The Managerial Process

Chapter 1

Current ThrustInformation management

Greater level of automationTechnologically oriented

Knowledge managementManaging organization’s intellectual capital, human resources, and strategic relationships

Objectives of Administrative Office ManagementEnsure 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

ObjectivesProvide 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

ObjectivesDevelop lines of communication

among employees within the administrative office management functional area and between these employees and employees in other areas

ObjectivesEnhance effective supervision of

office personnelAssure efficient and proper use of

specialized office equipment

Hierarchical Structure of Administrative Office

Management

Vice President

M anagerSystems Analysis

and Design

M anagerData Processing

M anagerOffice Services

Vice PresidentAdministrative

Services

Vice President Vice President

President

Responsibilities of the Administrative Office ManagerPlanningOrganizingStaffingDirectingControlling

Challenges Affecting the Administrative Office ManagerCoping with governmental regulationsCoping with new technologyEnhancing organizational productivityAccommodating diversityServing as change agentAccommodating globalizationDealing with office systems that

fail to perform as expected

Qualifications of Administrative Office Managers

Completion of relevant coursesSpecialized knowledge of pertinent areasCapable of leadingCommitment to ethical behaviorCapable of delegating

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

RolesDefined as a set of behavior and job

tasks employees are expected to

perform, including:

Decision-making roles

Information-management roles

Interpersonal rolesInterpersonal roles

Skills Defined as abilities individuals possessthat enable them to carry out their specified roles well.

Technical skillsTechnical skills

Conceptual skillsConceptual skills

Human skillsHuman skills

ScientificManagement

Administrative Movement

Human RelationsMovement

ModernMovement

Evolution of Management Theory

Scientific Management

Popular during thelate 1800s and

early 1900s

Popular during thelate 1800s and

early 1900s

Conceptualized by Frederick W.

Taylor

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 StudyTime StudyConcerned with amount of timetask completion takes.

Motion StudyMotion StudyConcerned with efficiency of motion involved in task performance.

Administrative Movement

Popular during the1930s

Popular during the1930s

Conceptualized by Henri Fayol

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.

Management comprised of these Universal Principles:Division of laborAuthorityDisciplineUnity of commandUnity of direction

According to Fayol…

Subordination of individual interest to general interest

RemunerationCentralizationScalar Chain (Line of authority)OrderEquityStability of tenure of personnelInitiativeEsprit de corps

Universal Principles (cont’d)

Human Relations Movement

Emerged during the1940s and 1950s

Emerged during the1940s and 1950s

Elton Mayo was aproponent

Elton Mayo was aproponent

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 greaterimpact on determining output and reactionto change than did the technical factor.

Human Relations Movement

Abraham MaslowHierarchy of Needs

Douglas McGregorTheory X—Theory Y

Frederick Herzberg Motivation-Hygiene Theory

Modern Movement

Began in the early1950s

Began in the early1950s

Two Approaches NonquantitativeApproach

QuantitativeApproach

Quantitative ApproachQuantitative Approach

Known as the operationsapproach

NonquantitativeApproach

NonquantitativeApproach

Known as the behavioralsciences approach

The modern movement is currently headingtoward the systems approach

The modern movement is currently headingtoward the systems approach

The organization is considered to be comprised of a number of

interdependent parts

The organization is considered to be comprised of a number of

interdependent parts

Other Management

Concepts

Contingency Management

Total QualityManagement (TQM)

Theory Z

Contingency Management

Recognizes that no one best wayexists in all situations.

Total Quality Management (TQM)

Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition.

Common ElementsCommon 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.4. Statistical measurement techniques designed to identify causes of production problems.

Theory Z

AssumptionsAssumptions

1. Employees have lifetime employment.

2. Employees are hired for their specific talents.

4. Managers and employees trust one another.3. Decision-making uses a consensus process.

5. Managers are concerned about employees’ well being.

THE END