Chapter 1

The Managerial Process

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
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 Responsibilities of the
Administrative Office Manager

Planning

Controlling Organizing
Directing Staffing

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
2 Upper Saddle River, NJ 07458
 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
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
3 Upper Saddle River, NJ 07458
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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
4 Upper Saddle River, NJ 07458
Roles Defined as a set of behavior and job
tasks employees are expected to
perform, including:

Decision-making roles

Information-management roles

Interpersonal roles
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
5 Upper Saddle River, NJ 07458
Skills Defined as abilities individuals possess
that enable them to carry out their
specified roles well.

Technical skills

Conceptual skills

Human skills

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
6 Upper Saddle River, NJ 07458
 Enable the manager to
Conceptual Skills 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 are
intuitive.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
7 Upper Saddle River, NJ 07458
 Enable a manager to
Human Skills 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.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
8 Upper Saddle River, NJ 07458
 Are often important in
Technical Skills selecting an individual
for his or her first
managerial job.

•Nature of skills needed is determined by the

manager’s areas of responsibility.

•Skills are typically acquired through training.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
9 Upper Saddle River, NJ 07458
 The combination of technical skills,
conceptual skills, and human skills
used by an administrative office
manager varies from situation to situation.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
10 Upper Saddle River, NJ 07458
 Evolution of Management Theory

Scientific
Management

Modern Administrative
Movement Movement

Human Relations
Movement

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
11 Upper Saddle River, NJ 07458
 Scientific Management

Popular during the Conceptualized by

late 1800s and Frederick W.
early 1900s Taylor

Goals

1. Increase output of employees.

2. Improve operating efficiency of management.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
12 Upper Saddle River, NJ 07458
 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.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
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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 universal principles
involving management.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
14 Upper Saddle River, NJ 07458
 Human Relations Movement

Emerged during the Elton Mayo was a

1940s and 1950s 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.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
15 Upper Saddle River, NJ 07458
 Modern Movement

Began in the early

1950s

Quantitative Nonquantitative
Two Approaches
Approach Approach

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
16 Upper Saddle River, NJ 07458
Quantitative Known as the operations
Approach Approach.

Nonquantitative Known as the behavioral

Approach sciences approach.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
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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.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
18 Upper Saddle River, NJ 07458
 Operations Approach

1. Is concerned with decisions about which operations

should be undertaken.

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

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
19 Upper Saddle River, NJ 07458
 Behavioral Sciences Approach

Is concerned with the scientific study of observable

and verifiable human behavior.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
20 Upper Saddle River, NJ 07458
 Contingency Management

Other
Management
Concepts

Theory Z Total Quality

Management (TQM)
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
21 Upper Saddle River, NJ 07458
 Contingency Management

Recognizes that no one best way

exists in all situations.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
22 Upper Saddle River, NJ 07458
 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. Ongoing improvement of the organization’s
products and/or services.
1. Work teams based on empowerment,
trust, and cooperation.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
23 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
1. Statistical measurement techniques designed to
identify causes of production problems and to
provide benchmark data.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
24 Upper Saddle River, NJ 07458
 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.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
25 Upper Saddle River, NJ 07458