Certified Secretaries Management Assistants (CSMA) Syllabus
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Syllabus Content Sections A CRITERIA FOR SECRETARIAT/SECRETARY MODULATION AND CLASSIFICATION IN THE GREEK PROFESSIONAL ENVIRONMENT...4 B GREEK AND INTERNATIONAL BUSINESS PRACTICE IN TERMS OF ADMINISTRATION, STAFFING AND OPERATION...5 C SECRETARIAT MANAGEMENT...6 Page 3 of 12
Explanatory Note The candidates must have the necessary knowledge and skills required from secretariat assistance staff. Start of Syllabus ADMINISTRATION SECRETARIAT A. CRITERIA FOR SECRETARIAT/SECRETARY MODULATION AND CLASSIFICATION IN THE GREEK PROFESSIONAL ENVIRONMENT 1. Secretariat modulation and classification, in relation to the organizational chart of a Business Unit. 2. The term Secretary in the Greek business environment 2.1. Modulation in terms of competence and role. 2.2. Classification with terms. Page 4 of 12
Β. GREEK AND INTERNATIONAL BUSINESS PRACTICE IN TERMS OF ADMINISTRATION, STAFFING AND OPERATIONS 1. Greek business practice. 1.1. Practice of organisations, large business units, banks, public and broader public sector units, local authorities and health provision units. 1.2. Practice of innovative business units. 1.3. Practice of small or medium business units. 1.4. Practice of very small companies. 2. International business practice. 2.1. Practice regardless of conditions for the size, legal status, purpose and products of the Business Unit. 2.2. Practice within the administrative and the secretarial support field. 2.3. Practice with the secretary s fixed qualification as an Administrative Assistant. Page 5 of 12
C. SECRETARIAT MANAGEMENT 1. Coaching of the secretary, by the business unit, aiming towards acceptance and participation in the constant configuration of the corporate values. 1.1. Vision. 1.2. Corporate Culture. 1.3. Corporate Social Responsibility. 1.4. Innovation. 1.5. Creativity. 1.6. Pursuit of Sustainable Success. 1.7. Automation of Operations. 1.8. Organisational Behaviour. 2. Functions of Secretarial Management. 2.1. Secretariat Planning. 2.1.1. Prerequisites by the business unit for the proper planning of the secretariat. 2.1.1.1. Prerequisites regarding spaces, for the spatial planning of the secretariat. 2.1.1.2. Prerequisites regarding conventional technological equipment. 2.1.1.3. Prerequisites regarding electronic technological equipment. 2.1.1.3.1. Hardware and Software for processing, sending and receiving electronic documents of any kind via PC. 2.1.1.3.2. Smart peripheral devices. 2.1.1.3.3. External discs. 2.1.1.3.4. I Pack. 2.1.1.3.5. Scanners. 2.1.1.4. Prerequisites regarding software packages for automated secretariat support. 2.1.1.4.1. Software package for word processing (Word). Creating Labels. Data connection with other applications. Forms. Document reviews or addition of comments. Use of Templates. Microcode. Creation and opening of PDF files. Translation of scripts. Page 6 of 12
Document protection. Text introduction in a worksheet. 2.1.1.4.2. Software package for sheet less processing (Excel). Formatting under conditions. Data grouping and articulation. Data validation. Simple and complex data filtering. Core functions especially for secretaries. Special arrangements for graphs. Summary tables basics. 2.1.1.4.3. Software package for presentations (PowerPoint). Key components for a successful presentation. Remote control devices for the presentation. Presentation timing. Methods of switching images. Background configuration and incorporation of images in files. Organisational charts. Diagrams. 2.1.1.5. Prerequisites regarding ergonomic design. 2.1.2. Secretariat planning tools. 2.1.2.1. SWOT analysis. 2.1.2.2. Benchmarking analysis. 2.1.2.3. Outsourcing analysis. 2.1.2.4. Teleworking. 2.2. Organising Secretariat. 2.2.1. Secretariat regulatory framework. 2.2.1.1. Secretariat mission. 2.2.1.2. General / specific responsibilities of the secretariat. 2.2.1.3. Secretariat supervisor responsibilities. 2.2.1.4. Secretariat organisational structure. 2.2.2. Secretariat task organisation. 2.2.2.1. Defining work activities. 2.2.3. Basic secretarial activities. 2.2.3.1. Communication 2.2.3.1.1. Oral. Page 7 of 12
General principles of oral communication. Mechanism of simplex and duplex oral communication and post-communication. Effective oral communication. 2.2.3.1.2. Telephone. Basic rules. Practice of active listening. The role of call centres. 2.2.3.1.3. Via teleconference. Basic rules. Practice of positive image. 2.2.3.1.4. Written on paper Subheadings. Procedures: Incoming-Outgoing. Presentation to the chain of command. Management during the absence of executives. Typology techniques of important secretarial texts. Control procedures. Stamps. 2.2.3.1.5. Electronically written. Mail message management. Electronic signature. Unsolicited e-mail management. Mailbox usage by various users. Task management. Contact extraction from Outlook to Excel. Moving messages into folders. Sending the same letter to various recipients with every recipient s details included. Mail merge. 2.2.3.1.6. Operational: Management board- conferences- general meetings- institutions. Preliminary stages of conduct. Organisational design. Process issues. Typical of Minutes. Secretarial support. Γραµµατειακή στήριξη 2.2.3.1.7. Methods of strengthening communication. Public relations. Managing the complaints of internal and external customers. Page 8 of 12
Managing criticism of internal and external customers. Managing image and first impressions inside and outside of the company. Appropriate use of body language. 2.2.3.2. Archiving. 2.2.3.2.1. Information as a means of knowledge management. The three types of knowledge. The business information problem. Challenges of knowledge management in the modern business unit. Components of a knowledge management solution. 2.2.3.2.2. Paper archives. Evidence mapping process. General and specific archive problems. Special requirements for archive spaces. Means of storage for paper evidence. Evidence values. Archive distinction. Organisational intervention in archives. Archiving procedures: classification, description, cataloguing, indexing. Requirements for paper evidence clearance according to time standards. Preservation of paper evidence (outsourcing). 2.2.3.2.3. Electronic archives. Types of electronic documents and their probative force before the court of justice. Semantics of electronic signature for electronic documents. Modern trends in electronic archiving through specialised software and appropriate equipment. Processes of electronic archiving, digitisation, characterisation, storage, search, routing, automated workflows. Practices for correct archiving of e-mails. Conditions for electronic archive clearance. 2.2.4. Ancillary activities of the secretariat. 2.2.4.1. Calendar keeping. 2.2.4.2. Appointment management. 2.2.4.3. Visitor reception. Page 9 of 12
2.2.4.4. Dictation in person or through a medium. 2.2.4.5. Preparation of trips. 2.2.4.6. Event planning. 2.2.4.7. Keeping of office paper records. 2.2.4.8. Keeping records of legislation for areas of work of the secretariat especially those concerning time limits for paper evidence archive keeping 2.2.4.9. Keeping records of purchased equipment. 2.2.4.10. Keeping records of purchased software. 2.2.4.11. Keeping records of safety issues and persons relating to it. 2.2.4.12. Keeping an archive of micro expenses. 2.2.4.13. Keeping records of executive signature samples. 2.2.4.14. Keeping a classified file of a supervising executive. 2.2.5. Secretariat activity manual. 2.2.5.1. Job analysis. Study of what happens, when, where, how, with what, why, from whom in existing or new tasks. Description and image of task. Defining task importance. 2.2.5.2. Job description. Detailed description of worker duties and responsibilities in a specific position, recorded through job analysis. Basic aim of the secretary position. Outline of the position s function. Decisions taken by the position. Smooth operation of the position. Frequency of report on the position. Time frame for decisions or suggestions in the position. Environment in which the position functions. Position control. 2.2.5.3. Job specification. 2.2.5.3.1. Essential abilities-skills and conduct of the secretary. Organisational. Administrative: decision taking / problem solving / levelled initiative / diplomacy / tact / analytical thinking for company document preparation / dealing with changes, adverse conditions, pressure, disagreements confrontations, stress / verbal and non verbal Page 10 of 12
communication / team spirit / cooperation with all levels of hierarchy and colleagues / quality customer service. Emotional model: self-awareness / selfregulation / behavioural motives / empathy / sociability. Model of Neuro-Linguistic Programming. Reading needs and covering demands of supervising executive. Distinguishing human personality types. Distinctions of behaviours, stances, intentions, stereotypes, prejudice. Adaptability to psychometric tests. 2.2.5.3.2. Typical secretary qualifications. Higher education degree by a native or foreign University or a Technical Educational Institution (TEI): Business Administration, Secretariat or similar qualification, or that which is required by the business unit through an advertisement. Public / Private degree from Secretarial College. Postgraduate degree. Certification of professional knowledge in secretariat assistance by a distinguished party. Certification on PC application issues by a distinguished party. Foreign language degree. 2.2.5.3.3. Other qualifications. Age. Experience in the field. 2.3. Secretariat Management. 2.3.1. Obligations of staff member supervising the secretary, within the body of authority. 2.3.1.1. Incitement of the secretary through the provision of motives. 2.3.1.2. Outlining the secretary s career. 2.3.1.3. Rating the secretary and simultaneously developing a professional profile. 2.3.1.4. Provision of lifelong education for the secretary, aiming towards self guided knowledge. Page 11 of 12
2.3.1.5. Guiding the secretary according to the solid principles of mentoring. 2.3.1.6. Advancing the secretary s culture through leading behaviour of the sentimental model. 2.3.1.7. Cultivating a view of continuous adjustment to changes, risk and crisis. 2.3.1.8. Creating the basis for a pleasant work environment. 2.3.1.9. Cultivating a view of constant success. 2.3.1.10. Focusing on work satisfaction. 2.3.2. Assigning tasks to the secretariat. 2.3.2.1. Tasks assigned. 2.3.2.2. Executive procedures before, during and after the assignment. 2.3.2.3. Responsibilities arising from assignment. 2.3.3. Secretary control. 2.3.3.1. Stages of control. 2.3.3.2. Areas of control. 2.3.4. Secretary accountability. End of Syllabus Page 12 of 12