Chapter

Chapter 11

The
The Managerial
Managerial Process
Process

Administrative Office Management, 8/e

by Zane Quible

2005 Pearson Education, Inc.

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Responsibilities of the
Administrative Office Manager
Planning
Controlling

Organizing

Directing

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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 agent
Accommodating globalization
Dealing with office systems that
fail to perform as expected
Administrative Office Management, 8/e
by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice Hall
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Qualifications
Qualifications of
ofAdministrative
Administrative Office
Office Managers
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

by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice Hall
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Roles

Defined as a set of behavior and job

tasks employees are expected to
perform, including:
Decision-making
Decision-making roles
roles
Information-management
Information-management roles
roles
Interpersonal
Interpersonal roles
roles

Administrative Office Management, 8/e

by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice Hall
Upper Saddle River, NJ 07458

Skills

Defined as abilities individuals possess

that enable them to carry out their
specified roles well.
Technical
Technical skills
skills
Conceptual
Conceptual skills
skills
Human
Human skills
skills

Administrative Office Management, 8/e

by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice Hall
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Enable the manager to

perceive quickly how one
phenomenon may impact
on another.

Conceptual
Conceptual Skills
Skills

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
by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice Hall
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Enable a manager to
maximize cooperation of
subordinates, motivating
them, or maintaining
their loyalty.

Human
Human Skills
Skills

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
by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice Hall
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Are often important in

selecting an individual
for his or her first
managerial job.

Technical
Technical Skills
Skills

Nature of skills needed is determined by the

managers areas of responsibility.
Skills are typically acquired through training.

Administrative Office Management, 8/e

by Zane Quible

2005 Pearson Education, Inc.

Pearson Prentice Hall
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The combination of technical skills,

conceptual skills, and human skills
used by an administrative office
manager varies from situation to situation.

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Evolution of Management Theory

Scientific
Management
Modern
Movement

Administrative
Movement
Human Relations
Movement

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Scientific Management
Conceptualized
Conceptualized by
by
Frederick
Frederick W.
W.
Taylor
Taylor

Popular
Popular during
during the
the
late
late 1800s
1800s and
and
early
early 1900s
1900s
Goals

1. Increase output of employees.

2. Improve operating efficiency of management.
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Scientific Management:
Based on Time Study and Motion Study

Time
Time Study
Study

Motion
Motion Study
Study
Administrative Office Management, 8/e
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Concerned with amount of time

task completion takes.
Concerned with efficiency of
motion involved in task
performance.
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Administrative Movement
Popular
Popular during
during the
the
1930s
1930s

Conceptualized
Conceptualized by
by
Henri
Henri Fayol
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.
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Human Relations Movement

Emerged
Emerged during
during the
the
1940s
1940s and
and 1950s
1950s

Elton
Elton Mayo
Mayo was
was aa
proponent
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.
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Modern Movement
Began
Began in
in the
the early
early
1950s
1950s

Quantitative
Approach

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Two Approaches

16

Nonquantitative
Approach

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Quantitative
Quantitative
Approach
Approach

Known as the operations

Approach.

Nonquantitative
Nonquantitative
Approach
Approach

Known as the behavioral

sciences approach.

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The
The modern
modern movement
movement isis currently
currently heading
heading
toward
toward the
the systems
systems approach.
approach.

The
The organization
organization isis considered
considered to
to be
be
comprised
comprised of
of aa number
number of
of
interdependent
interdependent parts.
parts.

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Operations
OperationsApproach
Approach
1. Is concerned with decisions about which operations
should be undertaken.
2. Is concerned about how they should be carried out.

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Behavioral
Behavioral Sciences
SciencesApproach
Approach

Is concerned with the scientific study of observable

and verifiable human behavior.

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Contingency Management

Other
Management
Concepts
Total Quality
Management (TQM)

Theory Z
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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
Common Elements
Elements
1. Focus on customer satisfaction.
2. Ongoing improvement of the organizations
products and/or services.
3. Work teams based on empowerment,
trust, and cooperation.
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2005 Pearson Education, Inc.

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Total Quality Management (TQM)

(2 of 2)
Puts emphasis on teamwork, empowerment of
employees, and organization-wide recognition.
Common
Common Elements
Elements
4. Statistical measurement techniques designed to
identify causes of production problems and to
provide benchmark data.
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Theory Z

Assumptions
Assumptions
1.
2.
3.
4.
5.

Employees have lifetime employment.

Employees are hired for their specific talents.
Decision making uses a consensus process.
Managers and employees trust one another.
Managers are concerned about employees
well-being.

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2005 Pearson Education, Inc.

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