Chapter 1 - Principles Of Administrative Office Management PDF

CHAPTER 1: PRINCIPLES OF ADMINISTRATIVE OFFICE MANAGEMENT ORGANIZATIONAL MANAGEMENT AND PRACTICES OBM350 LEARNING OUTCOMES  Explain managerial skills of the administrative office management principles, activities and procedures. CONTENT 1.1 Definition of Administrative Office Management...

CHAPTER 1: PRINCIPLES OF ADMINISTRATIVE OFFICE MANAGEMENT ORGANIZATIONAL MANAGEMENT AND PRACTICES OBM350 LEARNING OUTCOMES  Explain managerial skills of the administrative office management principles, activities and procedures. CONTENT 1.1 Definition of Administrative Office Management 1.2 Administrative Office Management Functions 1.3 The Administrative Office Manager 1.4 Evolution of Management Theory/Schools of Management Thought DEFINITION OF ADMINISTRATIVE OFFICE MANAGEMENT   Definition of Administrative  Is related to the word administration, which ADMINISTRATI describes the VE performance of, or OFFICE carrying out of, or MANAGE assigned duties. MENT  Is also used to refer to a DEFINED group of persons who execute these duties and it is essential in every aspect of business operations. Page 2-3 (Kallaus & Keeling) 5   Definition of Office  Refer to the place where information is processed, such as a credit office, a lawyer’s ADMINISTRA office or an office in the home. TIVE OFFICE  The word “Officer” referring to the people working in that MANAGEMEN location. T  The office as a function, where DEFINED interdependent systems of technology, procedures, and people are at work to manage one of the firm’s most vital resources – information. 6   Definition of management ▪ Is the art or skill used by those who blend together the six M’s – Manpower, Materials, Money, Methods, ADMINISTRA Machines, and Morale – in TIVE OFFICE order to set and achieve the MANAGEMEN goals of the organization. ▪ It also refers to a group of T persons – top management. DEFINED ▪ In blending the six M’s, those in charge of the organization are greatly involved with directing people of diverse cultures and coordinating the use of economic resources. 7 THE ROLE OF THE OFFICE  The most significant thrust in administrative office management continues to be its involvement in creating, processing, storing, and retrieving organizational information.  The information management thrust makes the administrative office management area more crucial to organizational success.  Knowledge management involves managing the organization’s intellectual capital, human resources, and strategic relationships.  The efficiency with which an organization managers its information is affected by several factors directly related to the administrative office management functions, including office environment, office employees, office systems, and a variety of office functions. Page 3 (Kallaus & Keeling) 8 ADMINISTRATIVE OFFICE MANAGEMENT FUNCTIONS  To ensure that relevant organizational activities are designed to minimize  individual and unit productivity. To provide effective management of the OBJECTIVE  organization’s information. To maintain reasonable quantity and OF  quality standards. To develop effective work processes ADMINISTRA  and procedures. To provide a satisfactory physical and TIVE OFFICE MANAGEME mental working environment for the organization’s employees.  NT To help define duties and responsibilities of employees assigned within the administrative office management functional area. 10   To develop satisfactory lines of communication among OBJECTIVE employees within the administrative office OF management functional area and employees in other areas ADMINISTRA within the organization.  To help employees maintain a TIVE OFFICE high level of work effectiveness.  To enhance the effective MANAGEME supervision of office personnel. NT (CONT.)  To assure the efficient and proper use of specialized office equipment. 11  Administrative Office Management is Applies to those the process of Traditionally, the responsible for planning, administrative managing the organizing and office office and for controlling all management making the information- functions were decisions that related activities limited to basic concern the and of leading clerical services day-to-day or directing and to office operations of people to attain personnel. the office. the objectives of the organization. FUNCTIONS OF ADMINISTRATIVE OFFICE MANAGEMENT 12 FUNCTIONS OF ADMINISTRATIVE OFFICE MANAGEMENT  With the passage of time, development of new information technologies, a global economy, a larger and more culturally diverse workforce – these factors brought about the Information Revolution – an increase demand for more information in order to make intelligent decision at greatly accelerated rates.  Management began to place more reliance upon office personnel and well- designed work systems as the new technology created greater information- processing power.  The “one-department office” concept gradually gave way to a broader, company-wide information management concept in which the administrative office manager became responsible for an expanded area of work in the information age. 13 THE ADMINISTRATIVE OFFICE MANAGER  The person who heads up the company-wide information management function may have one of several titles, such as administrative office manager, THE Office manager, manager, ADMINIS administrative services, TRATIVE information manager etc. OFFICE The person responsible for MANAGE planning, organizing, and R controlling the information- processing activities and for leading people in attaining the organization’s objectives is called administrative office manager or office manager. 15  FUNCTIONS OF MANAGEMENT Leading Organizin (Staffing & Controllin Planning g Directing) g 16 RESPONSIBILITIES OF ADMINISTRATIVE OFFICE MANAGER – MANAGEMENT FUNCTIONS DEFINITION  Planning  Planning is the management function of choosing or generating organizational objective and then determining the course of action needed to achieve those objective OR  Planning is analyzing relevant information from both the past and the present and assessing probable developments of the future so a course of action (the plan) may be determined that will enable the firm to meet its goals. 17 RESPONSIBILITIES OF ADMINISTRATIVE OFFICE MANAGER – MANAGEMENT FUNCTIONS DEFINITION Organizing is bringing together economic resources (the work, the workplace, the information Organizing and the workers) to form a controllable (manageable) unit (the organization) to accomplish specific objectives. Leading is motivating and directing the workers so the Leading objectives of the organization will be successful achieved. Controlling is ensuring that operating result conform as Controlling closely as possible to the plans made for the organization. 18   Planning  Develop goals and objective for each of the JOB office functions and services, including layout, environment, etc. RESPONSIBILITI  Keep abreast of new developments in the field and determining what changes should be ES OR made in existing functions and services to maintain a state of the art position. ACTIVITIES OF  Assessing the need for designing and implementing totally new functions and OFFICE  services. Developing policies that will help assure the MANAGERS  attainment of goals and objectives. Determining the most effective means of (FUNCTIONS OF  implementing desired changes. Developing the unit’s budget MANAGEMENT)  Determining personnel requirements  Determining space and equipment needs  Designing new operation systems 19   Organizing  Determining the most effective means of JOB organizing resources to achieve goals and objectives. RESPONSIBILITI  Determining the most effective way for ES OR  employees to perform specific tasks. Designing efficient work methods and ACTIVITIES OF  procedures. Assuring the maximum utilization of the OFFICE organization’s office equipment. MANAGERS  Developing effective methods and techniques when implementing changes. (FUNCTIONS OF  Developing techniques for maximizing organizational and individual productivity. MANAGEMENT)  Developing effective procedures for evaluating equipment being considered for acquisition. 20   Leading (Staffing and Directing)  Assuring the use of efficient employee selection procedures including placement and orientation. JOB  Providing sufficient growth opportunities and experiences for employees. RESPONSIBILITI   Providing appropriate training experiences. Assuring effective appraisal of employee ES OR  performance. Assuring the realistic description of employee’s ACTIVITIES OF  jobs. Using effective techniques to supervise employees. OFFICE   Using effective techniques to motivate employees. Designing effective lines of communication within MANAGERS  the unit. Assuring employee compliance with organizational (FUNCTIONS OF  policies and procedures. Assuring that employees performance meets MANAGEMENT)  expectations. Helping employees solve work related problems.  Using a fair, objective approach for adjusting employee’s salaries. 21   Controlling  Developing efficient procedures for controlling the quantity and quality of work processed in areas for JOB which the administrative office manager is responsible. RESPONSIBILITI  Developing efficient procedures for scheduling work.  Developing efficient procedures for use in readily ES OR  determining the status of unfinished work. Maintaining the unit’s budget. ACTIVITIES OF  Assuring that methods and procedures are cost effective. OFFICE  Motivating employees to be cost-conscious. MANAGERS  Developing effective assessment procedures for use in determining why actual results fail to conform with anticipated results. (FUNCTIONS OF  Developing effective procedures for dealing with employees who fail to comply with the organization’s MANAGEMENT)  rules and policies. Developing effective strategies for taking corrective action when and where necessary. 22  CHALLE NGES GLOBALIZATION PRODUCTIVITY CHANGE AGENT CHALLENGE S GOVERNMEN CULTURALLY T DIVERSE REGULATION WORKFORCE NEW OFFICE TECHNOLOGY SYSTEM 23 CHALLENGES  Ability to cope with change and to help others accept change will continue to create a challenge for administrative office managers:  Technology used in office – result more sophisticated versions of existing equipment.  Government regulations – prepare reports and save in data bank.  Organizational productivity – responsible for continually developing efficient systems to maximize productivity.  Increase number of administrative office managers  Workforce become more culturally diverse – the customs, beliefs, habits etc.  Globalization – Tendency for many organization to have operations located in many countries throughout the world. 24   Administrative Office Managers must possess a thorough understanding of variety business fundamentals – in order to help achieve individual or organizational goals – E.g. economics, management etc. QUALIFICAT  A specialized knowledge of the following areas is also important ION such as records management, data processing, office layout and equipment used, productivity improvement etc.  A commitment to ethical behavior.  The ability to delegate responsibility. 25  QUALIFICA  Leadership to inspire and motivate employees to do their best. QUALIFICATI TIONS  Interpersonal behavior and human relation skills. ON OFOFAN AN  Commitment to ethical behavior.  Ability to delegate. ADMINISTRA ADMINISTR  Effective decision-making skills. ATIVE TIVE OFFICE  Effective communication skills.  Ability to accept the viewpoint of others. OFFICE MANAGER  Ability to exercise good judgment. MANAGER  Have the initiative and desire to continue to learn and develop professionally. 26 Professionalism An excellent way for AOM to increase their PROFESSIO professionalism is to participate in professional organizations and associations and to earn a NAL, certificate E.g. C.A.M. (Certified Administrative Manager) EDUCATIO N Educational Background BACKGRO UND To be successful as an Administrative Office Manager, certain minimal educational requirements are needed, coupled with appropriate working experience. 27 ROLES  Roles are defines as the set of behaviors and job tasks they are Decision expected to perform Making roles ROL E Information Managemen t roles Interperson al roles 28  ROLES Information Decision Making Interpersonal Management roles roles roles The nature of the administrative office An effective manager’s position The effective administrative office makes him/her administrative office manager is able to responsible for manager will also make effective maintaining and deal professionally decisions regarding using effectively with his/her employees, managing subordinates, peers operations and information on an and superiors. resources. organization-wide basis. 29 SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER (AOM) CONCEPTUAL HUMAN SKILLS TECHNICAL SKILLS SKILLS 30 Role & Skills  Skills are defined as those abilities individuals possess that enable them to carry out well their specified roles. Conceptual Skills Human Skills Technical skills Skills that enable the Skills that enable the Skills that enable the administrative office administrative office administrative office manger to analyze a manager to work through manager to better wide variety of situations, and with others, understand the nature of both technical an including subordinates, various operations and nontechnical, as a peers, and superiors. tasks for which he/she prelude to solving has responsibility. problems. 31 SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER (AOM) Conceptual Skills  Conceptual skill is the ability to use existing knowledge in order to acquire additional knowledge.  One example of conceptual skills is the ability to view an entity as a whole and see how a change in one of its parts affects all other parts or functions.  Although conceptual skills are generally learned through experiences and the educational process, some are intuitive.  Skills of an intuitive nature often enable the supervisor to make the correct decision simply because it seems to be the correct decision. 32 SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER (AOM) Human Skills  A human skill is the ability to use knowledge and understanding of people as they interact with one another’s.  These skills include a manager’s ability to communicate, coach, lead, resolve conflicts, achieve consensus, and motivate workers.  The application of such knowledge enables the AOM to identify, comprehend, and solve human problems.  An understanding of human skills will give the supervisor greater insight into working effectively with each subordinates in each situation.  Human skills can be learned either through on-the-job training or through courses designed to help individuals improve their supervisory skills. 33 SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER (AOM) Technical Skills  Technical skills are work-related skills that demonstrate the manager’s ability to use the technology tools, techniques, and procedures specific to a particular field.  The ability to understand specific function and to use the tools and techniques related to that function or activity.  The nature of technical skills the supervisor needs determined by his or her areas of responsibility.  Technical skills are typically acquired by means of the various training techniques. 34 SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER (AOM) Supervisors need conceptual, human and technical skills, as well as skills in teaching, coaching, counseling and communicating. These skills are often developed through supervisory training experiences made available to new supervisor or to supervisor who need or desire refresher training. 35  SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER (AOM) Teaching skill  Supervisors responsible for teaching or training subordinates need special teaching skills.  Two important elements of teaching in which a supervisor should be skilled are demonstrating and explaining. Administrative Office Management 36 EVOLUTION OF MANAGEMENT THEORY/SCHOOLS OF MANAGEMENT THOUGHT  THE EVOLUTION OF MANAGEMENT THEORY/SCHOOLS OF MANAGEMENT THOUGHT Scientific Management Movement (Late 1800s and Early 1900s) Administrative Movement (1930s) Human Relations Movement (1940s and 1950s) Modern Movement (Since 1950s) 38   Time study – type of study concerned SCIENTIFIC with the amount of time it takes to MANAGEM complete a task.  Motion study – type of study concerned ENT with the efficiency of the motion involved in performing a task. MOVEMEN  Developed by Frank and Lillian Gilbreth, based on studies by Frederick W. T Taylor. 39  SCIENTIFIC MANAGEMENT MOVEMENT  Frederick W. Taylor (Father or Founder of Scientific Mgt)  He was greatly concerned during the late 18000s and early 1900s with the emphasis that organizations placed on production.  He believed that any major problem confronting an organization could be resolved if management would scientifically determine and communicated to employees their expected output level.  Scientific management, as conceived by Taylor, was designed to increase the output of the employees and to improve the operating efficiency of management.  Taylor believed in the need to identify one best way to do a job and to select and train employees 40 carefully and thoroughly to perform their task.   Popular during the 1930s, the administrative movement focused on the firm as whole or total entity rather than on specific isolated functions. ADMINISTR  During this movement, the following specific management functions were ATIVE identified: planning, organizing, commanding, coordinating and MOVEMEN controlling. T  Whereas scientific management focused on employee's productivity and efficiency, administrative management focused on coordinating and managing various organizational endeavours. 41 HENRY FAYOL  A French geologist and engineer  Believed that management, regardless of the specialized area, was comprised of the following universal principles: 8. Centralization 1. Division of labor 9. Scalar chain (line of 2. Authority authority) 10. Order 3. Discipline 11. Equity 4. Unity of command 12. Stability of tenure of personnel 5. Unity of direction 13. Initiative 6. Subordination of the 14. Esprit de corps individual interest to the general interest 7. Remuneration 42 MAX WEBER  A German sociologist.  Belief - bureaucracy concept in which centered around: Having well-defined hierarchies, employee task specialization, written policies and procedures, technical competence among employees, and separation of ownership and management.  Today’s management concepts and theories are based on administrative movement phase. 43  Hawthorne Studies  Work undertaken by Elton Mayo and other Harvard researchers that provided the primary impetus for the development of the human relations movement.  Hawthorne studies were concerned with the determining the effects that such HUMAN factors as lighting, heating, fatigue, and layout had on productivity. RELATIONS  One phase of the study determined the relationship between the illumination level of the employee’s work area and MOVEMEN their output. As the illumination level was increased, the output also predictably increase. Unexpectedly, however, the T output continued to increase even when the illumination level was decreased. The researchers concluded that the human element had greater impact on determining output and reaction to change than did the technical factor During this era, Abraham Maslow ( Hierarchy of Needs), Douglas McGregor (Theory X-Theory Y) and Frederick Herzberg (Motivation-Hygiene Theory) gained prominence for their research on the relationship between employees and their job. 44   Began in the early 1950s and continue today.  Quantitative Approach (Operation Approach)  Concern primarily with making decisions, especially decisions about which operations should be undertaken and about how they should be carried out. MODERN  Nonquantitative Approach (Behavioral Sciences Approach) MOVEMEN  Is the scientific study of observable and verifiable human behavior. T  Systems Approach  A management concept in which the organization is thought to be comprised of a numbers of system with interdependent parts.  Contingency Management  A management practice which recognizes that no single best way exist in all situations. 45  A management concept that puts emphasis on teamwork, empowerment of employees, and TOTAL QUALITY organization-wide recognition and MANAGEMENT acceptance of the critical need to (TQM) serve its customer. 46  Focus on customer satisfaction  Ongoing improvement of the organization’s product and or services.  Work teams based on trust, TQM – Common empowerment, and cooperation. Elements  Statistical measurement techniques designed to identify causes of production problems as well as to prove benchmark data that helps assess performance. 47  THE QUALITY MANAGEMENT SCHOOL (TQM) Theory Z  Developed by William G. Ouchi  Based on Japanese style of management.  Most recent management theory to evolved. 48 THEORY Z CONCEPTS EMPLOYEE ARE HIRED EMPLOYEES ARE DECISION MAKING USES FOR THEIR SPECIFIC ASSUMED TO HAVE CONSENSUS PROCESS TALENTS. THE NATURE LIFETIME EMPLOYMENT. THAT EVENTUALLY OF AN EMPLOYEE’S JOB THEY NEED NOT BE RESULT WITH THE WILL BE DETERMINED BY CONCERNED ABOUT AGREEMENT ON ALL HIS/HER SPECIFIC LAYOFFS. DECISION. TALENT. MANAGERS ARE MANAGERS AND GENUINELY CONCERNED WORKERS TRUST ONE ABOUT THEIR ANOTHER AND ARE SUBORDINATES’ WELL- LOYAL TO ONE ANOTHER. BEING. 49 REFERENCES Main Reference Quible, Z. K. (2005). Administrative Office Management: An Introduction 8th ed. Prentice-Hall International Inc. Additional Reference Kallaus, N. F. & Keeling, L. B. (1996). Administrative Office Management. SouthWestern Publishing Co. END OF CHAPTER 1 51