chapter 1 latest principle of administrative office mgt

7/25/2019 Chapter 1 Latest Principle of Administrative Office Mgt

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DMINISTR TIVE OFFICEM N GEMENT

Chapter 1Principles of d inistrati!e

Office Mana"e ent

Administrative OfceMana ement

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Mana ement

Topics to be covers:

Definition of Administrative Office Management andManagement

Role of the office

Administrative Office Management functions andobjectives The Administrative Office Manager Evolution of Management Theory/ School of

Management Thought Im lications for the administrative office manager Definition of T!M

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ADMINISTRATIVE OFFICE MANAGEMENDefined

Definition of Administrative Is related to the word administration, which describes

the performance of or carrying out of, or assignedduties.

Is also used to refer to a group of persons whoexecute these duties and it is essential in every aspectof business operations.

"age #$% &'allaus ( 'eeling)


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ADMINISTRATIVE OFFICE MANAGEMENT

Defined Definition of Office

Refer to the place where information is processed, such asa credit office, a lawyers office or an office in the home.

The word office referring to the people working in thatlocation.

The office as a function, where interdependent systems oftechnology, procedures, and people are at work to manageone of the firms most vital resources information.


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ADMINISTRATIVE OFFICE MANAGEMENTDefined

Definition of management Is the art or skill used by those who blend together the six

s anpower, aterials, oney, ethods, achines,

and orale in order to set and achieve the goals of theorgani!ation. It also refers to a group of persons top management. In blending the six s, those in charge of the

organi!ation are greatly involved with directing people of

diverse cultures and coordinating the use of economicresources.


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THE ROLE OF THE OFFICE

The most significant thrust in administrative office managementcontinues to be its involvement in creating* rocessing* storing* andretrieving organi+ational information,

The information management thrust ma-es the administrativeoffice management area more crucial to organi+ational success,

'no.ledge management involves managing the organi+ation sintellectual ca ital* human resources* and strategic relationshi s,

The efficiency .ith .hich an organi+ation managers its informationis affected by several factors directly related to the administrativeoffice management functions* including office environment* officeem loyees* office systems* and a variety of office functions,"age $ % &'allaus ( 'eeling)


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O !ECTIVE OF ADMINISTRATIVE OFFICE MANAGEM

To ensure that relevant organi+ational activities aredesigned to minimi+e individual and unit roductivity,

To rovide effective management of the organi+ation sinformation,

To maintain reasonable 0uantity and 0uality standards, To develo effective .or- rocesses and rocedures, To rovide a satisfactory hysical and mental .or-ing

environment for the organi+ation s em loyees, To hel define duties and res onsibilities of em loyeesassigned .ithin the administrative office management

functional area,


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O !ECTIVES OF ADMINISTRATIVE OFFICE

MANAGEMENT

To develo satisfactory lines of communication amongem loyees .ithin the administrative office managementfunctional area and bet.een these em loyees andem loyees in other areas .ithin the organi+ation,

To hel em loyees maintain a high level of .or-effectiveness,

To enhance the effective su ervision of office ersonnel,

To assure the efficient and ro er use of s eciali+ed officee0ui ment,


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F"NCTIONS OF ADMINISTRATIVE OFFICEMANAGEMENT

A lies to those res onsible for managing the office andfor ma-ing decisions that concern the day$to$dayo erations of the office,

Administrative Office Management is the rocess of lanning* organi+ing and controlling all the information$related activities and of leading or directing eo le toattain the objectives of the organi+ation,

Traditionally* the administrative office management

functions .ere limited to basic clerical services and tooffice ersonnel,

Administrative OfceManagement

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F"NCTIONS OF ADMINISTRATIVE OFFICE

MANAGEMENT 1ith the assage of time* develo ment of ne. information

technologies* a global economy* a larger and more culturallydiverse .or-force 2 these factors brought about the

Information Revolution 2 an increase demand for moreinformation in order to ma-e intelligent decision at greatlyaccelerated rates,

Management began to lace more reliance u on office ersonnel and .ell$designed .or- systems as the ne.technology created greater information$ rocessing o.er,

The 3one$de artment office4 conce t gradually gave .ay to a broader* com any$.ide information management conce t in.hich the administrative office manager became res onsiblefor an e5 anded area of .or- in the information age,


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RES#ONSI ILITIES OF AOM $

MANAGEMENT F"NCTIONS

"lanning

Organi+ing 6eading &Staffing ( Directing) 7ontrolling


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Responsibi%ities of Ad&inistr'tive Office

M'n'(er ) M'n'(e&ent F*nctionsDefinition

"lanning "lanning is the management function of choosing or

generating organi+ational objective and then determining thecourse of action needed to achieve those objectiveOR

"lanning is analy+ing relevant information from both the astand the resent and assessing robable develo ments of the

future so a course of action &the lan) may be determined that.ill enable the firm to meet its goals,


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!ob Responsibi%ities Or Activities Of Office

M'n'(ers +F*nctions Of M'n'(e&ent,

Planning "evelop policies and ob#ectives for the administrative office $%uip the work area with modern, functional office furniture,

machine and e%uipment. &taffing the office with %ualified workers so that work will flow

smoothly and %uickly "evelop strategies to reduce operating cost. "eveloping the units budget "etermining personnel re%uirements "etermining space and e%uipment needs "esigning new operation systems


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!ob Responsibi%ities Or Activities Of OfficeM'n'(ers +F*nctions Of M'n'(e&ent,

Organizing 8se s eciali+ation to achieve efficiency Ensure each em loyee receives orders from and be res onsible to

only one su ervisor 9rou activities and eo le into distinct organi+ational unit

&de artmentali+ation) "re are organi+ation chart, Designing efficient .or- methods and rocedures Develo ing techni0ues for ma5imi+ing organi+ational and

individual roductivity Determining the most effective .ay for em loyees to erform

s ecific tas-s,Administrative Ofce

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Leading

7onduct orientation and training rograms for ne. em loyees Re.ard subordinates based on erformance 2 romoted*

com ensate, Develo harmony* coo eration and team.or- Assist .or-ers to learn .hat to do and ho. to do it and chec- the

result,


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Controlling Measure the .or- done and set standards for its accom lishment Develo rocedures to be follo.ed .hen com leting each major

hase of office .or- "re are office manuals or re orts as a means .here costs are

reduced and controlled

Develo ne. methods and evaluate e0ui ment to reduce andcontrol costs,


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S-ILLS OF THE ADMINISTRATIVE OFFICE

MANAGER +AOM,

Su ervisors need conce tual* human and technical s-ills*

as .ell as s-ills in teaching* coaching* counseling andcommunicating, These s-ills are often develo ed through su ervisory

training e5 eriences made available to ne. su ervisor orto su ervisor .ho need or desire refresher training,


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Concept*'% S.i%%s


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H*&'n S.i%%s


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Tec/nic'% S.i%%s


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S-ILLS OF THE ADMINISTRATIVE OFFICE MANAGER

+AOM,

Teaching skill Su ervisors res onsible for teaching or training subordinates need

s ecial teaching s-ills, T.o im ortant elements of teaching in .hich a su ervisor should be

s-illed are demonstrating and e5 laining,


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C/'%%en(es


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CHALLENGES

Globalization

Culturally DiverseWorkforce

New OfficeSystems

ProductivityGovernmentRegulations

ec!nology

C!ange "gent


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0"ALIFICATIONSof 'n Ad&inistr'tive Office M'n'(er


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Ro%e 5 S.i%%s

S-ills are defined as those abilities individuals ossessthat enable them to carry out .ell their s ecified roles,


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SKILLS

Conce#tual Skills$ skills t!at enable t!e administrative office manger toanalyze a wide variety of situations% bot! tec!nical an nontec!nical% as a

#relude to solving #roblems&

'uman Skills $ skills t!at enable t!e administrative office manager to workt!roug! and wit! ot!ers% including subordinates% #eers% and su#eriors&

ec!nical skills$ skills t!at enable t!e administrative office manager tobetter understand t!e nature of various o#erations and tasks for w!ic! !e(s!e

!as res#onsibility&


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THE EVOL"TION OF MANAGEMENT THEOR67SCHOOLS

MANAGEMENT THO"GHT +2not inc%*de in fin'% e8'& E9CE#TLeffin( e%% 'nd ;i%%i'& O*c/i,


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Scientific ManagementMovement(Late 1800s and Early 1900s)

AdministrativeMovement

(1930s)

!man "elationsMovement(19#0s and 19$0s)

Modern Movement(Since 19$0s)


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Scientific M'n'(e&ent Move&ent +e'r%4>s,

Scientific management evolved in order to solve t.o major roblem:

'ow to increase the output of the average workers and 'ow to improve the efficiency of management

The scientific method of roblem solving* .hich characteri+edscientific management* involves the use of logical* systematic

ste s to develo effective solutions to roblems,


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Scientific M'n'(e&ent Move&ent

Frederick W Ta!lor "Father or Founder of #cientific $gt%Taylor studies .or- standards and the relationshi of out utto .ages,;e em hasi+ed management at the sho level rather thangeneral management and .as concerned mainly .ith theefficiency of .or-ers and managers in actual roduction,Taylor suggested that .or-ers be educated to understand thattheir economic salvation lay in roducing more units of .or-at a lo.er cost,;e also stressed the need for management and em loyees tocoo erate .ith one another as a mean of ma5imi+ing roduction,


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Scientific M'n'(e&ent Move&ent

Frederick W Ta!lor "Father or Founder of #cientific$gt%

Ta!lor sa& several ne& functions emerge for managers'

The replacement of rule(of(thumb methods .ith scientificdetermination of each element of a erson s job,The scientific selection and training of .or-ers,The need for cooperation between management and labor toaccomplish work in accordance .ith the scientific method,

A more e%ual division of responsibility between managers andworkers * .ith managers lanning and organi+ing the .or-,


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SCIENTIFIC MANAGEMENT

William + Leffing&ell "Father of Office $anagement%

A lied the rinci les of scientific management to office .or-

Develo +&cientific ffice anagement- &


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THE TOTAL ENTIT6 MANAGEMEN

Five Princi,les of Effective Work Plan the Work 2 must lan .hat .or- must be done? ho.* .henand .here it must be done? and ho. fast it can be done,

#chedule the Work 2 recogni+ing a total office lan oforgani+ation and roduct develo ment, Office Manager cancoordinate the efforts of all .or-ers* machines* and information toformulate a ro er .or- schedule to agree .ith the lan,

E(ecute the Work 2 "ro er o erating systems and rocedures*record$-ee ing ractices* and methods for e5ecuting the .or-must be develo ed, The .or- must be done s-illfully* accurately*ra idly* and .ithout unnecessary effort and delay,


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THE TOTAL ENTIT6 MANAGEMENT

$easure the Work 2 .ith the effective develo ment of

measurements* standards* and layouts for getting the .or- done* itmust then be measured as to 0uality* 0uantity* the .or-ers

otential* and ast records,

-e&ard the Workers 2 "erha s of most im ortance* the OM

must select* train* motivate* com ensate* and romote em loyeesto -ee their interests and those of the firm at an o timum level,


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+enr! Fa!ol

Author of 0eneral and Industrial anagement

"resented the universal nature of managementDevelo ed first com rehensive theory ofmanagement 1elements of management as its

functions2 planning, organi!ing, commanding,coordinating and controlling3.Stressed the need for teaching management inschool ( colleges,


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Henr4 F'4o% : "NIVERSAL #RINCI#LES


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$ar! Parker Follett

"romote better human relation in industry7alled for a revolutionary ne. conce t of associationand first to romote termed 3Togetherness4 and39rou Thin-ing4,Sa. the im ortance of behavior science to roblems oforgani+ation* conflicts* o.er* communications* (

social res onsibilities of management,


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http://www.brad.ac.uk/university/newsand%20views/95-06/Mary_a_prophet_of_management.html


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THE 0"ALIT6 MANAGEMENT SCHOOL

Total .ualit! $anagement "T.$%

A set of rinci les used to guide the entire organi+ation in

continuous im rovement,To achieve this goals* T!M uses 0uantitative methods along .iththe organi+ation@s human and ca ital resources to im rove all

process, performance in every functional area and the degree towhich the organi!ational meets the needs of present and future

customers and suppliers.


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THE 0"ALIT6 MANAGEMENT SCHOOL

T.$ / common elements

Bocus on customer satisfaction

Ongoing im rovement of the organi+ation s roduct and or services,1or- teams based on trust* em o.erment* and coo eration,Statistical measurement techni0ues designed to identify causes of

roduction roblems as .ell as to rove benchmar- data that hel sassess erformance,


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THE 0"ALIT6MANAGEMENT SCHOOL

a) 1, Ed.ards Deming 2 The leading e5 onent of 0ualitymanagement and a ioneer in statistical analysis,$ Deming .as invited to Ca an to advise its business leaders on

0uality* a move that s ar-ed Ca an s ost.ar recovery and itseconomic rise in global mar-ets, b) Cose h M, Curan $ the elder statesman of total 0uality control*

found a loyal follo.ing in Ca an in the mid$


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Total .ualit! $anagement "T.$%

%s a &rogram designed to 'el& an organi ation im&rovet'e !ality of its &rod!cts and*or services+

,-M. Management &ractice /ased on team or andem&loyee em&o erment 2 'ave a &ositive im&act on

em&loyee &rod!ctivity+

Em&loyee em&o erment gives t'e em&loyees rig'trecommend to c'anges t'at ill 'ave a &ositive im&act

on t'eir o!t&!t+

,-M as a conce&t stress contin!al im&rovement rat'ert'an sim&ly meeting o/4ective or maintaining stat!s !o+


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Strategies of ,-MStrategies of ,-M

7ontinuous im rovement enchmar-ing

Do.nsi+ing Reengineering !uality 7ircle Outsourcing


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Continuous Improvement

5om&anies !se tools and tec'ni !e s!c' as statistical&rocess control /rainstorming feed/ac from em&loyees ands!&&liers and c!stomer s!rveys in meas!ring t'eir c!rrento&erating &erformance and 'el& identifying 'ere correctiveaction are needed+

5om&anies can correct t'eir &ro/lem and set 'ig'er6 !alitymanagement goals+


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Downsizing

7o nsi ing. red!ce as in decreasing t'e n!m/er of or ersin an organi ation


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enc'mar ing. as t'e &rocess of identifying!nderstanding and ada&ting o!tstanding &ractices and&rocesses from organi ations any 'ere in t'e orld to

'el& organi ation im&rove its &erformance+

Benchmarking

Re-engineering

"e6engineering in 'ic' a system is com&letely re/!ilt fromits f!ndamental com&onent+


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Quality Circles

Small vol!ntary gro!&s of em&loyees 'o or toget'er and'o meet on a reg!lar /asis to identify analy e and develo&

sol!tions to t'eir or 6related &ro/lem+

Outsourcing

:!tso!rcing is t'e &ractice of some organi ation to t!rn overcertain or f!nctions to an o!tside agency t'at s&eciali ed in

t'e ty&es of f!nctions t'ey &erform for t'eir clients+


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chapter 1 latest principle of administrative office mgt

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