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Training the Assistant

For this assignment, we are returning to the scenario of your promotion to manager. As a result of your significant work and successes, the department is flourishing. In fact, it is doing so well that your direct supervisor has agreed to create an assistant manager position. The one caveat is that your boss wants the assistant to handle the vast majority of the paperwork. This includes the creation and subsequent monitoring of the department’s budgets; both short term and long term. Your supervisor has asked you to create a training module to be delivered to your assistant. While your supervisor understands that you can do this face to face, she wants your assistant to be able to refer back to information as needed in case you are unavailable. When you ask your supervisor for further guidance as to what the training module should encompass, she provides you with the following email: As we discussed on the phone, I want you to create a training module that your assistant will be able to refer back to on an as-needed basis. Also, one thing I failed to tell you is that if this assistant manager position does as well as I think it will, the company will more than likely expand this position into other departments and a training module will end up being a necessity. As I envision this position in my head, I want the main responsibilities of the assistant to simply revolve around financial performance. Therefore, I think we need to minimally cover: 1) Budgets a. Specifically, what steps are needed to create a budget i. You may want to consider a checklist of the items contained in a basic budget? Up to you. b. Differences between flexible and static budgets c. Operational budgets and their purpose d. Time frames of budgets 2) Expenses a. Capital expenditures – what are they and why they are normally separated Training the Assistant For this assignment, we are returning to the scenario of your promotion to manager. As a result of your significant work and successes, the department is flourishing. In fact, it is doing so well that your direct supervisor has agreed to create an assistant manager position. The one caveat is that your boss wants the assistant to handle the vast majority of the paperwork. This includes the creation and subsequent monitoring of the department’s budgets; both short term and long term. Your supervisor has asked you to create a training module to be delivered to your assistant. While your supervisor understands that you can do this face to face, she wants your assistant to be able to refer back to information as needed in case you are unavailable. When you ask your supervisor for further guidance as to what the training module should encompass, she provides you with the following email: As we discussed on the phone, I want you to create a training module that your assistant will be able to refer back to on an as-needed basis. Also, one thing I failed to tell you is that if this assistant manager position does as well as I think it will, the company will more than likely expand this position into other departments and a training module will end up being a necessity. As I envision this position in my head, I want the main responsibilities of the assistant to simply revolve around financial performance. Therefore, I think we need to minimally cover: 1) Budgets a. Specifically, what steps are needed to create a budget i. You may want to consider a checklist of the items contained in a basic budget? Up to you. b. Differences between flexible and static budgets c. Operational budgets and their purpose d. Time frames of budgets 2) Expenses a. Capital expenditures – what are they and why they are normally separated i. Existing assets versus need to purchase b. Monitoring overall department expenses – perhaps use a spenddown? i. If you don’t know what a spenddown is, you may need to do a little research as they are new to our company As for formatting, create a PowerPoint with detailed notes. Be sure to include detailed steps and assume that your new assistant will NOT have a financial background. i. Existing assets versus need to purchase b. Monitoring overall department expenses – perhaps use a spenddown? i. If you don’t know what a spenddown is, you may need to do a little research as they are new to our company As for formatting, create a PowerPoint with detailed notes. Be sure to include detailed steps and assume that your new assistant will NOT have a financial background.