THE PURPOSE OF AN ORGANISATION

CHART:
What is an organisation chart? An organizational chart (often
called organization chart, org chart, organigram) is a graphic
diagram that shows the structure of an organization and the
relationships and relative ranks of its parts and positions. The
term is also used for similar diagrams, for example ones
showing the different elements of a field of knowledge or a
group of languages.
An organisation chart helps everyone to understand the role of
each person in an establishment, it shows decision making,
power and unserability, employees names and titles. To have
an efficient and properly functioning business, you need to
know which people are on different levels and departments
within the company. Charts show a chain of command and
reporting structure. The chart also helps employees to work
well together, creating a structure with clearly defined roles,
functions, scopes of authority and systems to accomplish
everything the business must do.
A company's organisational chart typically illustrates relations
between people within an organisation. Such relations might
include managers to sub-workers, directors to managing
directors and chief executive officer to various departments.
The different types of organisation charts include:
Hierarchical:
A hierarchical organization is an
organizational structure where every entity in the
organization, except one, is subordinate to a single other
entity.
Matrix: A matrix organizational structure is a company
structure in which the reporting relationships are set up as
a grid, or matrix, rather than in the traditional hierarchy.
Flat (also known as Horizontal): A flat organization is
an organization that has an organizational structure with
few or no levels of middle management between staff and
executives.
Alana Doak

Information Administration Dife 2014-15

When an organisation chart grows too large it can be split into

smaller charts for separate departments within the
organisation.

Business Meetings:
Chairperson:
To ensure the Management Committee functions properly .
The Chairperson is responsible for making sure that each
meeting is planned effectively, conducted according to the
constitution and that matters are dealt with in an orderly,
efficient manner. The Chairperson must make the most of
all his/her committee members and lead the team'
To ensure the organisation is managed effectively. The
Chairperson must co-ordinate the Committee to ensure
that appropriate policies and procedures are in place for
the effective management of the organisation.
To provide support and supervision to the chief officer. The
Chairperson will often be the direct line manager for the
chief officer (the most senior staff member).
To represent the organisation as its figurehead. The
Chairperson may from time to time be called upon to
represent the organisation and sometimes be its
spokesperson at, for example, functions or meetings.
Secretary:

The role of the Secretary is to support the Chair in

ensuring the smooth functioning of the Management
Committee.
Ensuring meetings are effectively organised and minuted.
Liaising with the Chair to plan meetings, receiving agenda
items from committee members, circulating agendas and
reports, taking minutes (unless there is a minutes
Alana Doak

Information Administration Dife 2014-15

secretary), circulating approved minutes and Checking

that agreed actions are carried out.
Maintaining effective records and administration. Keeping
up-to-date contact details (i.e. names, addresses and
telephone numbers) for the management committee and
(where relevant) ordinary members of the organisation.
Filing minutes and reports, compiling lists of names and
addresses that are useful to the organisation, including
those of appropriate officials or officers of voluntary
organisations. Keeping a record of the organisation's
activities and Keeping a diary of future activities.
Upholding legal requirements. Being in charge of
Government
documents.
Ensuring
elections
and
organisations activities are in line.
Communication and correspondence. Responding to all
committee correspondence and filing all committee
correspondence received and copies of replies sent.
Keeping records of all leaflets, newsletters and the
organisations activities for the year, to be shown at the
Annual General Meeting.
Treasure:
Cash forecasting. Compile information from around the
company to create an ongoing cash forecast. This
information may come from the accounting records, the
budget, capital budget, board minutes and even the CEO.
Working capital monitoring. Review the corporate policies
related to working capital, and model their impact on cash
flows.
Investments. Use the corporate investment policy for
allocating excess cash to various types of investments,
depending on their rates of return and how quickly they
can be converted into cash.
Grant credit. Issue credit to customers, which involves
management of the policy under which credit terms are
granted.

Alana Doak

Information Administration Dife 2014-15

 Bank relations. Keep the company's bankers apprised of

the company's financial condition and projections, as well
as any forthcoming changes in its need for borrowed
funds. The discussion may extend to the various services
provided by the banks to the company.
Reporting. The treasurer provides the senior management
team with reports concerning market conditions, funding
issues, returns on investment, cash-related risks, and
similar topics.

Diary Management:
Managing a busy diary is no simple task. In some companys,
two PA's are needed, one for managing the diary and the other
for doing everything else. Assistants organise, arrange and
make a note of managers meetings with both internal and
external contacts, whilst also keeping an eye on appointments
that have been made and finding solutions if they are not able
to go ahead and making a note of this.
Time allocation is a major aspect in diary management.
Knowing how much time to allocate for meetings, travelling,
phonecalls and lunches dictates how the manager in question
can spend the rest of his/hers day, weather it be extra
meetings or working in the office. Correct time allocation also
ensures that you give extra time give or take on the off chance
of delay or appointments carrying on longer than expected.
Doing so means nothing should ever overlap.
Managing the diary with logic and common-sense is essentiall.
Youll need guidance from your boss about what their priorities
Alana Doak

Information Administration Dife 2014-15

are. When a meeting request comes in, ask the following

questions:
Does the boss have to attend this meeting in person?Can
they send a delegate and receive a de-briefor read the
minutes of the meeting?
Can the meeting be done earlier? Breakfast, lunch or as a
late afternoon meeting?
Does the boss need to stay for the whole meeting? Can
they attend for the first 30 minutes and perhaps the end
of the meeting for the plenary?
Is a meeting necessary? Can the decision be made by a
quick call or email?
Deadlines are an important part of everyday life. They keep us
focused on when tasks need to be completed, when we need to
make payments or meet with people for various reasons. If we
dont meet these deadlines then problems arise not only for us,
but others involved with those deadlines. It could be a piece of
work as part of a project or a payment for a service and any
delay in meeting the deadline results in a delay in the next step
of the process or service. This counts towards being unreliable,
which isnt desirable as an employee or as a business. With
every person and business seeking the slightest advantage
over any rivals, reliability is one way to ensure repeat business
comes your way.

NOTICE
A Notice for a Staff Meeting:

Staff meeting in the boardroom of BT

Traiding Enterprise, at 4.30pm on 18
October 2014 to discuss health and safety
matters.

Alana Doak

Information Administration Dife 2014-15

BT Trading Enterprise
Minutes
Staff meeting in the company boardroom at 4.30pm on 15
September 2014
PRESENT:
Michael Brown
Alana Doak
Helen Duncan
Susan Arnott
Noel Murray
Alana Doak

Finn Thornton
Keith Smith
Rebecca
Matthews
Jackie Watters

Maha Fallon
Harry Taylor
Sarah Moore
Paul Michaels

Information Administration Dife 2014-15

APOLOGIES FOR ABSENCE:

None
MINUTES OF LAST MEETING:
Read by Alana Doak, proposed by Keith Smith, seconded by
Sarah Moore.
MATTERS ARISING FROM THE MINUTES:
None
AGENDA ITEMS:
Discussion: Materials Quality
Action: It was decided that new materials from a new company
will be used in the factory come October 1st.
Discussion: New Sewing Machines
Action: Factory workers will recieve new sewing machines next
week. All workers will be sent on a one day training course to
learn to use the machines.
Discussion: Staff Canteen Healthy Eating Policy
Action: Everyday there will be two main dishes, one healthy
option and one normal.

ANY OTHER BUSINESS:

None
ANNOUNCEMENTS:
Rebecca Mathews will be taking her maternity leave this
coming Friday. A small gathering will be held in the staff
canteen on Friday.
DATE, TIME AND LOCATION FOR NEXT WEELKY STAFF
MEETING:

The next staff meeting will be held in the boardroom on of BT

Traiding Enterprise, at 4.30pm on 18 October 2014.
AGENDA ITEM FOR NEXT WEEKLY STAFF MEETING:
Health and safety matters.

Minutes prepared by: ___________________ Date:

_____________________
Chairman: ____________________________ Date:
_____________________

Itinerary for a Business Trip:

Date: Monday 29th September 2014

TRAVEL ITINERARY MR. MICHAEL BROWN
8.00am

Travel to airport.

8.30am

Airport check in.

9.00am
9.30am

9.50 am Depart Dublin Airport T1 Flight No: EL158 to

London Heathhrow.

10.00am
10.30am
11.00am

11.10 am Arrive at London Heathrow T3

11.30am

11.40 am Meet Mr. Richards from Swift Taxis for

transport to the Sheraton Heathrow Hotel.

12.00pm

12.10 pm Arrive at Sheraton Heathrow Hotel.

12.30pm
1.00pm
1.30pm

Meeting with AL Jabber Traiding Ltd. in Meeting Room A

on the mezzanine floor at the Sheraton Heathrow Hotel.

2.00pm
2.30pm
3.00pm
3.30pm

3.40 pm Travel with Mr. Richards to Bath Road,

Hounslow.

4.00pm

Meeting with JP Ryan Printing in Bath Road, Hounslow.

4.30pm
5.00pm

Travel back to the Sheraton Heathrow Hotel with Mr.

Richards.

5.30pm

Dinner at the Sheraton Heathrow Hotel.

6.00pm
6.30pm
7.00pm

Travel to London Heathrow Airport with Mr.Richards.

Airport check in.

7.30pm
8.00pm
8.30pm

9.10 pm Depart London Heathrow T3 Flight No: EL138 to

Dublin Airport

9.00pm
9.30pm
10.00pm

22.25 pm Arrive at Dublin Airport T1

10.30pm

22.50 pm Meet Mr. O'Hara from Dublin Taxis for taxi

home.

11.00pm
11.30pm
12.00am

Mr Browns Diary
Date: Tuesday 17 September 2014
8.00a
m

answering emails and returning telephone calls.

8.30a
m
9.00a
m
9.30a
m

Meeting with Ms. Martha Mallon

10.00a
m

Meeting with Ms. Martha Mallon

10.30a
m
11.00a
m
11.30a
m
12.00
pm

Travel to lunch with Mr. Adams at City North Hotel

Lunch with Mr. Adams

12.30
pm

Lunch with Mr. Adams

1.00p
m

Travel back to office from lunch

1.30p
m
2.00p
m

Meeting with Lawyer Mr. Farrow

2.30p
m
3.00p
m

Meeting with Mr. Scott from Toys R Us

3.30p
m

Meeting with Mr. Scott from Toys R Us

4.00p
m
4.30p
m
5.00p
m
5.30p
m

Staff Meeting

Bibliography:
http://www.accountingtools.com/treasury-functions
http://www.diycommitteeguide.org/article/what-role-chairperson
http://www.diycommitteeguide.org/article/what-role-secretary
http://smallbusiness.chron.com/purpose-organizational-structure-3812.html
https://uk.answers.yahoo.com/question/index?qid=20121211075145AAzmZgK
http://en.wikipedia.org/wiki/Organizational_chart
http://www.ncba.ca/importance-meeting-deadlines/