START_MANUAL_HEADING
TKO001000Office administration manualTKO001000
END_MANUAL_HEADING
START_TOC_HEADING
TABLE OF CONTENTS
Administration-Administration Plans and Goals
Our administrative system overview
Office Policies and Procedures
Reception (our public face)
Meeting Schedule
Greeting Telephone Callers
Greeting Visitors to the Office
Food, Drink and Cleaning Up
Opening and Closing Office Procedure
Site Security
Cleaning the premises
Records and Data
Document and Data Control
Filing and Records Management
Email retention and archiving policy
Anti-Virus Software
Purchasing
Suppliers and Products
What do we do with Defective Product
Administrative Forms and Templates
Administrative attached files
END_TOC_HEADING

Our administrative system overview

Authors Helper notes
•	Replace sample text bounded by [] square brackets with your own content
•	Remove any of the authors helper text coloured RED where required
•	Delete these helper notes from your documents when finished

Our system for managing our administration area of our business
Overview of our system "How it works"
Summarise your system, how does your system work ? Imagine someone asking you "How does your xxx system work?"
[e.g. This department provides a support role to other departments and deals with the day supply of resources and facilities to the office/factory/workshop ..]

Critical to the success of our system is:
What critical success factors have you identified to ensure a smooth system 
•	[e.g. well trained and friendly front of counter staff]
•	[e.g. good control system for ordering of supplies]

Reception (our public face)

Purpose
To standardise reception processes to ensure thoroughness, consistency and efficiency coupled with excellent customer relationships. 

Procedure
Daily duties
Refer to Receptionist Position Description for full details.
•	Answer Telephones
•	Collect Mail and sort and allocate
•	Receipt of Cash
•	Typing of professional documents
•	Faxing
•	Photocopying
•	Stock Inventory
•	Meet and Greet customers at counter
•	Prepare Tax Invoices for commissions on Sales
•	Drinks/hospitality for customers
•	Banking
•	Petty Cash
•	Clean Amenities
•	add more..

General duties
All faxes must go on [enter-your-company-name-here] Cover Sheet
Privacy issues are paramount.  Never provide information regarding staff, Customers by telephone, in person or in writing. 

NEVER provide personal contact details of any sort to anyone.

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Meeting Schedule

Purpose
Hold regular management meetings that check that the Management System is effective, and which discuss areas for improvement.

MEETINGS
(Provide in this section a schedule of standard company meetings - the example below is a schedule of meetings in a real estate office)
Meeting type	Frequency	Agenda	
Sales meeting 
Chaired by []
Attended by []
Minutes by []	Each Monday at []	•	Weekly Sales Report
•	Stock inventory
•	Leads to sales ratio	
Factory meeting 
Chaired by []
Attended by []
Minutes by []	Each Wednesday at []	•	Safety issues
•	Production	
Quality management meeting
Chaired by []
Attended by []
Minutes by []	First Monday of every month	•	Production issues
•	Delays	

QUALITY MANAGEMENT SYSTEM REVIEW MEETING
To be held at least every six months, to review the effectiveness of the management system as a whole. Other management meetings and other activities such as internal audits, look at the effectiveness of specific areas of the management system.

Review inputs can include:
•	Results from internal audits
•	Results from external audits
•	Supplier, customer and client feedback
•	Industry feedback
•	Production and efficiency data
•	Nonconformance trends
•	Corrective and preventive actions
•	Improvements to specific systems eg, software, inventory, training, reporting, etc
•	appropriateness of policy statements

Review outcomes can include:
•	Improvements to procedures, forms and work instructions
•	Improved Customer and Client service/value adding
•	Improved resource planning and management
•	Improved communication systems

FOLLOW-UP ACTIONS
Promptly address actions on minutes and action lists, and sign off actions when closed.

Greeting Telephone Callers

Purpose
In this procedure, the Receptionist greets a telephone caller and helps them to transact their business in the office. This procedure starts when the customer telephones the office.  
It ends when the Receptionist has finished the transaction or has successfully handed the customer over to another Staff Member.
Note:  Any Staff Member answering a telephone call has the role of Receptionist.

Scope
This procedure applies to all telephone callers.

Background
All visitors, including sales customers, landlords, tenants, suppliers and competing agents, will judge our firm by the telephone reception they receive.  They will then, at some stage,  pass on this initial impression to their friends and associates.  
The company partly builds its reputation on how it treats its telephone callers.
Failure to return telephone calls is a very fast way to make people see you as unprofessional.

Procedure and Rules
Mood of telephone calls
•	Conduct all telephone calls with an atmosphere of:
•	Warmth and friendliness 
•	Patience and good humour
•	Interest or enthusiasm (not apathy, artificial friendliness or resentment)

Incoming telephone calls
•	Answer the telephone within three rings.
•	Use the words: 
•	"Welcome to <company name>.  <your first name> speaking.  How can I help you?"
•	If the call is for a specific person or role, transfer the call immediately.
•	If nobody appropriate is available to take the call, record:
•	Caller's name
•	Caller's contact phone number
•	(If a property is involved) Property address
•	Person or role they want to speak with
•	(If they want to be called back) Suitable time to call back
•	Message or reason for call
•	Time and date of call.
•	Contact the person called and relay the message.
•	Deliver the written message to the person called by placing it on their desk and then confirm with the person called that they received the message.
•	If you can't get the message through to the person, ask a fellow team member or manager to follow up the call.

Returning telephone calls
•	Return all telephone calls on the same business day or within 24 hours at the latest.
•	If you know that you will not be able to return a call in that time, ask another Staff Member to call, apologise and say when you will be available.

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Greeting Visitors to the Office

Purpose
In this procedure, the Receptionist greets a visitor and helps them to transact their business in the office. This procedure starts when the visitor comes into the office.  It ends when the Receptionist has finished the transaction or has handed the visitor over to another Staff Member.
Note:  Any Staff Member greeting a visitor has the role of Receptionist.

Scope
This procedure applies to all visitors to the office.

Background
All visitors to the office, including customers, suppliers and the general public will judge our company by the reception they receive.  They will then, at some stage,  pass on this initial impression to their friends and associates.  The company partly builds its reputation on how it treats visitors to its office.
No matter who enters the office, it is essential to immediately and courteously greet that person and make them welcome.
All staff must know how to correctly receive a visitor. 

Procedure and Rules

Greeting visitors at appointments (all staff)
•	Wear your company name badge, if appropriate, at all times when meeting visitors.
•	Smile, walk up to the visitor and introduce yourself with a handshake. 
•	(If you already know the visitor's name) Greet them by name straight away.  
•	(If you don't know the visitor's name) They will most likely respond with their name when you introduce yourself. In any case, find out their name and use it straight away in your welcoming response.  

Greeting visitors in the reception area (all staff)
•	Wear your company name badge, if appropriate, at all times in the reception area.
•	Say "Good Morning. How can I help you?" in a friendly manner.
•	Do not leave any visitor waiting to receive a welcome. If you are on the phone or having a discussion when a visitor arrives, excuse yourself for a few moments.  Greet the visitor and assure them that you will give them your full attention shortly. 
•	If you are expecting visitors, tell the Receptionist the names and expected times.  This helps the Receptionist to greet them by name and hand them over to you.
•	(Non-reception staff-If you are the first person to see a visitor, or if the receptionist is busy) Greet the visitor as if they have arrived for a meeting.  Follow the role of the Receptionist until the Receptionist is free.  
•	Ask the visitor if they have an appointment and whom they are here to see:
o	(If the visitor does not have an appointment) Ask them how you can help.  Help them with their transaction or hand them over to the most appropriate person.
o	(If the visitor does not have an appointment) Take them into our coffee lounge. Offer them a drink and tell them that you will get the team member they are waiting for.
o	Tell the Staff Member straight away that their visitor is waiting.
o	Tell the visitor that the Staff Member knows they are here, and will be along shortly.
o	Monitor the visitor until the Staff Member arrives, reassuring them and reminding the Staff Member if necessary
Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Food, Drink and Cleaning Up

Purpose
This section sets out rules for food and drink in the office and when on company business.

Scope
This applies to all staff on all occasions in the workplace and when on duty.

Background
Staff need an opportunity to enjoy lunch and refreshments during their working day.  These rules make sure that this enjoyment does not interfere with other people's work or enjoyment or the company image.  
If people eat or drink in the presence of customers or other staff who are not involved in this activity themselves, it can offend or distract them, or create a bad impression.
Unless it is an agreed part of a group activity such as a meeting, no Staff Member has a duty to serve or clean up after another Staff Member's food or drink.

Procedure and Rules

Serving and cleaning up after refreshments
There are exceptions to this rule.  See "Shared refreshments" below.
•	Make or purchase and serve your own refreshments for yourself.   
•	If you use cutlery, crockery or glassware, wash, dry and put it away yourself immediately after use.

Shared refreshments
The following activities are OK: 
•	Providing, serving and cleaning up after each other's refreshments on an equal share basis.
•	Eating and drinking in front of a client if you are sharing refreshments with the client
•	Providing, serving and cleaning up after refreshments as a duty if this is part of a declared formal group activity such as a staff conference or training course. 

Office and workplace tidiness
•	Do not leave dirty mugs or cups anywhere overnight.
•	Do not bring strongly aromatic foods into the workplace.
•	If you are throwing away food, wrap it up before putting it in the bin.  If it is likely to smell bad before the bin is emptied, throw it away outside the workplace.
•	Do not eat or chew gum while on duty if you are in view of the public or of visiting clients.

Opening and Closing Office Procedure

Purpose
To complete open or close the office to ensure proper security

Background
Needed so that business complies with legal requirements and security issues

Scope
This applies to all staff

Procedure

What procedure and/or rules apply?
Upon Opening the Office
The office should be opened no later than 8.45 in the morning this means arriving before the opening time making yourselves presentable then opening the office. 

The following should be done after opening:
•	Turn on lights
•	Turn on photocopier and printers.
•	Turn on air-conditioner set to 21 degrees
•	Check front window display and make sure all property displays are turned the correct way and are clean and current.
•	Sweep the front reception area if necessary and front footpath.
•	Replace flowers and generally tidy up.
•	Take money from security draw and place in till at reception

This is our clients first point of contact and it will need to be presentable at all time.

Closing the office
The office is to be closed no earlier than 5.15 pm 

The following should be done before leaving.
•	Place cash and other monies in security draw at rear (leave money till unlocked)
•	Tidy desk and front reception area
•	Ensure window display is neat and tidy (all photo's turned correctly)
•	Place back up tape corresponding to relevant day is placed in the SERVER TAPE DRIVE
•	Turn off your computer (NOT THE SERVER)
•	Turn off air-conditioner
•	Turn off printer
•	Lock back door
•	Turn off lights and lock door

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Site Security

Policy
•	Customers, contractors and other visitors must be accompanied at all times.
•	Corridors and aisles must be kept clean and clear of obstructions.
•	Sensitive files must be locked in a filing cabinet after use and not left lying on desks unattended.
•	Computer files must be closed when PC is unattended.
 
The Administration Manager will prepare and instruct staff on:
•	procedures for locking the office at the end of the day
•	policies and procedures for after-hours access
•	procedures for after-hours security.

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Cleaning the premises

Purpose
This section explains the cleaning requirements for the office.
•	The company operates better in a clean and tidy environment.
•	Visitors to the office can gain a bad impression if the office is untidy.
•	If the office is not clean, it can be a health hazard

Procedure
Cleaning during the day
•	If staff members carry out a messy task, such as a mail out or opening and installing new equipment, they must clean and vacuum when they have finished.
•	See  food drink and cleaning up

Cleaning at the end of each day
•	See  customer areas
•	See  front window display
•	See  opening the office
•	See  closing the office
•	See  individual desks 

Cleaning Contractor
Conducts weekly cleaning according to the cleaning specifications. These include:
•	Areas for cleaning
•	Products and equipment used
•	Standards required
•	Weekly, monthly and annual cleaning instructions

Document and Data Control

Purpose
The objective of this procedure is to identify internal and external documents that are subject to controls.

Background
A considerable problem that often leads to the failure of any management system is the inevitable paper war which occurs when documentation is not controlled.  This procedure seeks to identify a method of controlling documents.

Scope
All staff

Procedure
INTERNAL DOCUMENT IDENTIFICATION
Definition:
Internal documents are procedures, forms, drawings and instructional & advisory material of a permanent nature, designed and written by the company.  They are not records.

Internal documents include (for example):
•	procedures
•	forms
•	drawings (internal only)
•	checklists
•	work instructions	•	computer templates (standard letters, etc)
•	sales material
•	business plan.	

All “groups” of internal documents are identified on the form “Master List:  Controlled Internal Documents and Data”.

For each group of documents on the Master List, kept as hard copy:
•	place current hard copies in a binder (or similar)
•	fill out and place a Control Register at front of binder
•	control and change internal documents as per flowchart in the relevant procedure under "management".

For each group of documents on the Master List kept in electronic (e) files:
•	format a Control Register template at the top of the documents
•	control and change documents as per flowchart in the relevant procedure under "management"
•	if required, create passwords to identify read only users, and read and write users.

External documents
External documents can include:
•	Supplier, operator and maintenance manuals for plant and equipment
•	Specifications, procedures and drawings provided by customers and suppliers
•	Standards
•	Statutory Regulations
•	Material Safety Data Sheets
•	Codes of Practice
(Manuals, Standards and other reference material can be thought of as the company’s “Technical Library”).

External documents register
The custodian of external documents, which are relied upon to provide important and current information, will:
•	record the current issue on an External Documents Register
•	update the Register when a new issue is received
•	delete obsolete documents
•	regularly check that the Register is complete and current
•	regularly account for all listed documents
•	regularly contact the supplier to ensure currency
•	identify sources of suitable reference material (eg, professional institutes, industry publications, manufacturers, Standards Australia, regulatory bodies).

Uncontrolled documents
Copies of operations manuals, procedures or work instructions may be issued to interested parties on request.  If they are issued as controlled or uncontrolled, record this on the Controlled Document Register.
Uncontrolled copies are marked “UNCONTROLLED COPY: NOT SUBJECT TO UPDATE”, on the front cover in red ink, prior to issue.
Controlled copies are marked “CONTROLLED COPY”, on the front cover in red ink, prior to issue.

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Filing and Records Management

Purpose
Establish controls that identify, maintain and store in good condition records that provide objective evidence of management and quality control in all areas of operation.  

Procedure
A filing system that allows for easy storage and retrieval has been established for all records, and is controlled within each department.

Filing systems must be identified, sections labelled, and individual files neatly kept in alphabetical order, unless otherwise specified.

Records, both hard copy and electronic, are kept in a clean, dry and secure location by the custodian to prevent deterioration or loss.

Annually in [e.g. June]
•	Archive the previous 12 months prior records into Archive Boxes
o	Label boxes with contents and destroy date
o	store (WHERE?)
•	Transfer across the current financial year's records into the 12 months prior file
•	new files established as appropriate for commencement of the new financial year
•	12 months previous records stored in archive boxes (WHERE?)
•	All other files stored until retention period complete
•	At end of retention period remove for safe disposal

Email retention and archiving policy

Purpose
To help employees determine what information sent or received by email should be retained and for how long, this policy identifies the broad categories of electronic messages processed by the [enter-your-company-name-here] system and sets out the factors to be considered in setting practice guidelines to be adopted in each case.
The rise to predominance of electronic communication mandates electronic message management systems comparable to existing hard copy filing systems.  
All material, electronic or otherwise, created by employees and volunteers of [enter-your-company-name-here] in the course of their employment or accessed by employees on [enter-your-company-name-here] equipment is the property of [enter-your-company-name-here]. 

Policy
All [enter-your-company-name-here] email information shall be categorised into four main classifications with retention guidelines: 
•	Administrative Correspondence (4 years)
•	Fiscal Correspondence (4 years)
•	General Correspondence (1 year)
•	Ephemeral Correspondence (Retain until read, then destroy)

Administrative Correspondence
[enter-your-company-name-here] Administrative Correspondence includes, though is not limited to, confidential management information, employee-related information, and project-related correspondence.   
To ensure Administrative Correspondence is retained in an accessible format, a mailbox admin@(Insert organisation name) is to be created. 
Users should copy (cc) to this address when receiving or sending such email, when retention will be administered by the IT officer.

Fiscal Correspondence	
[enter-your-company-name-here] Fiscal Correspondence includes all information related to revenue and expense for the organisation.  To ensure Fiscal Correspondence is retained, a mailbox fiscal@(Insert organisation name) is to be created, 
Users should copy (cc) to this address when receiving or sending such email, when retention will be administered by the IT officer.

General Correspondence
[enter-your-company-name-here] General Correspondence covers information that relates to customer interaction and the operational decisions of the organisation.  The individual employee is responsible for email retention of General Correspondence where this is likely to be of continuing usefulness.

Ephemeral Correspondence 
[enter-your-company-name-here] Ephemeral Correspondence is by far the largest category and includes personal email, email dealing with the work of the day, and email containing information outdated by events. Staff may destroy this after reading.

Depending on the particular circumstances of the organisation, four further classifications may also created with their own retention guidelines: 
Instant Messenger Correspondence
[enter-your-company-name-here] Instant Messenger General Correspondence may be saved with logging function of Instant Messenger, or copied into a file and saved.  Instant Messenger conversations that are Administrative or Fiscal in nature should be copied into an email message and sent to the appropriate email retention address.

Correspondence involving intellectual property
Any correspondence that involves the creation of any significant intellectual property rights shall be retained at the discretion of the CEO.  To ensure Administrative Correspondence is retained in an accessible format, a mailbox ip@[enter-your-company-name-here] is to be created. Users should copy (cc) to this address when receiving or sending such email, when retention will be administered by the IT officer.
 
Correspondence of legal significance
When legal proceedings are in process – and in Victoria, when legal proceedings are in progress or reasonably to be anticipated – particular considerations apply to document retention. It is the responsibility of the CEO to inform staff should these considerations be applicable and to circulate staff with any relevant changes in policy and procedures. 

Storage
It shall be the responsibility of the CEO or their nominee to maintain backup tapes from the [enter-your-company-name-here] email server.  Once a quarter a set of tapes shall be taken out of the rotation and be moved off site.  Email shall not be removed from the off site backup tapes.

Anti-Virus Software

Purpose
[enter-your-company-name-here] will run Anti-Virus software to maintain active and updated virus protection across all of its sites.

Policy
[enter-your-company-name-here] purchased licenses for (insert antivirus product name) for all machines in [enter-your-company-name-here]

Procedure
Anti virus automatically updates the servers at each site automatically once a week.  
After this update is completed the servers ‘push out’ to all other antivirus installations on the [enter-your-company-name-here] networks these updates ensuring that every computer in [enter-your-company-name-here] is updated at least once a week as long as it is turned on.

The benefits of this are:
•	Removal of any manual process previously involved in updating virus protection software.
•	Better virus protection because automated procedures can be forgotten or ignored.
•	Better guarantee that virus protection software will be updated often.
•	Better management of virus protection software and its updates through a server/client hierarchy.

Special requirements:
It is still good for someone to check that antivirus has updated as expected once a week, and if no update has been done for 2 weeks in a row it is sometimes 

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Suppliers and Products

Purpose
•	Select suitable suppliers
•	Comply with agreed standards.
•	Purchase competitively. 

Procedure
Assessing suppliers
Suppliers include both material suppliers and service providers.

Materials purchased may include:
•	Software
•	Communication supplies
•	Office supplies
•	Safety supplies
•	Routine consumables

Services engaged may include:
•	Electrical contractors
•	IT contractors
•	Maintenance Contractors
•	Marketers

Suppliers are assessed by these criteria, if and when appropriate:
•	geographical locality
•	timeliness and punctuality
•	previous performance as a supplier
•	price
•	availability of goods and services
•	experience
•	range and type of products and services
•	business references

Supplier list
Include details of preferred suppliers on the Supplier List.

Suppliers of critical materials and services, should be qualified with reference to:
•	agreed / special prices
•	compliance with agreed Standards
•	Whenever possible, preference must be given to suppliers on the Supplier List.

What do we do with Defective Product

Purpose
Ensure that product which is defective or non-conforming is dealt with effectively.

Background
This procedure is similar to the procedure for dealing with defective supply in purchasing. 

Procedure
•	Inspection and testing reveals product is defective or non-conforming
•	Product is set aside (WHERE?)
•	Product is tagged or clearly marked "DEFECTIVE - NOT TO BE USED" 
•	Arrange for product to be disposed of
•	Note in Defective product log

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Administrative attached files

List of attached files for this department
Create a list by:
•	Click the "Hyperlink button"
•	When the dialog appears click the "Existing File" radio button at top
•	Browse various folders and find all the documents you want to link
•	Select them individually and click "Apply linked list item" or 
•	multi-select and click "Apply linked list item"

Archived_Documents_Register.doc
Bank_Account_Details.doc
Cash_flow_budget_worksheet.xls
Communications_Register_-_Environmental_matters.docx
Customer_satisfaction_survey.doc
Due_Diligence_form.doc
Equipment_Calibration_Record.docx
External_Documents_Register.doc
Generic-Internal_Audit_Schedule_Form_14001.doc
Internal_Audit_Report_Form.doc
Internal_Documents_Register.doc
IP_and_confilct_of_interest.doc
Monthly_Management_Meeting.doc
Preferred_Suppliers_Listing.doc
Preferred_Suppliers_Listing_-_Environmental.doc
Project_Roles_and_Responsibilities_Matrix.doc
Quarterly_Internal_Audit_Schedule.doc
Reimburse_Expenses_Form.doc
Supplier_Register.doc