Presentation on theme: "The Managerial Process"— Presentation transcript:
1 The Managerial Process Chapter 1The Managerial Process
2 Responsibilities of the Administrative Office Manager PlanningControllingOrganizingDirectingStaffing
3 Challenges Affecting the Administrative Office ManagerCoping with governmental regulationsCoping with new technologyEnhancing organizational productivityAccommodating diversityServing as change agentAccommodating globalizationDealing with office systems thatfail to perform as expected
4 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 Information-management roles Defined as a set of behavior and jobtasks employees are expected toperform, including:Decision-making rolesInformation-management rolesInterpersonal roles
6 SkillsDefined as abilities individuals possessthat enable them to carry out theirspecified roles well.Technical skillsConceptual skillsHuman skills
7 Enable the manager toperceive quickly how onephenomenon may impacton another.Conceptual SkillsHelp managers determine the full impact of achange or a variety of changes.Often seen as possessing a “fifth” sense indealing with organizational matters.Some conceptual skills are learned; others areintuitive.
8 Enable a manager tomaximize cooperation ofsubordinates, motivatingthem, or maintaining their loyalty.Human SkillsSkills give the manager greater insight intoworking effectively with each subordinate in eachsituation.•Can be learned through on-the-job training orthrough courses.
9 Are often important inselecting an individual for his or her first managerial job.Technical SkillsNature of skills needed is determined by themanager’s areas of responsibility.•Skills are typically acquired through training.
10 The combination of technical skills, conceptual skills, and human skillsused by an administrative officemanager varies from situation to situation.
11 Evolution of Management Theory ScientificManagementModernMovementAdministrativeMovementHuman RelationsMovement
12 Scientific Management Conceptualized byFrederick W.TaylorPopular during thelate 1800s andearly 1900sGoals1. Increase output of employees.2. Improve operating efficiency of management.
13 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.
14 Administrative Movement Popular during the1930sConceptualized byHenri FayolConcepts1. Focused on whole firm.2. Management functions were identified duringthis era.3. Comprised of a group of universal principlesinvolving management.
15 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 manner.2. Believed that the human element had a greaterimpact on determining output and reactionto change than did the technical factor.
16 Modern MovementBegan in the early1950sTwo ApproachesQuantitativeApproachNonquantitativeApproach
17 QuantitativeApproachKnown as the operationsApproach.NonquantitativeApproachKnown as the behavioralsciences approach.
18 The modern movement is currently heading toward the systems approach. The organization is considered to becomprised of a number ofinterdependent parts.
19 Operations Approach1. Is concerned with decisions about which operationsshould be undertaken.2. Is concerned about how they should be carried out.
20 Behavioral Sciences Approach Is concerned with the scientific study of observableand verifiable human behavior.
21 Contingency Management OtherManagementConceptsTotal QualityManagement (TQM)Theory Z
22 Contingency Management Recognizes that no one best wayexists in all situations.
23 Total Quality Management (TQM) (1 of 2)Puts emphasis on teamwork, empowerment ofemployees, and organization-wide recognition.Common Elements1. Focus on customer satisfaction.2. Ongoing improvement of the organization’sproducts and/or services.Work teams based on empowerment, trust, and cooperation.
24 Total Quality Management (TQM) (2 of 2)Puts emphasis on teamwork, empowerment ofemployees, and organization-wide recognition.Common ElementsStatistical measurement techniques designed toidentify causes of production problems and toprovide benchmark data.
25 Theory ZAssumptions1. 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.