The Managerial Process

Chapter 1

Current Thrust
Information management
Greater level of automation Technologically oriented

Knowledge management
Managing organizations intellectual capital, human resources, and strategic relationships

Objectives of Administrative Office Management

Ensure relevant organizational activities designed to maximize individual and unit productivity Provide effective management of organizations information Maintain reasonable quantity and quality standards Develop effective work processes and procedures

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

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

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

Hierarchical Structure of Administrative Office Management

President
Vice President Vice President Administrative Services Vice President Vice President

Manager Manager Systems Analysis Data Processing and Design

Manager Office Services

Responsibilities of the Administrative Office Manager

Planning Organizing Staffing Directing Controlling

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

Qualifications of Administrative Office Managers

Completion of relevant courses Specialized knowledge of pertinent areas Capable of leading Commitment to ethical behavior Capable of delegating

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

Roles

Defined as a set of behavior and job

tasks employees are expected to perform, including: Decision-making roles Information-management roles Interpersonal roles

Skills

Defined as abilities individuals possess that enable them to carry out their specified roles well.

Technical skills Conceptual skills Human skills

Evolution of Management Theory

Scientific Management Modern Movement Administrative Movement

Human Relations Movement

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.

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.

Administrative Movement
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.

Conceptualized by Henri Fayol

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

Universal Principles (contd)

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

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.

Human Relations Movement

Abraham Maslow
Hierarchy of Needs

Douglas McGregor
Theory XTheory Y

Frederick Herzberg
Motivation-Hygiene Theory

Modern Movement
Began in the early 1950s

Quantitative Approach

Two Approaches

Nonquantitative Approach

Quantitative Approach

Known as the operations approach

Nonquantitative Approach

Known as the behavioral sciences approach

The modern movement is currently heading toward the systems approach

The organization is considered to be comprised of a number of interdependent parts

Contingency Management

Other Management Concepts Theory Z Total Quality Management (TQM)

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

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 organizations products and/or services. 3. Work teams based on trust and cooperation. 4. Statistical measurement techniques designed to identify causes of production problems.

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.

THE END