Chapt 01

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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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Responsibilities of the Administrative Office Manager

Planning

OrganizingControlling

StaffingDirecting

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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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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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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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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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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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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.

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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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The combination of technical skills, conceptual skills, and human skills

used by an administrative officemanager varies from situation to situation.

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ScientificManagement

Administrative Movement

Human RelationsMovement

ModernMovement

Evolution of Management Theory

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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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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 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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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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Modern Movement

Began in the early1950s

Began in the early1950s

Two Approaches NonquantitativeApproach

QuantitativeApproach

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Quantitative ApproachQuantitative Approach

Known as the operationsApproach.

NonquantitativeApproach

NonquantitativeApproach

Known as the behavioralsciences approach.

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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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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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Behavioral Sciences ApproachBehavioral Sciences Approach

Is concerned with the scientific study of observableand verifiable human behavior.

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Other Management

Concepts

Contingency Management

Total QualityManagement (TQM)

Theory Z

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Contingency Management

Recognizes that no one best wayexists in all situations.

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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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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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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.

Documents

Chapt 01