The Managerial ProcessChapter 1 Current Thrust Information management Greater level of automation Technologically oriented Knowledge management Managing organization’s 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 organization’s information Maintain reasonable quantity and quality standards Develop effective work processes and procedures . 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 . 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 . 000 • Bachelor’s Degree • 10-15 years work experience THINGS ARE CHANGING!!!!! • Office Management Degree .Educational Background/Profile • “Come up through the ranks” • Non entry-level position PROFILE: • Male • 40-50 years old • $60-$70. Roles Defined as a set of behavior and job tasks employees are expected to perform. including: Decision-making roles Information-management roles Interpersonal roles . Technical skills Conceptual skills Human skills .Skills Defined as abilities individuals possess that enable them to carry out their specified roles well. Evolution of Management Theory Scientific Management Modern Movement Administrative Movement Human Relations Movement . Increase output of employees. 2. Improve operating efficiency of management.Scientific Management Popular during the late 1800s and early 1900s Conceptualized by Frederick W. . Taylor Goals 1. .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. Management functions were identified during this era. Comprised of a group of universal principles involving management. 3.Administrative Movement Popular during the 1930s Concepts 1. Conceptualized by Henri Fayol . 2. Focused on whole firm. According to Fayol… Management comprised of these Universal Principles: Division of labor Authority Discipline Unity of command Unity of direction . 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 . Emerged because of a failure of organizations to treat their employees in a humane manner 2.Human Relations Movement Emerged during the 1940s and 1950s Elton Mayo was a proponent Concepts 1. . 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 X—Theory 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. Ongoing improvement of the organization’s products and/or services. 4. Work teams based on trust and cooperation. empowerment of employees. Focus on customer satisfaction. Statistical measurement techniques designed to identify causes of production problems. . Common Elements 1. 2. and organization-wide recognition. 3. Decision-making uses a consensus process.Theory Z Assumptions 1. 3. Employees are hired for their specific talents. Managers are concerned about employees’ well being. . 2. 5. Employees have lifetime employment. 4. Managers and employees trust one another. THE END .