3 Current Thrust Information management Knowledge management Greater level of automationTechnologically orientedKnowledge managementManaging organization’sintellectual capital,human resources,and strategic relationships
4 Objectives of Administrative Office Management Ensure relevant organizational activities designed to maximize individual and unit productivityProvide effective management of organization’s informationMaintain reasonable quantity and quality standardsDevelop effective work processes and procedures
5 ObjectivesProvide satisfactory physical and mental working environment for organization’s employeesHelp define duties and responsibilities of employees assigned within the administrative office management functional areaHelp employees maintain high level of work effectiveness
6 ObjectivesDevelop 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 PlanningOrganizingStaffingDirectingControlling
10 Challenges Affecting the Administrative Office Manager Coping with governmental regulationsCoping with new technologyEnhancing organizational productivityAccommodating diversityServing as change agentAccommodating globalizationDealing with office systems thatfail to perform as expected
11 Qualifications of Administrative Office Managers Completion of relevant coursesSpecialized knowledge of pertinent areasCapable of leadingCommitment to ethical behaviorCapable of delegating
12 Educational Background/Profile “Come up through the ranks”Non entry-level positionPROFILE:Male40-50 years old$60-$70,000Bachelor’s Degree10-15 years work experienceTHINGS ARE CHANGING!!!!!Office Management Degree
13 Information-management roles Defined as a set of behavior and jobtasks employees are expected toperform, including:RolesDecision-making rolesInformation-management rolesInterpersonal roles
14 SkillsDefined as abilities individuals possessthat enable them to carry out theirspecified roles well.Technical skillsConceptual skillsHuman skills
15 Evolution of Management Theory ScientificManagementAdministrativeMovementModernMovementHuman RelationsMovement
16 Scientific Management Popular during thelate 1800s andearly 1900sConceptualized byFrederick W.TaylorGoals1. Increase output of employees.2. Improve operating efficiency of management.
17 Scientific Management: Based on Time Study and Motion Study Concerned with amount of timetask completion takes.Motion StudyConcerned with efficiency ofmotion involved in task performance.
18 Administrative Movement Conceptualized byHenri FayolPopular during the1930sConcepts1. 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 laborAuthorityDisciplineUnity of commandUnity of direction
20 Universal Principles (cont’d) Subordination of individual interest to general interestRemunerationCentralizationScalar Chain (Line of authority)OrderEquityStability of tenure of personnelInitiativeEsprit de corps
21 Human Relations Movement Emerged during the1940s and 1950sElton Mayo was aproponentConcepts1. Emerged because of a failure of organizations to treat their employees in a humane manner2. Believed that the human element had a greaterimpact on determining output and reactionto change than did the technical factor.
22 Human Relations Movement Abraham MaslowHierarchy of NeedsDouglas McGregorTheory X—Theory YFrederick HerzbergMotivation-Hygiene Theory
23 Modern Movement Began in the early 1950s Two Approaches Quantitative NonquantitativeApproach
24 QuantitativeApproachKnown as the operationsapproachNonquantitativeApproachKnown asthe behavioralsciencesapproach
25 The modern movement is currently heading toward the systems approach The organization is considered to becomprised of a number ofinterdependent parts
26 Contingency Management OtherManagementConceptsTotal QualityManagement (TQM)Theory Z
27 Contingency Management Recognizes that no one best wayexists in all situations.
28 Total Quality Management (TQM) Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition.Common Elements1. Focus on customer satisfaction.2. Ongoing improvement of the organization’sproducts and/or services.3. Work teams based on trust and cooperation.Statistical measurement techniques designed toidentify 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.