The Managerial Process Chapter 1

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

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

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

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

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

Hierarchical Structure of Administrative Office Management

Responsibilities of the Administrative Office Manager Planning Organizing Staffing Directing Controlling

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

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

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

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

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

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

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.

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.

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.

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

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

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.

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

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

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

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

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

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

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.

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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