Administrative Office Procedures

and Management 1

Presented By:

Group 1

Marcus Angelo Reyes

Aaron Abijiro
Jericho Rivera
Ashley Kate Artajo
Eljane De Castro

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UNFREEZING ACTIVITY

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 SELECTING AND
ORIENTING OFFICE
EMPLOYEES

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Sources of Potential Office Employees
1. Internal Sources

• It is better to promote an employee who meets the

requirements of the position than hiring from the outside.
• It is also an evidence that employees’ competence is
rewarded.
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 Employee Referral – When this is used, employee
recommend individual for open positions within the
organization. Referrals give employees a feeling of recognition
or it may cause problems if the individual does not perform
satisfactory.
 Employee Promotion – Morale is likely to increase and
turnover decrease when employees can be promoted.
 Databanks – The information regarding employees’ job
qualifications is stored in a computerized databanks. This can
be easily and quickly screened to determine which employees
are presently qualified for the open position.
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2. External Sources

• The advantage of external sources is that there

will be big potential applicant pool with new
ideas to join in the organization. The
disadvantage is the possibility of getting or
hiring mediocre to unsatisfactory employees due
to a large number of applicants for just one
opening. 6
3. Unsolicited Applications

• This is used to apply for a position without

knowing whether an opening actually exists.
Individuals using this method may apply
either in person or by mail.

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• Advertising – As recruitment source, advertising includes
classified newspaper advertisements, magazines and journals.
Radio and television notices, electronic bulletin boards found
on the internet.
• Educational Institution Placement Services – provide
important services to both the employer and the job seeker.
The disadvantage is that some organizations may recruit only
at a limited number of colleges and universities.
• Public Employment Agencies and Private Employment
Agencies – these agencies help employers design testing
programs, job analysis and evaluation.
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• Web-based Employment Services – using the web, the job
seekers registers with the employment service and electronically
submits resume-type information.

 Outsourcing – Organization turns over certain of its function to

any outside agency that has specialization of recruiting, selecting,
and hiring employees. It is also common to outsource janitorial,
security, payroll, processing, food services, office services, etc.
 Hiring People with Disabilities – Employers cannot
discriminate against an individual with disability as long as a
person is otherwise qualified for the job.
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 INTERVIEW AND RESUME PREFERENCES

Competition is stiff. With so many applicants to choose from,

employers use a variety of methods for narrowing the field.
The following methods are listed down:
1. Scanning Resources – Almost all the recruiters interviewed
resort to “eye scanning” a resume, skimming it to find the key
words related to the position and power words that indicate the
applicant is capable and hardworking – words like “adaptable,
innovative, problem solving” and skills like “oral
communication, ability to delegate”.
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A one page resume is preferable since manager is always in a hurry
to finish everything on his table.
Most employers with a paper preference like cream, gray, or white.
The more conservative the industry, the more conservative the
paper. Manufacturing seems to prefer white; banking, beige. All
notice a high quality paper, and all discard error-laden resumes.
These employers want to be able to pick out an applicant’s
qualifications and experience at a glance, so they like bullets,
boldfacing, and lists. They want to see month and year for
employment histories, because they sniff out gaps. They expect the
resume to have a professional appearance, with a balanced layout,
good use of white space and graphic elements. Employers also
want an easily readable font, not a fancy script. 11
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2. The Interview – Employers now often try to reduce the list of
candidates further by conducting telephone interviews. They note the
applicant’s ability to discuss education, job history, and current interests
on the telephone. Those who cannot remember specifics are not invited
for a formal interview. Neither are those who sound sleepy at 10:00 am.
The telephone interview may also screen out applicants with accents.
The applicant who survives the telephone interview still faces
challenges. The formal interview really begins as soon as the applicant
arrives at the site. His or her actions may be noted even out in the
parking lot. Almost assuredly, the way the applicant acts in the waiting
room will be reported to the interviewer. Interviewers frequently sneak
out, ostensibly for a cup of coffee, or scope out the applicant
unobserved. In fact, the interviewer may even be substituting at the
reception desk.
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Appearance does matter. Even in casual workplaces,
applicants are expected to look professional.
For men, that generally means, a suit and tie, or perhaps for
some technician positions pressed slacks and shirt, and tie. For
women, a suit is generally appropriate, although dresses and
even tailored slacks are acceptable. Women and men are
cautioned against lots of jewelry or trendy looks. Many
employers dislike long hair on men. Heavy make up and
strong perfume or cologne can also be problems. Moderation
in style and color are safe choices.
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HR people dislike applicants who take over the interview. Since
interviewers are often bothered by specific questions about
benefits and salary, applicants should be cautioned against asking
such questions – at least until they have been offered the job. But
interviewers do like the applicant to ask some questions.
Questions show interest. The questions should be related to the
specific duties that go with the position. Employers usually give
an edge to applicants who have researched the company to
applicants who write follow-up letters after an interview, and to
applicants who ask for the job.

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 SUPERVISING OFFICE EMPLOYEES
Supervision is managing others through leadership and personal
influence. Management means simply getting things done, not
necessarily through coordination of the efforts of other people. Thus,
an individual can be a good manager without even dealing with
people. A supervisor, however, exercises hands-on influence and
leadership skills to guide others. Effective supervisors share many
qualities, including the ability to maintain distance from their
employees without loosing awareness of their activities, yet still
caring about their productiveness and well-being. Similarly, effective
supervisors are direct and fair in their dealings with employees under
their direction. When supervisors discharge their duties effectively,
productivity rises and employees enjoy greater job satisfaction.
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 ROLE AND FUNCTIONS OF SUPERVISION

Supervisors play an important role in the business environment.

Their primary job is to see that the work performed by
employees is completed on time and at the highest level of
quality. In order to complete this task, they must know the
production process and have an understanding of human
behavior. Theirs is a pressure-filled job.

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Supervisors perform a wide range of functions, all of which are
closely intertwined. For example, they must be excellent
communicators. It is their job to write reports, letters, memos,
performance appraisals and the gamut of documents that businesses
need to operate. They must be equally comfortable in communicating
with chief executive officers and assembly-line-production workers.
They must be able to run effective meetings.
They must carefully monitor the organization’s goals, strategies,
tactics and production schedules. They must be cognizant of union
rules where applicable. They must be trainers, confidants, computer
experts, goal setters – in short, supervisors must be well-rounded
employees who are willing to accept the responsibilities required to
keep a company running.
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 Supervisor as Communicator

Supervisors are required to communicate with a variety of

personnel in the course of their jobs. Approaches that might
improve the productivity of people in their 20’s, for example, are
not generally applicable to people in their 50’s. Similarly,
supervisors must deal with people with a wide range of personal
styles, regardless of their ages and backgrounds. Supervisors
must be able to write and speak concisely, clearly, consistently,
and courteously with senior managers, production workers,
customers, suppliers and other people who have an interest in the
organization’s activities.
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It is the supervisor’s responsibility to start the upward
communication process to inform middle and senior managers
about production problems, adherence to production schedules,
budget variances and other matters.
Furthermore, supervisors must be able to react to downward
communications from senior managers in order to address
problems as quickly and efficiently as possible.
Supervisors must also understand laws and ethical guidelines
governing employee surveillance as they endeavor to monitor
employee performance.
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 Supervisor as Trainer
An effective supervisor must be a polished trainer. It is part of the
supervisor’s responsibility to demonstrate to workers exactly how
certain procedures are performed. Supervisors must also be excellent
learners. Workers expect their supervisors to be doers as well as
teachers. Therefore, supervisors must be able to master the tasks that
workers are assigned to perform. This ability is much more critical
for first line supervisors than those in middle and senior
management, especially in industries using production processes. A
thorough understanding of all jobs involved in a given production
process is essential to effective supervision, as supervisors are
ultimately responsible for deploying their workforce in the most
productive and efficient manner possible.
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 Supervisor as Student

For supervisors, life is a learning process. Not only must they

learn the rudiments of their subordinates jobs, but they must also
learn basic supervisory skills. They must take courses in
management, computers, communications and other skills that
will help them in their supervisory roles.
If they do not continually update their skills, they will fail as
supervisors, which is something neither they or their
organizations can afford.
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 Supervisor as Goal Setter
Supervisors are responsible for setting goals for themselves and their
subordinates. In addition, they are charged with ensuring that unit
and individual goals set by senior management are met.
They must sit down with their subordinates and work together to set
goals and monitor progress. This function requires full employment
of the supervisor’s communication skills.
Supervisors cannot simply set goals and then ignore them. First, they
must set realistic goals for themselves and their staff members. Then,
they must establish communication channels through which they and
their subordinates monitor progress. This involves constant feedback
between supervisors and subordinates, without which supervisors
cannot be effective. 25
 Supervisors as Evaluator

It is the supervisor’s job to evaluate workers on a regular

basis. Workers appreciate feedback on their progress.
Generally, they want honest and frequent appraisals of
their work and suggestions from their supervisors on how
to improve their performance.

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 Supervisors as Human Resource Specialist
Supervisors need to be aware of the needs of their subordinates.
Fr example, they must know how t motivate people, how to
reward them, how and when to discipline them and when and
how to refer them to employee assistance programs.
They may have the assistance of human resources specialist in
some of these areas, but the basic responsibility is the
supervisor’s. Given their daily presence among their employees,
supervisors play a critical role in maintaining good moral
among the workforce. Employees who are happy and take pride
in their work and more productive, loyal, and responsive to
overall corporate goals and projects.
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 Supervisors as Computer Expert
In today’s business environment, supervisors must be computer
proficient. Many of today’s management functions are tied
closely to computers. For example, computers are used
extensively in decision making, production scheduling, and
product design.
Supervisors are not responsible for many of the functions
facilitated by computers, but they must have a working
knowledge of how computers operate and their role in the
production process.
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 Supervisors as Producer

The supervisor is inextricably linked to the production of goods

and services. First, supervisors must be knowledgeable about the
production process they control. They are responsible for a large
variety of simultaneous activities in the ongoing production
process.
For example, to a large extent, they control the production
schedule, supervisors are invariably involved in product planning
design, project staffing, employee training, simplification of work
methods, maintenance of equipment and organization of task and
activities while striving to keep relations with workers as amicable
as possible. 29
While performing these tasks, supervisors must keep the object
of meeting organizational or corporate goals in the forefront.
The supervisor’s tasks in the production process also include
equipment and materials management, such as establishing
guidelines for layout of the work being performed and selecting
the right equipment for each job.
Supervisors must schedule carefully to ensure that time is not
wasted. It is a fact of business that idle time and workers are
unproductive, costly and a waste of capital investment.

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Therefore, supervisors may not only need to recommend new
equipment, but might also be required to do economic analyses
to justify the purchase of new machinery.
In some cases, they might also be asked to maintain machinery
or upgrade computer software systems. At least, they must be
effective communicators who can convince senior management
of the need for upgraded machinery and the justification for
capital expenditure outlays.

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 Supervisor as Adviser
Supervisors must be particularly effective in an advisory role.
Supervisors who can advise senior managers, middle managers
and subordinates on topics that affect their work activities are
valuable. The problem is to restrict advice only to those areas
directly related to individuals needs at a particular time.
More often than not, the supervisor does not provide detailed
advice on particular issues. Generally, the supervisor’s role is to
point employees toward qualified professionals who can be of
assistance. That in itself requires that supervisors be aware of
where the proper professionals can be found.
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 Supervisor as Idea Champion

An idea champion is an individual who generates a new idea or

believes in the value of a new idea and supports it in the face of
potential obstacles. Generally, idea champions are members of
the lower supervisory levels. They typically are creative people
who are willing to take risks. Consequently, they frequently have
trouble convincing senior managers that a particular idea or
system will be beneficial to the organization. Thus, idea
champions must often coordinate their activities with sponsors,
who are more often than not middle level managers.
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 Supervisor as Environmental Watchdog
Contemporary supervisors exemplify the prototypical knowledge
workers that the business world is beginning to demand. They
must be knowledgeable about a wide range of environmental
issues and workplace safety programs.
For example, supervisors today must have a broader knowledge of
legislation affecting production than did their predecessors. They
must be careful to regulate the amount of air, water and ground
pollution released by the machinery and processes they oversee.
It is the first-level supervisors who are closest to the production
process. Therefore, it is primarily their responsibility to make sure
the production process is safe for their workers and the public.
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 Supervisors as an International Manager
The emergence of large international businesses is creating a new
demand for supervisors who can manage effectively in difficult
circumstances. Contemporary supervisors are well-advised to
learn new languages and become aware of cultural differences
among workers.
They must learn how to motivate workers in different countries
and differentiate between what is ethical and legal in one country
but not in another. There is no doubt that acquiring the knowledge
and experience to supervise an international business is placing
even ore pressure on managers, but it is also opening new
opportunities for supervisors. 35
 The New Challenge for Supervisors
The future holds much potential for supervisors. They have
long been an important part f the business world. It would be
impossible to conduct a business on any scale were it not for the
presence of qualified supervisors who can lead production
workers.
Supervisors function as leaders, trainers, goal setters,
environmental watchdogs, facilitators, communicators and
more. Simply put, they are the backbone of the business world,
and will continue be as long as there is business to conduct.
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 Skills of an Effective Supervisor

According to Mona Johnson, an 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 company time productively
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.
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QUIZ!
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1. This is used to apply for a position without
knowing whether an opening actually exists.

a. Unsolicited Applications
b. Supervision
c. External Sources
d. Internal Sources
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2. ________ is managing others through
leadership and personal influence.

a. Managing Director
b. Supervisors
c. Supervision
d. Staffing
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3. They function as leaders, trainers, goal setters,
environmental watchdogs, facilitators, communicators and
more. They are the backbone of the business world and will
continue be as long as there is business to conduct.
a. Managers
b. Staffs
c. Supervisors
d. CEO
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4. It is a part of the supervisor's responsibility to
demonstrate to workers exactly how certain
procedures are performed.

a. Supervisors as Student
b. Supervisors as Producer
c. Supervisors as Idea Champion
d. Supervisors as Trainer 42
5. “Supervisors must also understand laws and
ethical guidelines governing employee surveillance
as they endeavor to monitor employee
performance.”
a. True
b. False
c. Not sure
d. I don’t know 43
6 – 8. Give the three (3) Sources of Potential Office
Employees.

9 – 10. Give at least two (2) Role and Functions of

Supervision.

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THANK YOU!

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