The Difference Between Administrative Management

CHARTERED INSTITUTE OF ADMINISTRATORS AND MANAGEMENT CONSULTANTS-GHANA POST EXPERIENCE QUALFYING PROGRAMME SUBJECT: PROFESSIONAL ADMINISTRATION PREPARED BY: KWEKU OKOAMPAH SARPONG STUDENT NUMBER:ST/PEQP/AU/12/002 DATE: 10TH NOVEMBER 2012 Question 1 Discussed the difference between Administrative Management and Professional Administration In any business venture the collective responsibility of the personnel running it, is to make it profitable and work with a common goal of giving it an annual growth.

A good and disciplined administration combined with efficient management is the prerequisites for running a profitable business and giving it annual growth. Professional Administration and Administrative Management are like two hands of a business that work in synch to achieve the goals that are set by the organisation. Administration is sometimes used to refer to the activities of the higher level of the management group who determine major aim and policies. This can be called the broader use of the term which often used in government department (e. g. he civil service). It is also used in the narrow sense of controlling the day to day running of the enterprise. Administration on one hand provides the organisation with the required goals and workforce whereas management provided the means to achieve the goals effectively and efficiently. Brech defines administration as: ‘that part of the management process concerned with the institution (development) and carrying out of procedures by which the programme is laid down and communicated, and the progress of activities is regulated and checked against targets and plans. Robert C. Appleby (1994) describes administrative management as a sub-system within the total environment of an enterprise. The Institute of Administrative Management defined administrative management, within the context of office management, as: „that branch of management which is concerned with the services of obtaining, recording and analyzing information, of planning, and of communicating, by means of which the management of a business safeguards its assets, promotes its affairs, and achieves its objectives?

The administrative management function facilitates planning, coordinating, directing and controlling activities across all functional areas in organizations. As such, it can be seen as the nervous system of organizations, directing and coordinating all parts and ensuring that the whole body functions smoothly and efficiently. Administrative Management can also be said to be the process of creating information system and supervising its flow from, and to others within an organization.

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Most job functions within a business involve performing some form of administrative management in order to store and pass on information to those within the company who need to use it in order to contribute to the business. Professional administration on the other hand is the study of contemporary organizational principles with an emphasis on their applications in the modern workplace whether in the administrative and leadership skills of private, public organization, and non-profit organizations. This discipline is closely associated with public administration.

The International Association of Administrative Professionals (IAAP) defines administrative professionals or professional administrators as individuals who are responsible for administrative tasks and coordination of information in support of an office related environment and who are dedicated to furthering their personal and professional growth in their chosen profession. Professional Administration is also about a framework of corporate governance, communication, and the handling of information, in a rational approach to identifying needs, making and implementing decisions, and monitoring and reviewing performance.

Professional Administration is a business management principle, concerned with total stakeholder interest, organizational security, sound and strategic economic decision process, and ethical discipline There is a continuous debate whether or not management or administration is a profession. The following are the difference between Administrative Management and Professional Administration. • In Administrative Management, there are no formal educational requirement for entry • It does not require specific clients. They serve a broad group of organisation. ‘stockholders’ There is no system of accreditation or licensing • In Administrative Management there is no clear code of management ethics that is universally enforced by peer review. • There are no common bodies of knowledge that are required for someone to be a manager. Where as in Professional Administration: • There exist a body of principles, skills and techniques and specialized knowledge. • There are also formal methods of acquiring training and experience. • There are code of ethics regulating relations of professional persons with clients and colleagues. Such as the Hippocratic Oath of medical professionals. There exist also mandatory continuous professional development programmes for members. Despite the above differences, we can say that management is coming closer than ever before to satisfy these criteria for professionals. This is seen in the development of skills and techniques, more training facilities and greater use of management consultants. Question 2 Identify communication barriers and describe ways to remove them Effective communication is the essence of leadership and management. It is neither top-down nor bottom-up, but two-way and continuous.

Related article: Limitations of Administrative Management

Combine different media and techniques to give the right message to the right people at the right time. Good communication of any kind always aims to meet the needs of all parties. Definition – Communication is the discriminatory response of an organism to a stimulus. It is a process by which information is exchanged between or amongst individuals through a common system of symbols, signs and behavior (- Himstreet). Communication is the key factor in the success of any organization. When it comes to effective communication, there are certain barriers that every organization faces.

People often feel that communication is as easy and simple as it sounds. While this is true on one level, what makes it complex, difficult and frustrating are the barriers that come in its way. There are several barriers that affect the flow of communication in an organization. These barriers interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers of communication are summarized below. |Perceptual and Language Differences: Perception is generally how each individual interprets the world around him.

All generally want to | | |receive messages which are significant to them. But any message which is against their values is not accepted. A same event may be taken | | |differently by different individuals. The linguistic differences also lead to communication breakdown. Same word may mean different to | | |different individuals. | | |Information Overload: Managers are surrounded with a pool of information. It is essential to control this information flow else the | |information is likely to be misinterpreted or forgotten or overlooked.

As a result communication is less effective. | |Time Pressures: Often in organization the targets have to be achieved within a specified time period, the failure of which has adverse | |consequences. In a haste to meet deadlines, the formal channels of communication are shortened, or messages are partially given, i. e. , not | |completely transferred. Thus sufficient time should be given for effective communication. | | | |Distraction/Noise: Communication is also affected a lot by noise to distractions.

Physical distractions are also there such as, poor | |lightning, uncomfortable sitting, unhygienic room also affects communication in a meeting. Similarly use of loud speakers interferes with | |communication. | |Emotions: Emotional state at a particular point of time also affects communication. If the receiver feels that communicator is angry he | |interprets that the information being sent is very bad. While he takes it differently if the communicator is happy and jovial (in that case | |the message is interpreted to be good and interesting). |Complexity in Organizational Structure: Greater the hierarchy in an organization (i. e. more the number of managerial levels), more is the | |chances of communication getting destroyed. Only the people at the top level can see the overall picture while the people at low level just | |have knowledge about their own area and a little knowledge about other areas. | |Poor retention: Human memory cannot function beyond a limit. One can’t always retain what is being told specially if he is not interested or| |not attentive. This leads to communication breakdown. | |There is a lot of communication barriers faced these days by all.

The message intended by the sender is not understood by the receiver in | |the same terms and sense and thus communication breakdown occurs. It is essential to deal and cope up with these communication barriers so | |as to ensure smooth and effective communication. | | | |How to Remove/overcome these barriers of communication: | |Eliminating differences in perception: The organization should ensure that it is recruiting right individuals on the job.

It’s the | |responsibility of the interviewer to ensure that the interviewee has command over the written and spoken language. There should be proper | |Induction program so that the policies of the company are clear to all the employees. There should be proper trainings conducted for | |required employees (for e. g. : Voice and Accent training). | |Use of Simple Language: Use of simple and clear words should be emphasized. Use of ambiguous words and jargons should be avoided. | |Reduction and elimination of noise levels: Noise is the main communication barrier which must be overcome on priority basis.

It is essential| |to identify the source of noise and then eliminate that source. | |Active Listening: Listen attentively and carefully. There is a difference between “listening” and “hearing”. Active listening means hearing | |with proper understanding of the message that is heard. By asking questions the speaker can ensure whether his/her message is understood or | |not by the receiver in the same terms as intended by the speaker. | |Emotional State: During communication one should make effective use of body language.

He/she should not show their emotions while | |communication as the receiver might misinterpret the message being delivered. For example, if the conveyer of the message is in a bad mood | |then the receiver might think that the information being delivered is not good. | | | |Simple Organizational Structure: The organizational structure should not be complex. The number of hierarchical levels should be optimum. | |There should be an ideal p of control within the organization.

Simpler the organizational structure, more effective will be the | |communication. | |Avoid Information Overload: The managers should know how to prioritize their work. They should not overload themselves with the work. They | |should spend quality time with their subordinates and should listen to their problems and feedbacks actively. | |Give Constructive Feedback: Avoid giving negative feedback. The contents of the feedback might be negative, but it should be delivered | |constructively. Constructive feedback will lead to effective communication between the superior and subordinate. |Proper Media Selection: The managers should properly select the medium of communication. Simple messages should be conveyed orally, like: | |face to face interaction or meetings. Use of written means of communication should be encouraged for delivering complex messages. For | |significant messages reminders can be given by using written means of communication such as: Memos, Notices etc. | |Flexibility in meeting the targets: For effective communication in an organization the managers should ensure that the individuals are | |meeting their targets timely without skipping the formal channels of communication.

There should not be much pressure on employees to meet | |their targets. | | | | | |Question 3 | |What are the advantages and disadvantages of having one person hold the offices of Chairman of the Board and CEO? |Corporate management usually consists of a board of directors and corporate officers. The board appoints the senior corporate officers, such| |as the chairman, and chief executive officer. Some companies combine the Chairman and CEO roles, while others appoint different individuals | |for each position. | |Advantages: | |Having clear and unambiguous authority concentrated in one person is essential to effective management.

Unity of command creates clear lines| |of authority to which management (and the board) can respond more effectively | |Another advantage is, in an environment where strong, directive, stable, and unconfused leadership is seen as critical to organizational | |success; this kind of legitimacy is an important signal to stakeholders about who is accountable. | |Having one person combining the CEO and Chair positions enhances the board’s management performance. The board ‘management responsibilities | |require that it make key decisions affecting the company. |A combined CEO-Chair, provides the board with more complete and timely information about the company, provides the company with a unified | |command structure and a consistent leadership direction, and creates a collaborative and collegial environment for board decision making | |Board Chair who also serves as the CEO is likely to spend more time at the company, to have more detailed information about the strengths | |and weaknesses of the company, and to have a deeper understanding of the operational and financial health of the company. |Disadvantages: | |There is a conflict of interest on one person hold both position of a board chairman and a CEO of an organization. | |When the chairman is also the CEO, Management has a de facto control. Yet the board is supposed to be in charge of management. Checks and | |balances have been thrown to the wind. | |Having a one acting as a board Chair and a CEO of the company it does not bring fresh knowledge and an insight to the board’s | |decision-making process. | |Another disadvantage is that once the there is a of separating the CEO and Chair positions the board will not be able to performs its | |monitoring role better when there is a nonexecutive Chair.

The monitoring role requires directors to exert oversight over corporate managers| |in order to detect and discipline managerial inefficiencies and misconduct. Thus, duality may cause failure by the board to effectively | |monitor and control. | | | | | | | 3. b) What are the pros and cons of selecting an insider versus an outsider?

Pros for an insider: • A positive wave in the next line of managers that hard-work will pay off and they can get a promotion if they can prove themselves. • Being well known to the decision makers • He /she would know the existing processes and flows in them and would be easily able to identify the weak-links easily and can cure with their expertise. Existing domain business and organization culture knowledge would help internal CEO. • Will increase the confidence in level of every employee and make them believe that everyone will have equal opportunity of getting promoted to next if they can perform. Would be able to team up easily with existing team and would be able to guide them in showing them new path or direction. Cons for an insider: • The inevitable presence of adversaries within the organization who may work subtly to tarnish the performance of the new CEO • Sometimes if he/she is not able to bring up the new ideas it could washout the bringing in new person. • Acceptance of new CEO from within would be a question when he/she has been picked up from the second line of management. • Having their weakness well known to the selection group

Pros for an outsider: • Would be able to bring new ideas based on their experiences from different work culture where they have been working • Will be able to see things as an outsider easily and so will be able to provide corrective actions whenever required. • Could bring a positive energy into existing workforce when they were not able to see any light of hope with existing process or management. Would bring in best practices from the other organisations he/she might have worked with and very much helpful if he is having past experience in similar domain. Act as a catalyst for change, for example loosen established patterns. • Entering into an atmosphere of optimism and hope to capitalize strongly on the opportunity at hand. Cons for an outsider: • Recommending precisely what insiders had been unsuccessfully suggesting for ages or missed recommending what insiders had been unsuccessfully suggesting for ages. • Absence of strong relationships with both major vendors and customers and perhaps a narrow window within which to build them • Explaining things in ways that annoyed insiders or made them feel misunderstood, under-represented or wronged. Initials board skepticism of the candidate’s ability to lead the enterprise as a result of the new CEO’s lack of understanding and the appreciation of the enterprise. Question 4 What elements would characterize an effective working relationship between a Board and a CEO? The board of directors chooses the CEO and delegates to him or her, the responsibility for running the company. Thus begins a hopefully productive, albeit complex, relationship. The board’s role in this relationship is first to understand and approve of the CEO? s strategies and plans and then to monitor the execution of those plans and to periodically evaluate the results.

Finally, the board must decide whether, when, and how it should intervene. How the board executes its role is critical to the success of the relationship and, ultimately, of the business. The essential relationships will provide both the board and CEO with a clear understanding of the effective CEO-Board relationship and to enable boards and CEO to both assess and improve their current performance in delivering against each of their relationship attributes. The following are some of the identified element that will characterize an effective relationship between a Board and a CEO: • Commits to act in the best interest of the organisation.

All parties recognize and embrace their obligation to work in the best interest of the organisation • Builds close but independence relationships: Board members should not let personal friendships with the CEO interfere with carrying out their responsibilities. Independence of board members from a CEO does not require an adversarial relationship; to the contrary, the parties must establish and develop effective ways of communicating and working together in a collaborative partnership built on mutual respect.

All parties work to build robust professional relationships but ensure that these relationships demonstrate the independent required for the CEO to do his/her job and for the board to maintain objectivity in reviewing the CEO’s recommendations and performance. • Establishes distinct roles and responsibilities: both the Board and the CEO maintains clearly defined and communicated roles and responsibilities. All parties are completely knowledgeable about their own responsibilities and the responsibilities of their counterpart. • Effectively advises the CEO: the board serves as a critical mentor and advisor to the CEO.

Beyond ability to advice on the content of strategic decisions, the chairman provides thoughtful, actionable guidance on how to effectively translate strategy into action. The board maintains an open-door policy for the CEO to seek guidance. • Establishes precise expectation: all parties set distinct expectations for themselves and for each other. All parties establish clear objectives. All parties keep their promises. • Demonstrates humility, self-awareness and a “low-ego approach”: all parties bring a genuine level of intellectual and professional humility to each interaction.

They are all self aware of their strength, weakness and limitations. They are comfortable with having their ideas rigorously challenge. • Board members should not let personal friendships with the CEO interfere with carrying out their responsibilities. • Demonstrate honesty, trust, respect and transparency: all parties work to establish relationships characterized by the highest standards of honesty, trustworthiness, respect and transparency. All parties work to create an environment characterizes by mutual respect and are fully transparent regarding their opinions, plans and underlying motivations.

To execute its responsibilities well, the board must have a workable governance model. Such a model should address issues central to establishing and maintaining an effective process for making and administering corporate policy. A governance model should include routine approaches to the following: • Choosing or clarifying the business or businesses in which the corporation will operate • Hiring the right people in terms of both their abilities and their values • Aligning the interests of the board and management with those of the shareholders Developing mutually agreeable goals, policies, and standards of performance for the CEO • Evaluating plans to achieve agreed-upon goals • Remaining knowledgeable about the firm’s activities and performance and evaluating the results • Reacting appropriately to the results by holding management accountable and rewarding or intervening as necessary Boards of directors creating and following this or a similar governance model should be well on their way to establishing productive partnerships with their CEOs. Board members are advised to recall the paramount importance of hiring an effective CEO for the firm.

The right person for the situation will strive to solve Problems that might exist and seek to improve upon established methods. The wrong person, however, is likely to create new problems for the firm and the board. Question 5 a) Examine the importance of eradicating white collar crime and its impact on the integrity of the CEO. Criminologist and sociologist Edwin Sutherland first popularized the term “white collar crime” in 1939, defining such a crime as one “committed by a person of respectability and high social status in the course of his occupation. Sutherland also included crimes committed by corporations and other legal entities within his definition. Sutherland’s study of white collar crime was prompted by the view that criminology had incorrectly focused on social and economic determinants of crime, such as family background and level of wealth. According to Sutherland’s view, crime is committed at all levels of society and by persons of widely divergent socio-economic backgrounds. In particular, according to Sutherland, crime is often committed by persons operating through large and powerful organizations.

White collar crime, Sutherland concluded, has a greatly-underestimated impact upon our society. Sutherland’s definition is now somewhat outdated for students of the criminal law. As white collar crime began to capture the attention of prosecutors and the public in the mid-1970s, the term came to have definitions quite different from the one Sutherland used. Indeed, studies have shown that crimes we generally consider “white collar,” such as securities fraud and tax fraud, are committed not just by persons of “high social status” but by people of divergent backgrounds.

Thus, although the term “white collar crime” is a misnomer, it continues in widespread use. This is probably so because “white collar crime” provides a convenient moniker for distinguishing such crime in the public mind from “common” or” street” crime. Definitional, therefore, white collar crime is an activity „committed by a person of respectability and high social status in the course of their occupation?. Furthermore, crimes undertaken by corporations and other legal entities are also encompassed in this definition. Types of White-Collar Crime

There are several types of white collar crimes, which include, but not limited to: Corporate fraud: This can involve activities such as: falsification of financial information including: false accounting entries, bogus trades designed to inflate profit or hide losses; and false transactions designed to evade regulatory oversight. Self-dealing by corporate insiders, including: Insider trading, kickbacks, backdating of executive stocks option, misuse of corporate property for personal gain, and individual tax violations related to self-dealing

Financial fraud Healthcare fraud: Altered or fabricated medical bills and other documents, excessive or unnecessary treatment or surgeries, Internet pharmacy fraud, auto accident insurance fraud, Medicare prescription drugs, prescription of dangerous drugs, medical equipment, and hospital fraud. This is usually carried out by different aspects of a health care system and could include billing for services not rendered; payment claims different from the rendered services, double billing

Mortgage fraud; Mortgage fraud indicators includes: - inflated appraisals, increased commissions/bonuses, falsification of loan applications, fake supporting loan documentation,. Such mortgage fraud schemes include: property flipping, corporate identity theft, use or threat of bankruptcy to dupe home owners, inflated appraisals Insurance fraud; premium diversions, workers compensation fraud Asset forfeiture or money laundering; and Occupational Crime Occupational crime occurs when crimes are committed to promote personal interests.

Crimes that fall into this category include: Altering books by accountants and overcharging; or cheating clients by lawyers. Organizational or Corporate Crime/fraud A much more costly type of white collar crime occurs when corporate executives commit criminal acts to benefit their company. There are a variety of corporate crimes that include: the creation of inferior products: drugs. Eradicating white collar crime and its impact on the integrity of the CEO To eradicate white collar crime and its impact on the integrity of the CEO, the following measures needs to be put in place: • Law and punishment

According to Ball and Friedman (1977:320), “statues aimed at economic regulation (white-collar crime) often provide multiple, alternative sanctions. The sanctions may include cease and desist orders, injunctive divestiture proceedings, and awards of damages, monetary fines or forfeitures, seizures of goods, revocations of business or occupational licenses and prison sentences. ” They concluded that direct imprisonment is generally considered criminal sanctions whereas fine or money penalty, awards or damages and other forms of non-criminal sanctions are classified as “civil” or regulatory sanctions. • Increased surveillance

Institutions may decide to increase surveillance that aid in crime prevention, such activities may include auditing of accounts by external auditors in cases that involve embezzlement of funds in institutions, retraining staff so that there will be reduced frauds in an institution. • Social control theory The social control theory was developed by Travis Hirsch, this theory states that the socialization process helps individuals to develop social control and also help individuals to restrain from antisocial behavior; however he stated that there are three forms in which crime could be eradicate or controlled.

From the above explanation of the social control theory the occurrence of white collar crime can be prevented by direct control which involves increased threats of punishment, conscience will also help individuals to refrain from criminal acts, the close relatives will also restrain people from committing crimes and finally the need satisfaction which will lender the individuals not to involve themselves in crime.

For the white collar crimes there is need to compensate those who hold high offices with a sustainable amount of salary or wage, this will build control as depicted by the need satisfaction form of control, these officials will have no need to engage in criminal activity, direct control should also be reinforced through the judicial system and the police force, this will increase threats that will eventually reduce the occurrence and frequency of white collar crimes. • Judicial system

The judicial system has a major role to play in the prevention and control of the white collar crimes, corruption in the judicial system has also resulted to the increased occurrence of these crimes, wealthy people who commit this crimes have the funds to hire and corrupt the judicial system to win their way out of prison, therefore it is important to eradicate corruption in the judicial system in order to control such crimes. Corruption can be reduced by increased salaries to judges and also the development of organizations which specializes in dealing with corruption cases in the judicial system. Corporate initiatives Companies, banks, and financial institutions should play a vital role in fighting or eradicating white collar crime. For instance the Bank of Ghana has directed commercial banks to enhance the security characteristics of cheques to prevent fake cheques scams. The characteristics include the paper which is sensitive to chemical substances, the watermark, ultra-violet ink . on-the-job training is essential to ensure that the staffs are competent to detect fraud. • Ethics A lot of white-collar crimes are committed by persons at managerial and executive levels.

Hence, the root of the matter would be that ethics should be observed by those in these positions of trust as they are more prone to committing such crimes because of the opportunities available to them by virtue of their positions. In a capitalist society, management and corporate subjects do not give emphasis to the questions of ethics. Career development of employees is based more on their job performance rather than high ethical standards. The capitalist framework which demands profit maximization and the corporate structure that emphasizes on production deadlines and quota have often created an arena for unethical business practices.

To arrest this problem, corporate leaders and top level management should be exemplary examples of ethics and integrity. An explicit code of conduct and business ethics should be adopted that managers and executives are required to read, sign and follow. Apart from this, companies must develop a corporate climate that places ethical values above others. 5. b) Discussed the challenges in the fight against white collar crime. White collar crimes invoke non-threatening images of guys in suits. And naturally we treat such individuals with respect and courtesy rather than fear and severity.

It appears at times that our justice system does not place adequate emphasis on fraud and other white collar crimes especially when it is considered a non-violent victimless crime. One disturbing fact is how the offense is perceived, not as a criminal offense at all, but as simple bad judgment on the part of victims, by both the general public and by the victims themselves. This perception can lead to a tendency to blame the victims for their own losses. It affects how society sees the victims, and how the victims see themselves.

This in turn can influence the way the offense is treated by law-enforcement and regulatory agencies, and when offenders are convicted, by the courts which sentence them. Compared to the murderers, rapists and urban gangsters that get the headlines, white-collar criminals just don’t scare the public very much. They don’t leave a chalk outline on the sidewalk or blood spatter on the wall. So while violent crimes demand a high profile response from the police, the cost of white collar crime is significant but hard to measure in human costs. The following are the challenges in the fight against white collar crime: • Underestimation of Losses

The price tags attached to some economic crimes are so staggering that they are difficult to comprehend. As an example, the price of bailing out a single corrupt savings and loan institution surpassed the total of all the bank robberies in American history. Recent FBI statistics place the average take of an armed bank robbery at $3,177 while the Data Processing Management Association reports that the average computer crime loss to banks may be as high as $500,000. • The Best Lawyers A white-collar criminal, now rich off the spoils of others, can afford the best lawyers. • Leniency

Many law-makers and judges are of the mind that, with an already overloaded justice system, jails should be used for violent offenders only, so fraudsters are given what are perceived as lenient sentences, or an absurdly low penalty in comparison to the crime committed, such as alternative sentencing (e. g. warnings, probation etc. ) or by "buying their way out" of prison by paying a fine or restitution. • Police Resources While few laws are enforced 100%, white collar crime has a much lower margin of non-enforcement. Fraud and other white collar crime is not a priority for police departments.

They are required to devote their resources to crimes of violence and, due to lack of trained personnel and financial resources, are not always able to investigate and prosecute suspected fraud and other white collar crime cases. • Favourable Laws Laws are generally written in favour of the white-collar criminal. People who commit white-collar crimes are sometimes the same people who are in a position to see to it that their crimes are not defined too negatively. • Individual Perception Whereas the impact of white-collar criminals on the nation is great, the cost to each individual is small.

White-collar crimes do not impact individuals with the same intensity as when one individual is victimized by a petty criminal. REFERENCES 1. Institute of professional Administrators: www. iqps. org/ 2. International Association of Administrative professionals: www. iaap-hq. org 3. What is an Administrative Professional? Who are Administrative Professionals? By Karen Porter: (http://www. theeffectiveadmin. com/articles-for-administrative-assistants/administrative-professionals/) 4. Elthan F Becker and Jon Wortmann(2009) Mastering Communication at Work 5. www. utor2u. net/business/people/communication_barriers. asp - communication Barriers 6. Effect of Communication Barriers in Business Communication www. managementstudyguide. com/effect-of-communication. 7. Robert C Pozen. (Nov 2009), Harvard Business Review 8. www. managementstudyguide. com 9. www. slideshare. net 10. Journal of Corporate Finance 3(1997) 189-220 11. White collar crime in Malaysia 12. www. articlesalley. com 13. www. crime-of-persuation. com 14. Professional Administration: Guiding Principles and Discipline for the Timeless Executive, (2011) Samuel Mawusi Asafo CMC, CIPM.

SMA International Printrite Inc. Ghana CHARTERED INSTITUTE OF ADMINISTRATORS AND MANAGEMENT CONSULTANTS-GHANA P. O. Box LG 645, Legon, Accra. Tel. 028 954 0066 POST EXPERIENCE QUALIFYING PROGRAMME TAKE HOME EXAMINATION BATCH: JANUARY, MAY & SEPTEMBER 2012 SUBJECT: PROFESSIONAL ADMINISTRATION SUBMISSION DATE: SATURDAY 10TH NOVEMBER 2012 Reference Material: Professional Administration: Guiding Principles and Discipline for the Timeless Executive, (2011) Samuel Mawusi Asafo CMC, CIPM. SMA International Printrite Inc. Ghana ANSWER ALL QUESTIONS, TYPE WRITTEN IN 1. 5 SPACING ALL QUESTIONS CARRY EQUAL MARKS QUESTIONS 1.

Discuss the difference between Administrative Management and Professional Administration. 2. Identify communication barriers and describe ways to remove them 3. a) What are the advantages and disadvantages of having one person hold the offices of Chairman of the Board and CEO? b) What are the pros and cons of selecting an insider versus an outsider? 4. What elements would characterize an effective working relationship between a Board and a CEO? 5. a) Examine the importance of eradicating white collar crime and its impact on the integrity of the CEO. b) Discuss the challenges in the fight against white collar crime.

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