Professional Documents
Culture Documents
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Responsibilities of the Administrative Office Manager Planning Controlling Directing Organizing Staffing
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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
Administrative Office Management, 8/e by Zane Quible
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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.
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Roles
Defined as a set of behavior and job tasks employees are expected to perform, including: Decision-making roles
Information-management roles
Interpersonal roles
Administrative Office Management, 8/e by Zane Quible
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Skills
Defined as abilities individuals possess that enable them to carry out their specified roles well. Technical skills
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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.
Administrative Office Management, 8/e by Zane Quible
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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.
Administrative Office Management, 8/e by Zane Quible
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Technical Skills
Are often important in selecting an individual for his or her first managerial job.
Nature of skills needed is determined by the managers areas of responsibility. Skills are typically acquired through training.
2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
The combination of technical skills, conceptual skills, and human skills used by an administrative office manager varies from situation to situation.
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Evolution of Management Theory Scientific Management Modern Movement Human Relations Movement
Administrative Office Management, 8/e by Zane Quible 2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Administrative Movement
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Scientific Management Popular during the late 1800s and early 1900s Conceptualized by Frederick W. Taylor
Goals
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Time Study
Concerned with amount of time task completion takes. Concerned with efficiency of motion involved in task performance.
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Motion Study
Administrative Office Management, 8/e by Zane Quible
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Human Relations Movement Emerged during the 1940s and 1950s 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.
Administrative Office Management, 8/e by Zane Quible
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Modern Movement
Quantitative Approach
Two Approaches
Nonquantitative Approach
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Quantitative Approach
Nonquantitative Approach
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Operations Approach
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Is concerned with the scientific study of observable and verifiable human behavior.
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
Contingency Management
Contingency Management
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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.
Administrative Office Management, 8/e by Zane Quible 2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458
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Theory Z
Assumptions
1. 2. 3. 4. 5.
Employees have lifetime employment. Employees are hired for their specific talents. Decision making uses a consensus process. Managers and employees trust one another. Managers are concerned about employees well-being.
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2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458