ADMINISTRATIVE OFFICE

MANAGEMENT

Chapter 1
Principles of Administrative
Office Management

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 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

Topics to be covers:

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Administrative Office
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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.
Page 2-3 (Kallaus & Keeling)

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ADMINISTRATIVE OFFICE MANAGEMENT

Defined

Definition of Office

Refer to the place where information is processed, such as

a credit office, a lawyers 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 firms most vital resources information.

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ADMINISTRATIVE OFFICE MANAGEMENT

Defined

Definition of management

Is the art or skill used by those who blend together the six
Ms 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 Ms, 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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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 organizations
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.
Page - 3 (Kallaus & Keeling)

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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 organizations
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 organizations employees.
To help define duties and responsibilities of employees
assigned within the administrative office management
functional
area.
Page 3-6 (Quible)
Page 2-3 (Kallaus & Keeling)

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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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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 informationrelated 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.
Page 175-176 (Quible)
Page 3-4 (Kallaus & Keeling)

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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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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 organizations objectives is
called administrative office manager or office manager.
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RESPONSIBILITIES OF AOM @
MANAGEMENT FUNCTIONS

Planning
Organizing
Leading (Staffing & Directing)
Controlling

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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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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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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 units budget
Determining personnel requirements
Determining space and equipment needs
Designing new operation systems

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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
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specific tasks.
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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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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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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.
Page 195-196 (Quible)
Page 8 9 (Kallaus & Keeling)
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SKILLS OF THE ADMINISTRATIVE OFFICE

MANAGER (AOM)

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Conceptual Skills

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Human Skills

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Technical Skills

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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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Challenges

Page 6 (Quible)
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Globalization
Culturally Diverse
Workforce

Change Agent
CHALLENGES
Technology

Government
Regulations

New Office
Systems

Productivity
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Qualification, Professionalism, Education

Background (*tested in Quiz only)

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Page 8-9 (Quible)

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QUALIFICATIONS
of an Administrative Office Manager

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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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Role & Skills

Roles are defines as the set of behaviors and job tasks
they are expected to perform

Page 12-16 (Quible)

Page 12-13 (Kallaus & Keeling)
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Role & Skills

Skills are defined as those abilities individuals possess
that enable them to carry out well their specified roles.

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
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has responsibility.
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THE EVOLUTION OF MANAGEMENT THEORY/SCHOOLS OF

MANAGEMENT THOUGHT (*not include in final exam EXCEPT
Leffingwell and William Ouchi)
Scientific Management
Movement
(Late 1800s and Early 1900s)
Administrative
Movement
(1930s)

Human Relations
Movement
(1940s and 1950s)
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Administrative Office
Modern
Movement
Management
(Since 1950s)

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.
Page 12-16 (Quible)
Page 12 13 (Kallaus & Keeling)

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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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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-thumb methods with scientific
determination of each element of a persons job.
The scientific selection and training of workers.
The need for cooperation between management and labor to
accomplish work in 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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SCIENTIFIC MANAGEMENT

Max Weber
The term bureaucracy is used to describe Webers 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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THE TOTAL ENTITY MANAGEMENT

Webers 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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SCIENTIFIC MANAGEMENT
William H. Leffingwell (Father of Office Management)
Applied the principles of scientific management to office work
Develop Scientific Office Management (1917) was the forerunner of
all modern studies in office management.
Develop Five Principles of Effective Work this principles are related to
the proper management of all work may be easily applied to managing
workplace activities (office).

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THE TOTAL ENTITY MANAGEMENT

Five Principles of Effective Work
Plan the Work must plan what work must be done; how, when
and where it must be done; and how fast it can be done.
Schedule the Work recognizing a total office plan of
organization and product development. Office Manager can
coordinate the efforts of all workers, machines, and information to
formulate a proper work schedule to agree with the plan.
Execute the Work Proper operating systems and procedures,
record-keeping practices, and methods for executing the work
must be developed. The work must be done skillfully, accurately,
rapidly, and without unnecessary effort and delay.

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 Measure the Work with the effective development of

measurements, standards, and layouts for getting the work done, it
must then be measured as to quality, quantity, the workers
potential, and past records.
Reward the Workers Perhaps of most importance, the OM
must select, train, motivate, compensate, and promote employees
to keep their interests and those of the firm at an optimum level.

THE TOTAL ENTITY MANAGEMENT

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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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Henry Fayol : UNIVERSAL PRINCIPLES

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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.

Page 15 (Quible)
Page 19-20 (Kallaus & Keeling)
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Administrative Office
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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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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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THE QUALITY MANAGEMENT SCHOOL

TQM common elements
Focus on customer satisfaction
Ongoing improvement of the organizations product and or services.
Work teams based on trust, empowerment, and cooperation.
Statistical measurement techniques designed to identify causes of
production problems as well as to prove benchmark data that helps
assess performance.

Page 173-174 (Kallaus & Keeling)

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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 Japans 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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Total Quality Management (TQM)

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.
Is a program designed to help an organization improve
the quality of its products and/or services.
TQM, as a concept, stress continual improvement rather
than simply meeting objective or maintaining status quo. 48
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Strategies
Strategies of
of TQM
TQM

Continuous improvement
Benchmarking
Downsizing
Reengineering
Quality Circle
Outsourcing

Page 356 & 349(Quible)

Page 621-626 (Kallaus & Keeling)
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Continuous Improvement
Companies use tools and technique such as statistical
process control, brainstorming, feedback from employees and
suppliers, and customer surveys in measuring their current
operating performance and help identifying where corrective
action are needed.
Companies can correct their problem and set higher-quality
management goals.

Downsizing
Downsizing: reduce, as in decreasing the number of workers
in an organization

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Benchmarking

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.

Re-engineering
Re-engineering in which a system is completely rebuilt from
its fundamental component.
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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.
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