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The Managerial Process

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2 The Managerial Process
Chapter 1

3 Current Thrust Information management Knowledge management
Greater level of automation Technologically oriented Knowledge management Managing organization’s intellectual capital, human resources, and strategic relationships

4 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

5 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

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

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

8 Hierarchical Structure of Administrative Office Management

9 Responsibilities of the Administrative Office Manager
Planning Organizing Staffing Directing Controlling

10 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

11 Qualifications of Administrative Office Managers
Completion of relevant courses Specialized knowledge of pertinent areas Capable of leading Commitment to ethical behavior Capable of delegating

12 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

13 Information-management roles
Defined as a set of behavior and job tasks employees are expected to perform, including: Roles Decision-making roles Information-management roles Interpersonal roles

14 Skills Defined as abilities individuals possess that enable them to carry out their specified roles well. Technical skills Conceptual skills Human skills

15 Evolution of Management Theory
Scientific Management Administrative Movement Modern Movement Human Relations Movement

16 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.

17 Scientific Management: Based on Time Study and Motion Study
Concerned with amount of time task completion takes. Motion Study Concerned with efficiency of motion involved in task performance.

18 Administrative Movement
Conceptualized by Henri Fayol 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.

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

20 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

21 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.

22 Human Relations Movement
Abraham Maslow Hierarchy of Needs Douglas McGregor Theory X—Theory Y Frederick Herzberg Motivation-Hygiene Theory

23 Modern Movement Began in the early 1950s Two Approaches Quantitative
Nonquantitative Approach

24 Quantitative Approach Known as the operations approach Nonquantitative Approach Known as the behavioral sciences approach

25 The modern movement is currently heading toward the systems approach
The organization is considered to be comprised of a number of interdependent parts

26 Contingency Management
Other Management Concepts Total Quality Management (TQM) Theory Z

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

28 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 organization’s products and/or services. 3. Work teams based on trust and cooperation. Statistical measurement techniques designed to identify causes of production problems.

29 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.


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