Presentation on theme: "The Managerial Process"— Presentation transcript:
1The Managerial Process Chapter 1The Managerial Process
2Responsibilities of the Administrative Office Manager PlanningControllingOrganizingDirectingStaffing
3Challenges 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
4Qualifications 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.
5Information-management roles Defined as a set of behavior and jobtasks employees are expected toperform, including:Decision-making rolesInformation-management rolesInterpersonal roles
6SkillsDefined as abilities individuals possessthat enable them to carry out theirspecified roles well.Technical skillsConceptual skillsHuman skills
7Enable 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.
8Enable 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.
9Are 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.
10The combination of technical skills, conceptual skills, and human skillsused by an administrative officemanager varies from situation to situation.
11Evolution of Management Theory ScientificManagementModernMovementAdministrativeMovementHuman RelationsMovement
12Scientific Management Conceptualized byFrederick W.TaylorPopular during thelate 1800s andearly 1900sGoals1. Increase output of employees.2. Improve operating efficiency of management.
13Scientific Management: Based on Time Study and Motion Study Concerned with amount of timetask completion takes.Motion StudyConcerned with efficiency ofmotion involved in task performance.
14Administrative 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.
15Human 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.
16Modern MovementBegan in the early1950sTwo ApproachesQuantitativeApproachNonquantitativeApproach
17QuantitativeApproachKnown as the operationsApproach.NonquantitativeApproachKnown as the behavioralsciences approach.
18The modern movement is currently heading toward the systems approach. The organization is considered to becomprised of a number ofinterdependent parts.
19Operations Approach1. Is concerned with decisions about which operationsshould be undertaken.2. Is concerned about how they should be carried out.
20Behavioral Sciences Approach Is concerned with the scientific study of observableand verifiable human behavior.
21Contingency Management OtherManagementConceptsTotal QualityManagement (TQM)Theory Z
22Contingency Management Recognizes that no one best wayexists in all situations.
23Total 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.
24Total 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.
25Theory 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.