chapter 1 principle of administrative office

BPA

1. ADMINISTRATIVE OFFICE
MANAGEMENT
Chapter 1
Principles of Administrative
Office Management
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2. Topics to be covers:
•Definition of Administrative Office Management and
Management
•Role of the office
•Administrative Office Management functions and
objectives
•The Administrative Office Manager
•Evolution of Management Theory/ School of
Management Thought
•Implications for the administrative office manager
•Definition of TQM
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3. ADMINISTRATIVE OFFICE MANAGEMENT
Defined
•Definition of Administrative
•Is related to the word administration, which describes
the performance of or carrying out of, or assigned
duties.
•Is also used to refer to a group of persons who execute
these duties and it is essential in every aspect of
business operations.
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4. ADMINISTRATIVE OFFICE MANAGEMENT
Defined
•Definition of Office
•Refer to the place where information is processed, such as
a credit office, a lawyer’s office or an office in the home.
•The word office referring to the people working in that
location.
•The office as a function, where interdependent systems of
technology, procedures, and people are at work to manage
one of the firm’s most vital resources –information.
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5. ADMINISTRATIVE OFFICE MANAGEMENT
Defined
Definition of management
▪Is the art or skill used by those who blend together the six
M’s –Manpower, Materials, Money, Methods, Machines,
and Morale –in order to set and achieve the goals of the
organization.
▪It also refers to a group of persons –top management.
▪In blending the six M’s, those in charge of the organization
are greatly involved with directing people of diverse
cultures and coordinating the use of economic resources.
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6. THE ROLE OF THE OFFICE
›The most significant thrust in administrative office management
continues to be its involvement in creating, processing, storing, and
retrieving organizational information.
›The information management thrust makes the administrative
office management area more crucial to organizational success.
›Knowledge management involves managing the organization’s
intellectual capital, human resources, and strategic relationships.
›The efficiency with which an organization managers its
information is affected by several factors directly related to the
administrative office management functions, including office
environment, office employees, office systems, and a variety of
office functions.
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7. OBJECTIVE OF ADMINISTRATIVE OFFICE MANAGEMENT
›To ensure that relevant organizational activities are
designed to minimize individual and unit productivity.
›To provide effective management of the organization’s
information.
›To maintain reasonable quantity and quality standards.
›To develop effective work processes and procedures.
›To provide a satisfactory physical and mental working
environment for the organization’s employees.
›To help define duties and responsibilities of employees
assigned within the administrative office management
functional area.
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Page 2-3 (Kallaus & Keeling)

8. OBJECTIVES OF ADMINISTRATIVE OFFICE
MANAGEMENT
•To develop satisfactory lines of communication among
employees within the administrative office management
functional area and between these employees and
employees in other areas within the organization.
•To help employees maintain a high level of work
effectiveness.
•To enhance the effective supervision of office personnel.
•To assure the efficient and proper use of specialized office
equipment.
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9. FUNCTIONS OF ADMINISTRATIVE OFFICE
MANAGEMENT
•Applies to those responsible for managing the office and
for making decisions that concern the day-to-day
operations of the office.
•Administrative Office Management is the process of
planning, organizing and controlling all the information-
related activities and of leading or directing people to
attain the objectives of the organization.
•Traditionally, the administrative office management
functions were limited to basic clerical services and to
office personnel.
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10. FUNCTIONS OF ADMINISTRATIVE OFFICE
MANAGEMENT
With the passage of time, development of new information
technologies, a global economy, a larger and more culturally
diverse workforce –these factors brought about the
Information Revolution –an increase demand for more
information in order to make intelligent decision at greatly
accelerated rates.
Management began to place more reliance upon office
personnel and well-designed work systems as the new
technology created greater information-processing power.
The “one-department office” concept gradually gave way to a
broader, company-wide information management concept in
which the administrative office manager became responsible
for an expanded area of work in the information age.
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11. THE ADMINISTRATIVE OFFICE MANAGER
•The person who heads up the company-wide information
management function may have one of several titles, such
as administrative office manager, Office manager, manager,
administrative services, information manager etc.
•The person responsible for planning, organizing, and
controlling the information-processing activities and for
leading people in attaining the organization’s objectives is
called administrative office manager or office manager.
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12. RESPONSIBILITIES OF AOM @
MANAGEMENT FUNCTIONS
•Planning
•Organizing
•Leading (Staffing & Directing)
•Controlling
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13. Responsibilities of Administrative Office
Manager –Management Functions
Definition
•Planning
•Planning is the management function of choosing or
generating organizational objective and then determining the
course of action needed to achieve those objective
OR
•Planning is analyzing relevant information from both the past
and the present and assessing probable developments of the
future so a course of action (the plan) may be determined that
will enable the firm to meet its goals.
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14. Responsibilities of Administrative Office
Manager –Management Functions Definition
•Organizing
•Organizing is bringing together economic resources (the
work, the workplace, the information and the workers) to
form a controllable (manageable) unit (the organization) to
accomplish specific objectives
•Leading
•Leading is motivating and directing the workers so the
objectives of the organization will be successful achieved.
•Controlling
•Controlling is ensuring that operating result conform as
closely as possible to the plans made for the organization.
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15. Job Responsibilities Or Activities Of Office
Managers (Functions Of Management)
Planning
▪Develop policies and objectives for the administrative office
▪Equip the work area with modern, functional office furniture,
machine and equipment.
▪Staffing the office with qualified workers so that work will flow
smoothly and quickly
▪Develop strategies to reduce operating cost.
▪Developing the unit’s budget
▪Determining personnel requirements
▪Determining space and equipment needs
▪Designing new operation systems
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16. Job Responsibilities Or Activities Of Office
Managers (Functions Of Management)
•Organizing
•Use specialization to achieve efficiency
•Ensure each employee receives orders from and be responsible to
only one supervisor
•Group activities and people into distinct organizational unit
(departmentalization)
•Prepare organization chart.
•Designing efficient work methods and procedures
•Developing techniques for maximizing organizational and
individual productivity
•Determining the most effective way for employees to perform
specific tasks.
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17. Job Responsibilities Or Activities Of Office
Managers (Functions Of Management)
•Leading
•Conduct orientation and training programs for new employees
•Reward subordinates based on performance –promoted,
compensate.
•Develop harmony, cooperation and teamwork
•Assist workers to learn what to do and how to do it and check the
result.
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18. Job Responsibilities Or Activities Of Office
Managers (Functions Of Management)
•Controlling
•Measure the work done and set standards for its accomplishment
•Develop procedures to be followed when completing each major
phase of office work
•Prepare office manuals or reports as a means where costs are
reduced and controlled
•Develop new methods and evaluate equipment to reduce and
control costs.
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19. SKILLS OF THE ADMINISTRATIVE OFFICE
MANAGER (AOM)
•Supervisors need conceptual, human and technical skills,
as well as skills in teaching, coaching, counseling and
communicating.
•These skills are often developed through supervisory
training experiences made available to new supervisor or
to supervisor who need or desire refresher training.
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Page 195-196 (Quible)
Page 8 –9 (Kallaus & Keeling)

20. SKILLS OF THE ADMINISTRATIVE OFFICE
MANAGER (AOM)
Conceptual
Skills
Human Skills
Technical Skills
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21. Conceptual Skills
Conceptual skill is the ability to use existing knowledge in order to acquire
additional knowledge.
One example of conceptual skills is the ability to view an entity as a whole
and see how a change in one of its parts affects all other parts or functions.
Although conceptual skills are generally learned through experiences and
the educational process, some are intuitive.
Skills of an intuitive nature often enable the supervisor to make the correct
decision simply because it seems to be the correct decision.
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22. Human Skills
A human skill is the ability to use knowledge and understanding of people
as they interact with one another’s.
These skills include a manager’s ability to communicate, coach, lead,
resolve conflicts, achieve consensus, and motivate workers.
The application of such knowledge enables the AOM to identify,
comprehend, and solve human problems.
An understanding of human skills will give the supervisor greater insight
into working effectively with each subordinates in each situation.
Human skills can be learned either through on-the-job training or through
courses designed to help individuals improve their supervisory skills.
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23. Technical Skills
Technical skills are work-related skills that demonstrate the manager’s ability
to use the technology tools, techniques, and procedures specific to a particular
field.
The ability to understand specific function and to use the tools and techniques
related to that function or activity.
The nature of technical skills the supervisor needs determined by his or her
areas of responsibility.
Technical skills are typically acquired by means of the various training
techniques.
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24. SKILLS OF THE ADMINISTRATIVE OFFICE MANAGER
(AOM)
Teaching skill
•Supervisors responsible for teaching or training subordinates need
special teaching skills.
•Two important elements of teaching in which a supervisor should be
skilled are demonstrating and explaining.
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25. Challenges
Ability to cope with change and
to help others accept change will
continue to create a challenge for
administrative office managers.
Technology used in office –result
more sophisticated versions of
existing equipment.
Government regulations –prepare
reports and save in data bank.
Organizational productivity –
responsible for continually
developing efficient systems to
maximize productivity.
Increase number of administrative
office managers
Workforce become more
culturally diverse –the customs,
beliefs, habits etc.
Globalization –Tendency for
many organization to have
operations located in many
countries throughout the world.
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26. Administrative Office
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CHALLENGES
Globalization
Culturally Diverse
Workforce
New Office
Systems
Productivity
Government
Regulations
Technology
Change Agent

27. Qualification, Professionalism, Education
Background (*tested in Quiz only)
Administrative Office Managers
must possess a through
understanding of variety
business fundamentals –in order
to help achieve individual or
organizational goals –E.g.
economics, management etc.
A specialized knowledge of the
following areas is also important
such as records management,
data processing, office layout
and equipment used,
productivity improvement etc.
A commitment to ethical
behavior.
The ability to delegate
responsibility
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Page 8-9 (Quible)

28. QUALIFICATIONS
of an Administrative Office Manager
Leadership to inspire and motivate employees to do their best.
Interpersonal behavior and human relation skills.
Commitment to ethical behavior.
Ability to delegate.
Effective decision-making skills.
Effective communication skills.
Ability to accept the viewpoint of others.
Ability to exercise good judgment.
Have the initiative and desire to continue to learn and develop professionally.
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29. Professionalism, Education
Background
Professionalism
•An excellent way for AOM to increase their professionalism is to
participate in professional organizations and associations and to earn
a certificate E.g. C.A.M. (Certified Administrative Manager)
Educational Background
•To be successful as an Administrative Office Manager, certain
minimal educational requirements are needed, coupled with
appropriate working experience.
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30. Role & Skills
•Roles are defines as the set of behaviors and job tasks
they are expected to perform
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ROLE
Decision Making roles
Information
Management roles
Interpersonal roles
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Page 12-13 (Kallaus & Keeling)

31. Role & Skills
Skills are defined as those abilities individuals possess
that enable them to carry out well their specified roles.
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SKILLS
Conceptual Skills –skills that enable the administrative office manger to
analyze a wide variety of situations, both technical an nontechnical, as a
prelude to solving problems.
Human Skills –skills that enable the administrative office manager to work
through and with others, including subordinates, peers, and superiors.
Technical skills –skills that enable the administrative office manager to
better understand the nature of various operations and tasks for which he/she
has responsibility.

32. THE EVOLUTION OF MANAGEMENT THEORY/SCHOOLS OF
MANAGEMENT THOUGHT (*not include in final exam EXCEPT
Leffingwelland William Ouchi)
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Scientific Management
Movement
(Late 1800s and Early 1900s)
Administrative
Movement
(1930s)
Human Relations
Movement
(1940s and 1950s)
Modern Movement
(Since 1950s)

33. Scientific Management Movement (early
1900s)
Scientific management evolved in order to solve two major
problem:
How to increase the output of the average workers and
How to improve the efficiency of management
The scientific method of problem solving, which characterized
scientific management, involves the use of logical, systematic
steps to develop effective solutions to problems.
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Page 12-16 (Quible)
Page 12 –13 (Kallaus & Keeling)

34. Scientific Management Movement
Frederick W. Taylor (Father or Founder of Scientific Mgt)
Taylor studies work standards and the relationship of output
to wages.
He emphasized management at the shop level rather than
general management and was concerned mainly with the
efficiency of workers and managers in actual production.
Taylor suggested that workers be educated to understand that
their economic salvation lay in producing more units of work
at a lower cost.
He also stressed the need for management and employees to
cooperate with one another as a mean of maximizing
production.
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35. Scientific Management Movement
Frederick W. Taylor (Father or Founder of Scientific
Mgt)
Taylor saw several new functions emerge for managers:
The replacement of rule-of-thumbmethods with scientific
determination of each element of a person’s job.
The scientific selection and trainingof workers.
The need for cooperation between management and labor to
accomplish workin accordance with the scientific method.
A more equal division of responsibility between managers and
workers,with managers planning and organizing the work.
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36. SCIENTIFIC MANAGEMENT
Max Weber
The term bureaucracyis used to describe Weber’s pure
form of organizational, which is formal, impersonal, &
governed by rules rather than people
Weber bureaucracy concept:
Having well defined hierarchies
Employee task specialization,
Written policies and procedures,
Technical competence among employees, and
Separation of ownership and management
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37. THE TOTAL ENTITY MANAGEMENT
Weber’s bureaucratic model was identified by
features such as:
A clear-cut division of labor in which complex jobs are broken
down into simple, repetitive operations.
A well-defined hierarchy with a fixed chain of command
A system of abstract rules for controlling operations
Administrative acts, decisions, and rules recorded oin writing to
provide permanent files.
Employment and promotion based on technical qualifications.
Employees protection against arbitrary dismissal
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38. SCIENTIFIC MANAGEMENT
WilliamH.Leffingwell(FatherofOfficeManagement)
Appliedtheprinciplesofscientificmanagementtoofficework
Develop“ScientificOfficeManagement”(1917)–wastheforerunnerof
allmodernstudiesinofficemanagement.
DevelopFivePrinciplesofEffectiveWork–thisprinciplesarerelatedto
thepropermanagementofallwork–maybeeasilyappliedtomanaging
workplaceactivities(office).
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39. THE TOTAL ENTITY MANAGEMENT
FivePrinciplesofEffectiveWork
PlantheWork–mustplanwhatworkmustbedone;how,when
andwhereitmustbedone;andhowfastitcanbedone.
ScheduletheWork–recognizingatotalofficeplanof
organizationandproductdevelopment.OfficeManagercan
coordinatetheeffortsofallworkers,machines,andinformationto
formulateaproperworkscheduletoagreewiththeplan.
ExecutetheWork–Properoperatingsystemsandprocedures,
record-keepingpractices,andmethodsforexecutingthework
mustbedeveloped.Theworkmustbedoneskillfully,accurately,
rapidly,andwithoutunnecessaryeffortanddelay.
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40. THE TOTAL ENTITY MANAGEMENT
MeasuretheWork–withtheeffectivedevelopmentof
measurements,standards,andlayoutsforgettingtheworkdone,it
mustthenbemeasuredastoquality,quantity,theworkers’
potential,andpastrecords.
RewardtheWorkers–Perhapsofmostimportance,theOM
mustselect,train,motivate,compensate,andpromoteemployees
tokeeptheirinterestsandthoseofthefirmatanoptimumlevel.
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41. THE TOTAL ENTITY MANAGEMENT
Henry Fayol
Author of General and Industrial Management
Presented the universal nature of management
Developed first comprehensive theory of
management (elements of management as its
functions: planning, organizing, commanding,
coordinating and controlling).
Stressed the need for teaching management in
school & colleges.
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42. Henry Fayol : UNIVERSAL PRINCIPLES
Division of labor
Authority
Discipline
Unity of command
Unity of direction
Subordination of the individual
interest to the general interest
Remuneration
Centralization
Scalar chain (line of authority)
Order
Equity
Stability of tenure of personnel
Initiative
Esprit de corps
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43. THE TOTAL ENTITY MANAGEMENT
Mary Parker Follett
Promote better human relation in industry
Called for a revolutionary new concept of association
and first to promote termed “Togetherness”and
“Group Thinking”.
Saw the importance of behavior science to problems of
organization, conflicts, power, communications, &
social responsibilities of management.
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Page 15 (Quible)
Page 19-20 (Kallaus & Keeling)

44. THE QUALITY MANAGEMENT SCHOOL
Total Quality Management (TQM)
A set of principles used to guide the entire organization in
continuous improvement.
To achieve this goals, TQM uses quantitative methods along with
the organization's human and capital resources to improve all
process, performance in every functional area and the degree to
which the organizational meets the needs of present and future
customers and suppliers.
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45. Examples of TQM tools are:
A Continuous Improvement
Downsizing
Goal setting
Quality circles
Benchmarking
Brainstorm
Re-engineering
Work team techniques
Statistical measurement
Workflow analysis
Time management
Employee participation
in work teams
outsourcing
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46. THE QUALITY MANAGEMENT SCHOOL
TQM–commonelements
Focusoncustomersatisfaction
Ongoingimprovementoftheorganization’sproductandorservices.
Workteamsbasedontrust,empowerment,andcooperation.
Statisticalmeasurementtechniquesdesignedtoidentifycausesof
productionproblemsaswellastoprovebenchmarkdatathathelps
assessperformance.
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Page 173-174 (Kallaus & Keeling)

47. THE QUALITY
MANAGEMENT SCHOOL
a)W. Edwards Deming –The leading exponent of quality
management and a pioneer in statistical analysis.
-Deming was invited to Japan to advise its business leaders on
quality, a move that sparked Japan’s postwar recovery and its
economic rise in global markets.
b) Joseph M. Juran -the elder statesman of total quality control,
found a loyal following in Japan in the mid-1950s.
-Juran taught the Japanese how to apply total quality contro to
everyone, for managers to clerical staff.
c) William Ouchi –the founder for THEORY Z. This theory been
used by Japanese companies.
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48. Administrative Office
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Total Quality Management (TQM)
Is a program designed to help an organization improve
the quality of its products and/or services.
TQM: Management practice based on teamwork and
employee empowerment –have a positive impact on
employee productivity.
Employee empowerment gives the employees right
recommend to changes that will have a positive impact
on their output.
TQM, as a concept, stress continual improvement rather
than simply meeting objective or maintaining status quo.

49. Strategies of TQM
•Continuous improvement
•Benchmarking
•Downsizing
•Reengineering
•Quality Circle
•Outsourcing
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Page 356 & 349(Quible)
Page 621-626 (Kallaus & Keeling)

50. Continuous Improvement
•Companiesusetoolsandtechniquesuchasstatisticalprocess
control,brainstorming,feedbackfromemployeesand
suppliers,andcustomersurveysinmeasuringtheircurrent
operatingperformanceandhelpidentifyingwherecorrective
actionareneeded.
•Companiescancorrecttheirproblemandsethigher-quality
managementgoals.
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Downsizing
Downsizing: reduce, as in decreasing the number of workers
in an organization

51. Administrative Office
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Benchmarking: as “the process of identifying,
understanding, and adapting outstanding practices and
processes from organizations anywhere in the world to
help organization improve its performance.
Benchmarking
Re-engineering
Re-engineering in which a system is completely rebuilt from
its fundamental component.

52. Administrative Office
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Quality Circles
Small voluntary groups of employees who work together and
who meet on a regular basis to identify, analyze, and develop
solutions to their work-related problem.
Outsourcing
Outsourcing is the practice of some organization to turn over
certain work functions to an outside agency that specialized in
the types of functions they perform for their clients.

53. Administrative Office
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