1 Evolution of Management Practices

2 Roles Defined as a set of behavior and job tasks employees are expected to perform, including: Decision-making roles Information-management roles Interpersonal roles Page 6

3 Is Management for Me? It requires: –Clear headed individual Envisioning better ways and Turning vision into reality with and through others Page 7

4 Challenges Affecting the Administrative Office Manager Serving as change agent Coping with new technology Accommodating diversity Dealing with office systems that fail to perform as expected Enhancing organizational productivity Accommodating globalization Coping with governmental regulations

5 Qualifications 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.

6 Scientific Management Administrative Movement Human Relations Movement Modern Movement Evolution of Management Theory Page 7

7 Scientific Management Popular during the late 1800s and early 1900s Popular during the late 1800s and early 1900s Conceptualized by Frederick W. Taylor Goals 1. Increase output of employees. 2. Improve operating efficiency of management. Page 8

8 Scientific Management: Based on Time Study and Motion Study Time Study Concerned with amount of time task completion takes. Motion Study Concerned with efficiency of motion involved in task performance. Page 8

9 Administrative Movement Popular during the 1930s Popular during the 1930s 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. Page 9

10 Human Relations Movement Emerged during the 1940s and 1950s Emerged during the 1940s and 1950s Elton Mayo was a proponent Elton Mayo was a proponent Concepts Emerged because of a failure of organizations to treat their employees in a humane manner. Believed that the human element had a greater impact on determining output and reaction to change than did the technical factor. Page 10

11 Modern Movement Began in the early 1950s Began in the early 1950s Nonquantitative Approach Quantitative Approach Two Approaches Page 11

12 Quantitative Approach Quantitative Approach Known as the operations Approach. Nonquantitative Approach Nonquantitative Approach Known as the behavioral sciences approach. Page 11

13 Behavioral Sciences Approach Is concerned with the scientific study of observable and verifiable human behavior. Page 11

14 Other Management Concepts Contingency Management Total Quality Management (TQM) Theory Z Page 12

15 Total Quality Management (TQM) Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition. Common 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) Page 12

16 Total Quality Management (TQM) Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition. Common Elements 4.Statistical measurement techniques designed to identify causes of production problems and to provide benchmark data. (2 of 2) Page 12

17 Theory Z Assumptions 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. Page 12

18 The modern movement is currently heading toward the systems approach. The modern movement is currently heading toward 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. Page 14

19 Skills Defined as abilities individuals possess that enable them to carry out their specified roles well. Technical skills Conceptual skills Human skills Page 15

20 Conceptual Skills Enable the manager to perceive quickly how one phenomenon 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. -analyzing problems, devising solutions Page 15

21 Human Skills Enable a manager to maximize cooperation of subordinates, motivating them, 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. -communicating with and motivating workers Page 15

22 Technical Skills Are often important in selecting an individual for his or her first managerial job. Work related skills. Nature of skills needed is determined by the manager’s areas of responsibility. Skills are typically acquired through training. Page 15

23 The combination of technical skills, conceptual skills, and human skills used by an administrative office manager varies from situation to situation.

24 Responsibilities of the Administrative Office Manager Planning Organizing Controlling Staffing Directing Page 16

25 Levels of Management TOP  Examples: Chief Executive Officer, President MIDDLE  Examples: Administrative Manager, Department Head, High School Principal SUPERVISORY  Examples: Supervisor, Lead Secretary, Department Chair Page 17

26 Operations Approach 1.Is concerned with decisions about which operations should be undertaken. 2.Is concerned about how they should be carried out.

27 Recognizes that no one best way exists in all situations. Contingency Management

28 Basic Principles of Management Define Objectives Accept Responsibility Unity of Functions Utilize Specialization Delegate Authority Report to One Supervisor Limit Span of Control Centralize or decentralize managerial authority Page 24