Chapter 1 The Managerial Process
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Responsibilities of the
Administrative Office Manager Planning
Controlling Organizing Directing Staffing
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Challenges Affecting the Administrative Office Manager Coping with governmental regulations Coping with new technology Enhancing organizational productivity Accommodating diversity
Serving as change agentagent Accommodating globalization Dealing with office systems that fail to perform as expected
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Qualifications of AdmAdministrativeinistrative Office Managers
1. Completion of relevant courses. 2. Specialized knowledge of pertinent areas. 3. Capable of leading. 4. Commitment to ethical behaviobehaviorr..
5. Capable of delegating.
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Roles Defined as a set of behavior and job tasks employees are expected to perform, 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 their specified roles well.
TTechnicechnicalal sskillskills
Conceptual skills
Human skills
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Enable the manager to
Conceptual Skills phenomenon perceive quickly may how impact one on anotheranother..
••Help managers determine the full impact of a change or a variety of changes. •Often seen as possessing a “fifth” sense in
••Somedealing conceptual with organizational skills are learned; matters. others are intuitive.
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Enable a manager to
Human Skills subordinates,maximize cooperation motivating of 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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Are often important in
Technical Skills forselecting his or anher individual first managerial job.
•• Nature of skills needed is determinedeterminedd by the manager’s areas of responsibility.
•Skills are typically acquired through training.
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The combination of technical skills,
conceptualused by an skills, administrative and human office skills manager varies from situation to situation.
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Evolution of Management Theory
Scientific Management
Modern Administrative Movement Movement
Human Relations Movement
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Scientific Management
Popular during the Conceptualized by late 1800s and Frederick W. early 1900s Taylor
Goals
1. Increase output of employees. 2. Improve operating efficiencyefficiency of management.
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Scientific Management: Based on Time Study and Motion Study
Concerned with amount of time Time Study task completion takes.
Concerned with efficiency of Motion Study motion involved in task performance.
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Administrative Movement
Popular during the Conceptualized by 1930s Henri Fayol
Concepts
1. Focused on whole firm. 2. Management functions were identified during this era. 3. Comprised of a group of uniuniversalversal principles involving managemmanagement.ent.
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Human Relations Movement
EmergeEmergedd during the Elton Mayo was a 1940s and 1950s proponent
Concepts
1. toEmerged treat their because employees of a failure in a humane of organizations manner. 2. Believed that the human element had a greater impact on determining output and reaction to change than did the technical factor.
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Modern Movement
Began in the early 1950s
Quantitative Approach TTwowo AApproachepproachess Nonquantitative Approach
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Quantitative Known as the operations Approach Approach.
Nonquantitative Known as the behavioral Approach 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 operationsoperations should be undertaken.
2. Is concerned about how they should be carriedcarried out.
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Behavioral Sciences ApprApproachoach
Is concerned with the scientific study of obsobservablervablee and verifiable human behavior.
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Contingency Management
Other Management Concepts
Theory Z TTotalotal Quality Management (TQM) Administrative Office Management, 8/e ©2005 Pearson Education, Inc. by Zane Quible Pearson Prentice Hall 2121 Upper Saddle River, NJ 07458
Contingency Management
Recognizes that no one best way exists in all situations.
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Total Quality Management (TQM) (1 of 2) Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition.
Common Elements 1. Focus on customer satisfaction. 2. OngoiOngoingng improvemenimprovementt of the organizatioorganization’n’ss products and/or services. 3. WWorkork teamsteams basebasedd on empoweempowermerment,nt, trust, and cooperation. Administrative Office Management, 8/e ©2005 Pearson Education, Inc. by Zane Quible Pearson Prentice Hall 2323 Upper Saddle River, NJ 07458
Total Quality Management (TQM) (2 of 2) Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition.
Common Elements
4. StaStatististicticalal meameasursuremementent techntechniquiqueses dedesigsignedned toot identify causes of production problems and to provide benchmark data.
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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 anotheranother.. 5. Managers are concerned about employees’
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