1. The Managerial Process
Chapter 1
The Managerial Process

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

3. 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

4. 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.

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

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

7. Enable the manager to
perceive quickly how one
phenomenon may impact
on another.
Conceptual Skills
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.

8. Enable a manager to
maximize cooperation of
subordinates, motivating
them, or maintaining their loyalty.
Human Skills
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. Are often important in
selecting an individual for his or her first managerial job.
Technical Skills
Nature of skills needed is determined by the
manager’s areas of responsibility.
•Skills are typically acquired through training.

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

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

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

13. 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.

14. Administrative Movement
Popular during the
1930s
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.

15. 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.

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

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

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

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

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

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

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

23. Total Quality Management (TQM)
(1 of 2)
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.
Work teams based on empowerment, trust, and cooperation.

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

25. 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.