intro to admin management

7/27/2019 INTRO TO ADMIN MANAGEMENT

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Administrative Office Management, 8/e

by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice HallUpper Saddle River, NJ 07458

The Managerial Process

Chapter 1


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Responsibilities of the

Administrative Office Manager

Planning

OrganizingControlling

StaffingDirecting


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Challenges Affecting the Administrative

Office Manager

Serving as changeagent

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


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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.


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Roles Defined as a set of behavior and job

tasks employees are expected toperform, including:

Decision-making roles

Information-management roles

Interpersonal roles


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Skills Defined as abilities individuals possess

that enable them to carry out theirspecified roles well.

Technical skills

Conceptualskills

Human skills


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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 areintuitive.


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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.


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Technical Skills

Are often important in

selecting an individual

for his or her first

managerial job.

Nature of skills needed is determined by the

managers areas of responsibility.

Skills are typically acquired through training.


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Pearson Prentice Hall

Upper Saddle River, NJ 07458

The combination of technical skills,

conceptual skills, and human skills

used by an administrative officemanager varies from situation to situation.


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Scientific

Management

AdministrativeMovement

Human RelationsMovement

ModernMovement

Evolution of Management Theory


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Scientific Management

Popular during thelate 1800s and

early 1900s

Conceptualized byFrederick W.

Taylor

Goals

1. Increase output of employees.

2. Improve operating efficiency of management.


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Scientific Management:

Based on Time Study and Motion Study

Time StudyConcerned with amount of time

task completion takes.

Motion StudyConcerned with efficiency ofmotion involved in task

performance.


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Administrative Movement

Popular during the1930s

Conceptualized byHenri Fayol

Concepts

1. Focused on whole firm.

2. Management functions were identified duringthis era.3. Comprised of a group of universal principles

involving management.


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Human Relations Movement

Emerged during the1940s and 1950s

Elton Mayo was aproponent

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 greaterimpact on determining output and reactionto change than did the technical factor.


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Modern Movement

Began in the early

1950s

Two Approaches Nonquantitative

Approach

Quantitative

Approach


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Quantitative

Approach

Known as the operationsApproach.

Nonquantitative

Approach

Known as the behavioral

sciences approach.


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The modern movement is currently heading

toward the systems approach.

The organization is considered to be

comprised of a number of

interdependent parts.


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Operations Approach

1. Is concerned with decisions about which operations

should be undertaken.

2. Is concerned about how they should be carried out.


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Behavioral Sciences Approach

Is concerned with the scientific study of observable

and verifiable human behavior.


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Other

Management

Concepts

Contingency Management

Total Quality

Management (TQM)Theory Z


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Contingency Management

Recognizes that no one best way

exists in all situations.


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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 toprovide benchmark data.

(2 of 2)


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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 employeeswell-being.

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