2. The Managerial Process
Chapter 1

3. Current Thrust Information management Knowledge management
Greater level of automation
Technologically oriented
Knowledge management
Managing organization’s
intellectual capital,
human resources,
and strategic relationships

4. Objectives of Administrative Office Management
Ensure relevant organizational activities designed to maximize individual and unit productivity
Provide effective management of organization’s information
Maintain reasonable quantity and quality standards
Develop effective work processes and procedures

5. Objectives
Provide satisfactory physical and mental working environment for organization’s employees
Help define duties and responsibilities of employees assigned within the administrative office management functional area
Help employees maintain high level of work effectiveness

6. Objectives
Develop lines of communication among employees within the administrative office management functional area and between these employees and employees in other areas

7. Objectives Enhance effective supervision of office personnel
Assure efficient and proper use of specialized office equipment

8. Hierarchical Structure of Administrative Office Management

9. Responsibilities of the Administrative Office Manager
Planning
Organizing
Staffing
Directing
Controlling

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

11. Qualifications of Administrative Office Managers
Completion of relevant courses
Specialized knowledge of pertinent areas
Capable of leading
Commitment to ethical behavior
Capable of delegating

12. Educational Background/Profile
“Come up through the ranks”
Non entry-level position
PROFILE:
Male
40-50 years old
$60-$70,000
Bachelor’s Degree
10-15 years work experience
THINGS ARE CHANGING!!!!!
Office Management Degree

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

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

15. Evolution of Management Theory
Scientific
Management
Administrative
Movement
Modern
Movement
Human Relations
Movement

16. Scientific Management
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.

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

18. Administrative Movement
Conceptualized by
Henri Fayol
Popular during the
1930s
Concepts
1. Focused on whole firm.
2. Management functions were identified during this era.
3. Comprised of a group of universal principles involving management.

19. According to Fayol…
Management comprised of these Universal Principles:
Division of labor
Authority
Discipline
Unity of command
Unity of direction

20. Universal Principles (cont’d)
Subordination of individual interest to general interest
Remuneration
Centralization
Scalar Chain (Line of authority)
Order
Equity
Stability of tenure of personnel
Initiative
Esprit de corps

21. Human Relations Movement
Emerged during the
1940s and 1950s
Elton Mayo was a
proponent
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 greater
impact on determining output and reaction
to change than did the technical factor.

22. Human Relations Movement
Abraham Maslow
Hierarchy of Needs
Douglas McGregor
Theory X—Theory Y
Frederick Herzberg
Motivation-Hygiene Theory

23. Modern Movement Began in the early 1950s Two Approaches Quantitative
Nonquantitative
Approach

24. Quantitative
Approach
Known as the operations
approach
Nonquantitative
Approach
Known as
the behavioral
sciences
approach

25. The modern movement is currently heading toward the systems approach
The organization is considered to be
comprised of a number of
interdependent parts

26. Contingency Management
Other
Management
Concepts
Total Quality
Management (TQM)
Theory Z

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

28. 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 trust and cooperation.
Statistical measurement techniques designed to
identify causes of production problems.

29. Theory Z Assumptions 1. Employees have lifetime employment.
2. Employees are hired for their specific talents.
3. Decision-making uses a consensus process.
4. Managers and employees trust one another.
5. Managers are concerned about employees’
well being.

30. THE END