Presentation is loading. Please wait.

Presentation is loading. Please wait.

1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 The Managerial.

Similar presentations


Presentation on theme: "1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 The Managerial."— Presentation transcript:

1 1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ The Managerial Process Chapter 1

2 2 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Responsibilities of the Administrative Office Manager Planning OrganizingControlling StaffingDirecting

3 3 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Challenges Affecting the Administrative Office Manager Serving as change agent Coping with new technology Accommodating diversity Dealing with office systems that fail to perform as expected Enhancing organizational productivity Accommodating globalization Coping with governmental regulations

4 4 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Qualifications of Administrative Office Managers 1. Completion of relevant courses. 2. Specialized knowledge of pertinent areas. 3. Capable of leading. 4. Commitment to ethical behavior. 5. Capable of delegating.

5 5 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Roles Defined as a set of behavior and job tasks employees are expected to perform, including: Decision-making roles Information-management roles Interpersonal roles

6 6 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Skills Defined as abilities individuals possess that enable them to carry out their specified roles well. Technical skills Conceptual skills Human skills

7 7 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Conceptual Skills Enable the manager to perceive quickly how one phenomenon may impact on another. Help managers determine the full impact of a change or a variety of changes. Often seen as possessing a “fifth” sense in dealing with organizational matters. Some conceptual skills are learned; others are intuitive.

8 8 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Human Skills Enable a manager to maximize cooperation of subordinates, motivating them, or maintaining their loyalty. Skills give the manager greater insight into working effectively with each subordinate in each situation. Can be learned through on-the-job training or through courses.

9 9 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Technical Skills Are often important in selecting an individual for his or her first managerial job. Nature of skills needed is determined by the manager’s areas of responsibility. Skills are typically acquired through training.

10 10 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ The combination of technical skills, conceptual skills, and human skills used by an administrative office manager varies from situation to situation.

11 11 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Scientific Management Administrative Movement Human Relations Movement Modern Movement Evolution of Management Theory

12 12 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Scientific Management Popular during the late 1800s and early 1900s Popular during the late 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.

13 13 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Scientific Management: Based on Time Study and Motion Study Time Study Concerned with amount of time task completion takes. Motion Study Concerned with efficiency of motion involved in task performance.

14 14 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Administrative Movement Popular during the 1930s Popular during the 1930s 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.

15 15 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Human Relations Movement Emerged during the 1940s and 1950s Emerged during the 1940s and 1950s Elton Mayo was a proponent 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.

16 16 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Modern Movement Began in the early 1950s Began in the early 1950s Two Approaches Nonquantitative Approach Quantitative Approach

17 17 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Quantitative Approach Quantitative Approach Known as the operations Approach. Nonquantitative Approach Nonquantitative Approach Known as the behavioral sciences approach.

18 18 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ The modern movement is currently heading toward the systems approach. The modern movement is currently heading toward 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.

19 19 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Operations Approach 1.Is concerned with decisions about which operations should be undertaken. 2.Is concerned about how they should be carried out.

20 20 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Behavioral Sciences Approach Is concerned with the scientific study of observable and verifiable human behavior.

21 21 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Other Management Concepts Contingency Management Total Quality Management (TQM) Theory Z

22 22 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Contingency Management Recognizes that no one best way exists in all situations.

23 23 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 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 empowerment, trust, and cooperation. (1 of 2)

24 24 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Total Quality Management (TQM) Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition. Common Elements 4.Statistical measurement techniques designed to identify causes of production problems and to provide benchmark data. (2 of 2)

25 25 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Theory Z Assumptions 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.


Download ppt "1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 The Managerial."

Similar presentations


Ads by Google