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1
Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
The Managerial ProcessThe Managerial Process
Chapter 1Chapter 1
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Responsibilities of the Administrative Office Manager
Planning
OrganizingControlling
StaffingDirecting
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Challenges Affecting the AdministrativeOffice Manager
Serving as change agent
Coping with new technology
Accommodating diversity
Dealing with office systems thatfail to perform as expected
Enhancing organizational productivity
Accommodating globalization
Coping with governmental regulations
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Qualifications of Administrative Office ManagersQualifications of Administrative Office Managers
1. Completion of relevant courses.
2. Specialized knowledge of pertinent areas.
3. Capable of leading.
4. Commitment to ethical behavior.
5. Capable of delegating.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Roles Defined as a set of behavior and jobtasks employees are expected to perform, including:
Decision-making rolesDecision-making roles
Information-management rolesInformation-management roles
Interpersonal rolesInterpersonal roles
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Skills Defined as abilities individuals possessthat enable them to carry out their specified roles well.
Technical skillsTechnical skills
Conceptual skillsConceptual skills
Human skillsHuman skills
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Conceptual SkillsConceptual Skills
Enable the manager toperceive quickly how onephenomenon may impact on another.
•Help managers determine the full impact of a change or a variety of changes.•Often seen as possessing a “fifth” sense in dealing with organizational matters.•Some conceptual skills are learned; others are intuitive.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Human SkillsHuman Skills
Enable a manager to maximize cooperation ofsubordinates, motivatingthem, or maintaining their loyalty.
•Skills give the manager greater insight into working effectively with each subordinate in each situation.
•Can be learned through on-the-job training or through courses.
9
Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Technical SkillsTechnical Skills
Are often important inselecting an individual for his or her first managerial job.
•Nature of skills needed is determined by the manager’s areas of responsibility.
•Skills are typically acquired through training.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
The combination of technical skills, conceptual skills, and human skills
used by an administrative officemanager varies from situation to situation.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
ScientificManagement
Administrative Movement
Human RelationsMovement
ModernMovement
Evolution of Management Theory
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Scientific Management
Popular during thelate 1800s and
early 1900s
Popular during thelate 1800s and
early 1900s
Conceptualized by Frederick W.
Taylor
Conceptualized by Frederick W.
Taylor
Goals
1. Increase output of employees.2. Improve operating efficiency of management.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Scientific Management:Based on Time Study and Motion Study
Time StudyTime StudyConcerned with amount of timetask completion takes.
Motion StudyMotion StudyConcerned with efficiency of motion involved in task performance.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Administrative Movement
Popular during the1930s
Popular during the1930s
Conceptualized by Henri Fayol
Conceptualized by Henri Fayol
Concepts
1. Focused on whole firm.2. Management functions were identified during this era.3. Comprised of a group of universal principles involving management.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Human Relations Movement
Emerged during the1940s and 1950s
Emerged during the1940s and 1950s
Elton Mayo was aproponent
Elton Mayo was aproponent
Concepts
1. Emerged because of a failure of organizations to treat their employees in a humane manner.
2. Believed that the human element had a greaterimpact on determining output and reactionto change than did the technical factor.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Modern Movement
Began in the early1950s
Began in the early1950s
Two Approaches NonquantitativeApproach
QuantitativeApproach
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Quantitative ApproachQuantitative Approach
Known as the operationsApproach.
NonquantitativeApproach
NonquantitativeApproach
Known as the behavioralsciences approach.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
The modern movement is currently headingtoward the systems approach.
The modern movement is currently headingtoward the systems approach.
The organization is considered to be comprised of a number of
interdependent parts.
The organization is considered to be comprised of a number of
interdependent parts.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Operations ApproachOperations Approach
1. Is concerned with decisions about which operationsshould be undertaken.
2. Is concerned about how they should be carried out.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Behavioral Sciences ApproachBehavioral Sciences Approach
Is concerned with the scientific study of observableand verifiable human behavior.
21
Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Other Management
Concepts
Contingency Management
Total QualityManagement (TQM)
Theory Z
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Contingency Management
Recognizes that no one best wayexists in all situations.
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Total Quality Management (TQM)
Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition.
Common ElementsCommon Elements
1. Focus on customer satisfaction.2. Ongoing improvement of the organization’s products and/or services.3. Work teams based on empowerment,
trust, and cooperation.
(1 of 2)
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Total Quality Management (TQM)
Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition.
Common ElementsCommon Elements
4. Statistical measurement techniques designed to identify causes of production problems and to provide benchmark data.
(2 of 2)
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Administrative Office Management, 8/eby Zane Quible
©2005 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458
Theory Z
AssumptionsAssumptions
1. Employees have lifetime employment.2. Employees are hired for their specific talents.
4. Managers and employees trust one another.3. Decision making uses a consensus process.
5. Managers are concerned about employees’ well-being.
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