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The Case for Executive Assistants

Melba J. Duncan

Among the most striking details of the corporate era depicted in the AMC series Mad Men, along with constant smoking and mid-day drinking, is the army of secretaries who populate Sterling Cooper, the 1960s ad agency featured in the show. The secretary of those days has gone the way of the carbon copy and been replaced by the executive assistant, now typically reserved for senior management. Technologies like e-mail, voice mail, mobile devices, and online calendars have allowed managers at all levels to operate with a greater degree of self-sufficiency. At the same time, companies have faced enormous pressure to cut costs, reduce head count, and flatten organizational structures. As a result, the numbers of assistants at lower corporate levels have dwindled in most corporations. That’s unfortunate, because effective assistants can make enormous contributions to productivity at all levels of the organization.

At very senior levels, the return on investment from a skilled assistant can be substantial. Consider a senior executive whose total compensation package is $1 million annually, who works with an assistant who earns $80,000. For the organization to break even, the assistant must make the executive 8% more productive than he or she would be working solo—for instance, the assistant needs to save the executive roughly five hours in a 60-hour workweek. In reality, good assistants save their bosses much more than that. They ensure that meetings begin on time with prep material delivered in advance. They optimize travel schedules and enable remote decision making, keeping projects on track. And they filter the distractions that can turn a manager into a reactive type who spends all day answering e-mail instead of a leader who proactively sets the organization’s agenda. As Robert Pozen writes in this issue: A top-notch assistant "is crucial to being productive."

That’s true not only for top executives. In their zeal to cut administrative expenses, many companies have gone too far, leaving countless highly paid middle and upper managers to arrange their own travel, file expense reports, and schedule meetings. Some companies may be drawn to the notion of egalitarianism they believe this assistant-less structure represents—when workers see the boss loading paper into the copy machine, the theory goes, a ―we’re all in this together‖ spirit is created. But as a management practice, the structure rarely makes economic sense. Generally speaking, work should be delegated to the lowest-cost employee who can do it well. (I)................. companies have embraced this logic by outsourcing work to vendors or to operations abroad, back at headquarters they ignore it, forcing top talent to misuse their time. As a longtime recruiter for executive assistants, I’ve worked with many organizations suffering from the same problem: There’s too much administrative work and too few assistants to whom it can be assigned.

Granting middle managers access to an assistant—or shared resources—can give a quick boost to productivity even at lean, well-run companies. Firms should also think about the broader developmental benefits of providing assistants for up-and-coming managers. The real payoff may come when the manager arrives in a job a few levels up better prepared and habitually more productive. An experienced assistant can be particularly helpful if the manager is a new hire. The assistant becomes a crucial on-boarding resource, helping the manager read and understand the organizational culture, guiding him or her through its different (and difficult) personalities, and serving as a sounding board during the crucial acclimation. In this way, knowledgeable assistants are more than a productivity asset: They’re reverse mentors, using their experience to teach new executives how people are expected to behave at that level in the organization.

(Extract taken from https://hbr.org/2011/05/the-case-for-executive-assistants, in 12/01/2017)

Read the text about a tribute to Franz Kafka for the question

Google Doodle celebrates Franz Kafka’s 130th birthday with ‘The Metamorphosis’ tribute Google has created a ‘doodle’ in tribute to Franz Kafka on the 130th anniversary of the Germanlanguage novelist’s birth.

The doodle is based on Kafka’s 1915 novella ‘The Metamorphosis’ – considered by many to be one of the most important works of fiction of the 20th Century – and shows the character Gregor Samsa walking into a room in the guise of a large insect.

In the much-celebrated work, Samsa is a travelling salesman who transforms into an insect overnight. The rest of novella focuses on his struggle to come to terms with his new existence and the burden it places on his family.

Kafka was born into an Ashkenazi Jewish family on 3 July 1883 in Prague, which was then part of the Austro-Hungarian Empire.

He originally trained as a lawyer but began writing short stories in his spare time - eventually coming to consider it his calling – despite only a handful of his works being published during his lifetime.

Regarded as one of the 20th Century’s most influential authors, Kafka’s works are dominated by unreliable narrators who often tell dark tales of existentialist difficulties.

Kafka’s notoriously difficult relationship with his father Hermann is believed to have strongly influenced his work – with The Metamorphosis itself thought to be based upon Kafka’s own fears of insignificance and repulsiveness to his own family.

From: HALL, John. Available at:<http://www.independent.co.uk/life-style/gadgets-and-tech/news/google-doodlecelebrates-franz-kafkas-130th-birthday-with-the-metamorphosis-tribute-8685557.html>.

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TEXT

CASE STUDY ON THE IMPLEMENTATION OF REVERSE LOGISTICS PRACTICES IN A COMPANY PRODUCING HYGIENE PRODUCTS

Currently, it is necessary for companies to understand both distribution logistics processes and those involving reverse logistics, which is characterized by the treatment and final destination of post-consumption and post-sale products. The implementation of the reverse logistics features propelling forces and restrictive forces that assist and inhibit, respectively, its implementation. The objective of this paper is to study the propelling and restrictive forces of reverse logistics and to identify through a case study of a company producing hygiene products whether reverse logistics practices are applied, and in what form. In addition, we sought to identify the existence of specific performance indicators. It was found that the company considers reverse logistics a strategic issue and that, despite the existence of few performance indicators related to this topic, waste generation was reduced from 10% to 7% on the production volume, indicating that materials were being reused.

(ANDRADE, R. P.; VIEIRA JR., M.; VANALLE, R. M. Estudo de caso sobre a implementação das práticas de logística reversa em uma empresa de produtos de higiene. Exacta – EP, São Paulo, v. 11, n. 2, p. 13-22, 2013. Disponível em: . Acesso: 20 out. 2016.) 

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Instructions for making sandwiches

    First decide what type of filling you would like and check to see if there is some available. Next take two slices of bread and butter each of them on one side only. Put your filling on one slice of bread, butter side up. You may choose two fillings. Place the other piece of bread, butter side down, on top of the filling. Now cut your sandwich carefully with a knife. Now sit down and enjoy your sandwich. Finally, clear away the things you have been using.

(http://www.drapersmillsprimary.co.uk/ lead-learner-key-stage-one-blog/ – Adaptado)

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Trial with migrants

        The Hungarian Prime Minister Viktor Orban is against migration there. He says that the EU risks losing another country if the migration is not stopped. Nine men were sentenced to nearly a year in jail; however, they were released at the judge’s discretion due to time already served. One of the group was kept behind bars after receiving a three-year sentence for issuing instructions to the rioters through a loudspeaker. After the trial, a United Nations spokesman said that he was worried that a country would criminalize people who are fleeing war zones.

(www.ondemandnews.com – Adaptado)

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TEXT 3  

THE PAPERLESS CLASSROOM IS COMING  

Michael Scherer

Back-to-school night this year in Mr. G’s sixth-grade classroom felt a bit like an inquisition.

Teacher Matthew Gudenius, a boyish, 36-year-old computer whiz who runs his class like a preteen tech startup, had prepared 26 PowerPoint slides filled with facts and footnotes to deflect the concerns of parents. But time was short, the worries were many, and it didn’t take long for the venting to begin.

“I like a paper book. I don’t like an e-book,” one father told him, as about 30 adults squeezed into a room for 22 students. Another dad said he could no longer help his son with homework because all the assignments were online. “I’m now kind of taking out of the routine.”, he complained. Rushing to finish, Gudenius passed a slide about the debate over teaching cursive, mumbling, “We don’t care about handwriting.” In a flash a mother objected: “Yeah, we do.”

At issue was far more than penmanship. The future of K-12 education is arriving fast, and it looks a lot like Mr. G’s classroom in the northern foothills of California’s wine country. Last year, President Obama announced a federal effort to get a laptop, tablet or smartphone into the hands of every student in every school in the U.S. and to pipe in enough bandwidth to get all 49.8 million American kids online simultaneously by 2017. Bulky textbooks will be replaced by flat screens. Worksheets will be stored in the cloud, not clunky Trapper Keepers. The Dewey decimal system will give way to Google. “This one is a big, big deal,” says Secretary of Education Arne Duncan.

It’s a deal Gudenius has been working to realize for years. He doesn’t just teach a computer on every student’s desk; he also tries to do it without any paper at all, saving, by his own estimate, 46,800 sheets a year, or about four trees. The paperless learning environment, while not the goals of most fledgling programs, represents the ultimate result of technology transforming classroom.

Gudenius started teaching as a computer-lab instructor, seeing students for just a few hours each month. That much time is still the norm for most kids. American schools have about 3.6 students for every classroom computing device, according to Education Market Research, and only 1 in 5 school buildings has the wiring to get all students online at once. But Gudenius always saw computers as a tool, not a subject. “We don’t have a paper-and-pencil lab, he says. When you are learning to be a mechanic, you don’t go to a wrench lab.”

Ask his students if they prefer the digital to the tree-based technology and everyone will say yes. It is not unusual for kids to groan when the bell rings because they don’t want to leave their work, which is often done in ways that were impossible just a few years ago. Instead of telling his students to show their work when they do an algebra equation, Gudenius asks them to create and narrate a video about the process, which can then be shown in class. History lessons are enlivened by brief videos that run on individual tablets. And spelling, grammar and vocabulary exercises have the feel of a game, with each student working at his own speed, until Gudenius – who tracks the kids’ progress on a smartphone – gives commands like “Spin it” to let the kids know to flip the screens of their devices around so that he can see their work and begin the next lesson.

Source: TIME- How to Eat Now. Education: The Paperless Classroom is Coming, p. 36-37; October 20, 2014 

      Goods in transit refers to merchandise and other inventory items that have been shipped by the seller, but have ..I.. been received by the purchaser. To illustrate goods in transit, let's use the following example. Company J ships a truckload of merchandise on December 30 to Customer K, which is located 2,000 miles away. The truckload of merchandise arrives at Customer K on January 2. Between December 30 and January 2, the truckload of merchandise is goods in transit. The goods in transit requires special attention if the companies issue financial statements as of December 31. The reason is that the merchandise is the inventory of one of the two companies. However, the merchandise is not physically present at either company. One of the two companies must add the cost of the goods in transit to the cost of the inventory that it has in its possession.

      The terms of the sale will indicate which company should report the goods in transit as its inventory as of December 31. If the terms are FOB shipping point, the seller (Company J) will record a December sale and receivable, and ..II..  include the goods in transit as its inventory. On December 31, Customer K is the owner of the goods in transit and will need to report a purchase, a payable, and must add the cost of the goods in transit to the cost of the inventory which is in its possession.

      If the terms of the sale are FOB destination, Company J will not have a sale and receivable until January 2. This means Company J must report the cost of the goods in transit in its inventory on December 31. (Customer K will not have a purchase, payable, or inventory of these goods until January 2.)

       (Adapted from http://www.accountingcoach.com/blog/what-are-goods-in-transit)