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2 parts Advertisement done with log for the financial review in Sydney and a case study report (2)

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2 parts Advertisement done with log for the financial review in Sydney and a case study report

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2 parts Advertisement done with log for the financial review in Sydney and a case study report

Introduction

Newman, (2008) states that an executive assistant plays a crucial role in an organisation. In the ever changing business environment, it is the executive assistant’s job is to assist the key decision maker to stay focused, effective, and a better leader. The key skills of this position are excellent communication, creativity, and ability to work independently.

Given that the tasks involve being in charge of managing most of the support activities within the administrative sector, that is, ascertaining that ideal operations of the senior management team carries out all the goals of the organisation. Normally this job entails being an office manager or working as a secretary to the managers of a company. Hancock Pty Ltd is a small firm wishing to recruit an office manager, this position has three direct report; the receptionist and two administrative staff (Hughes, 1997, p 149; Cantoni, 1997, p52-58)

Critical Skills of Senior Executive Assistants

In the ever changing office environment, the critical skills required of an effective senior executive assistant is communication. How the incumbent interacts with peers and other decision makers is paramount on how ideas exchange across the organisation. Other vital skills are interpersonal effectiveness, project management skills, financial planning abilities, and effective writing skills ((Chen, Sawyers, & Williams, 1997,pp 855-865).

Effective writing skills are particularly essential for an office manager to put the right words on paper quickly. Therefore, they must be able to communicate more clearly, concisely, and persuasively. Words matter and an effective office assistant must learn, develop, and enhance how to use them. The key areas that require effective principle of writing: successful correspondence, message shaping, writing to the point, avoiding writing traps, diplomacy and politics, refining the writing, and managing minutes in a meeting (Rosen, 2007; Sarah & Pizzigati, 2009; Schultz, 2009).

According to Elwood, et al, (1996, p7), an outstanding executive assistant should possess soft skills, and abilities to maximise appropriate communication skills for personal and professional potential. The positive traits needed include; self awareness, personal openness, conflict handling, frustration and stress control, assertiveness, and making commitments to development. Appropriate communication skills are key to developing a positive image, giving and receiving feedback, presenting ideas with confidence and clarity. Commitment to personal development is related to making choices and managing personal change, building self esteem and emotional intelligence, developing networks, having creative visioning abilities, and being results oriented. Being assertive implies being able to understand both external and internal sources of conflict, ability to gauge the expectations of others, developing self confidence, and having behaviours and words that count.

Project Management skills are a must for executive assistants, they must have the ability and structure to manage short term and long term projects (Leonard, 1996, pp 86-92; Letourneau, 1997, pp 37-41).

Pagoaga, & Williams, (1993,pp 22-29), argues that, The incumbent should act as a central partner interacting with all the departments, checking budgets and schedules. They should be aware of factors that affect projects success or failure, developing and implementing classic ways of managing them, understanding customer needs for effective project initiation, planning, implementation and control. The appropriate office manager should be able to deal with the unexpected, communicate the right things to the right people at the right time. They must also have excellent project closing skills, and must be able to appreciate the importance of communication within a project team. They must be confident and able to accept responsibility for new projects, ability to identify, and apply appropriate tools to effectively manage the processes. Hancock needs people who can stay in control of projects in dynamic business environments, and dealing with unexpected setbacks.

Basic financial skills are necessary for this position. An understanding of figures that give information on the business is key to better supporting the manager with preparing reports and analyses. The executive assistant must be able to talk the language of finance and accounting, financial statements, financing international business, business plan preparation, and preparing meaningful budgets (Rubino, 1995, pp 38-43; Smoot, & Duncan, 1997, pp 65-75).

Romano, (1998, pp 28-33), states that the incumbent should have a basic understanding of how financial tools are applied in planning, measuring, and controlling an organisation’s performance. They must possess a deep awareness of the economic environment and its impact on the company with sound abilities to spot facts and figures that might affect the business. Knowledge of the function and fundamentals of accounting is essential to the construction of the profit and loss accounts, balance sheets, statements of sources and uses of funds, and statements of retained earnings. Understanding the inter-relations between these statements is necessary coupled with the company’s annual financial report (Arthur 2009; Keen, 2009; Frydman, 2008)

Benefits, salary, and salary packaging options

The aims of salary options is to provide employees access to fringe benefits, support in house payroll staff, tax planning professional advice and information to employees regarding salary packaging to obtain best results from remuneration. Salary packaging varies across agencies, and subject to frequent changes. The tasks, roles, and duties of executive assistants will determine the salary range. Other factors are influence the wage are period, years of work, type of company, level of education of employee, current economic conditions, and work experience (Hersch, 2006)

The cost employment benefits is up to a maximum amount equal to fringe benefit tax free cap of $17000 per annum for public benevolent institutions under Australian taxation law. This amount is based on grossed up taxable value of the benefits given. Therefore, the maximum dollar value of benefits that employees can package without creating a fringe benefit tax liability is $9094 per annum (Gerhart, & Trevor, 1996, pp, 1692-1712; Heneman, & Eskew, 1998, pp 40-44).

According to National Salary Data, in the USA, the salary ranges from $31710 to $67605 per annum according to March 2012 data. Bonuses range from $194.95 to $7366 per annum. While profit sharing ranges from $507 to $6748 per annum. This makes the total pay to range from $30151 to $68963 per annum. However, these values will vary depending on the factors named above. Senior Executive assistants’ salaries range between $36220 to $78936. Executive Assistants to the CEO range between 31507 and $75228. Executive Secretaries or Administrative Assistants earn between $23498 and $53995. Gender also seems to affect the salary level with females earning more than males. The more educated one is the more the earnings and vice versa, and the pay is commensurate with years of experience (Stone, & Ziebart, 1995, p 250-261; Wilson, 1990, pp 25-29).

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OFFICE MANAGER

Our client is a small firm located in the prestigious offices in the Central Business District. The firm is seeking to recruit an experienced Office Manager to work fulltime. This role expects you to offer support to the CEO, Chair, and Board of Management.

THE RESPONSIBILITIES OF THIS ROLE:

Taking minutes of all organisational meetings and setting up the agendas

Organising internal and external meetings

Providing corporate support

Arrange appointments and meetings

Coordinate functions, events, and conferences

Preparation of submissions of expenses and invoices

Assist with implementing and reviewing of procedures and tasks relating to all administrative functions.

Maintaining accurate records by updating databases, corporate and electronic files

Respond to relevant queries from other officers, clients, and stakeholders.

CRITERIA

High sense of written and verbal communication skills

Excellent administrative, organisational, research, and analytic skills

Experience with a large organisation providing executive support to senior managers

Appropriate problem solving skills with proven ability to work independently, plan priorities, results oriented, and strict on deadlines

A dynamic team player, with highly developed interpersonal skills with demonstrated abilities to maintain effective work relations with broad range of staff, clients, and visitors.

QUALIFICATIONS

Minimum of 2 years experience in office management

Advance computing skills especially Microsoft office applications in Word, Excel, PowerPoint, and Access

Appropriate time management skills

Strong diary management abilities , and experience using Customer Management Systems

The successful candidate will be offered attractive remuneration commensurate with qualifications and experience. The role has flexible approach to working hours, and includes a car park and own office. For more information call Sheridan Bell on 08 9345 3765 quoting job Reference 56489.

Bibliography

Elwood F. Holton II, James W. Trott, Jr., (1996), Trends Toward a Closer Integration of Vocational Education and Human Resources Development, Journal of Vocational and Technical Education, Vol. 12, No. 2, p7

Kenneth Rosen, (2007). Who Killed Katie Couric? And Other Tales from the World of Executive Compensation Reform, 76 Fordham Law Review 2907

Sarah Anderson and Sam Pizzigati. (2009) “The CEO Pay Debate: Myths v Facts,” The Institute for Policy Studies, 12 February

Schultz, Ellen E. (2009). “Banks Use Life Insurance to Fund Bonuses” The Wall Street Journal.

Newman, Richard (2008). Banks make money from employees’ life insurance”. Northjersey.com.

Hersch, Warren S. (2006)”The Market For COLI—Still Strong And Robust”. National Underwriter. Retrieved 2009-05-21.

Postal, Arthur D. (2009). “Industry Gears Up To Fight Tax Changes”. National Underwriter. Retrieved 2009-05-21

Cathy Keen (2009). “Paying CEOs more than other CEOs results in stockholder dividends”. University of Florida News. ufl.edu.

Carola Frydman (2008) ‘Learning from the Past: Trends in Executive Compensation over the Twentieth Century’. Center for Economic Studies

Leonard, B. (1996). The economic state of the union, H R Magazine, December 1996: 86-92.

Letourneau, T. (1997). Getting with the (incentive) program. Bank Marketing, May: 37-41.

Pagoaga, J. & Williams, J (1993). Dynamic pay initiatives. Hospitals & Health Networks,

67(September 5): 22-29.

Romano, G. 1998, How not to run an incentive compensation program. Association Management, 50(4): 28-33.

Rubino, J. (1995). Achieving true “pay for performance”: A comprehensive approach, Journal of

Compensation & Benefits; 10: 38-43.

Smoot, D. & Duncan, P. (1997). The search for the optimum individual monetary incentive pay

system: A comparison of the effects of flat pay and linear and non-linear incentive pay on

worker productivity. Journal of Organizational Behavior Management, 17(2): 5-75.

Stone, D. & Ziebart, A. (1995). A model of financial incentive effects in decision making.

Organizational Behavior and Human Decision Process, 61: 250-261.

Wilson, T. (1990). Group incentives: Are you ready? Journal of Compensation & Benefits, 6: 25-29.

Gerhart, B. & Trevor, C. (1996). Employment variability under different managerial compensation systems. Academy of Management Journal, 39:1692-1712.

Heneman, R., Fox, J. & Eskew, D. (1998). Case study: Using employee attitude surveys to evaluate a new incentive program. Compensation and Benefits Review, 30(1):40-44.

Hughes, P. (1997). Developing a competitive pay plan. Sales and Marketing Management, 149): 69.

Cantoni, C. (1997). Learn to manage pay and performance like an entrepreneur. Compensation and Benefits Review, 29(1): 52-58.

Chen, A., Sawyers, R. & Williams, P. (1997). Reinforcing ethical decision making through corporate culture. Journal of Business Ethics, 16(8): 855-865.

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