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 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 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 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 (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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