This document provides an overview of an office management and administration skills masterclass training program. The program covers topics such as personal development, stress management, professional development, office management, minute-taking, and office space management. It delves into various sub-topics under each section, including defining resilience and assertiveness, identifying stress types and management strategies, attributes of professionalism, and ergonomic and Feng Shui principles of office design. The goal is to help participants strengthen various soft skills and gain practical knowledge for managing office operations efficiently.

1. OFFICE MANAGEMENT AND
ADMINISTRATION SKILLS
MASTERCLASS

2. TRAINING PROGRAMME
OVERVIEW
• Personal Development
• Stress Management
• Professional Development
• Office Management and
Administration
• Minute-taking
• Office space and environment
management

4. PERSONAL MASTERY
• Personality type
• Your self-belief, esteem and self-efficacy
• Personal needs, strengths/weaknesses and
preferences
• Personal motivation
• Passion and interests
• Personal and professional goals, ambitions and
aspirations
• Resilience

5. PERSONAL DEVELOPMENT
• Organizational skills
• Tact and diplomacy
• Effective communication skills
• Maintain confidentiality in sensitive
matters
• Display excellent judgment

7. DEFINING RESILIENCE
• Resiliencein psychologyrefers to the idea of an
individual's
tendency to cope with stress and adversity.
• This coping may result in the individual "bouncing back" to a
previous state of normal functioning, or using the experience
of exposure to adversity to produce a "steeling effect" and
function better than expected
• Resilience is most commonly understood as a process, and
not a trait of an individual.
• Resilience is a dynamic process whereby individuals exhibit
positive behavioural adaptation when they encounter
significant adversity, trauma, tragedy, threats or even
significant sources of stress.

8. RESILIENCE BUILDING
STRATEGIES
• Positive
• Focused
• Flexible
• Organize
• Proactive

9. DEFINING ASSERTIVENESS
• Assertiveness is the ability to express one’s
feelings and assert one’s rights while
respecting the feelings and rights of
others.
• Assertive communication is appropriately
direct, open and honest, and clarifies one’s
needs to the other person. People who have
mastered the skill of assertiveness are able
to greatly reduce the level of interpersonal
conflict in their lives, thereby reducing a
major source of stress.
• The Assertiveness Continuum

10. THE ASSERTIVENESS
CONTINUUM

11. MEASURING YOUR
ASSERTIVENESS
• Do you have difficulty accepting constructive criticism?
• Do you have trouble voicing a
difference of opinion with others?
• Do peopletend to feel alienated by your
communication style when you do disagree with
them?
• Do you feel attacked when someone has
an opinion different from your own?
• Do you find yourself saying ‘yes’ to
requests that you should really say ‘no’ to,
just to avoid disappointing people?

12. CONSOLIDATION INTO A
PERSONAL
DEVELOPMENT PLAN (PDP)

14. STRESS MANAGEMENT
• Defining stress
• Perception of stress
• The Four Common Types of
Stress
• Causes of stress
• Outcomes of stress
• The Pyramid Approach
• Stress management

15. PERCEPTION OF STRESS
• Importance: Refers to how significant the
event is to the individual.
• Uncertainty: Lack of clarity about what will
happen.
• Duration: The longer special demands are,
the more stressful the situation. The same
holds true for stressors. Stress of short
duration is sometimes referred to as acute
stress. Long duration of stress is sometimes
referred to as chronic stress.

16. COMMON TYPES OF STRESS
• Time stress
• Anticipatory
stress
• Situational
stress
• Encounter
stress

18. OUTCOMES OF STRESS

19. INDIVIDUAL STRESS
MANAGEMENT
STRATEGIES

21. • Professionalism and Business ethics
• The attributes of professionalism
• How to Exhibit Professionalism
• Building credibility
• Creating trust within the team
• Core competencies of being a successful
professional
• Networking and building business contacts

22. ATTRIBUTES OF
PROFESSIONALISM
• Specialized
Knowledge
• Competency
• Honesty and
Integrity
• Accountability
• Self-Regulation
• Image

23. BUILDING CREDIBILITY
• The Credibility Formula as: Credibility = Integrity +
Expertise.
• Achieving a distinguishable level of follower faith and
loyalty is certainly not an overnight occurrence and
can be achieved only through openness; committed
people investment and a proven scorecard of
leadership and performance excellence.
• Leader behaviour, actions and decisions congruent
with reliability, fairness, consistency and
transparency are instrumental values which can
enhance follower perception of the leader’s
reputation, standing and eventually, their willingness
to follow and support that leader.

24. CORE COMPETENCIES OF BEING A
SUCCESSFUL
PROFESSIONAL
• Identify our most valuable skill sets
• Market our skills that are most in-demand
• Target who we want to market ourselves to
• Articulate our ability to solve an employer's problems and alleviate
their pain
• Proactively start and engage in meaningful industry conversations
• Position ourselves as a subject-matter expert
• Know our worth
• Know our limits

25. PROFESSIONAL VALUE AND
WORTH

27. OFFICE MANAGEMENT
PRINCIPLES
AND PRACTICE
• The necessity of
management
• Defining management
• Management roles
• Management skills
• Management functions
• Management resources

28. THE IMPORTANCE AND
NECESSITY OF
MANAGEMENT
• Management directs a business towards its
goals
• Management sets and keeps the operations
of a business on a balanced course
• Management keeps the organization
in a
equilibrium with its environment
• Management is necessary to reach the
goals of the organization at the highest

30. MANAGEMENT SKILLS

33. RESOURCE MANAGEMENT

34. OFFICE ADMINISTRATION
ROLES

36. MINUTE-TAKING
FUNDAMENTALS
• The scope of minutes
• Tips and warnings
• The criteria of effective minutes
• Preparation (pre-meeting)
• Transcribing (during meeting)
• Writing minutes (after the

37. SCOPE OF MINUTES
• Where and when the meeting took place?
• Who was there and who was not?
• Who was the speaker and what did he/she
say?
• What has been decided for the group
(resolutions)?
• Who has agreed to do what?
• Who is responsible for implementing it?
• When should it be implemented?

38. CRITERIA FOR GOOD
MINUTES
• Be factual and accurate
• Be short and to the point (concise)
• Clearly indicate the meeting proceedings and discussions
• Concentrate on resolutions and decisions taken at the
meeting
• Show decisions clearly marked “agreed” by
the Committee
Members
• Follow the agenda headings so that they are easily
understood

39. CRITERIA FOR GOOD
MINUTES
• Be written in full sentences
• Indicate how many members attended the
meeting or list their names
• State the time the meeting was opened and
closed
• Be written in the past tense
• Be written in plain, easily understood language
• Be consistent in their format and content

41. MINUTE-TAKING
(TRANSCRIPTION)
PROCESS

42. OFFICE SPACE AND
ENVIRONMENT
MANAGEMENT

43. ERGONOMICALLY CORRECT
CHAIR

44. OFFICE DESIGN
• Green Plants
• Lighting
• Aromatherap
y
• Air Quality
• EMF

45. OFFICE DESIGN
• Colours
• Music
• Breaks
• Organization - Feng
Shui

46. MEANING OF FENG SHUI
• A Chinese system of laws considered to
govern spatial arrangement and
orientation in relation to the flow of energy
(chi), and whose favourable or unfavourable
effects are taken into account when siting
and designing buildings.
• The art of placement –
knowing whatto put
where and
in
what colours, shapes and
materials, to create an
environment that
facilitates happiness,
serenity, tranquility
and harmony.

47. FENG SHUI OFFICE RE-
DESIGN