AOM REVIEWER
LESSON 1 – MANAGEMENT CONCEPTS
UNIT 1 – THE MANAGERIAL PROCESS
Administrative Office Management (AOM)
o a profession involving the design, implementation,
evaluation, and maintenance of the process of work
within an office or organization, in order to maintain and
improve efficiency and productivity.
Management
o a distinct ongoing process of allocating inputs of an
organization (human and economic resources) by
typical managerial functions (planning, organizing,
directing and controlling) for the purpose of achieving
output of goods and services desired by its customers
(environment).
Managerial Processes
o are organizational routines that underpin the dynamic
capabilities of an organization by controlling and
reconfiguring the organization’s resource base, thus
impacting on the organization’s ability to attain, sustain
or enhance performance in the long-term.
Four Functions of Management Process
1. Planning and Decision making
o determining courses of action;
2. Organizing
o coordinating activities and resources;
3. Leading/Directing
o managing, motivating and directing people; and
4. Controlling
o monitoring and evaluating activities
The Most Significant Thrust in AOM
1. Information Management (IM)
o it entails organizing, retrieving, acquiring and
maintaining information closely related to data
management
2. Knowledge Management (KM)
o involves managing the organization’s
intellectual capital, human resources and
strategic relationships.
o Comprises range of practices used in an
organization to identify, create represent,
distribute, and adoption of insights and
experiences.
o Components of KM are people, process,
technology and structure.
Objectives of Administrative Management
1. Ensure that relevant organizational activities are
designed to minimize individual and unit productivity;
2. Provide effective management of the organization’s
information
3. Maintain reasonable quantity and quality standards;
4. Develop effective work process and procedures;
5. Provide a satisfactory physical and mental working
environment for the organization’s employees
6. Help the define duties and responsibilities of employees
assigned within the AOM function area;
7. Develop satisfactory lines of communication among the
employees within the AOM function area and between
these employees in other areas within the organization
8. Help employees maintain a high level of work
effectiveness;
9. Enhance the effectiveness of supervision of office
personnel; and
10. Ensure the efficient and proper use of specialized office
equipment.
UNIT 2 – THE ORGANIZING PROCESS
DIFFERENT DEFINITIONS OF ORGANIZATION
Allen
 “An organization is a process of identifying and grouping
the work to be performed, defining and delegating
responsibility and authority and establishing relationship
for the purpose of enabling people to work most
effectively together in accomplishing objectives.”
Knootz and O’Donnell
 “Organization involves the grouping of activities
necessary to accomplish goals and plans, the
assignment of these activities to appropriate
departments and the provision for authority, delegation
and coordination.”
T. Haimann
 “Organization is a process of defining and grouping the
activities of the enterprise and establishing the
relationship among them.”
TYPES OF ORGANIZATION
1. Formal Organization
o refers to the structure of well-defined jobs, each
bearing a definite measure of authority,
responsibility and accountability.
o The structure is continuously designed to enable the
personnel of an organization to work together for
attaining common objectives.
2. Informal Organization
o refers to the relationship between people in an
organization based on personal attitudes, emotions,
prejudices, likes and dislikes, friendships and
affiliations.
o These relationships are not developed according to
the rules and regulations implemented in the formal
organization
PRINCIPLES OF ORGANIZATION
1. Principle of Objective.
 A firm must have a clearly defined objective.
 It must be pointed that a firm is a means to an end,
and not an end in itself.
 All efforts should be directed to the attainment of the
common objectives and goals to the firm.
2. Principle of Coordination.
 People working towards a common objective must
coordinate their efforts.
3. Principle of Efficiency.
 The activities of the firm must be properly planned
to ensure the lowest possible cost of production
.
AOM REVIEWER
4. Principle of Unity of Direction. LESSON 2 – THE WORKPLACE AND ITS
 There should be one superior and one plan of action ENVIRONMENT
for each group of activities having a common
UNIT 1 – OFFICE LAYOUT, DESIGN, AND SAFETY
objective and everyone must work in accordance
with the plan towards the objective in one direction. Workplace

5. Principle of Unity of Command. • a place such as an office or factory, where people are
 Every person should receive orders from only one employed.
superior and be accountable only to him. • the place where one is employed or customarily does
one’s work, one’s office, laboratory, etc.
6. Principle of Specialization.
The Five Forces Shaping the Future of The Workplace
 The job of every person should be confined to a
Landscape
single function.
 This will enable the worker to specialize his jobs. 1. Place
2. People
7. Scalar Principle. 3. Transport
 The line of authority should be clear, from the 4. Technology
superior down the lines of organizational hierarchy.
Office Design/Layout
8. Short Chain of Command. 1. Strip
 If the chain of command is short, it will enable better 2. Corner
communication at various levels within the firm and 3. L-Shaped
avoid delays in decision making. 4. U-Shaped w/ Peninsula

9. Authority and Responsibility. Building An Office Layout

 Personnel with authority should be willing to accept
• Improved office layout, right place of personal
responsibility for whatever the results may be.
computers and thermal control revealed the largest
impact on productivity.
10. Principle of Delegation.
• Optimizing worker productivity has moved up to become
 Decision making should be made at the lowest
important as building location.
competent level pf management.
• Optimizing workforce productivity, organizational needs
 This is to avoid delays in the performance of duties
and building location are equally important.
and responsibilities.
• The key to unlocking productivity may lie in office
11. Principle of Balance. facilities.
 There should be continuous reporting and Factors To Consider When Planning the Office
evaluations to be made among all functions Design/Layout
departments.
 This is to ensure proper balance and equilibrium in 1. Your requirements
order to avoid big problems in carrying out the o start by defining the top reasons and goals your
objectives of the organization. business has for a new space.
2. The importance of lighting
12. Principle of Change. 3. The right colors
 The organization should be flexible and capable of 4. Navigation and space
coping with change; it cannot be rigid or 5. Turning the workplace into a destination
conservative.
UNIT 2 – OFFICE ENVIRONMENT
 It has to be flexible to take care of the changing
needs of the organization. Economics

• the science that seeks to adapt a work or working

UNIT 3 – THE COMMUNICATION PROCESS
Communication
 is simply the act of transferring information from one
place to another
The Different Categories of Communication
1. Spoken or verbal communication
o face-to-face, telephone, radio or television and
other media.
2. Interpersonal or oral communication skills
o are the ones most prized by employers in the
new informal workplace atmosphere.
Some employers test their employees in their ability
to: 1. Follow oral directions
conditions to suit the worker;
• the study of the problems of people adjusting to their
environment.
According To Ergonomist Sally Long Year the
Following Are Things of Importance to Be Aware Of:
 Are your eyes really tired at the end of the day? If so,
you may need to adjust your display or lighting and to
practice eye fitness training
 Are you’re your neck and shoulders often stiff and sore?
If so, your chair height, display or keyboard/mouse may
need adjusting. Check your distance and phone
posture.
 Do you ever feel pain or discomfort in your back while
working in your computer? If so, you might need to
adjust your backrest or posture.
AOM REVIEWER
 Do you feel tingling, numbness or pain in your forearms, OFFICE FURNITURE
wrists, or hands? If so, your chair height or keyboard
mouse may need adjusting. Also, check your sitting  it comprises furniture that is part of the office’s
posture and wrist position. design and includes all large furnishings, such as
desks, tables, chairs and book shelves.
 Are your legs often stiff and cramped, or do you have
swelling and numbness in your ankles and feet? If so, FACTORS TO BE CONSIDERED IN SELECTING AND
your chair height might need adjusting or you may need MAINTAINING OFFICE EQUIPMENT AND FURNITURE:
a footrest.
 Do you feel exhausted at the end of the day? If so, 1. Cost
assess your lifestyle habits for possible contributing o major factor that affects the selection of office
factors: good nutrition, exercise, rest and stress equipment.
reduction. Good ergonomics at home and micro- breaks 2. Durability
at work can improve your health and comfort on and off 3. Compact
the job. o saving in space should be an important factor in
selecting office machine and furniture
If you answered “yes” to even one of the questions, your work 4. Move-ability
stations and work habits need improvement. If you answered “no” 5. Safety
to all of the questions on the test, congratulations! You are probably
6. Multiple uses
comfortable while working at your desk.
7. Design and standardization
ELEMENTS OF OFFICE ENVIRONMENT 8. Comfort

• Temperature
o A comfortable temperature must be maintained
(between 20–26-degree Celsius)
• Humidity
o Low humidity can cause dryness of the eyes,
nose and throat and may also increase the
frequency of static electricity shocks.
o High humidity, above 80% can be associated
with fatigue and report of “stuffiness”.
• Ventilation
o Office should be ventilated either naturally or
artificially.
• Contaminated air
o Contaminants in the office can include bacteria,
viruses, mold spores and dust, solvent vapors
or chemicals generated or use in the building.
• Ozone and Photocopiers
o Modern photocopiers and laser printers, are
fitted with an ozone filter and do not present any
hazard to health, provided they are properly
maintained.
• Lighting
o Light should fall from side rather than from the
front to avoid retraction on the work surfaces.
• Color
o an important factor in shaping the emotional
needs ranging from the need for personal space
to feelings of self-worth of an employee.
• Office Floor Space
o Workstation should be comfortable with safe
and suitable chairs and sufficient space.
• Welfare Facilities
o these are eating facilities, sanitary facilities,
washbasins, etc.
• Cleanliness
o The standard of cleanliness required will
depend on the use to which the office is put.
OFFICE EQUIPMENT
LESSON 3 – MANAGEMENT OF HUMAN RESOURCES
UNIT 1 – SELECTING OFFICE EMPLOYEES
SOURCES OF POTENTIAL OFFICE EMPLOYEES
1. Internal Sources
 It is better to promote an employee who meets the
requirements of the position that hiring from the
outside.
Employee Referral
o When this is used, employee recommend
individual for open positions within the
organization.
Employee Promotion
o Morale is likely to increase and turnover
decrease when employees can be promoted.
o Databanks
2. External Sources
3. Unsolicited Applications
 used to apply for a position without knowing whether
an opening actually exists.
o Advertising
o Educational Institution Placement Services
o Public Employment Agencies and Private
Employment Agencies
o Web-based Employment Services
4. Outsourcing
 Organization turns over certain of its function to any
outside agency that has the specialization of
recruiting, selecting and hiring employees.
5. Hiring people with disabilities.
 Employers cannot discriminate against an individual
with disability as long as a person is otherwise
qualified for the job.

 is a functional or mechanical item used to facilitate

SELECTING HUMAN RESOURCES
production in the office, such as fax or copier
machine. Validation
 Office equipment may need to be replaced more
often that office furniture, particularly as new • the process of determining the predictive value of
technology is debuted and utilized. information.
AOM REVIEWER
Application form
• an efficient method of gathering information about the
applicant’s previous work history, educational
background, and other job-related demographic data.
Tests
• test of ability, skill, aptitude or knowledge that is relevant
to a particular job.
Interview
• popular selection device.
UNIT 2 – DEVELOPING OFFICE EMPLOYEES
Beginning with employee orientation, the employee
development process continues with the training,
counseling, appraising and motivating of employees.
TRAINING, APPRAISING AND PROMOTING OFFICE
PERSONNEL
A. Training
- Assess Current Training Programs
- How well-trained are employees at all levels?
- What process is in place to propose and approve
training?
- What methods are used to train and develop
people?
B. Appraising Performance of Office Employees
- Performance appraisal
o a method by which the job performance of an
employee is evaluated typically by the
corresponding manager or supervisor
- Characteristics of Performance Appraisal
System
o Appraisals Match the Job Descriptions
o Appraisals are Legally Compliant
o Appraisers should be trained
o Appraisal Systems require Follow-up
C. Promotion
- advancement of an employee’s rank or position in
an organizational hierarchy system.
- It is an employee’s reward for good performance.
- The opposite of promotion is demotion
UNIT 3 – SUPERVISING OFFICE EMPLOYEES
SUPERVISING OFFICE EMPLOYEES
Supervision
• is managing others through leadership and personal
influence.
• A supervisor exercises hands-on influence and
leadership skills to guide others.
Role and functions of Supervision
1. Supervisor ad communicator
2. Supervisor as trainer
3. Supervisor as student
4. Supervisor as goal setter
5. Supervisor as evaluator
6. Supervisor as human resource specialist
7. Supervisor as computer expert
8. Supervisor as producer
9. Supervisor as adviser
10. Supervisor as idea champion
11. Supervisor as environmental watchdog
12. Supervisor as international manager
Skills of an Effective Supervisor
• According to Mona Johnson, the owner of companies,
especially large companies, she does not have the time
to supervise each and every employee who works for
them.
• She hires supervisors to ensure that employees are
using time productivity and effectively.
• The employees will follow the lead of their supervisor,
and if the skills of the supervisor are effective, it will
show in the department’s overall performance.
LESSON 4 – LEADERSHIP THEORIES AND BEHAVIORS
UNIT 1 – LEADERSHIP STYLES
Leadership
• the individuals who are the leaders in an organization,
regarded collectively. The activity of leading a group of
people or an organization for the ability to do this.
Leadership involves:
1. Establishing a clear vision
2. Sharing that vision with others so that they will follow
willingly
3. Providing the information, knowledge and methods
to realize that vision
4. Coordinating and balancing the conflicting interest
of all members and stakeholders
Leadership Styles
• Hersey and Blanchard characterized leadership style in
terms of the amount of Task Behavior and Relationship
Behavior that the leader provides to their followers. They
categorized all leadership styles into four behavior
types, which they named S1 to S4.
o S1: Telling.
- This is characterized by one-way
communication in which the leader defines the
roles of the individual or group and provides the
what, how, why, when and where to do the task.
o S2: Selling.
- While the leader is still providing the direction,
he is now using two-way communication and
providing the socio-emotional support that will
allow the individual or group being influenced to
buy into the process.
o S3: Participating.
- This is now shared decision making about
aspects of how the task is accomplished and
the leader is providing less task behaviors while
maintaining high relationship behavior.
o S4: Delegating.
- The leader is still involved in decisions;
however, the process and responsibility has
been passed to the individual or group.
- The leader stays involved to monitor progress.
AOM REVIEWER
Of these, no one style is considered optimal for all leaders
to use all the time. Effective leaders need to be flexible, and
must adapt themselves according to the situation.
UNIT 2 – THEORY OF LEADERSHIP
Behavioral Theory of Leadership
• Focuses on how leaders behave and assume the
leaders can be made, rather than born and successful
leadership is based on definable, learnable behavior.
• According to this theory, people can learn to become
leaders through teaching and observation.
Advantages of Behavioral Theory of Leadership
1. It addresses key questions on an organization’s
leadership model.
2. It identifies the leadership style of your manager.
Disadvantages of Behavioral Theory of Leadership
1. Behavioral theories are a learned process and take
time.
2. Leaders have other considerations for how to
manage employees.
Quotes on behaviors:
“No one really knows why humans do what they do.” - David
K. Reynolds
“If you want to change attitudes, start with a change in
behavior.”- William Glasser
“Behavior is the mirror in which everyone shows their
image.” - Johann Wolfgang von Goethe
“It's better to hang out with people better than you. Pick out
associates whose behavior is better than yours and you'll
drift in that direction.” - Warren Buffett
Situational Theory of Leadership
• Is an adaptive leadership style.
• This strategy encourages leaders to take stock of their
team members, weigh the many variables in their
workplace and choose the leadership style that best fits
their goals and circumstances
Situational leadership
 a leadership style that has been developed and studied
by Kenneth Blanchard and Paul Hersey.
 Situational leadership refers to when the leader or
manager of an organization must adjust his style to fit
the development level of the followers he is trying to
influence.
 With situational leadership, it is up to the leader to
change his style, not the follower to adapt to the leader’s
style.
 In situational leadership, the style may change
continually to meet the needs of others in the
organization based on the situation.
Telling And Directing
 In telling/directing, the leader of the organization is the
one making the decisions and informing others in the
organization of the decision.
 This style of leadership may also be referred to as
micro-management as the leader is very involved and
closely supervises the people who are working.
 With this style of leadership, it is a very top-down
approach and the employees simply do exactly what
they are told.
Selling And Coaching
 With the selling and coaching style of leadership, the
leader is still very involved in the day-to-day activities.
 The decisions still ultimately lie with the leader;
however, input is requested from the employees before
the decision is implemented.
 With this style of situational leadership, employees are
still supervised but it is in more of a coaching manner
rather than a management manner.
 This style typically works well with those who are
inexperienced and still learning.
 It involves direct praise to increase their confidence and
self-esteem.
Participating And Supporting
 The participating and supporting style of situational
leadership passes more responsibility to the employers
or followers.
 While the leader still provides some direction, the
decisions ultimately lie with the follower.
 The leader is there to provide feedback and to increase
their confidence and motivation with praise and
feedback for the tasks completed.
 Those who work well under this style of situational
leadership have the necessary skills but lack the
confidence or motivation to achieve them.
Delegating to Employees
 is the situational leadership style where the leader is
involved the least amount with the employees.
 The employees are responsible for choosing the tasks
and the directions they will take.
 Although the leader may still be involved for direction or
feedback purposes, it is on a much lower level than with
other situational leadership styles.
 With this style of leadership, the employees know their
role and perform it with little supervision required.
Considering Development Level
 The development level of the follower determines the
situational leadership style of the leader.
 Blanchard and Hersey have developed a matrix so that
leaders can easily determine the leadership style
needed by the employee based on their development
level.
 For those with high needs and little experience, the
directing style will be necessary whereas with those with
low needs and high competence, the delegating style
can be used.
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