appropriate grammar and that the record is a true reflection of what took place. Minutes should be prepared while they are fresh in the memory. They should include clear notes of the actions to be taken before the next meeting, by whom, and what the deadlines for those actions are.

Sometimes it is deemed necessary to prepare a separate action sheet, expanding on the points of action that were decided at the meeting.

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Figure 12.4 Minutes of a meeting

ABCCompany

Minutes of the meeting of the Board of Directors held on 18 October 2011 in the Boardroom.

Board Members present:

Sandy Leoteaud (Chairperson), Jason Thames, Aurea Casmir, Douglas Jenkins, Elizabeth Leslie, Reney Charles, Faye Marshall and Terry Adrian

Others present:

Dwayne Martial, Consulting Accountant

Jen Kier, Secretary.

The meeting was called to order at 3.30 p.m. by the Chairperson, Sandy Leoteaud

1 Apologies were received from: Charles Latoya.

2 The minutes of the previous meeting were reviewed and signed as a true record. No further actions resulted from the review.

3 Chairperson’s report

Key elements of this report (previously circulated to Board members) were read out by the Chairperson. It recommends new investment in our strongest product lines, especially the software product. The Board approved the report unanimously, and agreed to meet again within one month in order to decide on specific action related to the software product.

4 Finance report

This report was presented by Dwayne Martial. The report stated that the company’s accounting practices and procedures were found to be satisfactory, and it realised an overall profit of $US655 000 in 2011. The Board therefore unanimously approved the company’s accounts for the year ended 30 September 2011.

Elizabeth Leslie suggested we must ensure that our salary scales are on a par with others in the industry. Since our company finances are in good health, she proposed that a salary review process should be undertaken for all employees. This motion was approved by a majority of the Board. Ms Leslie will undertake the salary reviews, reporting to the Board within three months.

5 Other business

Terry Adrian raised the issue of the new software and hardware requirements for the Accounting and Human Resource functions, suggesting that the budget for these departments needed to be increased by $US24 000 respectively, in order to pay for the resources. Mr Adrian moved a motion to that effect. The motion was approved by a majority of the Board.

Meeting adjourned at 5:30 p.m.

Minutes submitted by the Secretary, Jen Kier.

Filing and indexing minutes It is important that minutes of meetings are kept in a separate file in chronological order. It will be up to the records management supervisor or administrative assistant to determine how best to organise the system. This system will allow for tracing the history of any action or decisions made at the meetings of the organisation.

Figure 12.4 is an example of the minutes of a meeting of the Board of Directors of a company. Notice in particular how they clearly state who will be responsible for the actions that will be taken after the meeting.

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self-check questions1 Give one reason for using Robert’s Rules

of Order to conduct a meeting.

2 List three key persons whose positions are indicated on the minutes of a meeting?

3 Indicate two key elements that are necessary for the successful execution of actions decided at meetings.

4 Prepare a seating arrangement for a committee meeting where six persons will be in attendance. Mr. Bobb will be chairing and the secretary will be required to record the proceedings.

5 Develop a checklist for activities that you must perform before the monthly staff meeting of district managers.

l Legal requirement of Annual general Meetings

Companies and the Companies Act The laws that relate to the Companies Act of a particular country, allow for the establishment and registration of several types of companies, two of which are:

l Private limited companies – These companies are set up by private individuals, e.g. sole traders (individual entrepreneurs) who use their own money.

l Public limited companies (plc) – The investors in a public limited company may be ordinary members of the public who have bought shares in the company when the company has announced that it wants to sell itself to the public at large (‘go public’). Well-known companies often do this in order to raise funds for investment. Once an investor has bought a share in the company, he or she is known as a shareholder.

setting up a company The rules for setting up companies are described in the Companies Act of the country in which the business is established. Many countries in the Caribbean operate

under the United Kingdom Companies Act of 1948. However, some territories such as Trinidad & Tobago, Jamaica, St. Lucia and Barbados have moved to have their own Companies Acts.

When a company is formed it must draw up a Memorandum and Articles of Association, which is a set of documents (articles) that state various important pieces of information about the company, such as:

l the business name and address

l a list of the members of the business – these are the people who have a stake in the business, i.e. the shareholders

l the number of shares that have been issued to those members, and the voting rights associated with those shares – usually one vote per share

l the number of Directors who will be appointed to the Board of Directors. The Board of Directors are known as the officers of the company, and their number will vary depending on the company. How Directors are appointed or removed is also spelled out in the Articles of Association

l bye-laws of the company, i.e. further details that state the rules and regulations for how the company will be managed. By-laws can be amended at any time by the Board of Directors.

l Annual general meetings (AgMs)

Annual general meetings are special meetings which take place once a year to discuss, amongst other things, the financial results of public limited companies. Other organisations such as societies and associations also hold AGMs.

The Companies Act lays down legal requirements such as:

l the period of notification that members must have of when the meeting will take place, e.g. three months in advance

l who has the right to vote at the meeting

l the accessibility requirements at the venue, e.g. for disabled members of the company.

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Meetings

the purpose of annual general meetings AgMsAnnual general meetings are announced by letter to shareholders and often by public notice in the media. This notice describes the matters to be acted upon during the meeting. Annual general meetings usually consist of agenda items such as:

l approving the annual accounts of the company

l appointing new directors to the Board

l appointing the company auditors (the independent accountants who annually check that the company accounts are in good order).

Meetings/voting proxiesShareholders who are unable to attend an AGM are able to send their votes on issues on the agenda by proxy. A proxy is an authorisation for someone else to vote on your behalf, or a pre-written statement of your voting intentions.

Corporate recordsWe have already seen that minutes are an important record of what took place in a meeting, and particularly, what action is to be taken after the meeting. As a result minutes of an AGM can be regarded as corporate record.

Minutes of large meetings such as AGMs are of particular importance to companies because there may be questions to be answered sometime in the future, and these can have legal implications. Minutes therefore form part of the company’s records, along with other documents such as sales invoices and statements of accounts.

It is therefore the responsibility of the secretary or administrative assistant at the AGM to take very clear notes of the proceedings, especially the motions that were approved. A draft of the minutes will later be presented to the chairperson or presiding officer for approval as being an accurate record of what took place. It will be the responsibility of the chairperson to make the necessary corrections of the facts. The corrected minutes can then be sent to members. The secretary will keep at least one signed copy for the records of the organisation.

Activity 12.11 Write a letter to shareholders of Dynamo

Energy Company inviting them to the Annual General Meeting on Tuesday 12 November 2011. Give the name and address of the venue, and the time the meeting will take place.

2 Create a proxy voting form for completion by shareholders.

3 Obtain a copy of the Companies Act applicable in your country – visit your public library or research it on the Internet.

4 What are the main provisions and rules in the Act for the establishment of private companies?

5 What rules are there for how the company should be managed?

Figure 12.5 Annual general meeting in progress

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seCtiOn 6 Meetings

Figure 12.6 Annual general meeting proxy

ANNUAL GENERAL MEETING PROXY

PLACE AN “X” ON THE LINE NEXT TO THE CANDIDATES OF YOUR CHOICE

The undersigned has executed this directed proxy:

Name:

Address:

Signature:

This is to be returned by: {date}

To: {company office}

I hereby constitute and appoint the person named below as my proxy to act on my behalf at the Annual General Meeting of

My proxy shall have full authority to vote upon all matters that may be presented at the named meeting.

Notwithstanding the foregoing, the undersigned hereby directs the said proxy holder to vote as indicated herein below on the following matters:

Yes to the appointment of Telesa Ramdeen as Chairperson of the company.

Ryan Joseph21 Paynter’s Square

Yukli Jones22 Bonanza Park

Joan Brisbane61 Rock Road

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Meetings

END OF CHAPTER ExERCISES Questions1–5havefourpossibleanswers.Readeach

questionanddecidewhichanswerisbest.

1 Thedocumentwhichliststheitemsthatwillbedealtwithatameetingiscalled:a) theactionnotesb) theagendac) theminutesd) theAGM

2 WhentheAnnualGeneralMeetingofacompanyisquorate:a) therearetoomanyshareholdersinthe

room,requiringthatthemeetingbecancelledduetotheconfusionthatmaybecausedbytheexcesscrowd.

b) amajorityofshareholdersarenotpresentatthemeeting.Therefore,motionspassedatthemeetingcannotbeconsideredrepresentativeoftheownersofthecompany.

c) onememberoftheBoardofDirectorsisnotyetinattendanceatthemeeting,thereforethemeetingcannotproceeduntilthatpersonarrives.

d) amajorityofshareholdersarepresentatthemeeting.Therefore,motionspassedatthemeetingcanbeconsideredrepresentativeoftheownersofthecompany.

3 Torescindisto:a) cancelameetinguntilalaterdate.b) approveamotionatameeting.c) cancelamotionpreviouslyapproved.d) voteatameeting.

4 Apubliclimitedcompany:a) canonlybeownedbythegovernmenton

behalfofthegeneralpublic.b) canbeownedbyjustafewprivate

individualsoroneprivateindividual.c) canbeownedbymembersofthepublic,

whoarecalledshareholders.d) cannotbeownedbymembersofthepublic.

5 ThepurposeoftheAnnualGeneralMeetingofacompanyisusuallyto:a) presenttheresultsofthecompany,and

attendtootherkeybusinesssuchastheappointmentofauditorsandmembersoftheBoardofDirectors.

b) allowtheshareholderstodeterminethefinerdetailsofthecompany’sstrategy,e.g.whatproductsshouldbedevelopedinthecomingyear.

c) usethemeetingasameansofgettingthecompany’smessageacrosstothegeneralpublic,viathepresenceofthemedia–suchasradio,televisionandnewspaperreporters.

d) bringmembersoftheBoardtoaccountfortheirallegedincompetence.

6 Describethreecharacteristicsofmeetingsthatdistinguishthemfromordinarycommunicationsituationsintheoffice.

7 Whatisa‘proxyvote’?

8 Whenwouldacastingvotebeusedinameeting,andwhowouldnormallycastit?

9 Listthreedifferenttypesofmeetings,showingthedifferencesintheapproachanddesiredoutcomesforthosemeetings.

10 YouhavebeenaskedtoassistintheplanningofameetingbetweentheHRandSalesdepartments.Developachecklistofthestepstakentopreparetheagenda.

11 Makeachecklistof‘ThingstoDo’duringandafterthemeetinginquestion11.

12 Whatisa‘motion’andwhymustitusuallybeseconded?

13 OutlineinlistformthekeyinformationthatasecretarywouldincludeintheMinutesofameeting.

14 Whenwouldanactionsheetbeusedasanadditiontotheminutesofameeting?

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Sylma Finisterre has 30 years’ teaching

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She has specialised in Office Administration for over

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experience in secondary schools in Barbados. She

has been involved in Adult Education for many

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at the Open Campus, UWI. Judy has been an

Examiner in Offi ce Administration for more than

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Longman O

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Longman O

ffi ce Adm

inistration for CSEC®


S. Finisterre

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J. ReidLongman Offi ce Administration for CSEC® – 2nd edition

Revised and updated by an experienced Caribbean author team to comprehensively match the 2012 CSEC syllabus

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