chapter one office management.ppt
-
Upload
malodat6144 -
Category
Documents
-
view
54 -
download
5
description
Transcript of chapter one office management.ppt
Current ThrustInformation management
Greater level of automationTechnologically oriented
Knowledge managementManaging organization’s intellectual capital, human resources, and strategic relationships
Objectives of Administrative Office ManagementEnsure relevant organizational activities
designed to maximize individual and unit productivity
Provide effective management of organization’s information
Maintain reasonable quantity and quality standards
Develop effective work processes and procedures
ObjectivesProvide satisfactory physical and
mental working environment for organization’s employees
Help define duties and responsibilities of employees assigned within the administrative office management functional area
Help employees maintain high level of work effectiveness
ObjectivesDevelop lines of communication
among employees within the administrative office management functional area and between these employees and employees in other areas
ObjectivesEnhance effective supervision of
office personnelAssure efficient and proper use of
specialized office equipment
Hierarchical Structure of Administrative Office
Management
Vice President
M anagerSystems Analysis
and Design
M anagerData Processing
M anagerOffice Services
Vice PresidentAdministrative
Services
Vice President Vice President
President
Challenges Affecting the Administrative Office ManagerCoping with governmental regulationsCoping with new technologyEnhancing organizational productivityAccommodating diversityServing as change agentAccommodating globalizationDealing with office systems that
fail to perform as expected
Qualifications of Administrative Office Managers
Completion of relevant coursesSpecialized knowledge of pertinent areasCapable of leadingCommitment to ethical behaviorCapable of delegating
Educational Background/Profile• “Come up through the ranks”• Non entry-level position
PROFILE:• Male• 40-50 years old• $60-$70,000• Bachelor’s Degree• 10-15 years work experience
THINGS ARE CHANGING!!!!!• Office Management Degree
RolesDefined as a set of behavior and job
tasks employees are expected to
perform, including:
Decision-making roles
Information-management roles
Interpersonal rolesInterpersonal roles
Skills Defined as abilities individuals possessthat enable them to carry out their specified roles well.
Technical skillsTechnical skills
Conceptual skillsConceptual skills
Human skillsHuman skills
ScientificManagement
Administrative Movement
Human RelationsMovement
ModernMovement
Evolution of Management Theory
Scientific Management
Popular during thelate 1800s and
early 1900s
Popular during thelate 1800s and
early 1900s
Conceptualized by Frederick W.
Taylor
Conceptualized by Frederick W.
Taylor
Goals
1. Increase output of employees.2. Improve operating efficiency of management.
Scientific Management:Based on Time Study and Motion Study
Time StudyTime StudyConcerned with amount of timetask completion takes.
Motion StudyMotion StudyConcerned with efficiency of motion involved in task performance.
Administrative Movement
Popular during the1930s
Popular during the1930s
Conceptualized by Henri Fayol
Conceptualized by 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.
Management comprised of these Universal Principles:Division of laborAuthorityDisciplineUnity of commandUnity of direction
According to Fayol…
Subordination of individual interest to general interest
RemunerationCentralizationScalar Chain (Line of authority)OrderEquityStability of tenure of personnelInitiativeEsprit de corps
Universal Principles (cont’d)
Human Relations Movement
Emerged during the1940s and 1950s
Emerged during the1940s and 1950s
Elton Mayo was aproponent
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.
Human Relations Movement
Abraham MaslowHierarchy of Needs
Douglas McGregorTheory X—Theory Y
Frederick Herzberg Motivation-Hygiene Theory
Modern Movement
Began in the early1950s
Began in the early1950s
Two Approaches NonquantitativeApproach
QuantitativeApproach
Quantitative ApproachQuantitative Approach
Known as the operationsapproach
NonquantitativeApproach
NonquantitativeApproach
Known as the behavioralsciences approach
The modern movement is currently headingtoward the systems approach
The modern movement is currently headingtoward the systems approach
The organization is considered to be comprised of a number of
interdependent parts
The organization is considered to be comprised of a number of
interdependent parts
Total Quality Management (TQM)
Puts emphasis on teamwork, empowerment of employees, and organization-wide recognition.
Common ElementsCommon Elements
1. Focus on customer satisfaction.
2. Ongoing improvement of the organization’s products and/or services.3. Work teams based on trust and cooperation.4. Statistical measurement techniques designed to identify causes of production problems.
Theory Z
AssumptionsAssumptions
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 employees’ well being.