Text 2

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 The secretary of those days has gone the way of the carbon copy and been replaced by the executive assistant, now typically reserved for senior management.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)

TEXT 1

What is administrative excellence?

Administrative Professionals perform some of the toughest functions in an office. Not only are you required to keep pace with ever-changing technology, you need to work with and through many people to meet deadlines, resolve conflicts, gather information, and coordinate schedules and logistics. Additionally, you are often the first point-of-contact for customers – your competence and professionalism in meeting their demands might be one of the most important factors in how your organization is perceived in the marketplace. To satisfy the needs of so many, your technical skills and your interpersonal skills must be well-balanced to generate efficient and effective results.

Administrative excellence pertains to the quality of work and the caliber of service that you provide in carrying out your responsibilities. Excellence by definition exceeds the routine expectations of managers, coworkers, and other customers, but it is a standard first set by you. It is something that many aspire to and work hard to deliver. I once read that excellence means "you are better today than you were yesterday, but not as good as you will be tomorrow." With that understanding, you can see there is no finish line. Excellence is a commitment to continually do and give your best.

Although we each have personal standards and differing values in terms of excellence, there are a few things that help to streamline administrative efforts in reaching high levels of job performance. Here are what I considered to be the "5Ps" of administrative excellence:

1. Perception – Self-awareness of behaviors and skills that maximize strengths and minimize weaknesses.

Know yourself and what you like and what you dislike about your job. Pay attention to those activities that excite and engage you. Typically, these are things that come naturally or easily for you – your strengths. Find opportunities to do more of what you love to do – you’ll be happier and more satisfied with your work. Take control and find solutions for those parts of your job that are less fulfilling so that your emotions and attitude don’t work against you.

2. Purpose – Understanding the importance of job responsibilities and identifying with the overall objectives of the team, department, and organization.

It’s one thing to know how to do your job, but it’s more important to know why you do what you do. Understanding your role in the bigger picture of organizational success helps to ignite feelings of inclusion and professional pride.

3. Progress – Ability to think progressively for continuous personal and professional improvement.

Challenge yourself to try new things and new ways of doing routine things. Don’t let yourself stagnate or become too comfortable – seize opportunities to showcase your skills or push self-imposed limitations. People rarely gain a professional edge when others can’t see or don’t know what they are capable of achieving.

4. Partnership – Willingness and ability to foster good relationships and teamwork with coworkers, managers, and customers.

Good relationships are the foundation for resourcefulness in your job. Treat others with respect. Do what you say you will do, offer to help others, exhibit a sense of urgency in responding to requests, and extend common courtesy – when others reciprocate, a trusting partnership is formed.

5. Professionalism – High standards of appearance, personal conduct, work product, and expertise.

Don’t leave doubts in the minds of others. Match image with skills and knowledge to help shape the thoughts and experiences of others. Continue to learn and produce accurate, timely work and your reputation and credibility will "speak for itself."

There are many other measurements of excellence. Find things that are unique about you and make your pathway to excellence your own. No one else will do it or achieve it in exactly the same manner. It’s often the small things that make a person stand out in a big way. Several years ago, a manager described his admin’s stellar performance in this way, "I don’t know how else to explain it…everything she does for me comes back just a little bit better than I expected it to." That’s a strong endorsement for administrative excellence – a little effort, a lot of admiration.

©Administrative Excellence – 2010 (Adapted from: https://adminexcellence.wordpress.com/2010/03/16/what-is-administrative-excellence/, in 12/01/2017)

Read the text on climate change and answer question

According to all measurements, climate change is happening. But scientists appears to be split on what to do about it. Unfortunately, scientists do not all agree about the causes of global warming. In a recent book, two scientists – Fred Singer, a climate physicist, and Dennis Avery, a biologist – argue that the warming currently observed around the world is part of a 1,500-year cycle in solar energy. Singer, an outspoken critic of the idea that humans are warming the planet, and Avery, believe that a well established, 1,500 year cycle in the Earth’s climate can explain most of the global warming that has taken place in the last 100 years. We are currently in an upswing, getting back on the downswing, and getting colder again. They say that efforts to slow down the current warming by reducing emissions of greenhouse gases are at best pointless, or at worst economically damaging. This, of course, is not what the fourth assessment report of the UN Intergovernmental Panel on Climate Change (IPCC) said a few weeks ago. That report from UN climate science working group has concluded that it is likely that rising greenhouse gas concentrations have caused most recent warming and that, depending on our actions now to slow he growth of emissions, warming by 2100 will probably be between about 1.5ºC and 6º C. So, which scientists tell us the truth?

From: VINCE, Michael. Macmillan English Grammar in context. Oxford: Macmillan, 2008. p 30.

Based on text 2, an adapted forum discussion, answer question below.

Teaching with no books

Dianne Bell

I have started teaching in a language school suggesting no books to teach except for some magazines. These show the framework what should be worked on, for example, countability and that’s it. When it was offered I accepted the job easily because it seemed challenging and at the same time simple but now I’m out of reliable materials. Please help me out in what ways I can find materials for all the suggested frameworks. 

Comments

Mila Junior and Senior Teacher

Posted on 02/22/2015

What exactly are you supposed to be teaching (i.e., conversation, grammar, business English, etc.)? Can you give more examples of the “frameworks”? If there are no books or resources, it sounds like the school wants you to do conversation classes. These can be easy to prepare if you tell the students to come prepared with a topic to discuss. Then, you can assist them with keeping a conversation going, asking questions, giving opinions, etc.

Flore

Secondary Teacher

Posted on 01/07/2015

 Hi, I think it really does depend on the students and the level you are teaching to. I have found a lot of online resources are useful, especially news articles. If you just type in “Free online English lessons” or something similar you are bound to find resources. I had to teach like that once. They give you a book with a list of what you should be teaching in each lesson but nothing else. The teacher has to make the lesson up out of thin air each time, and it’s pretty time-consuming. 

Jake

Science Educator

Posted on 11/22/2015

There are so many other resources out there for teachers to use, online and off, that teaching without textbooks is becoming more and more acceptable including websites, iPod lectures and field trips — that will encourage you to toss out your textbooks. Before you can toss out the textbook and replace it with technology tools, you’ll need to understand how your students — whatever their age — respond to and work with technology.

(Adapted from https://www.englishclub.com/)

Read the following article and answer question based on the text.

Faced with the unprecedented stream of migrants fleeing war and trauma in the Middle East and North Africa, Europe needs to take clear-sighted action.

        For its part, the UK has agreed to take 20,000 refugees, a significant portion of whom will likely be children and orphans according to report. One key aspect in ensuring their smooth settlement in the UK will be providing these refugees with language training.

       Many Syrians are well-educated and many speak fluent English. Others, however, do not speak English well enough to function professionally within the UK. The issue of language is so fundamental to our lives that we often overlook it. Several multi-million pound training contracts have failed to be delivered on account of not addressing the language barrier. All the goodwill, financial backing, and technical expertise to deliver needed medical, economic, military,engineering, or navigational training may be present; but unless there is a shared language in which to impart that knowledge, little will be accomplished.

        One of the biggest misconceptions about language is that if you “just go to the country,” you’ll pick it up. Many people believe that immersion will guarantee fluency; yet you may well know several immigrants who have been in this country for years and still only speak broken English. You might also know dozens of expats in various countries across the world who have failed to pick up the local languages of their host countries. Training and effort are both necessary.

        Though not a guarantee of fluency, immersion is a wonderful opportunity. The first issue we need to address with respect to refugees is ensuring that those who come will actually be immersed. That is, that they will be welcomed as part of larger communities, and not simply join communities of other refugees. On the other hand, immersion is just an opportunity, and in order to take full advantage of it, training and education are required. In terms of refugees, we need to consider options for the provision of language training, whether by self-study, classroom instruction, private tuition, or some combination of the three.        

       The array of needs is staggering. In truth, every language learner has a different set of learning objectives, and will require different training to meet those objectives. Coordinating the actual needs with providers in different regions and accounting for different personal schedules and start dates is a significant challenge. It is, however, a challenge that must be addressed immediately, as proficiency in English will be a key enabler of success for refugees in this country.

(Adapted from Aaron Ralby http://www.blogs.jbs.cam.ac.uk/ socialinnovation/2015/11/16/)