The document provides information about the roles and responsibilities of modern secretaries. It begins by defining an executive secretary as someone who possesses office skills, assumes responsibility without direct supervision, exercises initiative and judgment, and makes decisions within their scope of authority. It then distinguishes between the roles of a regular secretary versus an executive secretary. The rest of the document outlines the various work activities, emerging roles, necessary competencies, areas of work, performance and human relations traits, and interpersonal relation skills required of modern secretaries. It emphasizes the importance of communication, listening, and handling conflicts assertively.

1. MODERN SECRETARIAL
PRACTICES

2. Who is a secretary?
An Executive Secretary is one who
• Possesses mastery of office skills
• Demonstrates the ability to assume responsibility
without direct supervision
• Exercises initiative and judgment
• Makes the decisions within the scope of assigned
authority

3. The term “SECRETARY” means keeper of secrets.
The secretary is the first one to learn about the many
confidential developments involving the office staff and
company policies through meetings, letters, and
memos she/he types, in her filing, and dictation given
by her boss, etc.

4. Difference Between a Secretary & an
Executive Secretary
Secretary
vs
Executive secretary
 Clerical & Administrative
support
 Typing, filing, phone calls
& appointments
 Research
 Interacting with vendors
 Product selection
 Database Management

5. WORK
ACTIVITIE
S
Word Processing
Dictation & Typing
Writing Minutes
Letter Writing
Creating &
Maintaining filing
system
Telephone & Email
Inquiries
Photocopying
Arranging meetings &
Making appointments
Data Entry
Travel
Arrangements

6. Emerging Role
• Answer customer correspondence
• Gather research data for reports
• Prepare statistical reports involving sales figure or
budgetary information
• Attend meetings in place of supervisor and report
activities that took place
• Purchase office equipment and participate in the
evaluation and selection of some automated
office systems

7. Emerging Role
• Set up meetings and conferences
• Write a company newsletter
• Keep department expenditure records in
accordance with a budget
• Read and sort incoming mail and answer it when
necessary
• Acquaint new employees with company systems
and equipment
• Supervise one or more employees

8. Executive Secretary - Competencies
Business Writing
Key boarding &
Shorthand
Interpersonal
Relations
Knowledge of business
math and accounting
Organization &
Planning

9. Areas of Work
•
Working
with
others
Assigned
tasks

11. TOP 10 PERFORMANCE &
HUMAN RELATIONS TRAITS

12. PERFORMANCE TRAITS
Accuracy
Good
Judgment
Initiative
Follow
through
Resourcefulness

13. HUMAN RELATIONS TRAITS
Consideration
Tact
Loyalty
Objectivity
discretion

14. INTERPERSONAL RELATIONS
Communication skills are the key to good
interpersonal relationships. And a secretary needs
them most as she/he has to coordinate with
internal and external customers.
Definition of Communication
“The transference and understanding of
meaning.”

15. Communication model
EFFECT EFFECT
Source /Encoder
Receiver/Decoder
Source/ Encoder
Receiver/Decoder
NOISE
M
E
S
S
A
G
E

16. For successful communication, one should have:
• Good oral skills
• Understanding of body language
• Effective listening skills

17. ORAL SKILLS
Whenever you are required to talk face to face or on
telephone:
• Be prepared what you are going to say
• Gather the information carefully
• Understand the issue thoroughly
• State what you are going to say with confidence
• Make sure statements are not defensive or aggressive
• Simplify the messages for understanding

18. BODY LANGUAGE
Body language consists of facial expressions, eye
contact, posture and hand gestures. We should
always be watchful of our body language as
certain body language signals convey negative
messages.

19. 55%
38%
7%
Body
Language
Words
Vocal

21. Body Language & The Message it
Conveys
Negative Body Language Negative Message Conveyed
• Arms tightly folded
against chest
• Clasped hands,
fiddling with rings,
necktie, lapels
• Biting of fingernails
• Lack of eye contact
• Slouching while
standing or sitting
• Holding hand over
mouth while talking
• Insecurity; Defensiveness
• Nervousness, stress
Unreliability; nervousness
• Lack of interest;
nervousness
• Lack of interest;
Nervousness
• Boredom; laziness
• Fear; insecurity

22. LISTENING
Pakistan Institute of Management

23. "We were given two ears but only one
mouth, because listening is twice as hard
as talking."
Pakistan Institute of Management

24. LISTENING
Listening is the total physical and psychological
process of receiving informational input from others. It
is different than hearing.
According to the research, we
understand and absorb only
25% of what is
communicated to us.

25. BARRIERS IN LISTENING

26. • Perceptions
• Language
• Semantics
• Personal Interests
• Emotions
• Inflections
• Environment – noise
• Preconceived
notions/expectations
• Wordiness
• Attention span
• Physiological
• Speed of thought

27. Questionnaire Debrief

28. Guidelines for effective listening
• Be prepared to listen
• Be interested
• Keep an open mind
• Listen for the main ideas
• Help the speaker
• Listen critically
• Resist distraction
• Take notes

29. How can we improve our listening
skills?
 Eliminate distractions
 Concentrate
 Focus on the speaker
 Maintain an open mind
 Look for nonverbal cues
 Do not react to emotive words
 Ask questions
 Sit so you can see & hear
 Avoid prejudices
 Take notes
 Ask for clarification

30. The Don’ts of listening
• Don’t listen without looking
• Don’t interrupt the speaker
• Don’t allow distractions
• Don’t appear judgmental
• Don’t look bored
• Don’t yawn during a meeting with your clients, if you do,
apologize!

31. DOs & Don’ts of Perfect Secretary

32. CAREER DEVELOPMENT
• Smile at people: There is nothing as nice as cheerful word of
greeting. It takes 65 muscles to frown: only 15 to smile.
• Call people by name: The sweetest music to anyone’s ears is
the sound of his own name.
• Be friendly and helpful: If you would like to have friends, be
friendly.
• Be cordial: Speak and act as if everything you do were a
genuine pleasure.
• Be genuinely interested in people: You can like everybody if
you try.

33. • Be generous with praise; cautious with criticisms.
• Be considerate with the feelings of others. It will be
appreciated: There are three-sides to controversy:
yours, the other fellow’s, and the right one.
• Be Thoughtful to Opinion Of Others
• Be alert to give service: What counts most in life is what
we do for others.

34. Preparing to Write Business Messages
Business Writing is …
• Purposeful. It solves problems and conveys information
• Economical. It is concise
• Reader-oriented. It focuses on the receiver, not the sender

35. The 3*3 Writing Process
• Phase 1: Prewriting
Analyzing, anticipating, adapting
• Phase 2: Writing
Researching, organizing, composing
• Phase 3: Revising
Revising, proofreading, evaluating

36. Hidden Negative Messages
Writers are sometimes unaware of the hidden
messages conveyed by their words

37. Quick activity

38. Hidden Negative Meanings
• You overlooked….
(You are careless)
• You failed to ……
(You are careless)
• You state that…..
(But I don’t believe you)
• You claim that…..
(It’s probably untrue)
• You are wrong….
(I am right)

39. Hidden Negative Meanings
• You do not understand …….
(You are not very bright)
• Your delay……..
(You are at fault)
• You forgot to……
(you are not only inefficient but also stupid and careless)

40. Write cooperative and energetic
responses

41. THE DIRTY WORD LIST
Irritated or Hesitant Cooperative and Energetic
“You have to call extension 25.” “Sir, will you please call extension 25”
“ I have referred your complaint to my
supervisor.”
“I have referred your question to my
supervisor.”
“What can we do to solve your
problem?”
“What can we do to solve this
situation?”
“You can’t come in on Saturday; our
head office is closed.”
“You can come in Monday through
Friday between 9:00a.m. and
5:00p.m.”
“You can’t talk to Mr. Wajeeh until
tomorrow.”
“You can reach Mr. Wajeeh tomorrow
after 9:00a.m.”
“I’ll try to get that information for you.” “let me check if Mr.. Ahsan in
productions is in .He might have the
information you need.”

42. Routine Letters & Goodwill
Messages

43. Frontload
in the
opening
• Main Idea
• Why you’re writing
Explain in
the body
• Details of
request/response
• Group similar ideas
together
Be specific &
courteous in
the closing
• Indicate the action &
deadline
• Courteous concluding
thought

44. The Five Ss of Goodwill Messages
In expressing thanks, recognition, or sympathy:
• Be selfless Emphasize the receiver, not the sender
• Be specific Focus on specifics rather than generalities
• Be sincere Show your honest feelings by using unpretentious
language
• Be spontaneous Make the message sound natural, fresh and
direct. Avoid canned phrases
• Keep the message short Although goodwill messages may be
as long as needed, they are generally fairly short.

45. NEGATIVE NEWS

46. Goals in Communicating Bad News
• To make the reader understand and accept the bad news
• To promote and maintain a good image of the writer and
writer’s organization
• To make the message so clear that additional
correspondence is unnecessary
• To avoid legal liability

47. The Indirect Pattern
Buffer
Reasons
Bad News
Close

48. The Indirect Pattern
• Buffer A neutral or positive opening that does not
reveal the bad news
• Reasons An explanation of the causes for the bad
news
• Bad news A clear but understandable
announcement of the bad news that may include an
alternative or compromise
• Close A personalized, forward looking, pleasant
statement.

49. Acting Cautiously
• As an agent of an organization, be sure your views reflect
those of your organization.
• Use plain paper for your personal views or personal
business.
• Avoid supplying information that could be misused.
• Don’t admit or imply responsibility without checking with
legal counsel

51. Handling conflict and difficult
situations through assertiveness

52. CONFLICT
Conflict is defined as disagreement between two or more
parties resulting from in-compatibility of goals, interests,
values and perceptions.

53. Pakistan Institute of Management
Handling conflict and difficult situations
Types of conflict
• Goal conflict: where one person or one group desires a
different outcome from others
• Cognitive conflict: Where one person or one group holds
ideas that are in conflict with those held by others
• Affective conflict: Where one person’s or group’s emotions,
feelings or attitudes are incompatible with others.
• Behavioral conflict: Where one person or group behaves in
a way that is unacceptable to others

54. Pakistan Institute of Management
Handling Conflict
• People show three styles of behavior when handling
conflict or diffusing difficult situations
• Passive style: low self-esteem, unable to express, not
aware of his/her rights, bottled up feelings
• Assertive style: Confident, know their rights as well as
others’
• Aggressive style: very high self-esteem, ego- centric, do
not recognize others’ rights

55. How to recognize an Aggressive
Person
BODY LANGUAGE
1.Very stiff and straight.
2. Stares fixedly.
3. Inclined to point, jab a finger, bang the table
etc., to emphasize a point.
4. Folds arms across body.

56. Verbal Language of an Aggressive
Person
• ‘ I want you to’
• ‘ You must….’
• ‘ Do what I tell….’
• ‘ You are stupid!’

57. How to Recognize a Submissive
Person
BODY LANGUAGE
• Avoids eye contact.
• Has a stooping posture
• Speaks either very quietly or in a whining
tone
• Backs away when spoken to
• Fidgets--- wringing hands or plucking at
clothes.

58. Verbal Language of a Submissive
Person
• ‘ I am sorry to bother you but….’
• ‘ Oh dear…’
• ‘ It is my fault ….’

59. How to Recognize an Assertive
Person
BODY LANUAGE
• Stands straight but in a relaxed way.
• Appears composed
• Maintains eye contact without staring
fixedly
• Smiles

60. Verbal language of an Assertive
Person
• ‘ Let’s…’
• ‘ How shall we do this?’
• ‘ I think…what do you think?’
• ‘ I would like…’

61. Questionnaire Debrief

62. Pakistan Institute of Management
Managing yourself assertively-
Principles
• Taking the initiative- not to be a victim
• Speaking for yourself
• Identifying what you want
• Analyzing risks and taking responsibility of the outcomes

63. Pakistan Institute of Management
Managing yourself assertively
• Describe the situation
• Describe your reaction
• Describe what you want
• Keep your tone and body language positive

64. As an assertive person you can do the following:
• Use feeling talk
• Talk about yourself
• Make greeting-talk
• Accept compliments
• Use appropriate facial talk
• Disagrees mildly
• Ask for clarification
• Ask why
• Express active disagreement
• Speak up for his/her rights
• Be persistent
• Avoid justifying every opinion

66. TELEPHONE SKILLS

67. TELEPHONE SKILLS
• The telephone is one of the most used but least
understood business tool.
• It’s function is to enable you to communicate with people
over large distances, saving your time and money.

68. Consider:
• How much of your working day is spent using the
telephone?
• How much of your organization’s working relies on the
telephone?
• How reliant are you personally on the telephone to enable
you to do your job?

69. Most frequent caller complaints

70. "They place me on hold for sometimes, it seems, hours.“
"The telephone rings for a long time before it is answered.“
"The line is busy for hours it seems.“
"They are very rude and get offensive when asked their full name or
sometimes just won't give it.“
"They let me talk on and on only to realize that they're not the person
I should be talking to.“
‘If I call the wrong department for help, they don't give me
suggestions to where I should be calling, they just say, 'I don't know,
not our department.'

71. "Sometimes they disconnect me while transferring my call."
"They don't clearly listen to my needs before they transfer me to the wrong
person."
"They told me to call back, but never gave me a name or number or division
to ask for."
"The person says, 'Wait', and then talks to other co-workers without putting
me on hold so that I can't hear their small talk."
"They answer with an aggravated voice, as if I disturbed them by calling."

72. Talking on the Telephone
 Create a professional image
 Tone of your voice reveal
feelings
 You need to convey:
 a positive approach
 enthusiasm
 a genuine desire to
help
 a warm and cheerful
manner

73. Listening on the Telephone
• Stop fidgeting
• Reschedule the call if undivided concentration is
impossible
• Remain focused
• Keep calm– don’t argue with irate caller and offer
constructive advice

74. Listening on the Telephone
• Jot down key points
• Read between the lines
• Ask questions to test your understanding
• Stay neutral as emotions inhibit listening
• Summarize the conversation

75. 10 Golden Telephone Rules:
1. Be prompt; answer within 3-4 rings. No one likes to be kept
waiting.
2. If you are absent from your station, be sure to have
your calls diverted.
3. Answer with a smile – it comes across in your voice.
4. On answering give a verbal handshake, announcing
your company name, your department and your
name.
5. When making a call, try and make sure that it is a
convenient time for the receiver.

76. 10 Golden Telephone Rules:
6. Show empathy, build an instant relationship by using a
friendly tone.
7. Establish the needs of the caller immediately by asking
“How may I help you?”.
8. Use open questions to find out facts and information and
closed questions to clarify and check understanding.
9. If you can, answer the caller’s questions promptly and
efficiently. If not, tell them what you can do for them.
10. Use continuity noises to show that you are listening.

77. Planning Outgoing Calls
Planning
outgoing
calls
2.Plan &
prepare
in
advance
3. Why
are you
calling
4. Leave
a
message
1. Keep
your
objective
in sight

78. A Six-Step Guide to dealing with Complaints
1. Introduction:
The objective of this step is to reassure the caller
that they are in efficient and sympathetic hands.
Do
Use the caller’s name.
Treat the caller as an individual.
Speak clearly, and take your time.
Show empathy for the caller’s feelings.
Use a calm and reassuring voice.
Don’t
Be abrasive or defensive.
Say “this sort of thing does not usually happen.”
Ask pointless questions.

79. 2. Ask questions and probe for information:
Find out what you need to know about the nature of the
complaint, and find out exactly how the caller feels.
Do
Use open questions to ascertain exactly the nature of the
complaint.
Give your caller all the time you feel is needed.
Be responsive to the caller’s needs.
Don’t
Fire a checklist of questions.
Sound like you are scripted.
Sound rushed and harassed.

80. 3. Listen, empathize and reflect:
At this stage it is important to show the caller that you understand
the extent of their situation and that you empathize with their
disappointment and maybe even their anger.
Do
Let the caller get it off their chest.
Paraphrase and summarize what the caller has said.
Recap certain key points to show that you listened actively.
Accept that the caller has the right to feel how they do.
Don’t
Say “yes but….”
Argue or play down the complaint.
React in a defensive way.
Say, “Oh, that is nothing compared to….”
Sound as though you have heard it all before.

81. 4. Suggest options:
Work towards a mutually acceptable solution, something that will
satisfy the caller in order to retain their loyalty while remaining
acceptable to your organization. Establish what concessions each
party is prepared to make.
Do
Make the proposal tentative at this stage.
Suggest the benefit of your proposal to the caller.
Phrase the suggestion as an open question.
Don’t
Quote figures yet.
Put pressure on the caller.
Ask the caller to appreciate your point of view as well.

82. 5. Reaching agreement:
The objective, now that you have agreed the kind of
concession, is to settle on the lowest value concession, provided
it is acceptable to the caller.
Do
Plan the steps in your bargaining procedure.
Start lower, but be prepared to move up.
Continue to acknowledge the caller’s right to feel upset.
Don’t
Offer maximum concessions right away.
Suggest that the caller is being unreasonable [even in the
tone of your voice].
Give them benefits that are not relevant to them.
Promise anything that you cannot deliver.

83. 6. Agree and confirm:
Clarify the details of the agreement and leave the caller feeling good
about your profession and you.
Do
Check the details with the caller.
Tell them what will happen next.
Invite them to come back to you in the event of any further queries.
Tell them that you are happy that you have been able to resolve the
situation.
Leave the caller with a clear picture of what they should do if they
have any further questions.
Reinforce the message repeating your name and letting the caller
know how they can contact you in the future.
Don’t
Finish the call without confirming the details of your agreement.
Sound as though you are happy to get them off the line.

84. Rules of Etiquette
1. Learn to listen actively and without interrupting
others.
2. When you are out of the office or away from your
desk for more than a few minutes, forward your
phone to voicemail or have someone take over in
your absence.
3. Use the hold button when leaving a line so that the
caller does not accidentally overhear conversations
being held nearby.
4. If the caller has reached a wrong number, be
courteous. Sometimes a caller is transferred all over
campus with a simple question and the caller gets
frustrated.

85. Rules of Etiquette
5. Speak directly into the mouthpiece. If this is a
problem because you use other equipment while
on the telephone (i.e., computer), consider
purchasing a headset
6. Don’t eat or chew gum while talking on the
telephone
7. If someone walks into your office while you’re
talking on the telephone, DON’T cover it with your
hands (the caller may hear what you’re saying).
Depress the HOLD button.
8. Don’t place the handset in the cradle until you’ve
depressed the HOLD button.

86. Placing Callers On Hold
• Ask your caller “May I put you on hold?” before doing so.
• If you ask your caller to hold, be sure to listen to the response.
• After placing your caller on hold, check back periodically
(between 30-45 seconds). Give them the option to continue to
hold if it will take longer to find information OR offer to call them
back.
• When returning to your caller, remember to thank them for
waiting.
• If your caller cannot hold, offer to take a message; transfer to
another party; or arrange for them to return the call at a specific
time.
• If you are not in a position to ask your caller to hold, tell the

87. Taking Phone Messages
• A good phone message includes:
• Name of person for whom the message was left
• Caller’s name (get the correct spelling), company or dept. and
number
• Date and time
• Message
• Action to be taken (i.e. “Please Call,” “Will call back,” or
“URGENT”)
• It is important to deliver the message as soon as
possible and maintain confidentiality with all messages

89. FILING

90. Creation
Utilization
Storage
Retrieval
Retention/Destruction
FILING CYCLE

91. Basic Filing Procedure
• Inspecting
• Marking
• Follow up
• Sorting
• Filing

92. Knowledge of the filing system
 Organization of files
 Maintenance of records
 Storage of records
 Retrieval – ultimate test of filing system

93. Knowledge of the filing system
Organization of files
 Divide in major Groups, further divide alphabetically and
kept in file pockets with name on label
 Example: Major Group - Office Staff, Sales, Finance,
Administration etc. Sales may contain individual files Zone
A, Zone B, Zone C etc.

94. Knowledge of the filing system
Maintenance of records
 Read and then file
 Do not file junk mail
 Return files to filing cabinet as soon as possible
 If more than one person uses filing system then check out
cards
 When file too bulky close it. Open new file – Sales Volume
2

95. Knowledge of the filing system
Maintenance of records
 Remove some papers and put in Volume 2 for back-up
information
 Write File closed see Volume 2 for further correspondence
and file as last sheet in Volume 1
 Buy reasonably good quality products
 Maintain a Master file

96. Knowledge of the filing system
Storage of records
 If no sufficient space on average one drawer can carry 15
files
 If bulky files not closed, they will tear file pockets
 Books and Journals best in bookcase
 Overhaul filing system during slack times- close fat files.
Put in store, make a list, replace torn files or file pockets,
open new subject files
 Five year old files- ask what to do

97. Knowledge of the filing system
Retrieval
 If simple anyone can find a file
 If difficult break into big groups and sub-groups. Explain to
everyone who uses files
 Keep closer to user or general access area
 If letter relates to more than one subject copy and keep in
both files. Cross –reference helps retrieval

98. Take Charge of Your Desk
A desk is not a filing
cabinet. Nor are window
sills
Manage your desk top
so that it is clean. Clear it
by end of day
You will have more
energy when working
Inside your desk retain
items you use weekly
Minimum items mean
more efficiency
Less clutter and greater
your sense of control

99. What You Can Gain by Efficient Filing
1.You become a power station for all important
correspondence
2.When you read before filing, you become well informed
about the office
3.By retrieving filed papers instantly, you gain respect of your
boss and colleagues
4.You also become a sought-after office professional, just by
filing papers efficiently

100. BASIC FILING SYSTEMS
ALPHABETIC NUMERIC
SUBJECT
CHRONOLOGICAL
GEOGRAPHIC

101. BASIC FILING SYSTEMS
Alphabetical Filing
1. Personal names are inverted for filing in surname, forename, and middle
initial sequence.
Name Indexing Order
Ali Ahmed Ahmed Ali
Jamal A. Siddiqui Siddiqui Jamal A.
S. M. Shoaib Shoaib S. M.
2. A single letter is indexed as a single word.
Name Indexing Order
MSS Services M S S Services

102. BASIC FILING SYSTEMS
Alphabetical Filing
3. The article the and words such as and, for, on, in, by, and of are
disregarded in indexing.
Name Indexing Order
Mahmood the Vendor Mahmood (the) Vendor
The Washington Post Washington Post (The)
4. Abbreviations such as St. and Mr. are indexed as though they
are spelled in full.
Name Indexing Order
St. Mary’s School Saint Mary’s School
Mr. Saud’s Bakery Mister Saud’s Bakery

103. BASIC FILING SYSTEMS
Alphabetical Filing
5. A personal or professional title is not indexed.
Name Indexing Order
Rafay Hasan, Ph.D. Hasan Rafay (Ph.D.)
Dr. Saeed Ismail Ismail Saeed (Dr.)
6. A number is indexed as if it were spelled in full.
Name Indexing Order
The 21 Club Twenty-One Club (The)

104. BASIC FIILING SYSTEMS
Numeric Filing
Numerical filing refers to all systems in which documents
are pre numbered to distinguish them from each other
or from alpha documents. Numerical systems can be as
simple as numbering and filing from the lowest number
to the highest
Numeric filing has several advantages:
• It permits unlimited expansion.
• It enables quick and accurate re-filing.
• Data processing systems work more efficiently with numbers.

105. BASIC FIILING SYSTEMS
Geographic Filing
Geographic filing is a variation of alphabetical filing,
and its purpose is to cluster together the records
pertaining to particular sales or distribution territories.
Thus the first filing priority would be geographic
followed by alphabetical or numeric.

106. BASIC FIILING SYSTEMS
Subject Filing
This is the arranging of material by given subject. It is filing by
descriptive feature instead of by name or number. Such filing
involves choosing a word or phrase to stand for each subject or to
point out one phase of it.

107. CHRONOLOGICAL FILING
• In this method, files and folders of documents are arranged in
an order of their date, day, and time. In an office, several letters
and documents may be received and dispatched. They all are
arranged according to time and date when they were received
and dispatched

109. ORGANIZING WORK STATION &
TIME MANAGEMENT

110. PROCESSING DOCUMENTS
Filing
cabinets
overflow with
irrelevant
information
Files are bulging
and not kept
up to date
Reading material
is stuffed into file
and forgotten
Memos and
junk mail cover
computer
Important
contact name is
stuck on side
of computer
Papers obscure
telephone
Waste bin needs
emptying, as litter
is overflowing
Waste paper
covers floor

111. MAKING INSTANT CHANGES
Organizing Paperwork
Note actions
you need to
take
Handle file
or
delegate
Throw away
everything
else

112. ORGANIZING YOUR WORKSTATION
• Duplicate the important numbers in your telephone
file.
• Alphabetize and organize file information on the spot.
• Compose on the keyboard rather than taking the time
to first write letters and memos etc. in long hand.
• Organize your paper work into categories of
extremely urgent, urgent, important, not so
important etc.

113. ORGANIZATION OF YOUR WORKSTATION
• Don't use your desktop for storage.
• Use an adjustable paper holder.
• Rely on one calendar or planner for everything.
• Photocopy the important pages of your planner in
case the original is lost.

114. ORGANIZATION OF YOUR WORKSTATION
• If you can procure it, keep a compact paper shredder
that fits on top of your waste basket.
• Conduct a thorough inventory of all your documents
and files every three months.
• Avoid the temptation of making your in basket a
storage bin.
• Use colorful post its for telephone messages.
• Keep a set of up dated printed directories for all your
computer files.

115. STANDARDIZED TECHNIQUES
• Handle papers only once
• Do not use small pieces of paper
• Write everything down in a note book
• Keep your desk clear
• Finish one job before starting another
• Avoid distractions

117. Time Management

118. TIME MANAGEMENT
• Work smarter. Reduce the stress of work overload.
• Personal time management skills are essential skills for
effective people.
• Wasting time, over-committing yourself, and devoting
too much time to low priority tasks are tremendous
obstacles to achievement.

119. The Problem is Severe
By some estimates, people waste about 2 hours per day
looking for papers, documents and files- 60 percent of
which are not needed anyway.

120. TIME WASTERS

121. Use of time
Planning
• Daily, weekly, and long range planning is essential if you are to accomplish the
maximum amount of work in the most efficient way possible.
• The first step in developing your plans is to identify and list the tasks that must be
completed. Most time – management experts suggest that an “ABC” system be
used to assign priorities to the various tasks
The “A” priority
The “B” priority
The “C” priority

123. Time management
Use of time must be:
• Analyzed
• Planned
• Scheduled
• Controlled
Priority status can be determined as :
Rush- R, Same day- SD,
Next day- ND, Later-L etc.
• Prioritize
• To-do List

124. • Most and least productive times at work place
• Hours of the day when most interruption occurs
• Time spent on crises
• Time spent on personal concerns
• Tasks that can be streamlined, delegated or eliminated
• Tasks requiring short time are priority tasks or time fillers
• Tasks which are urgent can be scheduled/started earlier
• Large tasks which can be broken into smaller segments
• Times when pace was slow or fast
Time management: The daily log helps give insight
on:

125. The 10 principles of managing time
1. Find out where your time goes, by keeping a daily log of your
activities and how much time it takes to do them (time diary)
2. Learn why your time goes where it does. Use time as capital
and invest it where the returns are the highest.
3. Minimize your time commitments. Take on what fits into your
daily agenda and your goals. Don’t be a “popular” loser.
4. Sort out your priorities and classify them.
5. Be ruthless about distractions & time wasters

126. The 10 principles of managing
time
6. Review job description: List what you should be doing
and what you do.
7. Locate information in a hurry.
8. Break the procrastination habits.
9. Delegate according to ability and to the right person.
10. Act smarter not harder

127. The four-quadrant TO DO List
1 2
3 4
Important
Not
Important
Urgent Not Urgent

129. Why do we put off things
• Complicated tasks.
• Preference to socialize rather than do your job.
• Lack of concentration and self-discipline.
• Unfamiliarity with the task.
• Wanting to stay in your comfort zone
• Fear of making mistakes.

130. 1.Learn the job
2.Prioritize, in order to finish jobs.
3.Adopt a flexible plan
4.Manage details
5.Control a large project
6.Work on one task at a time
7.Start the day with a difficult task
8.Group similar tasks
9.Program relaxation in your schedule
10.Get it right the first time
11.Use bits and pieces of time
Establishing effective work habits

131. Establishing effective work habits
12. Prepare in advance
13. Complete a task
14. Cope with interruptions
15. Make a daily plan
16. Position materials and tools within easy reach
17. Be a self starter, take initiative.
18. Do not wait for the boss to prompt you.
19. Work overtime with permission if required.
20. Resist loosing composure under pressure.
21. Initiate a positive work culture by being punctual.

132. TRAVEL ARRANGEMENTS

133. Travel Arrangements - an Introduction
Companies can have one of three arrangements:
• have their own travel departments,
• work with outside travel agencies, or
• have their employees make their own travel plans.
In any event, secretaries must know how to make travel
arrangements – whether they do this independently or
with the assistance of a travel agent.

134. A. Planning the trip
• Secretaries often have a larger / more active role to play in
domestic trips as compared to foreign trips.
• The first step is to set up a folder in which all materials related
to the trip can be kept, such as hotel reservations, notes about
business to be conducted, and information about people to be
seen etc.

135. • The information needed about the trip before any arrangements are
made is –
a. destination,
b. intermediate stops, either going or returning or both,
c. dates of departure and return,
d. date and time of the first business appointment and the
time needed between the arrival and the appointment.
e. preferred time of day for travel,
f. method of travel (air, rail, bus, or automobile),
g. Kind of service desired / sanctioned (first class, business,
economy)
h. hotel preference or desired location of the hotel within the city
i. need for transportation at the destination or at intermediate
stops
j. if a car rental is involved, the make of the car preferred.

136. Determine the company regulations on travel
a. Daily expense limitations,
b. The number of company employees allowed to fly on the same
plane,
c. Use of a company car may be mandatory,
d. There may be some preference on the use of company credit cards, rather
than personal ones,
e. Where and how to get travel advances and how to report expenses,
f. The class of service allowed.
• The above considerations will outline the information you will need from the
executive going on the trip. This may be compiled in the form of a list.
• Next, set up a tentative itinerary.
• Keep in mind the time difference between the home city and the destination
city.

137. • B. Making arrangements
Make the reservations as soon as the plans have
been made, since
1. Travel facilities are increasingly crowded,
2. One can get the preferred arrangements,
3.One may be able to avail special fares
• Sources of travel information:
Maintain a file containing schedules of the airlines
serving your city, train schedules, bus schedules, road
maps, and reference books issued by the relevant
ministries and the tourism department and credit card
organizations.

138. Have ready at hand the following information –
1. The office address
2. The telephone number
3. The traveling executive’s home address and telephone
number
4. A list of the cities he plans to visit
5. The length of stay in each and the earliest time of the day at
which he can leave each city.

139. C. Airtransportation
• Be aware of “frequent-flier” programs of particular airlines. If your
superior travels frequently, try and book reservations on these
airlines.
• The most desirable flights are those on which passengers are less
likely to be delayed or inconvenienced. Therefore, when arranging,
consider the flights available in the following order:
a. A nonstop flight from point of departure to the destination.
b. A direct flight – regardless of the number of stops en route, the
passenger remains on the plane from departure to destination; or,
when a change of aircraft is involved, the same flight number is
maintained throughout.
c. A flight connecting with another flight of the same airline.
d. A flight connecting with a flight of another airline.

140. Flight reservations:
oWhen reading an airline schedule, remember that the
times stated are all local times.
oIn deciding on a particular flight, the key factor is the
time at which the executive must be at the destination.
oThe first flight out may not be the best one to take.
Because it will have several stops in between, it may
reach later than a flight that starts later.
o Consider the weather. Find out about alternative flights
and other possible means of transportation if the
weather conditions at the time of the year are likely to
cause trouble.
oGive this information to your superior or clip it to the
back of the itinerary.

141. a. Changing reservations:
Be careful when you change a confirmed reservation.
Clearly specify the part or “leg” of the total trip which
requires to be changed.
In some cases involving special reduced fares, changes or
cancellations may require the payment of a penalty.
b. Open returns:
These tickets are obtained when the exact time of
leaving is not known. This ticket eliminates the need for a
trip to the booking office when the time has been
ascertained. A call to the airline office should get the
executive a seat against the open reservation.

142. Hotel reservations
• Determine preferences as to specific hotels / motels, and type of room
desired, arrival and departure times and dates, cost limitations, and
any special arrangements such as a conference room etc.
• Hotels have time deadlines for holding reservations. There are two
ways to make sure that the reservations will be held even if the
executive arrives after the hotel’s deadline for holding rooms.
• One way is to mention to the reserving authority that the room is to
be held for late arrival. You may be asked to pay a night’s charges in
advance.
• The other way is to ask that the reservation be for a guaranteed
arrival, which means that the room will be paid for even if it is not
used.

143. Foreign travel
• You will be required to work through a travel agent.
• The information you require is much the same as for domestic travel.
• Some of the information and service you can expect from a travel agency are --
a. free literature and services,
b. suggestions on means of travel and on desirable accommodations,
c. hotel, transportation, car rental reservations,
d. information on necessary travel documents and where and how to obtain them,
e. baggage and travel insurance,
f. ideas on sight seeing,
g. tickets for special events, and
h. customs regulations
• When discussing the arrangements find out –
a. if there is any fees in addition to the basic costs such as airport landing and departure
taxes,
b. what to do if all or part of the trip is cancelled, and
c. when and in what amount a deposit is to be made.

144. Travel documents:The basic documentsneeded are
a. Passport.
b. Visas – this is a written permission to enter a country.
The travel agency can help to obtain one.
c. Health certificates – these are inoculation
certificates. Their need depends upon the diseases
prevalent in the area where the executive is traveling.
The forms for the certificates can be obtained from
either the travel agency or the local health
authorities. Keep track of their renewal schedule.
d. International driver’s license.

145. Other travel-related activities
• The itinerary – this is a summary of all the arrangements for a
trip so that the executive will know exactly where to go and
what to do. Make several copies. The executive keeps one. You
will have one as you need to know where to forward the mail
and where the executive can be reached. Other people in the
office, with whom the executive interacts closely, will need one.
The executive’s family may need one too.
Include in the itinerary any reminders that you think will be
necessary e.g. which files you have included, when to reconfirm
flights, telephone numbers etc.
Keep a separate card for each day’s activities and attach all such
cards to the master itinerary

146. Itinerary sample
ITINERARY
Mr. Syed Hadi January 1, 2019
( Islamabad– Karachi – Islamabad )
Tuesday, January 1
4.40 pm. PST Departure Isl Islamabad Int’l Airport
Serene Air 305 Airbus A300
Snack served
8.10 pm. PST Arrive Khi Quaid e Azam Int’lAirport
Accommodation: Moven Pick Club Road, Civil Lines
(reservation confirmed for late arrival)
Wednesday, January 2
10 am – 12 noon Presentation to Mustafa A. Khan. Conference room,
4th floor. FTC Building, Shahrah e Faisal. File no. 1 in
briefcase.
12 noon – 2 pm Lunch with Mustafa A. Khan and Saeed Rizvi at the
FTC Building dining room.
2pm – 5pm Tour of the XYZ manufacturing facility at (address) with
Saeed Rizvi
6 pm Departure Khi Quaid e Azam Int’l Airport
PIA PK 306

147. • Items the executive needs:
a. Transportation tickets.
b. Hotel confirmations or reservation numbers.
c. Information about alternative transportation.
d. Itinerary and daily activity cards.
e. Travel funds, credit cards, traveler’s checks.
f. A list of numbers of credit cards and traveler’s checks.
g. Expense account forms.
h. Business calling cards.
i. Travel documents.
j. Files – copies only.
k. Office supplies and stamps.
l. Background information on people to be seen.
m. Reading materials.
n. Diskettes or film – to be hand carried.

148. • Checklist for the trip:
Immediately before a trip, carry out the following responsibilities –
a. If the trip will involve several days, notify associates and other company people
who may need to see the executive before s/he leaves.
b. Determine who is to take decisions in the executive’s absence.
c. Check the calendar to find out what is to be done about meetings and other
activities until his/her return.
d. Ask whether special mail is to be forwarded.
e. Ask whether there are any personal matters, such as a paycheck, that the
executive wants taken care of.
f. Make lists of files the executive will take on the trip.
g. Prepare a list of credit card numbers, traveler’s check numbers, and numbers of
travel documents to have on file in case of loss. The executive should also have a
copy of these numbers.

149. Interimofficeoperations:
• The office needs to be run in the executives absence. Some of the activities
are –
a. Answer routine letters, acknowledge others, and send copies of urgent
items to the executive. Keep a log of important mail and how it has been
handled.
b. Make judgment on when to telephone the executive if s/he does not call
in regularly. If you do receive periodic calls, be prepared with a list of items
that should be brought to the executive’s attention.
c. Keep a record of the important office activities for the executive’s
information.
d. Schedule appointments after the trip, allowing time first for the executive
to catch up on business that has resulted from the trip or that has
accumulated during the time away from office.

150. Follow-up
As soon as the executive returns, ensure the following –
a. Brief the executive rapidly on important events that occurred during his
absence.
b. Give the executive the folders of materials you have been accumulating for
his/her information and attention.
c. If expense accounts must be submitted for each trip rather than monthly,
complete the expense account as soon as possible and return any money left
over from travel advances.
d. Help with the preparation of any reports resulting from the trip.
e. Check and return to the files any original materials the executive took on the
trip.
f. Determine whether any materials have been sent in from points on the trip,
making a note to watch for them.
g. Update the files with information the executive may have collected.
h. Follow up any baggage claims.

151. 12 WORKING STYLESOF BOSSES
&
HOW TO KEEP THEM HAPPY
As bosses come in different shapes and sizes, their
working styles are also different. Identify your
boss’s working style so that you can do your best to
fit in and learn how to keep your boss happy

152. Managing your Boss
 Sticks to the rules and
likes paper work
 Not a great risk taker

153.  Results are more important to this
boss than dotting I’s & crossing
t’s
 So long as things are going well,
he won’t be too concerned with
details
Don’t bother this boss with petty
details
Just focus on getting the results he
wants

154. How to keep your boss happy?
 Don’t be secretive around this
boss
 He won’t be bothered with every
detail of what you do but he want
your general approach to be as
open as his

155.  Never tells you what’s going
on until he decides that you
need to know
 It is frustrating because
sometimes you need to
know more than he realizes
How to keep your boss happy?
 Don’t ask for the information that
you don’t require
 If you need to know something
explain why, so that he realizes
that you need to know

156.  Not the same as being
bureaucratic, although it
often goes alongside it
 This boss will breathe down
your neck most of the time,
always want to know the
nitty- gritty of what you are
doing & why
How to keep your boss happy?
 Give this boss plenty of progress
reports & supply all the details he
want
 This can enhance his trust on you

157.  This boss doesn’t want to be
hassled with minor details
 He is concerned with
objectives & results & how
they are achieved is your
concern, not his
How to keep your boss happy?
 Don’t trouble him with small
things, take initiative
 Express suggestions & ideas in
terms of objectives & results that
interest this boss

158.  Originality & inventiveness
are what grab this boss & he
wants ideas & creative
suggestions from you about
everything from how to
double sales to a novel
approach to the office party
How to keep your boss happy?
 Learn from him & other sources
like books on how to exercise
your creative mind so that you
can approach problems &
challenges in the same way the
boss does

159.  He likes all ideas &
suggestions to be based on
logical reasoning, not on
creative leaps of the
imagination
 Facts & figures should back
up every argument
How to keep your boss happy?
 Make sure you have data to
justify every proposal or solution
you bring to this boss

160.  A tidy desk & a well-kept
planner or diary are the
hallmarks of this boss
 He likes plenty of lists &
always know what the
priorities are, both short &
long term
How to keep your boss happy?
 Look organized yourself
 This boss won’t believe you can
work effectively if your desk is a
mess & you are always late for
meetings

161.  This boss may work very
effectively but he doesn’t
look it
 Papers all over the place,
always wondering where he
is supposed to be next &
never quite appearing to be
on top of the job
How to keep your boss happy?
 Learn to anticipate what he wants
 Give him plenty of reminders
before deadlines but don’t give
the impression that you’re
nannying him

162.  New projects get this boss
excited & he is always
looking to initiate schemes &
ideas
How to keep your boss happy?
 Show enthusiasm for his ideas
and be ready with plenty of your
own, geared towards key
objectives

163.  This boss spends more time
responding to issues & ideas
than initiating new ones
 He tends to be more
thoughtful & less inclined to
take risks
How to keep your boss happy?
 Don’t try him to get to launch
endless new projects
 Concentrate on getting the job
done thoroughly & seeing things
through to completion

164. In conclusion . . .
Whether your boss’s working style is included in this list or
not, you would know by now that it is not hard to keep your
boss happy once you have identified his working style
It is really about how you work in relation to your boss, not
how you work when you are left alone

165. Serenity Prayer
God grant me the serenity to
accept the things I cannot
change, the courage to change
the things I can, and the
wisdom to know the difference.