Administrative and Office Management PDF

ADMINISTRATIVE AND OFFICE MANAGEMENT BASICS OF MANAGEMENT ADMINISTRATIVE AND OFFICE MANAGEMENT MANAGEMENT A manager is not a person who can do the work better than his men; He is a person who can get his men to do the work better than he can. Frederick W. Smith...

ADMINISTRATIVE AND OFFICE MANAGEMENT BASICS OF MANAGEMENT ADMINISTRATIVE AND OFFICE MANAGEMENT MANAGEMENT A manager is not a person who can do the work better than his men; He is a person who can get his men to do the work better than he can. Frederick W. Smith Founder & Executive Chairman, FedEx Corp.  WHAT IS MANAGEMENT? IS MANAGEMENT AN ART OR SCIENCE?  MANAGEMENT AS AN ART Practical Knowledge Perfection through practice Personal Skill Goal- Oriented Creativity Source: iedunote.com/management-science-art  MANAGEMENT AS A SCIENCE Concepts Organized Knowledge Methods and Principles Practice Theories Source: iedunote.com/management-science-art “Management is the art of getting things done through people.” -Mary Parker Follett (1868-1933)  “Management is to forecast, to plan, to organize, to command, to co-ordinate and control activities of others” Henri Fayol (1841-1925) The “Father of Administrative Management”  14 PRINCIPLES OF MANAGEMENT Authority and Unity of Unity of Division of work Equity responsibility command direction Order Discipline Initiative Remuneration Stability Subordination of Centralization Scalar chain individual Espirit de corps and interest decentralization  MANAGEMENT is a set of activities directed at organizational resources, including human, financial, physical, and informational, to achieve organizational goals efficiently and effectively. FIVE FUNCTIONS OF MANAGEMENT When conducting a school activity/event, you.. PLAN (Identify objectives, action plan, budgeting, etc.) ORGANIZE (Resource allocation, task assignment, logistics, etc.) STAFFING (Recruit volunteers/facilitators, training, etc.) DIRECT(Supervise, motivate team, communicate, etc.) CONTROL (Monitor progress, problem-solving, evaluate, etc.) https://www.niagaracollege.ca/hospitalitytourismsport/wp-content/uploads/sites/76/2019/08/i-em.jpg  Planning Organizing Staffing MANAGEMENT Directing FUNCTIONS Controlling  PLANNING involves setting goals and objectives and determining a course of action to achieve them. Environmental Scanning PESTEL and SWOT Analysis  ORGANIZING involves developing an organizational structure and allocating human resources to ensure the accomplishment of goals and objectives.  STAFFING involves manning the organization structure through the proper and effective selection, appraisal & development of personnel to fill the roles designed in the structure (Kootz & O’Donnell).  DIRECTING involves influencing and guiding the people directed to the achievement of the goals and objectives.  CONTROLLING involves ensuring that performance does not deviate from standards. 1. Establish performance standards; 2. Compare actual performance against standards; 3. Take corrective action when necessary. THE ROLES OF A MANAGER  HENRY MINTZBERG’S 10 MANAGERIAL ROLES Interpersonal Informational Decisional Roles Roles Roles Figurehead Monitor Negotiator Leader Disseminator Disturbance Liaison Spokesperson Handler Resource Allocator https://patch.com/georgia/kennesaw/successful-ribbon-cutting-ceremony-0 INTERPERSONAL ROLES FIGUREHEAD This role is symbolic and ceremonial. The manager in this role represents the organization to other groups, both internally and externally. LEADER The leader’s role is all about motivating and guiding employees. A manager may also give performance reviews, provide feedback, and resolve conflicts. LIAISON The liaison role involves maintaining communication between different groups inside and outside the organization. INFORMATIONAL ROLES MONITOR This involves collecting information from internal and external sources. The manager gathers data and keeps track of trends, both within and outside the organization. DISSEMINATOR It involves the distribution of information to all members of the organization and different stakeholders. SPOKESPERSON The manager represents the organization to the media, shareholders, and other external groups. DECISIONAL ROLES ENTREPRENEUR A manager implements and controls change in the organization by creating new ideas, solving problems, and administering them. DISTURBANCE The manager is expected to manage conflict and HANDLER other issues in the organization. RESOURCE This involves allocating funds and other ALLOCATOR organizational resources. NEGOTIATOR The manager participates in significant team, departmental, or organizational negotiations. The Management Skills Conceptual Skills Human Relations Skills Technical Skills https://sharonlechter.com/blog/2017/12/28/coaching-mentoring/ The Skills of a Manager CONCEPTUAL SKILLS Refer to mental or cognitive abilities that allow managers to understand and analyze complex situations and develop creative and innovative solutions (e.g., planning, forecasting, problem-solving, budgeting, etc.) HUMAN RELATIONS OR INTERPERSONAL SKILLS Refer to the ability to communicate effectively to build strong and healthy relationships (e.g., communication, leadership motivation, conflict resolution, negotiations, etc.) TECHNICAL SKILLS Refer to the manager’s ability to perform and complete tasks related to a specific function or specialization (e.g., marketing, operations, production, customer service, human resource management, finance, etc.) WORKPLACE ORGANIZATION To ensure the smooth operation of the office, it is necessary to organize the workspace and define the responsibilities and functions to establish the activity-authority connection. ORGANIZATIONAL STRUCTURE  An organizational structure is a framework that defines how individuals work within an organization and are coordinated to achieve its goals and objectives. It outlines how various activities, such as rules, roles, and responsibilities, are organized and directed to ensure effective management and coordination. Essential Elements of Clear Organizational Structure Chain of command Roles and responsibilities Scope of control Decision-making authority Departments or teams within the organization  CHALLENGES AFFECTING AOM INTERNAL AND EXTERNAL FACTORS Change Agent Role Change is inevitable in every organization. An organization needs to continuously change and innovate to adapt to the changing world and environment. A change agent is a person who initiates change in the organization to increase organizational effectiveness and efficiency. However, introducing and implementing change has many challenges.  “An administrative and office manager is a change agent who implements the required changes and, despite the challenges and resistance, is expected to lead and motivate the workforce to embrace, accept, and implement change through open and continuous communication.”  Embracing Technology Technology involves applying scientific knowledge for practical purposes, particularly in industries where modern machinery and equipment are utilized. Administrative and office managers must educate organization members on the benefits of modernization and how it can enhance the company's operations.  Compliance with government regulations is Complying a must for everyone, especially for business organizations. with Administrative and Office Managers must Government be aware and knowledgeable in these laws Regulations and regulations to prevent potential legal issues in the future. WORKPLACE DIVERSITY Workplace diversity pertains to creating an inclusive environment where everyone is accepted and nurtured despite differences in age, gender, sexual orientation, race, color, education, and religion. The Administrative and Office Manager should maximize the benefits of workplace diversity for organizational success. THANK YOU!